Patriarchal Leaders are leaders who use their left brain functions excessively to drive their individual agenda and to control their experience and those of others. As a result, they are bound to the Patriarchal behaviors associated with that side of the brain. They tend to support the notion that traditional (left brain) behaviors of men are right and preferred while other behaviors and ways of expressing oneself are wrong. Functional qualities and needs rooted in the left brain include power, control, objectivity, critical thinking, and competitiveness and are the hallmark of the Patriarchal Leader. They negate the value of collaboration, cooperation, emotional expressiveness, empathy, caring and concern for the experience of employees, which are traditional right brain functional qualities.
Patriarchal Leaders are leaders who use their left brain functions excessively to drive their individual agenda and to control their experience and those of others. As a result, they are bound to the Patriarchal behaviors associated with that side of the brain. They tend to support the notion that traditional (left brain) behaviors of men are right and preferred while other behaviors and ways of expressing oneself are wrong. Functional qualities and needs rooted in the left brain include power, control, objectivity, critical thinking, and competitiveness and are the hallmark of the Patriarchal Leader. They negate the value of collaboration, cooperation, emotional expressiveness, empathy, caring and concern for the experience of employees, which are traditional right brain functional qualities.
These Slides are containing main and basic features of Leadership. Such as -
**What is Leadership?
**Who is/are Leader/Leaders?
**Leadership Trait Theories
**Leadership Behavior Theories
**Eight Traits of Leaders
**University of IOWA Studies
**The OHIO State Studies
**University of Michigan Studies
**The Managerial Grid
**Contingency Theories of Leadership
**The Fiedler Model
**Situational Leadership Theories
**Path Goal Model
**Types of Leaders
**LMX Theory
**Team Leadership
Analysing Leadership Style to Become A Legend Leader: An ExplorationDr. Amarjeet Singh
In growing competitive environment survival of
an organization largely depend upon the organization
leader. Growing complexities and rapidly changing society
with competitive pressure for higher levels of productivity
requires effective and ethical leadership. To be successful
organization in present era of competition effective,
efficient and ethical leadership are essential requirements.
Thus this study is carried out to analyse the importance of
effective leadership, its essential qualities, its relatedness
with universally accepted principles and requirement of
leading. In addition this study also analysed the impacts of
effective qualities of leadership. This study is outlined in
five sections. First section deals with introduction. Second
section deals with selected literature reviews. Third section
deals with requirement of becoming legendary leader.
Forth section deals with impact of good leadership. The last
and fifth section deals with finding and conclusion.
These Slides are containing main and basic features of Leadership. Such as -
**What is Leadership?
**Who is/are Leader/Leaders?
**Leadership Trait Theories
**Leadership Behavior Theories
**Eight Traits of Leaders
**University of IOWA Studies
**The OHIO State Studies
**University of Michigan Studies
**The Managerial Grid
**Contingency Theories of Leadership
**The Fiedler Model
**Situational Leadership Theories
**Path Goal Model
**Types of Leaders
**LMX Theory
**Team Leadership
Analysing Leadership Style to Become A Legend Leader: An ExplorationDr. Amarjeet Singh
In growing competitive environment survival of
an organization largely depend upon the organization
leader. Growing complexities and rapidly changing society
with competitive pressure for higher levels of productivity
requires effective and ethical leadership. To be successful
organization in present era of competition effective,
efficient and ethical leadership are essential requirements.
Thus this study is carried out to analyse the importance of
effective leadership, its essential qualities, its relatedness
with universally accepted principles and requirement of
leading. In addition this study also analysed the impacts of
effective qualities of leadership. This study is outlined in
five sections. First section deals with introduction. Second
section deals with selected literature reviews. Third section
deals with requirement of becoming legendary leader.
Forth section deals with impact of good leadership. The last
and fifth section deals with finding and conclusion.
+ 10 Leadership Tools >>> https://lnkd.in/dfhe4rg
Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
Leadership1. Define leadership and explain its importance for or.docxcroysierkathey
Leadership
1. Define leadership and explain its importance for organizations.
There is probably no topic more important to business success today than leadership. Leadership occurs between people, involves the use of influence, and is used to attain goals. Influence means that the relationship among people is not passive. A definition of leadership is the ability to influence people toward the attainment of goals. This definition captures the idea that leaders are involved with other people in the achievement of goals. Leadership is dynamic and involves the use of power. Power is the potential ability to influence the behavior of others. Power represents the resources with which a leader effects changes in employee behavior.
2. Describe how leadership is changing in today’s organizations, including Level 5 leadership, servant leadership, and authentic leadership.
The turbulence and uncertainty of the environment in which most organizations are operating has significantly influenced leadership styles in recent years. Ethical and economic difficulties, corporate governance concerns, globalization, changes in technology, new ways of working, shifting employee expectations, and significant social transitions have contributed to a shift in how we think about and practice leadership.
A key characteristic of Level 5 leaders is an almost complete lack of ego, coupled with a fierce resolve to do what is best for the organization. In contrast to the view of great leaders as larger-than-life personalities with strong egos and big ambitions, Level 5 leaders often seem shy and unpretentious. Although they accept full responsibility for mistakes, poor results, or failures, Level 5 leaders give credit for successes to other people.
The concept of servant leadership, first described by Robert Greenleaf, is leadership upside down, because leaders transcend self-interest to serve others and the organization. Servant leaders operate on two levels: for the fulfillment of their subordinates’ goals and needs and for the realization of the larger purpose or mission of their organization. Servant leaders give things away—power, ideas, information, recognition, credit for accomplishments, even money. Servant leaders truly value other people. They are trustworthy and they trust others. They encourage participation, share power, enhance others’ self-worth, and unleash people’s creativity, full commitment, and natural impulse to learn and contribute. Servant leaders can bring their followers’ higher motives to the work and connect their hearts to the organizational mission and goals.
· Authentic leadership refers to individuals who know and understand themselves, who espouse and act consistently with higher-order ethical values, and who empower and inspire others with their openness and authenticity.
· Authentic leaders pursue their purpose with passion. When leaders demonstrate a high level of passion and commitment to purpose, they inspire commitme ...
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Study guideCiting Shafritz, J. M., Russell, E. W., & Bori.docxpicklesvalery
Study guide
Citing:
Shafritz, J. M., Russell, E. W., & Borick, C. P. (2013). Introducing public administration
(8th ed.). Upper Saddle River, NJ: Pearson.
Reading Assignment: Leadership
Unit Lesson
In the world of public management, there is a need to maintain a high level of performance. Performance in the public eye can be described as the display of competence, the demonstration of leadership, display of flexibility, and the ability to work in a team atmosphere. The actual performance, concerning management within an organization, begins with leadership. What is a leader? How does one define a leader? The abridged definition of a leader is considered to be someone within an organization who is able to get people/employees to do things they have never done before, perform outside of their daily routines, and be able to take some risks for the common good of the organization or the community.
Good leadership begins with the exercising of authority, whether it is formal or informal, in directing and coordinating the work of others, or by using a combination of formal and informal authority together for positive social change and progression. There is a distinct difference between leadership and management. Management involves power and formal authority given to a person in a high-ranking position within the organization for the responsibility and accountability using the organizational resources. On the other hand, leadership is based on the type of charisma that is exercised by the person. Leadership involves the relationship between people and communities in which influence and power are evenly distributed.
There are a few essential functions of leaders stemming from a system of communication, promoting and securing essential support functions, and being able to define the true purpose and the goals of an organization. The true definition of a leader will arise when traits are identified such as intelligence, dependability, energy, excitement, and socioeconomic status. Although these are not tangible items that leaders possess, they serve as a foundation for those willing to follow the leader. There are different kinds of leadership styles that are employed in organizations: authoritarian, transformational, transactional, and Laissez-faire. Depending on the type of person, the characteristics the person possesses, and how the organization functions, there will be a different style or approach to managing personnel and employees. The authoritarian leadership is one that dictates all the rules, regulations, and happenings inside of the organization, while also indicating to the subordinates all orders are to be carried out and moved forward for processing. In this type of leadership there is no room for discussion or rebellion against the leader.
A transactional leader is one who has a vision and mission upon taking over the reins within the organization. The transactional leadership approach assumes that leaders could be tr ...
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
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Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
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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!
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June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...
Leadership
1.
“An Action Not A Position”
FLORA H. SALANDANAN
Laguna State Polytechnic University
Los Baños Campus
2. a person who influences a group of
people towards the achievement of a
goal".
3. o Leadership is a ‘process’ focusing on what
leaders actually do and a ‘property’.
o As a process, leadership is the use of non-
coercive influence to shape the group’s or
organization’s goals, to motivate behavior
toward the achievement of those goals, and to
help define group or organizational culture.
o As a property, leadership is the set of
characteristics attributed to individuals who
are perceived to be leaders.
4. GIVING VISION
PASSION
INTEGRITY
MATURITY
TRUST
CURIOSITY AND DARING
A LEADER IS LIKE A PREACHER
5. Is leadership a position of office or
authority?
Or
Is leadership an ability in the sense that
he is a leader because he leads?
6. A requirement for leadership is personal vision -
the ability to visualize your goal as an
accomplished fact; a thing already achieved.
The leader has to be practical and a realist, yet
must talk the language of the visionary and the
idealist.” Eric Hoffer
7. To be a leader, one must have followers.
To have followers, one must have their trust.
How do you win their trust?
Why would others trust you?
Most important, are you worthy of their trust?
8. Leadership and management are
related, but they are not the same.
Organizations need both leadership
and management if they are to be
effective.
Leadership is necessary to create
change; management is necessary to
achieve orderly results.
9. While many different leadership theories have emerged,
most can be classified as one of eight major types:
1. “Great Man” 7. “Management”
2. “Trait” 8. “Relationship”
3. “Contingency”
4. “Situational”
5. “Behavioural”
10. According to this point of view,
great leaders are simply born with the necessary internal
characteristics such as charisma, confidence,
intelligence, and social skills that make them natural-
born leaders.
Great man theories assume that the capacity for
leadership is inherent – that great leaders are born, not
made. These theories often portray great leaders as
heroic, mythic and destined to rise to leadership when
needed.
The term "Great Man" was used because, at the time,
11. Similar in some ways to Great Man theories,
Trait theories assume that people inherit certain
qualities and traits that make them better suited
to leadership.
Trait theories often identify particular personality
or behavioural characteristics shared by leaders.
For example, traits like extraversion, self-
confidence, and courage are all traits that could
potentially be linked to great leaders.
12. Contingency theories of leadership focus on
particular variables related to the environment
that might determine which particular style of
leadership is best suited for the situation.
According to this theory, no leadership style is
best in all situations. Success depends upon a
number of variables, including the leadership
style, qualities of the followers and aspects of
the situation.
13. Situational theories propose that leaders choose the best
course of action based upon situational variables.
Different styles of leadership may be more appropriate
for certain types of decision-making. For example, in a
situation where the leader is the most knowledgeable
and experienced member of a group, an authoritarian
style might be most appropriate.
In other instances where group members are skilled
experts, a democratic style would be more effective.
14. Behavioural theories of leadership are based upon the
belief that great leaders are made, not born. Consider it
the flip-side of the Great Man theories.
Rooted in behaviourism, this leadership theory focuses
on the actions of leaders, not on mental qualities or
internal states.
According to this theory, people can learn to become
leaders through teaching and observation.
15. Participative leadership theories suggest that the ideal
leadership style is one that takes the input of others into
account.
These leaders encourage participation and contributions
from group members and help group members feel more
relevant and committed to the decision-making process.
In participative theories, however, the leader retains the
right to allow the input of others.
16. Management theories, also known as transactional
theories, focus on the role of supervision, organization
and group performance.
These theories base leadership on a system of rewards
and punishments.
Managerial theories are often used in business; When
employees are successful, they are rewarded; when they
fail, they are reprimanded or punished.
17. Relationship theories, also known as transformational
theories, focus upon the connections formed between
leaders and followers.
Transformational leaders motivate and inspire people by
helping group members see the importance and higher
good of the task. These leaders are focused on the
performance of group members, but also want each
person to fulfil his or her potential.
Leaders with this style often have high ethical and moral
standards.
19. Power can be explained as the ability of one
person or group to cause another person to
do that they might not have done on their
own. It resides in individuals, formal groups
and informal groups. Power is also a major
resource of directing and controlling
organizational goals and activities.
……………………………………………..
20. It is very important aspect and plays
significant role in the organizations. It’s not
only organizations but people in the
organization also seek power. It is
important for the organization and for its
people due to the following reasons and
they are:-
21. The simplest form of power is that vested
in the position of 'manager'. A manager
has subordinates who must do his or her
bidding, only within legal and
organizational rules. The basic
employment transaction is 'we give you
money, you do as your are told'.
22. 1. Power helps in controlling the people and other resources in the organizations
so that they cooperate and help to achieve an organization's current goals.
2. Power is used to engage in politics and influence decision-making process. It
helps in promoting new and more appropriate organizational goals.
3. Power influences complexity, formality and centralization of activities in the
organizations.
4. The individuals who posses power can determine the size of the organization,
allocation of rewards, selection of technology etc.
5. Power is an important aspect that is required for the efficient functioning of the
organization
23.
24. Legitimate Power
o The authority that a manager has by virtue of
his or her position in the firm
Reward Power
o The ability of a manager to give or withhold
tangible and intangible rewards.
o Effective managers use reward power to
signal to employees that they are doing a
good job
25. Coercive Power
o The ability of a manager to punish others.
• Examples: verbal reprimand, pay cuts, and
dismissal
• Limited in effectiveness and application; can have
serious negative side effects
Expert Power
o Power that is based on special knowledge,
skills, and expertise that the leader
possesses.
o Tends to be used in a guiding or coaching
26. Referent Power
o Power that comes from subordinates’
and coworkers’ respect , admiration, and
loyalty
o Possessed by managers who are likable
and whom subordinates wish to use as
a role model
27. Leadership styles may vary among different
countries or cultures.
European managers tend to be more people-
oriented than American or Japanese
managers.
Japanese managers are group-oriented,
while U.S managers focuses more on
profitability.
Time horizons also are affected by cultures.
28. This style is used when leaders tell their
employees what they want to be done and how they
want it accomplished, without getting the advice of their
followers. Some of the appropriate conditions to use it is
when you have all the information to solve the problem,
you are short on time, and your employees are well
motivated. The authoritarian style should normally only
be used on rare occasions.
29. This style involves the leader including one or
more employees in the decision making process
(determining what to do and how to do it). However, the
leader maintains the final decision making authority.
Using this style is not a sign of weakness, rather it is a
sign of strength that your employees will respect.
A leader is not expected to know everything—this
is why you employ knowledgeable and skilled people.
Using this style is of mutual benefit as it allows them to
become part of the team and allows you to make better
decisions.
30. In this style, the leader allows the
employees to make the decisions. However, the
leader is still responsible for the decisions that
are made. This is used when employees are able
to analyze the situation and determine what
needs to be done and how to do it. You cannot do
everything! You must set priorities and delegate
certain tasks.This is a style to be used when you fully
trust and have confidence in the people below
you.
31. .
Leaders are more concerned about
gaining staff cooperation and energetic
participation . Leadership approach that
causes change in individuals and social
system. It enhances the motivation,
morale and performance of followers
through variety of mechanisms.
32. Leadership is a key factor in making any
organisation successful.
It is aptly mentioned by Stephen covey, a
famous management consultant, that
managers are important but leaders are vital
for lasting organisational success.
A leader not only commits his followers to
organisational growth but also pool the
needed resources, guides and motivates his
subordinates.
33. Leadership influences the behavior of
people and makes them positively
contribute their energies for the benefit
of the organization.
A leader maintains personal relations an
helps the followers to fulfill their needs.
He provides the follower with needed
confidence, support and encouragement
and thereby creates pleasant work
environment.
34. Leader plays a key role in
introducing required
changes in the
organization.
He persuades, clarifies
and inspires people to
accept the changes.
35. A leader handles conflicts effectively and does
not allow adverse effect resulting from the
conflict. A good leader always allow his followers
to share their feeling and disagreement but
persuades them by giving suitable clarifications.