The document discusses several theories of leadership that have emerged over the last century. It describes theories related to the personal characteristics of leaders, including traits, needs, self-monitoring, cognitive ability and gender. Motivation to lead is defined as having affective, noncalculative and social-normative aspects. Theories also address the interaction between a leader's style and the work situation, including situational favorability, organizational climate and follower readiness. Specific leadership skills discussed include decision making, management by walking around, use of power sources like expert and referent power, and leader-member exchange relationships.
The Culture Fair Intelligence Test (CFIT) was conceived by Raymond B. Cattell in 1920s. It is a nonverbal instrument to measure your analytical and reasoning ability in the abstract and novel situations. The test includes mazes, classifications, conditions and series. Such problems are believed to be common with all cultures. That’s the reason that the testing industry claims it free from all cultural influences.
Please let me know if you are interested to purchase CFIT.
Looking for customized in-house training sessions that fit your needs, particularly in the Philippines? Please send me an email at clarencegapostol@gmail.com or WhatsApp +971507678124. When your request is received I will follow up with you as soon as possible.Thank you!
The Culture Fair Intelligence Test (CFIT) was conceived by Raymond B. Cattell in 1920s. It is a nonverbal instrument to measure your analytical and reasoning ability in the abstract and novel situations. The test includes mazes, classifications, conditions and series. Such problems are believed to be common with all cultures. That’s the reason that the testing industry claims it free from all cultural influences.
Please let me know if you are interested to purchase CFIT.
Looking for customized in-house training sessions that fit your needs, particularly in the Philippines? Please send me an email at clarencegapostol@gmail.com or WhatsApp +971507678124. When your request is received I will follow up with you as soon as possible.Thank you!
The 16PF5 is the fifth version of the 16PF, a self-report questionnaire originally devised by Dr Raymond Cattell as part of his work to identify the primary components of personality. His research, which began in the 1940s, was based on the use of factor analysis to interpret data derived from questionnaire items (Q-data) and from behaviour ratings (L-data). The 16PF was designed to give a broad measure of personality that would be useful to practitioners in a wide range of settings: from selection, to counselling to clinical decision-making.
Please let me know if you are interested to purchase psychological test.
Looking for customized in-house training sessions that fit your needs, particularly in the Philippines? Please send me an email at clarencegapostol@gmail.com or WhatsApp +971507678124. When your request is received I will follow up with you as soon as possible.Thank you!
Raven’s Progressive Matrices are a group or individually administered tests that non-verbally assesses intelligence in children and adults through abstract reasoning.
Effectiveness of leadership depends on the situation. The styles a manager chooses may depend on the following situations.
o Forces in the manager i.e. his value system & confidence in subordination
o Forces in subordinate e.g. subordinates expectation
o Forcer in the situation e.g. types of the organization, the nature of the problem, the pressure of time, etc.
Conclusion
Varying Leadership Style
Three factors that influence which leadership style to use.
1. The manager’s personal background: What personality, knowledge, values, ethics, and experiences does the manager have. What does he or she think will work?
2. Staff being supervised: Staff individuals with different personalities and backgrounds; the leadership style used will vary depending upon the individual staff and what he or she will respond best to.
3. The organization: The traditions, values, philosophy, and concerns of the organization influence how a manager acts
Determining the Best Leadership Style
• Leaders tasks should be more relationship (people) oriented
• Leaders have a dominant style, one they use in a wide variety of situations
• No one best style - leaders must adjust their leadership style to the situation as well as to the people being led
• Many different aspects to being a great leader - a role requiring one to play many different leadership styles to be successful.
5.1.1. LEADERSHIP THEORIES
For decades, leadership theories have been the source of numerous studies. In reality as well as in practice, many have tried to define what allows authentic leaders to stand apart from the mass! Hence, there are many theories on leadership as there are philosophers, researchers and professors that have studied and ultimately published their leadership theory. Every leader is different, and no single theory works for all leaders Therefore, theories are commonly categorized by which aspect is believed to define the leader the most. The most widespread one's are:
1. Great Man Theory,
2. Trait Theory,
3. Behavioral Theories.
4. Contingency Theories,
1. GREAT MAN THEORY (Thomas Carlyle, 1847)
This theory is often linked to 19th century philosopher and historian Thomas Carlyle, who commented that "The history of the world is the biography of great men." This theory is usually contrasted with a theory that talks about events occurring in the fullness of time, or when an overwhelming wave of smaller events cause certain developments to occur.
The Great Man theory assumes that the traits of leadership are intrinsic. That simply means that great leaders are born they are not made. This theory is based on the belief that leaders are exceptional people, born with innate qualities, destined to lead.
The idea of the Great Man also strayed into the mythic domain, with notions that in times of need, a Great Man would arise, almost by magic. Gender issues were not on the table when the 'Great Man' theory was proposed.
The 16PF5 is the fifth version of the 16PF, a self-report questionnaire originally devised by Dr Raymond Cattell as part of his work to identify the primary components of personality. His research, which began in the 1940s, was based on the use of factor analysis to interpret data derived from questionnaire items (Q-data) and from behaviour ratings (L-data). The 16PF was designed to give a broad measure of personality that would be useful to practitioners in a wide range of settings: from selection, to counselling to clinical decision-making.
Please let me know if you are interested to purchase psychological test.
Looking for customized in-house training sessions that fit your needs, particularly in the Philippines? Please send me an email at clarencegapostol@gmail.com or WhatsApp +971507678124. When your request is received I will follow up with you as soon as possible.Thank you!
Raven’s Progressive Matrices are a group or individually administered tests that non-verbally assesses intelligence in children and adults through abstract reasoning.
Effectiveness of leadership depends on the situation. The styles a manager chooses may depend on the following situations.
o Forces in the manager i.e. his value system & confidence in subordination
o Forces in subordinate e.g. subordinates expectation
o Forcer in the situation e.g. types of the organization, the nature of the problem, the pressure of time, etc.
Conclusion
Varying Leadership Style
Three factors that influence which leadership style to use.
1. The manager’s personal background: What personality, knowledge, values, ethics, and experiences does the manager have. What does he or she think will work?
2. Staff being supervised: Staff individuals with different personalities and backgrounds; the leadership style used will vary depending upon the individual staff and what he or she will respond best to.
3. The organization: The traditions, values, philosophy, and concerns of the organization influence how a manager acts
Determining the Best Leadership Style
• Leaders tasks should be more relationship (people) oriented
• Leaders have a dominant style, one they use in a wide variety of situations
• No one best style - leaders must adjust their leadership style to the situation as well as to the people being led
• Many different aspects to being a great leader - a role requiring one to play many different leadership styles to be successful.
5.1.1. LEADERSHIP THEORIES
For decades, leadership theories have been the source of numerous studies. In reality as well as in practice, many have tried to define what allows authentic leaders to stand apart from the mass! Hence, there are many theories on leadership as there are philosophers, researchers and professors that have studied and ultimately published their leadership theory. Every leader is different, and no single theory works for all leaders Therefore, theories are commonly categorized by which aspect is believed to define the leader the most. The most widespread one's are:
1. Great Man Theory,
2. Trait Theory,
3. Behavioral Theories.
4. Contingency Theories,
1. GREAT MAN THEORY (Thomas Carlyle, 1847)
This theory is often linked to 19th century philosopher and historian Thomas Carlyle, who commented that "The history of the world is the biography of great men." This theory is usually contrasted with a theory that talks about events occurring in the fullness of time, or when an overwhelming wave of smaller events cause certain developments to occur.
The Great Man theory assumes that the traits of leadership are intrinsic. That simply means that great leaders are born they are not made. This theory is based on the belief that leaders are exceptional people, born with innate qualities, destined to lead.
The idea of the Great Man also strayed into the mythic domain, with notions that in times of need, a Great Man would arise, almost by magic. Gender issues were not on the table when the 'Great Man' theory was proposed.
Leadership theories are the explanations of how and why certain people become leaders. They focus on the traits and behaviors that people can adopt to increase their leadership capabilities. Some of the top traits that leaders say are vital to good leadership include: Strong ethics and high moral standards.
CHAPTER SIX
LEADING/ DIRECTING FUNCTION
Learning Objectives:
To understand the meaning and nature of direction.
Present leadership theories and styles.
Present motivation theories.
Discuss the meaning and importance of communication.
Understand the types and forms of communication.
Understand the meaning, importance and techniques of coordination
5.1. INTRODUCTION
People are the most important resource in an organization. To achieve organizational objectives HR should be directed towards the accomplishment of goals. Hence, the successful achievement of organizational objectives is greatly the manifestation of the managers’ ability to lead employees.
5.2. MEANING AND NATURE OF DIRECTION
Direction is a vital managerial function, performed by every manager. Whenever decision is taken, it must be converted into action by proper implementation. Otherwise, it is of no use. Effective implementation of a decision is made possible by directions. Planning, organizing and staffing are concerned only with the preparation for work performance and it is the direction which stimulates the organization and its staff to execute the plans. Hence, it is also called ‘management-in-action’. Every manager gives direction to his subordinates as superior and receives directions as subordinate from his superior.
Different authors define leading in different ways, but the general ideas of each definition give the same messages. Therefore, directing is simply defined as;
The process of influencing people so that they will contribute to the organization & group goals or actuating organizational members to work efficiently & effectively for the attainment of organizational goals /objectives. Influencing means motivating people to contribute their maximum efforts for the achievement of organizational goals; but it does not to mean coercing/ forcing, imposing sanctions or pushing people at the behind.
A function of management which is related with instructing, guiding and inspiring human factor in the organization to achieve organizational mission and objectives.
According to Koontz and O’Donnel, “Direction is a complex function that includes all those activities which are designed to encourage subordinates to work effectively and efficiently in both the short and long term”.
Directing is the process of integrating the people with the organization, so as to obtain their willingness and enthusiastic co-operation for the achievement of its goals. It requires the integration of organizational & individual goals. It is the heart of managerial functions because it involves initiating actions.
5.3. ELEMENTS OF DIRECTING
Employees as individual or group members, contribute their efforts & abilities to achieve organizational goals which can result in advancement towards their own individual or group goals. Managers to direct individuals require three basic elements. They are
1. Leadership
2. Motivation &
3. Communication
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
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My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
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678-993-7195
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Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
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3. Personal Characteristics Associated
with Leadership
•In the last 100 years, many
attempts have been made to
identify the personal
characteristics associated with
leader emergence and leader
performance
4. Leader Emergence
•is the idea that people who
become leaders possess
traits or characteristics
different from people who
do not become leaders
12. Cognitive
Ability• most important when the leader is
not distracted by stressful situations
and when the leader uses a more
directive leadership style.
• the key to effective leadership is the
synthesis of three variables: wisdom,
intelligence (academic and
practical), and creativity
13. Needs
•A personal characteristic
that has received some
support pertains to a
leader’s need for
power, need for
achievement, and need
for affiliation.
14. •Need for power, need
for achievement, and
need for affiliation can
be measured through
various psychological
tests.
15. Thematic Apperception Test
(TAT)
• most commonly used
• a projective test in which a
person is shown a series of
pictures and asked to tell a
story about what is happening
in each
• is time-consuming and
requires a great deal of
training.
16. Job Choice Exercise
(JCE)
• Developed by Stahl and Harrell
(1982)
• the person reads descriptions of jobs
that involve varying degrees of
power, achievement, and affiliation
needs and rates how desirable he
finds each particular job.
17. Gender• men were more effective as
leaders in situations
traditionally defined in
masculine terms and in
situations in which the majority
of subordinates were men.
• Women were more effective as
leaders in situations
traditionally defined in less
masculine terms.
18. Task Versus Person
OrientationThree major schools of thought—
1.Ohio State Studies
2.Theory X and
3.Managerial Grid
• have postulated that differences in
leader performance can be attributed to
differences in the extent to which
leaders are task versus person oriented.
19. Country Club (MG)
Consideration (OS)
Theory Y
Team (MG)
Impoverished ( MG)
High
P
E
R
S
O
N
O
R
I
E
N
T
A
T
I
O
N
Middle of the Road
(MG)
Task-centered (MG)
Initiating Structure (OS)
Theory X
Low High
TASK ORIENTATION
Low
20. A leader’s task or person orientation
can be measured by several
instruments
•Leadership Opinion Questionnaire (LOQ)
- filled out by supervisors or leaders who want to
know their own behavioral style.
•Leader Behavior Description Questionnaire (LBDQ)
- completed by subordinates to provide a picture of
how they perceive their leader’s behavior
22. Lack of
Training
•The norm for most
organizations is to
promote a current
employee or hire a
new employee and
place him directly into
a leadership role.
23. Cognitive
Deficiencies
•believes that poor leaders are
unable to learn from experience
and are unable to think
strategically—they consistently
make the same mistakes and do
not plan ahead.
24. Personalit
y
- many unsuccessful leaders are
insecure and adopt one of three
personality types:
1.Paranoid or passive-aggressive
2.High-likability floater
3. Narcissist.
25. • The source of insecurity for leaders who are
paranoid, passive-aggressive, or both is some
incident in their life in which they felt
betrayed.
• On the surface, these leaders are charming,
quiet people who often compliment their
subordinates and fellow workers.
• But they resent the successes of others and
are likely to act against subordinates in a
passive-aggressive manner; that is, on the
surface they appear to be supportive, but at
the same time they will “stab” another
person in the back.
Paranoid/ Passive-aggressive leader
26. High-likability
floater
• goes along with the group, is friendly to
everyone, and never challenges anyone’s ideas.
• never does anything, challenges anyone, or
stands up for the rights of his employees.
• Such leaders will be promoted and never fired
because even though they make no great
performance advances, they are well liked. Their
employees have high morale but show relatively
low performance
27. Narcissist
s
• are leaders who overcome their
insecurity by overconfidence.
• like to be the center of attention,
promote their own
accomplishments
• take most, if not all, of the credit for
the successes of their group—but
they avoid all blame for failure.
28. Interaction between the Leader
and the Situation• a leader’s effectiveness
often depends not only
on the traits she
possesses, but also on
the particular situation in
which the leader finds
herself
29. Situational
Favorability• developed by Fred Fiedler in the mid-
1960s
• an individual’s leadership style is the
result of a lifetime of experiences and
thus is extremely difficult to change.
• Fielder developed the Least-Preferred
Coworker (LPC) Scale where Leaders
identify the subordinate or employee
they would least want to work.
30. 01/13/18
Favorableness of a situation is
determined by:
1. Task Structuredness. - Structured tasks have goals that are
clearly stated and known by group members, have only a few
correct solutions to a problem, and can be completed in only a
few ways.
2. Leader Position Power. - the greater the position or
legitimate power of the leader, the more favorable the situation..
3. Leader–Member Relations - The more the subordinates like
their leader, the more favorable the situation. The leader–
member relationship is considered the most important of
the three variables.
31. Organizational
Climate•known as IMPACT theory, was
developed by Geier, Downey,
and Johnson (1980),
• believed that each leader has
one of six behavioral styles:
informational, magnetic,
position, affiliation, coercive,
or tactical.
32. Informational Style in a Climate of
Ignorance•provides information in a
climate of ignorance, where
important information is
missing from the group.
33. Magnetic Style in a Climate of
Despair
•A leader with a magnetic
style leads through
energy and optimism and
is effective only in a
climate of despair, which
is characterized by low
morale.
34. Position Style in a Climate of
Instability
•A person who uses the
position style leads by
virtue of the power
inherent in that
position.
35. Affiliation Style in a Climate
of Anxiety
•A person with an
affiliation style leads
by liking and caring
about others
36. Coercive Style in a Climate of Crisis
•A person using the
coercive style leads by
controlling reward and
punishment and is most
effective in a climate of
crisis
37. Tactical Style in a Climate of
Disorganization
•A leader with a
tactical style leads
through the use of
strategy and is most
effective in a climate
of disorganization.
38. Subordinate
Ability•leaders will be successful
only if their subordinates
perceive them as working
with them to meet certain
goals and if those goals
offer a favorable outcome
for the subordinate.
39. •Instrumental - calls for planning, organizing, and
controlling the activities of employees.
•Supportive -shows concern for employees
•Participative - shares information with employees and
lets them participate in decision making
• Achievement-oriented - sets challenging goals and
rewards increases in performance
According to House’s path–goal theory, a
leader can adopt one of four behavioral
leadership styles to handle each situation:
40. • developed by Hersey and Blanchard (1988)
• postulated that a leader typically uses one of four behavioral
styles: delegating, directing, supporting, or coaching.
Follower Readiness
- the ability and willingness to perform a particular task.
Situational leadership
theory
41. • developed by Dansereau, Graen,and Haga (1975)
• originally called vertical dyad linkage (VDL) theory.
• leaders develop different roles and relationships with the people
under them and thus act differently with different subordinates.
Subordinates fall into one of two groups
1.In-group - characterized by a high-quality relationship with the
leader
2. Out-group - characterized by a low-quality relationship with the
leader.
Leader–member exchange (LMX)
theory
45. Leadership through Contact:
Management by Walking Around
•leaders and managers are
most effective when they
are out of their offices,
walking around and
meeting with and talking to
employees and customers
about their needs and
progress.
46. Leadership through
Power
•Leaders who have power
are able to obtain more
resources, dictate policy,
and advance farther in an
organization than those
who have little or no
power.
47. Expert Power
•Leaders who have expert
knowledge will have
power.
Legitimate Power
Obtained through the basis
of positions.
48. Reward and Coercive
Powers•Leaders also have power to the
extent that they can reward and
punish others.
•Reward power involves having
control over both financial and
nonfinancial rewards
•Coercive power - ability to
punish
50. Leadership through Vision:
Transformational Leadership• Transactional leadership consists of many of the task-oriented
behaviors.
• Thought to have three dimensions:
• Contingent Reward - Dimension - leaders who reward
followers for engaging in desired activity
• Management by Exception–Active - leaders who actively
monitor performance and take corrective action when
needed
• Management by Exception–Passive - leaders who do not
actively monitor follower behavior and who take corrective
action only when problems are serious
51. Transformational
leadership• focuses on changing or transforming the goals, values, ethics, standards,
and performance of others
• It is believed that there are three highly related dimensions to
transformational leadership:
• Charisma (idealized influence, inspirational motivation) - leaders with
high moral and ethical standards who have a strong vision of where they
want their followers to go and who use enthusiasm to motivate their
followers
• Intellectual Stimulation- leaders who encourage change and open
thinking, challenge the status quo, and appreciate diversity
• Individual Consideration- leaders who encourage individual growth and
take the time to mentor and coach their followers
52. Vision
•good leaders have a
vision of where they
want the organization
to go and provide
direction toward that
end.
53. Differentiation
•Successful leaders are somehow different from their
followers. In some cases the difference might be one
of personality; in others, it might be one of charisma,
knowledge, or skill. Though successful leaders are
somehow different from their followers, they are also
similar enough to relate to and empathize with them.
54. Values
•Successful leaders have strong values
Transmission of Vision and
Values
Successful leaders are able to communicate their
vision and values to others
55. Flaws
•Interestingly, successful leaders
typically have a major flaw and
they know it. This flaw makes
the leader more human and
provides a target that followers
can focus on when they are
upset with the leader.
57. Persuasion by
Communication• People who have certain characteristics can communicate through
persuasion more easily than people who lack these characteristics.
• Expertise - Leaders who either has or is perceived as having
expertise about a topic will be more persuasive than a leader who
does not.
• Trustworthiness - a leader can communicate not only that is
similar to them but also that his goals are the same as theirs.
• Attractiveness. Attractiveness has the same effect with persuasion:
Attractive people are more persuasive than unattractive people
59. Three aspects of the message
1. Message discrepancy
2. One-sided versus two-sided
arguments
3. Use of threats.
60. Threats
• method of persuasion a leader
can use when appropriate.
• For a threat to be effective,
however, the person being
persuaded must actually believe
it will be carried out—that is,
that the consequences of not
complying are undesirable and
inevitable.
Editor's Notes
Dangerous and his colleagues believed that subordinates fall into one of two groups—the in-group, characterized by a high-quality relationship with the leader, or the out-group, characterized by a low-quality relationship with the leader.
Leaders who are well liked can influence others even in the absence of reward and coercive power. Leaders can obtain such referent power by complimenting others, doing favors, and generally being friendly and supportive (Kipnis, Schmidt, & Wilkinson, ). Employees of leaders with referent power are most committed to their organizations and satisfied with their jobs (Rahim & Afza,
A good example of this can be found in presidential elections. Candidate travel the country trying to relate to the people by wearing regional attire (e.g., cowboy hats in Texas, a John Deere cap in Iowa) but still trying to “look presidential.”
. For example, Wal-Mart founder Sam
Walton strongly valued customer service, whereas Southwest Airlines CEO Herb
Kelleher strongly values employee relations.
A look at recent presidents shows many
with flaws: Jimmy Carter “lusted in his heart,” Ronald Reagan tended to ramble
and forget, Bill Clinton had his affairs (but didn’t inhale), and George W. Bush
mangled the English language. Our attention to these flaws often kept us from
criticizing these presidents on more important problems (e.g., ethics, economy,
foreign relations).
Supervisors often need to persuade upper-level managers that a new program will work; politicians need to persuade fellow politicians to vote a particular way; and public relations executives often want to persuade the public to change its perception of an organization or a product.