Ongamo joe marshal - characteristics of leadershipOngamoJoeMarshal
Ongamo Joe Marshal is ensure that the organization's leadership maintains a constant awareness of both the external and internal competitive landscape, opportunities for expansion, customer base, markets, new industry developments and standards, and so forth.
BUSM 4177 4194Leading for Change Topic 7 Charismatic Lead.docxhumphrieskalyn
BUSM 4177 / 4194
Leading for Change
Topic 7: Charismatic Leadership
Learning Objectives
Charismatic and transformational leadership
Understand:
how the theories of charismatic and transformational leadership differ from earlier leadership theories.
similarities and differences among the major theories of charismatic and transformational leadership.
how attributions of charisma are jointly determined by the leader, the followers, and the situation.
what traits, behaviours, and influence processes are involved in charismatic and transformational leadership.
the benefits and costs of charismatic leadership for followers and the organisation.
how to apply the theories to become more effective as a leader.
A special quality of leaders whose purpose, powers and extraordinary determination differentiate them from others (Conger & Kanungo 1988)
Charisma and charismatic leadership
3
Charisma and charismatic leadership
4
Charismatic leadership
points of difference with earlier leadership theories
Charismatic leadership theory calls on emotional and symbolic aspects of leadership
Charismatic leaders cant succeed without dedicated “followers”
You cannot be charismatic on your own, have to command an audience
Differentiate between creativity and innovation
Steve jobs and Steve Cameron
5
1947: Weber used the term “charisma” to explain a form of influence based not on traditional or legal–rational authority systems but rather on follower perceptions that a leader is endowed with the gift of divine inspiration or supernatural qualities
Weber, M. (1947) The Theory of social and economic organization
(A.M. Henderson & T.Parsons Trans.) New York: Oxford University Press
1987: Conger and Kanungo argue that Weber’s conceptualisation is “limited by lack of specificity”. They developed a behavioural framework within which charisma could be observed and measured.
If the behaviours related to charisma can be isolated, then perhaps those behaviours can be developed to improve leadership or tested in applicants for leadership roles
Conger & Kanungo’s 1987 article is available on the course website
Early contributions to charismatic leadership
X
Charisma is a basket of qualities eg charm passion innovation etc
Attributions of Charisma – 1: Concepts
159
Attributions of Charisma – 2: Follower contingencies
Follower attributions of charisma depends on aspects of the situation
Follower disposition
Follower anxiety
Follow disenchantment
I’m building a wall
I’m building a
cathedral
Two bricklayers one the one project were asked “what are you building?”
163
Disposition = by nature
8
Charismatic leaders … value and pursue an interrelated set of images: they are perceived as trustworthy, credible, morally worthy, innovative, esteemed, and powerful (Gardner & Avolio 1998)
Followers must have a strong desire to identify with the leader
Nine charismatic effects (House 1977); Jane A Halpert clustered these outcomes into:
refe ...
Trust in Leadership : An Evidence Based Approach slideshare.pptxebbnflow
What are the underlying reasons that leaders are able to lead their people during times of uncertainty and change?
This session explores the evidence behind how leaders were able to garner a sense of trust from their people.
Ongamo joe marshal - characteristics of leadershipOngamoJoeMarshal
Ongamo Joe Marshal is ensure that the organization's leadership maintains a constant awareness of both the external and internal competitive landscape, opportunities for expansion, customer base, markets, new industry developments and standards, and so forth.
BUSM 4177 4194Leading for Change Topic 7 Charismatic Lead.docxhumphrieskalyn
BUSM 4177 / 4194
Leading for Change
Topic 7: Charismatic Leadership
Learning Objectives
Charismatic and transformational leadership
Understand:
how the theories of charismatic and transformational leadership differ from earlier leadership theories.
similarities and differences among the major theories of charismatic and transformational leadership.
how attributions of charisma are jointly determined by the leader, the followers, and the situation.
what traits, behaviours, and influence processes are involved in charismatic and transformational leadership.
the benefits and costs of charismatic leadership for followers and the organisation.
how to apply the theories to become more effective as a leader.
A special quality of leaders whose purpose, powers and extraordinary determination differentiate them from others (Conger & Kanungo 1988)
Charisma and charismatic leadership
3
Charisma and charismatic leadership
4
Charismatic leadership
points of difference with earlier leadership theories
Charismatic leadership theory calls on emotional and symbolic aspects of leadership
Charismatic leaders cant succeed without dedicated “followers”
You cannot be charismatic on your own, have to command an audience
Differentiate between creativity and innovation
Steve jobs and Steve Cameron
5
1947: Weber used the term “charisma” to explain a form of influence based not on traditional or legal–rational authority systems but rather on follower perceptions that a leader is endowed with the gift of divine inspiration or supernatural qualities
Weber, M. (1947) The Theory of social and economic organization
(A.M. Henderson & T.Parsons Trans.) New York: Oxford University Press
1987: Conger and Kanungo argue that Weber’s conceptualisation is “limited by lack of specificity”. They developed a behavioural framework within which charisma could be observed and measured.
If the behaviours related to charisma can be isolated, then perhaps those behaviours can be developed to improve leadership or tested in applicants for leadership roles
Conger & Kanungo’s 1987 article is available on the course website
Early contributions to charismatic leadership
X
Charisma is a basket of qualities eg charm passion innovation etc
Attributions of Charisma – 1: Concepts
159
Attributions of Charisma – 2: Follower contingencies
Follower attributions of charisma depends on aspects of the situation
Follower disposition
Follower anxiety
Follow disenchantment
I’m building a wall
I’m building a
cathedral
Two bricklayers one the one project were asked “what are you building?”
163
Disposition = by nature
8
Charismatic leaders … value and pursue an interrelated set of images: they are perceived as trustworthy, credible, morally worthy, innovative, esteemed, and powerful (Gardner & Avolio 1998)
Followers must have a strong desire to identify with the leader
Nine charismatic effects (House 1977); Jane A Halpert clustered these outcomes into:
refe ...
Trust in Leadership : An Evidence Based Approach slideshare.pptxebbnflow
What are the underlying reasons that leaders are able to lead their people during times of uncertainty and change?
This session explores the evidence behind how leaders were able to garner a sense of trust from their people.
MG345_Lead from Middle.pptLeading from the Middle Exe.docxandreecapon
MG345_Lead from Middle.ppt
Leading from the Middle: Exerting Influence Sideways & Upward
MG345 Organizations & Environment
Tony Buono
Fall 2104
Unfreezing
Changing
Refreezing
Planned
Change
Guided
Changing
Freezing
Rebalancing/
Translating
Unfreezing/
Improvising
Directed
Change
Present
State
Desired
State
Conceptualizing Change Processes
Low
Low
High
High
Business Complexity
Socio-Technical
Uncertainty
Authority
Acceptance
Persuasive Communication
A Question of Rhythm?
Leadership Styles
TASK FOCUS
PEOPLE FOCUS
LEARNING FOCUS
ORGANIZATIONAL EMPHASIS
INDIVIDUAL EMPHASIS
Commanding (Coercive)
Pacesetter
Visionary
(Authoritative)
Affiliative
Democratic
Coaching
EQ Adaptive Ability
Across Styles
Managers as Linking Pins
Middle Management …
“… story of gradual disempowerment in which reasonably healthy, confident and competent people become transformed into anxious, tense, ineffective and self-doubting wrecks.”
Barry Oshry, “Converting Middle Powerlessness to Middle Power,” National Productivity Review
Intervening in the MiddleConceptualizing and Understanding One’s Sphere of InfluenceControllables v. UncontrollablesControlled (Contained) EmpowermentLooking for Opportunities in AmbiguityPursuing “Small Wins”
Source: A.F. Buono & A.J. Nurick, “Intervening in the Middle: Coping Strategies in Mergers and
Acquisitions,” Human Resource Planning, 1992, vol. 15, no. 2.
Lewin’s Force-Field Analysis
Status Quo
Change Drivers
Change Resisters
2-
C
H
A
N
G
I
N
G
1-UNFREEZING
3-REFREEZING
KEY:
Own versus
Induced Forces
Dealing with ResistanceApproachUseAdvantagesDisadvantagesEducation +
CommunicationLack of or inaccurate infoHelps to inform and persuadeTime consuming, especially if many people are involvedParticipation + InvolvementInitiators do not have all info; others have considerable power to resistParticipation leads to commitment; recipient info integrated into change planTime consuming; participators can design inappropriate changeFacilitation + SupportResistance due to adjustment problemsBest way to cope with adjustment issuesCan be time consuming; can still failNegotiationSomeone/group loses out and has power to resistRelatively easy was to avoid problemsCan be expensiveManipulationOther tactics don’t’ workQuick, inexpensiveShort-term utility, can lead to future problemsExplicit + Implicit CoercionSpeed; you have powerSimple, straightforwardShort-term benefits, can be risky; retribution
“Managing” Your Boss
Understand your boss
Goals & Needs Working Style
Strengths & Weaknesses
Understand yourself
Goals & Needs Working Style
Strengths & Weaknesses How you react to your boss?
What do you do to help/hurt your relat ...
1- What are the functional sources of power- 2- Distinguish between pe.docxtjames442
1. What are the functional sources of power?
2. Distinguish between personal and social power? What are the 4 power-oriented characteristics of the best managers
Solution
Making organizations more innovative, responsive and responsible requires focusing on a number of leadership, power and influence issues. These issues are critical in coping with the strategic environment with all its VUCA characteristics, and strategic leader performance requirements in that environment. The issues influence developing teams at the strategic level, as well as managing organizational processes linked to values and ethics, organizational culture, visioning and the management of change. Such issues include:
RECENT DEVELOPMENTS
Although trait, behavioral, and contingency approaches have each contributed to the understanding of leadership, none of the approaches have provided a completely satisfactory explanation of leadership and leadership effectiveness. Since the 1970s, several alternative theoretical frameworks for the study of leadership have been advanced. Among the more important of these are leader-member exchange theory, transformational leadership theory, the substitutes for leadership approach, and the philosophy of servant leadership.
.
MG345_Lead from Middle.pptLeading from the Middle Exe.docxandreecapon
MG345_Lead from Middle.ppt
Leading from the Middle: Exerting Influence Sideways & Upward
MG345 Organizations & Environment
Tony Buono
Fall 2104
Unfreezing
Changing
Refreezing
Planned
Change
Guided
Changing
Freezing
Rebalancing/
Translating
Unfreezing/
Improvising
Directed
Change
Present
State
Desired
State
Conceptualizing Change Processes
Low
Low
High
High
Business Complexity
Socio-Technical
Uncertainty
Authority
Acceptance
Persuasive Communication
A Question of Rhythm?
Leadership Styles
TASK FOCUS
PEOPLE FOCUS
LEARNING FOCUS
ORGANIZATIONAL EMPHASIS
INDIVIDUAL EMPHASIS
Commanding (Coercive)
Pacesetter
Visionary
(Authoritative)
Affiliative
Democratic
Coaching
EQ Adaptive Ability
Across Styles
Managers as Linking Pins
Middle Management …
“… story of gradual disempowerment in which reasonably healthy, confident and competent people become transformed into anxious, tense, ineffective and self-doubting wrecks.”
Barry Oshry, “Converting Middle Powerlessness to Middle Power,” National Productivity Review
Intervening in the MiddleConceptualizing and Understanding One’s Sphere of InfluenceControllables v. UncontrollablesControlled (Contained) EmpowermentLooking for Opportunities in AmbiguityPursuing “Small Wins”
Source: A.F. Buono & A.J. Nurick, “Intervening in the Middle: Coping Strategies in Mergers and
Acquisitions,” Human Resource Planning, 1992, vol. 15, no. 2.
Lewin’s Force-Field Analysis
Status Quo
Change Drivers
Change Resisters
2-
C
H
A
N
G
I
N
G
1-UNFREEZING
3-REFREEZING
KEY:
Own versus
Induced Forces
Dealing with ResistanceApproachUseAdvantagesDisadvantagesEducation +
CommunicationLack of or inaccurate infoHelps to inform and persuadeTime consuming, especially if many people are involvedParticipation + InvolvementInitiators do not have all info; others have considerable power to resistParticipation leads to commitment; recipient info integrated into change planTime consuming; participators can design inappropriate changeFacilitation + SupportResistance due to adjustment problemsBest way to cope with adjustment issuesCan be time consuming; can still failNegotiationSomeone/group loses out and has power to resistRelatively easy was to avoid problemsCan be expensiveManipulationOther tactics don’t’ workQuick, inexpensiveShort-term utility, can lead to future problemsExplicit + Implicit CoercionSpeed; you have powerSimple, straightforwardShort-term benefits, can be risky; retribution
“Managing” Your Boss
Understand your boss
Goals & Needs Working Style
Strengths & Weaknesses
Understand yourself
Goals & Needs Working Style
Strengths & Weaknesses How you react to your boss?
What do you do to help/hurt your relat ...
1- What are the functional sources of power- 2- Distinguish between pe.docxtjames442
1. What are the functional sources of power?
2. Distinguish between personal and social power? What are the 4 power-oriented characteristics of the best managers
Solution
Making organizations more innovative, responsive and responsible requires focusing on a number of leadership, power and influence issues. These issues are critical in coping with the strategic environment with all its VUCA characteristics, and strategic leader performance requirements in that environment. The issues influence developing teams at the strategic level, as well as managing organizational processes linked to values and ethics, organizational culture, visioning and the management of change. Such issues include:
RECENT DEVELOPMENTS
Although trait, behavioral, and contingency approaches have each contributed to the understanding of leadership, none of the approaches have provided a completely satisfactory explanation of leadership and leadership effectiveness. Since the 1970s, several alternative theoretical frameworks for the study of leadership have been advanced. Among the more important of these are leader-member exchange theory, transformational leadership theory, the substitutes for leadership approach, and the philosophy of servant leadership.
.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
5. Turn in SAP 8
Please Pass to the Aisle and then
Pass Forward
Thanks
6. Organizational and Societal
Theories of Leadership
Seek Broad Explanation of Leader and
Follower Behavior
Inclusive of Leader and Follower
Characteristics
Inclusive of Situational and Organizational
Constraints
Best of the Old and New
“Great Man” Plus Organizational
Influences
7. Transactional Leadership
Originally Included in Transformational
Leadership (Bass, 1985)
Back to Behavior Modification and Skinner
Transactional Leader Behaviors:
Contingent Reward Behavior
Management by Exception
Active Management by Exception
Laissez-Faire
Combined Positive Empirical Support,
Especially Contingent Reward
8. Transformational Leadership
Bass (1985)
Defined by Leader’s
Effect on Followers:
Trust, Admiration,
Loyalty, Respect, and
Motivation
Leader Transforms
Followers:
Awareness of
Importance of
Outcomes
Transcend Self-
Interests
Activate Higher Order
Needs
Leader Behaviors:
Idealized Influence
(Charisma)
Individualized
Consideration
Inspirational Motivation
Intellectual Stimulation
Charisma is Necessary
but not Sufficient
Bound by Organizational
Culture
Moderate Empirical
Support
9. Shaping Culture through
Transformational Leadership
Leaders Act as “Change
Agents” to Develop
Organizational Culture
Primary Mechanisms
Focus Attention
React to Crisis
Act as Role Model
Allocate Resources
Establish Hire/Fire
Criteria
Secondary Mechanisms
Design Systems and
Policies
Design Organizational
Structure
Design Facilities
Stories, Legends, and
Myths
Formal Statements
The “Founding Father
Effect”
10. Charismatic Leadership
Charisma = Divinely Inspired Gift
Unclear Interaction between Leader
Attributes, Follower Perceptions, and
Situational Constraints
Pro-Social or Pro-Self Charismatic
Leaders
Desire to Serve Self-Interests over the
Establishment of Achievement Oriented
Cultures
11. Charismatic Leader Influence
Leader Characteristics
High nPow and Self
Esteem
Strong Positive
Impression
Management
Articulate Ideological
Vision
Role Models
Communicate High
Expectations
Arouse Motivation
Follower Attributions
Non Status Quo Vision
Unconventional
Methods
Self-Sacrificing
Confident and
Assured
Rational Persuasion
and Inspirational
Appeals
Flash in the Pan
Charismatic Leaders
are Change Agents at
Pivotal Moments
14. Concluding Remarks
What Does it Take to Be a Leader?
Does Leadership Matter?
Do Organizations Want or Need
Leaders?
What Kinds of Leaders Are Needed?