Pro bono presentation prepared by RovingAssistant.Com (www.rovingassistant.com) for an MBA student from a notable university in Jamaica. Prepared in the month of October 2013.
Protective Test - HFD- Personality AnalysisArora Mairaj
Aim of this lecture is to discuss HFD- as a technique for the assessment of Personality, with a brief review of Test , Types of Psychological Tests & Techniques.
Our latest white paper shares new global research based on 7000 employee surveys in the US, Brazil, UK, Germany, Australia, Singapore and China, UAE, Saudi Arabia, and Egypt. We look at questions like: Can anyone be creative? How do employers build creative cultures? Is playing at work the answer? What are the business rewards of inspiring creativity—and the risks of failing to?
Multitaskers, are you overwhelmed by the flood of information coming at you every day? New data on mindfulness and multitasking is good for those who often find themselves juggling too many tasks at once.
Learn more from Daniel Goleman at http://bit.ly/MindfulMultitasking and http://morethansound.net/
Members of Connect: Professional Women’s Network share advice for effectively delivering the good, bad and ugly.
Connect: Professional Women’s Network is online community with more than 300,000 members that discusses issues relevant to women and their success. The free LinkedIn group powered by Citi also features videos interviews with influential businesswomen, live Q&As with experts and slideshows with career advice. To learn more and join the conversation in the largest women's group on LinkedIn, visit http://www.linkedin.com/womenconnect.
Help Young Talent Develop a Professional MindsetDaniel Goleman
There is a chasm between what business leaders expect from recent graduates, and what these new hires offer. In a Hay Group study of 450 business leaders and 450 recent graduates based in India, the US, and China… a massive 76% of business leaders reported that entry-level workers and recent grads are not ready for their jobs.
In most cases, these hires are intelligent, ambitious, and technically savvy. They have proven their ability to accomplish the work. They’re committed and passionate about rising through the ranks. So what are these new professionals missing?
They’re lacking emotional intelligence skills.
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Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
Protective Test - HFD- Personality AnalysisArora Mairaj
Aim of this lecture is to discuss HFD- as a technique for the assessment of Personality, with a brief review of Test , Types of Psychological Tests & Techniques.
Our latest white paper shares new global research based on 7000 employee surveys in the US, Brazil, UK, Germany, Australia, Singapore and China, UAE, Saudi Arabia, and Egypt. We look at questions like: Can anyone be creative? How do employers build creative cultures? Is playing at work the answer? What are the business rewards of inspiring creativity—and the risks of failing to?
Multitaskers, are you overwhelmed by the flood of information coming at you every day? New data on mindfulness and multitasking is good for those who often find themselves juggling too many tasks at once.
Learn more from Daniel Goleman at http://bit.ly/MindfulMultitasking and http://morethansound.net/
Members of Connect: Professional Women’s Network share advice for effectively delivering the good, bad and ugly.
Connect: Professional Women’s Network is online community with more than 300,000 members that discusses issues relevant to women and their success. The free LinkedIn group powered by Citi also features videos interviews with influential businesswomen, live Q&As with experts and slideshows with career advice. To learn more and join the conversation in the largest women's group on LinkedIn, visit http://www.linkedin.com/womenconnect.
Help Young Talent Develop a Professional MindsetDaniel Goleman
There is a chasm between what business leaders expect from recent graduates, and what these new hires offer. In a Hay Group study of 450 business leaders and 450 recent graduates based in India, the US, and China… a massive 76% of business leaders reported that entry-level workers and recent grads are not ready for their jobs.
In most cases, these hires are intelligent, ambitious, and technically savvy. They have proven their ability to accomplish the work. They’re committed and passionate about rising through the ranks. So what are these new professionals missing?
They’re lacking emotional intelligence skills.
+ 10 Leadership Tools >>> https://lnkd.in/dfhe4rg
Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
Explore key takeaways shared in our Stanford GSB View From The Top guest speaker series this year.
More leadership insights: http://stanford.io/leadership
Over the centuries leadership has been a key subject of discussion about universal leadership. Numerous studies show not one leadership fits to all occasions. Each situation might perhaps require different type of leadership
Leadership Excellence for Managers and Heads of Strategic Business UnitsAkeem Akinfenwa
Leadership Excellence for Managers and Heads of Strategic Units looks at the various theories of leadership from early history - The Great Man Theories, Trait Theory, Behavioural and Style, etc; with a view to rationalise the need for Leadership in modern businesses.
The Blake Mouton Grid, John Adair's Action Centred Leadership, Path-Goal Theory, Robert Tannenbaum/Warren H. Schmidt's Theory.
Definitions from Peter
At RovingAssistant.Com (RAC), we focus on empowering consultants and businesses by providing critical support services to ensure the successful completion of their goals. We are a sole proprietorship providing support in all fields of a business’ operation. Our services and rates are tailored to meet the specific needs of each client. Every circumstance is unique and we pride ourselves on being able to analyze each project and provide, not only a competitive quotation, but also professional results and exceptional customer service.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
3. What is Leadership?
• The process of an individual guiding other in
their pursuits, often by organizing, directing,
coordinating, supporting and motivating their
efforts.
• This process can be characterized as reciprocal,
transactional, transformational, cooperative and
adaptive.
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4. Leadership is not…
• a static characteristic of an individual or a group,
but a complex of interpersonal processes
whereby cooperating individuals are permitted
to influence and motivate others to promote the
attainment of group and individual goals. These
processes are reciprocal, transactional,
transformational, cooperative, and adaptive.
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5. Leadership is…
• a reciprocal process
• a transactional process
• a transformational process
• a cooperative process
• an adaptive, goal-seeking process
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6. Leadership Myths
• Is Leadership Power?
Leadership is neither power
over group members nor
resisted by them.
• Are Leaders Born or Made?
Leadership is not an inborn
trait.
• Do Leaders Make a
Difference? The leader alone
does not determine the group’s
outcomes.
• Do Followers Resist Leaders?
Most people prefer to be led
rather than be leaderless.
• Do All Groups Have Leaders?
Not all group have leaders but
as groups increase in size and
complexity, most select a
leader.
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7. The Follower
• Robert Kelley’s theory of followership suggests
that followers vary along two dimensions:
▫ Active/Passive
▫ Independent/Dependent
• He identified five types of followers:
▫
▫
▫
▫
▫
Conformist (yes people)
Passive (sheep)
Pragmatic (rank-and-file members)
Alienated (not committed)
Exemplary (stars)
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9. What Do Leaders Do?
• The Task-Relationship Model is a descriptive
model of leadership which maintains that most
leadership behaviors can be classified in two
basic clusters, performance maintenance or
relationship maintenance.
• Different situations require different skills of
leaders, but researchers have identified these
two dimensions of leadership in study after
study of what leaders actually do when they are
in groups.
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10. Task-Relationship Leadership Model
Task Leadership
Relationship Leadership
• focuses on the group’s work
and its goals. promoting task
completion; regulating
behavior, monitoring
communication, and reducing
goal ambiguity
• focuses on the interpersonal
relations within the group.
maintaining and enhancing
positive interpersonal
relations in the group;
friendliness, mutual trust,
openness, recognizing
performance
The Ohio State University Leadership Studies
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11. Leadership Theories
• Implicit Leadership Theory Implicit leadership
theory (ILT) by Robert Lord
• Social Identity Theory by Michael Hogg
• Social Role Theory by Alice Eagly
• Terror Management Theory by several theorists
including Sigmund Freud
• Evolutionary Theory by several theorists
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12. Leadership Substitutes
• maintains that substitutes for leadership
sometimes ―negate the leader’s ability to either
improve or impair subordinate satisfaction and
performance‖ (Kerr & Jermier, 1978, p. 377).
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13. Who Will Lead?
(1/3)
• The individual who emerges as the group’s
leader is often the one who is the most
conscientious, experienced, socially intelligent,
flexible, and capable. But not always, for some
groups let themselves be led by people who are
outgoing, talkative, older and male.
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14. Who Will Lead?
(2/3)
• Early leadership researchers once believed that
leaders possessed certain personality traits that
set them apart from others.
• A Sampling of Personality Characteristics That
Are Reliably Associated with Leadership
Emergence are noted on the next slide.
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16. Who Will Lead?
(3/3)
• Sex Differences in Leadership Behavior
▫ Leadership has two sides—the task side and the
relationship side—and humans come in two varieties—
man and woman.
▫ Despite changes in the role of men and women in
contemporary society, when men and women gather in
groups, the men tend to be agentic—task oriented,
active, decision focused, independent, goal oriented—
whereas women are more communal— helpful to
others, warm in relation to others, understanding,
aware of others’ feelings (Abele, 2003).
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17. The Look of Leader
(1/2)
• Leadership Emergence - The process by which
an individual becomes formally or informally,
perceptually or behaviorally, and implicitly or
explicitly recognized as the leader of a formerly
leaderless group.
• Diversity - Leadership is not limited to any
particular cultural, ethnic, or racial group.
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18. The Look of Leader
(2/2)
• Great Leader Theory - A view of leadership,
attributed to historian Thomas Carlyle, which
states that successful leaders possess certain
characteristics that mark them for greatness,
and that such great leaders shape the course of
history.
• Physical Appearances - Leaders tend to differ
physically from their subordinates.
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19. Famous Leaders
Harry S. Truman assumed the
position of Vice President and eighty
two (82) days after he learned of the
death of President Roosevelt. It was
President Truman who made the final
decision to use the atomic bombs on
Japan to speed up the end of
the World War II. His use of the
bomb was not only a way to stop what
could have been a bloody fight on the
mainland but also to send a message
to the Soviet Union that the U.S. was
not afraid to use the bomb if
necessary. Truman was president
during the beginnings of the Cold
War and also during the Korean War.
Leadership Conception
―A leader is a man who has the ability
to get other people to do what they
don’t want to do, and like it.‖
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20. Famous Leaders
Baroness Margaret Thatcher was
an extraordinary woman and a
natural born leader, without
hesitation to deliver a vision of a
stronger, determined Britain. She
succeeded, for she changed our
British political landscape globally
and will always remain as one of
the most iconic British Prime
Ministers of all times. Rest in
peace.
Leadership Conception
―If you want something said, ask a
man; if you want something done,
ask a woman.‖
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21. Famous Leaders
Ho Chi Minh was a revolutionary
leader and politician that helped
create the Democratic Republic of
Vietnam. He was born Nguyen
Sinh Cung in the village of Hoang
Tru, Vietnam, on May 19, 1890.
Leadership Conception
―To use people is like using wood.
A skilled worker can make use of
all kinds of wood, whether it is big
or small, straight or curved.‖
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22. Famous Leaders
Theodore Roosevelt served as the
26th President of the United
States. young Roosevelt quickly
made a name for himself as he
worked to move the Republican
Party to more progressive reforms
and a stronger foreign policy.
Roosevelt was also known for his
expansion of his executive power,
believing that his office had the
responsibility for doing whatever
necessary to promote public good,
as long as it fell within the
parameters of the law.
Leadership Conception
―The best executive is the one who
has the sense enough to pick good
men to do what he wants done,
and self-restraint enough to keep
from meddling with them while
they do it.‖
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23. Leader Effectiveness
(1/2)
• Why do some leaders succeed and others
fail? These theories attempt to explain.
• Contingency Theory
• Style Theories
▫ Leadership Grid
• Leader–Member Exchange Theory
• Participation Theories
(autocratic/democratic/laissez-faire/shared)
• Transformational/Transactional Leadership
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25. Leader Effectiveness
(2/2)
• Leadership is not recognized as a positive force
in all countries and cultures, but nearly all
societies consider transformational leaders who
maintain high moral standards to be superior to
less virtuous authorities.
• The GLOBE researchers also discovered that
certain specific traits were highly valued in some
cultures but seen as harmful to leadership in
others (Dorfman, Hanges, & Brodbeck, 2004).
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26. Conclusion
• In conclusion, the future promises many changes in
the nature and application of leadership principles.
• The future may see increased numbers of women
rising to positions of leadership in groups and
organizations. As noted earlier, male and female
leaders differ to a degree in their basic approaches
to leadership, but the sexes are equivalent when it
comes to providing members with task-orientation
and relational support (Eagly, Karau, & Makhijani,
1995).
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These processes are reciprocal, transactional, transformational, cooperative, and adaptive. ■ Leadership is a reciprocal process, involving the leader, the followers, and the group situation. The leader does not just influence the group members; rather, the leader–follower relationship is mutual. An interactional view assumes that leadership cannot be understood independently of followership—the skills and qualities displayed by nonleaders (Hollander, 2006; Messick, 2005; see Focus 9.1.■ Leadership is a transactional process, in which leaders and followers work together, exchanging their time, energies, and skills to increase their joint rewards (Avolio, 2004).■ Leadership is a transformational process, for leaders heighten group members’ motivation, confidence, and satisfaction by uniting members and changing their beliefs, values, and needs (Burns, 2003).■ Leadership is a cooperative process of legitimate influence rather than sheer power. The right to lead is, in most instances, voluntarily conferred on the leader by some or all members of the group, with the expectation that the leader is motivated by the group’s collective needs rather than his or her own interests (Avolio & Locke, 2002).■ Leadership is an adaptive, goal-seeking process, for it organizes and motivates group members’ attempts to attain personal and group goals (Parks, 2005).
Task leadership focuses on the group’s work and its goals. To facilitate the achievement of group goals, the leader initiates structure, sets standards and objectives, identifies roles and positions members in those roles, develops standard operating procedures, defines responsibilities, establishes communication networks, gives evaluative feedback, plans activities, coordinates activities, proposes solutions, monitors compliance with procedures, and stresses the need for efficiency and productivity (Lord, 1977; Yukl, 2006).Relationship leadership focuses on the interpersonal relations within the group. To increase socioemotional satisfaction and teamwork in the group, the leader boosts morale, gives support and encouragement, reduces interpersonal conflict, helps members to release negative tensions, establishes rapport, and shows concern and consideration for the group and its members (Lord, 1977; Yukl, 2006).
Lord’s implicit leadership theory suggests that individuals who act in ways that match the group members’ leader prototypes are likely to emerge as leaders.Hogg’s social identity theory predicts that leaders will closely match the group members’ shared prototype of a member. Eagly and her colleagues’ social role theory maintains that stereotypes of sex roles and leadership roles can create negative expectations for women leaders. Terror management theory, like Freud, suggests that individuals may have a deep-seated need for leaders, particularly in times of crisis, when mortality is salient. Evolutionary theory suggests that leadership is an evolutionary adaptation that improves the fitness of both leaders and followers.
This trait approach, which in its strongest form assumed that some people were natural-born leaders, faded in popularity as researchers reported a series of failures to find any consistent impact of personality on leadership behavior across a wide variety of situations. After conducting hundreds of studies, researchers began to wonder if personality made much of a difference when trying to predict who would emerge as a leader and who would not (Mann, 1959; Stogdill, 1948).
Assertiveness The relationship between assertiveness and leadership emergence is curvilinear; individuals who are either low in assertiveness or very high in assertiveness are less likely to be identified as leaders (Ames & Flynn, 2007). AuthenticityIndividuals who are more aware of their personality qualities, including their values and beliefs, and are less biased when processing self-relevant information, are more likely to be accepted as leaders (Ilies, Morgeson, & Nahragang, 2005). Big Five personality factorsThose who emerge as leaders tend to be more extraverted, conscientious, emotionally stable, and open to experience, although these tendencies are stronger in laboratory studies of leaderless groups (Judge, Bono, Ilies, & Gerhardt, 2002). Birth order Those born first in their families and only children are hypothesized to be more driven to seek leadership and control in social settings. Middle-born children tend to accept follower roles in groups, and later-borns are thought be rebellious and creative (Grose, 2003). Character strengthsThose seeking leadership positions in a military organization had elevated scores on a number of indicators of strength of character, including honesty, hope, bravery, industry, and teamwork (Matthews et al., 2006). Dominance Individuals with dominant personalities—they describe themselves as high in the desire to control their environment and influence other people, and are likely to express their opinions in a forceful way—are more likely to act as leaders in small-group situations (Smith & Foti, 1998). Gender identity Masculine individuals are more likely to emerge as leaders than are feminine individuals (Lord, De Vader, & Alliger, 1986). NarcissismIndividuals who take on leadership roles in turbulent situations, such as groups facing a threat or ones in which status is determined by intense competition among rivals within the group, tend to be narcissistic: arrogant, self-absorbed, hostile, and very self-confident (Rosenthal & Pittinsky, 2006). Self-efficacy for leadershipConfidence in one’s ability to lead is associated with increases in willingness to accept a leadership role and success in that role (Hoyt & Blascovich, 2007). Self-monitoringHigh self-monitors are more likely to emerge as the leader of a group than are low selfmonitors, since they are more concerned with status-enhancement and are more likely to adapt their actions to fit the demands of the situation (Bedeian & Day, 2004). Social motivationIndividuals who are both success-oriented and affiliation-oriented, as assessed by projective measures, are more active in group problem-solving settings and are more likely to be elected to positions of leadership in such groups (Sorrentino & Field, 1986).
AGENTIC1) Social cognition theory perspective that views people as self-organizing, proactive, self-reflecting and self-regulating, not just as reactive organisms shaped by environmental forces or driven by inner impulses1.2) The capacity for human beings to make choices in the world2. See "human agency“.
Contingency Theory - Fred Fiedler’s conceptual analysis of leadership which posits that a leader’s success is determined by his or her leadership style and the favorability of the group situation; more generally, any analysis of leadership that suggests that the effectiveness of leaders depends on the interaction of their personal characteristics and the group situation. What factors determine control? Fiedler highlighted leader–member relations, task structure, and position power.Least Preferred Co-Worker Scale (LPC) - An indirect measure, developed by Fred Fiedler, of the tendency to lead by stressing the task (low LPC) or relationships (high LPC).Fiedler’s contingency model assumes that leaders have a preferred “style” of leading: Some tend to be relationship-oriented leaders, and others are task-oriented leaders. These style theories argue that effective leaders balance these two basic ingredients in the groups they lead (see Northouse, 2007, for a review)Leadership Grid - A theory of management and leadership, proposed by Robert Blake and Jane Mouton, assuming that people vary in their concern for results and their concern for people, and that individuals who are high on both dimensions (9,9) are the best leaders.Leader–member Exchange Theory (LMX) - A dyadic, relational approach to leadership assuming that leaders develop exchange relationships with each of their subordinates, and that the quality of these leader–member exchange (LMX) relationships influences subordinates’ responsibility, decision influence, access to resources, and performance.Transactional Leadership - A traditional form of leadership that involves contributing time, effort, and other resources in the pursuit of collaborative goals in exchange for desired outcomes.Transformational Leadership - An inspiring method of leading others that involves elevating one’s followers’ motivation, confidence, and satisfaction, by uniting them in the pursuit of shared, challenging goals and changing their beliefs, values, and needs.
The Leadership Grid (formerly, the Managerial Grid). This model distinguishes between five basic leadership styles, and recommends the 9,9 style above all others. The Leadership Grid Robert Blake and Jane Mouton hypothesized that leadership style depends on how one answers two basic questions: (1) How important is the production of results by the group? (2) How important are the feelings of group members?To some leaders, the key goal is achieving results. For others, positive feelings in the group are so important that they emphasize teamwork and personal satisfaction. Others may feel that both these goals are important (Blake & McCanse, 1991; Blake & Mouton, 1964, 1982, 1985).
Even such questionable qualities as risk-taking, cunning, elitism, micromanagement, and willfulness were viewed as positive qualities in some cultures, suggesting that some aspects of leadership are dependent on local norms.