Leadership and Motivation is most important parameters in HR Management practices. How strong the leader and how HRM build leaders will show the direction of the organization.
Leadership and Motivation is most important parameters in HR Management practices. How strong the leader and how HRM build leaders will show the direction of the organization.
Ongamo joe marshal - basic approaches to leadershipOngamoJoeMarshal
Ongamo Joe Marshal had worked with Asia TV under "chin sing film company ltd" as casting director and also recently he participated in arranging the kickboxing and k1 fights arranged by Asia TV in Hongkong.
Ongamo joe marshal - basic approaches to leadershipOngamoJoeMarshal
Ongamo Joe Marshal had worked with Asia TV under "chin sing film company ltd" as casting director and also recently he participated in arranging the kickboxing and k1 fights arranged by Asia TV in Hongkong.
The Brundtland Report, published 25 years ago, described sustainability as a three-legged stool with people, planet and profit taking equal importance in the equation. Mark Blunden introduces this month’s discussion topic by revisiting our common future in 2013 and how we might apply six essential characteristics to our businesses in relation to the local economy, population and environment.
TRAIT THEORIES Throughout history, strong leaders—Buddha, Napoléon.docxturveycharlyn
TRAIT THEORIES Throughout history, strong leaders—Buddha, Napoléon, Mao, Churchill, Roosevelt, Reagan—have been described in terms of their traits. Trait theories of leadership thus focus on personal qualities and characteristics. We recognize leaders like South Africa’s Nelson Mandela, Virgin Group CEO Richard Branson, Apple co-founder Steve Jobs, and American Express Chairman Ken Chenault as charismatic, enthusiastic, and courageous. The search for personality, social, physical, or intellectual attributes that differentiate leaders from non-leaders goes back to the earliest stages of leadership research. Early research efforts to isolate leadership traits resulted in a number of dead ends. A review in the late 1960s of 20 different studies identified nearly 80 leadership traits, but only five were common to four or more of the investigations. By the 1990s, after numerous studies and analyses, about the best we could say was that most leaders “are not like other people,” but the particular traits that characterized them varied a great deal from review to review. It was a confusing state of affairs. A breakthrough, of sorts, came when researchers began organizing traits around the Big Five personality (ambition and energy are part of extraversion, for instance), giving strong support to traits as predictors of leadership. A comprehensive review of the leadership literature, when organized around the Big Five, has found extraversion to be the most important trait of effective leaders, but it is more strongly related to the way leaders emerge than to their effectiveness. Sociable and dominant people are more likely to assert themselves in group situations, but leaders need to make sure they’re not too assertive—one study found leaders who scored very high on assertiveness were less effective than those who scored moderately high. Unlike agreeableness and emotional stability, conscientiousness and openness to experience also showed strong relationships to leadership, though not quite as strong as extraversion. Overall, the trait approach does have something to offer. Leaders who like being around people and are able to assert themselves (extraverted), who are disciplined and able to keep commitments they make (conscientious), and who are creative and flexible (open) do have an apparent advantage when it comes to leadership, suggesting good leaders do have key traits in common. One reason is that conscientiousness and extraversion are positively related to leaders’ self-efficacy, which explained most of the variance in subordinates’ ratings of leader performance.5 People are more likely to follow someone who is confident she’s going in the right direction. Another trait that may indicate effective leadership is emotional intelligence (EI), discussed in Chapter 4. Advocates of EI argue that without it, a person can have outstanding training, a highly analytical mind, a compelling vision, and an endless supply of terrific ideas but still not make a ...
Leadership (Organizational Behaviour and Human Resource Managemeent)
1. What is Leadership?
2. Characteristics of leadership
3. Leadership theories
4. Styles of Leadership
This video is very helpful in understanding the leadership styles in a better way:
https://youtu.be/XKUPDUDOBVo
What is Leadership?
Leadership is the way to motivate people towards achieving definite goals of an organization.
Theories Of Leadership
Leadership theories can be defined in many ways but we will be discussing about the following leadership theories.
1. Trait Theory of Leadership
2. Situational/Contingency Theory of Leadership
3. Behavioral Thoery of Leadership
4. Path Goal Theory
5. Charismatic Leadership Theory
6. Transformational Theory
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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.
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Leadership
1.
2. Theories that consider personal qualities and
characteristics that differentiate leaders from
non-leaders.
Leaders who like being around are able to
assert themselves ,disciplined and able to
keep commitments they make, creative and
flexible, have an apparent advantage when it
comes to leadership.
3. Another trait that may indicate effective
leadership is Emotional Intelligence (EI)
A core component of EI is empathy
Empathetic leaders can sense others needs,
listen to what followers say( and don’t say)
and read the reaction of others
The mere fact that someone cares is more
often than not rewarded with loyalty
4. Traits can predict leadership
Traits do a better job predicting the
emergence of leaders and the appearance of
leadership that actually distinguishes
between effective and ineffective leaders
5. Trait research provides a basis for “selecting”
the right people for leadership. In contrast,
behavioral studies implied we could “train”
people to be leaders
Ohio State Studies listed “initiating structure”
and “consideration” qualities for effective
leadership
The Michigan group also came up with two
behavioral dimensions, the “employee
oriented leader” and “ production oriented
leader”
6. Initiating Structure: A leader high in initiating
structure is someone who,
assigns group members to particular tasks
expects workers to maintain definite standard of
performance and
emphasizes the meetings of deadlines
Consideration: A leader high in consideration
helps employees with personal problems, is
friendly and approachable, treats all
employees as equal, and expresses
appreciation and support
7. The Fiedler Model
Hersey and Blanchard’s Situational theory
Path-goal theory
The Fiedler Model
◦ Developed by Fred Fiedler
◦ Proposes that effective group performance depends
on the proper match between leader’s styles and
the degree to which the situation gives the leader
control
8. Model has four stages
◦ Identifying leadership styles
◦ Defining the situation
Leader-member relation
Task Structure
Position Power
◦ Matching leaders and situation
◦ Evaluation
LPC ( least preferred co-worker)
questionnaire is a tool to identify that style by
measuring whether a person is task or
relationship oriented
9. SLT focuses on the followers
It says successful leadership is achieved by
selecting the right leadership style contingent
on followers readiness, or the extent to
which they are willing and able to accomplish
a specific task
SLT has intituitive appeal
10. Developed by Robert House
It extracts elements from the Ohio State
leadership research on initiating structure
and consideration and the expectation theory
of motivation
It says it’s the leaders job to provide
followers with the information, provide
support or other resources necessary to
achieve their goals
11. It predicts the following;
◦ Directive leadership yields greater satisfaction
when tasks are ambiguous or stressful than when
they are highly structured and well laid out
◦ Supportive leadership results in high performance
and satisfaction when employees are performing
structured tasks
◦ Directive leadership is likely to be perceived as
redundant among employees with high ability or
considerable experiences
12. A leadership theory that provides a set of
rules to determine the form and amount of
participative decision making in different
situation
Developed by Victor Vroom and Philip Yetton
The model is normative-it provides a
decision tree of seven contingencies and five
leadership styles for determining the form
and amount of participation in decision
making
13. This theory argues that, because of time
pressures, leaders establish a special
relationship with a small group of their
followers
A theory that supports leaders creation of in-
group and out-group; subordinates with in-
group status will have higher performance
ratings, less turnover and greater job
satisfaction