The document summarizes research from the Plank Center for Leadership in Public Relations on models of excellent leadership in communication management. The research developed a six-dimension model of leadership including vision, ethics, collaboration, communication abilities, global perspective, and continuous learning. Surveys of over 4,000 practitioners found the most important qualities of leaders were vision, ethics, and collaboration. Leaders reported developing most through on-the-job experiences, mentors, and formal education. The research also found some differences in perceptions of leadership between gender and organization size.
This document provides the course syllabus for the Administrative Process and Human Behavior in Organization course offered at Romblon State University. The syllabus outlines the course objectives, content, evaluation methods, and requirements. Over the course of 15 units, students will learn about topics like organizational behavior, leadership, motivation, decision-making, and change management through group discussions, activities, and case studies. Students will be evaluated based on their participation, examinations, and a research output submitted in a bound report covering their analyses of assigned topics and songs. The syllabus aims to help students understand human behavior in organizations using experiential learning pedagogy.
Leadership development and sustainable leadership among tvet studentAlexander Decker
This document discusses leadership development and sustainable leadership among technical and vocational education (TVET) students. It provides definitions of leadership and outlines several theories of leadership, including trait theory, style approach, and situational theory. It then discusses approaches to leadership development, including integrated solutions, experience-based methods, formal mentoring, and the leadership life cycle. It emphasizes that sustainable leadership is important for TVET programs to develop students and provide quality training. The principles of sustainable leadership discussed are creating sustainable learning, securing success over time, sustaining the leadership of others, and addressing issues of social justice.
This document outlines several theories of leadership. Traditional theories discussed include the Great Man Theory, which posits that leaders are born not made, the Trait Theory, which identifies inherent traits of leaders, and Behavioral Theories, which focus on observable behaviors. Advanced theories examined are Contingency Theory, which emphasizes situational factors; Transformational Theory and Transactional Theory, which focus on the relationship between leaders and followers; and Servant Theory and Quantum Theory. Theories are compared and examples are provided to illustrate key concepts in leadership development.
This document discusses transformational leadership style in the educational sector. It begins by introducing the need for transformational leadership within education due to increasing accountability pressures. It then reviews literature on transformational leadership and its key components of individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence. The document argues that transformational leadership is necessary for educational leaders to meet 21st century challenges and drive organizational change within schools.
This document outlines Damon Ware's leadership journey through the CSU-Global curriculum. It discusses key concepts in leadership including definitions of leadership, common leadership styles, the importance of ethics and trust, and factors that influence leadership development like organizational culture and stakeholder engagement. The conclusion emphasizes the importance of consistently evaluating and learning from experiences to improve as a leader.
The document traces the evolution of leadership definitions from 1900 to the present. Early definitions in the 1900s focused on control and centralization of power, while definitions from the 1930s emphasized traits. More recent 21st century definitions view leadership as a process involving authentic, spiritual, servant-oriented and adaptive approaches. The core definition presented is that leadership is a process whereby an individual influences a group to achieve common goals. Key components of leadership are that it involves influence within a group context to work toward shared objectives. Leadership is described as both an assigned and emergent role involving the exercise of power, but not coercion which manipulates rewards and penalties. While related, leadership and management are distinct, with management focusing on order and consistency, and
This document provides the course syllabus for the Administrative Process and Human Behavior in Organization course offered at Romblon State University. The syllabus outlines the course objectives, content, evaluation methods, and requirements. Over the course of 15 units, students will learn about topics like organizational behavior, leadership, motivation, decision-making, and change management through group discussions, activities, and case studies. Students will be evaluated based on their participation, examinations, and a research output submitted in a bound report covering their analyses of assigned topics and songs. The syllabus aims to help students understand human behavior in organizations using experiential learning pedagogy.
Leadership development and sustainable leadership among tvet studentAlexander Decker
This document discusses leadership development and sustainable leadership among technical and vocational education (TVET) students. It provides definitions of leadership and outlines several theories of leadership, including trait theory, style approach, and situational theory. It then discusses approaches to leadership development, including integrated solutions, experience-based methods, formal mentoring, and the leadership life cycle. It emphasizes that sustainable leadership is important for TVET programs to develop students and provide quality training. The principles of sustainable leadership discussed are creating sustainable learning, securing success over time, sustaining the leadership of others, and addressing issues of social justice.
This document outlines several theories of leadership. Traditional theories discussed include the Great Man Theory, which posits that leaders are born not made, the Trait Theory, which identifies inherent traits of leaders, and Behavioral Theories, which focus on observable behaviors. Advanced theories examined are Contingency Theory, which emphasizes situational factors; Transformational Theory and Transactional Theory, which focus on the relationship between leaders and followers; and Servant Theory and Quantum Theory. Theories are compared and examples are provided to illustrate key concepts in leadership development.
This document discusses transformational leadership style in the educational sector. It begins by introducing the need for transformational leadership within education due to increasing accountability pressures. It then reviews literature on transformational leadership and its key components of individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence. The document argues that transformational leadership is necessary for educational leaders to meet 21st century challenges and drive organizational change within schools.
This document outlines Damon Ware's leadership journey through the CSU-Global curriculum. It discusses key concepts in leadership including definitions of leadership, common leadership styles, the importance of ethics and trust, and factors that influence leadership development like organizational culture and stakeholder engagement. The conclusion emphasizes the importance of consistently evaluating and learning from experiences to improve as a leader.
The document traces the evolution of leadership definitions from 1900 to the present. Early definitions in the 1900s focused on control and centralization of power, while definitions from the 1930s emphasized traits. More recent 21st century definitions view leadership as a process involving authentic, spiritual, servant-oriented and adaptive approaches. The core definition presented is that leadership is a process whereby an individual influences a group to achieve common goals. Key components of leadership are that it involves influence within a group context to work toward shared objectives. Leadership is described as both an assigned and emergent role involving the exercise of power, but not coercion which manipulates rewards and penalties. While related, leadership and management are distinct, with management focusing on order and consistency, and
Transformational leadership the impact on organisation and personal outcome(1)sabrinahjmohdali
The document discusses transformational leadership and its impact on organizational and personal outcomes. It begins by defining transformational leadership as inspiring followers to accomplish more than initially planned by aligning their values with the organization.
The literature review then examines the impact of transformational leadership on specific organizational outcomes like organizational citizenship behavior, culture, and vision. It also explores personal outcomes for followers such as empowerment, satisfaction, and motivation. Understanding these impacts can help transformational leaders influence behaviors that benefit the organization.
This document summarizes key points about organizational culture from Chapter 9 of the textbook "Organizational Behaviour". It defines organizational culture as shared values, beliefs, and assumptions that guide appropriate behavior within an organization. A strong culture helps provide social cohesion but can also hinder change efforts. For a culture to be effectively changed, top management must model new behaviors, change stories and symbols, and select employees who embrace new values.
The paper by Yusuf M. Sidani (2008) summarized here presents the works of Ibn Khaldun (1332-1406), one of early contributors to structure theories in Sociology, regarding his conceptualization of leadership and the role of asabiya (group feeling) in leadership phenomena emergence.
The document discusses 6 major models of educational management: formal, collegial, political, subjective, ambiguity, and cultural. Each model has distinct features and assumptions about how organizations function. For example, the formal model views organizations as hierarchical systems pursuing rational goals, while the collegial model emphasizes shared power and consensus decision-making. The cultural model focuses on the shared values, beliefs, and symbols that comprise an organizational culture. Overall, the models provide different lenses for understanding leadership and management in educational institutions, though no single model can fully capture the complexity of these organizations.
The effects of leadership styles & organizational culture over firm performanceACCA Global
This study examined the relationships between organizational culture, leadership styles, and firm performance. The researchers hypothesized that organizational culture affects performance, culture and leadership styles are related, leadership impacts performance, and culture mediates the leadership-performance relationship. They surveyed employees from various industries in Turkey. The results showed that mechanistic and humanistic leadership styles are linked to culture. Additionally, bureaucratic and competitive cultures partially mediated the relationship between humanistic leadership and performance. The researchers concluded that culture and leadership are important for firm success and suggested expanding the study to include other leadership types, cultures, and individual outcomes.
This paper discusses how three concepts - leadership strategies, management tactics, and communication/decision making skills - relate to the course objectives and the author's personal goals of becoming a U.S. Air Force officer. For leadership strategies, the objectives focused on leadership and management roles as well as ethical behavior. For management tactics, the objectives involved decision making, conflicts of interest, and problem solving. For communication/decision making, the objectives included teamwork, communication techniques, and selecting problem solving approaches. The author believes understanding these concepts will be important for serving effectively as an Air Force officer.
This document provides resources for developing transformational leadership skills, including creative capacity building for coalitions. It includes exercises and assessments to help individuals and groups identify their personality types, core values, and strengths. Participants can use the results to improve self-awareness, teamwork, and leadership abilities. The goal is to equip coalitions with tools and strategies for strengthening collaboration and promoting positive change in their communities.
The Study is titled ―Leadership Styles: A Case Study of Syria‖. The main objectives of the research work are to identify and then analyze the political leadership style in Syria, to generate a profile of past, current and emerging leaders of Syria, to study the reasons that led to the uprising in Syria and to assess the future consequences of the decisions taken by the Political Leadership. The study will be descriptive in nature. Keeping in mind the objectives of the study, appropriate data will be collected from people and organizations from both, official and non-official, taking a look at the current and emerging leadership Styles in Syria. Survey for the political, security and economic situation will be carried. Both primary and secondary sources of data will be used for present research. For analysis and conclusion of the results of the survey, appropriate statistical tools and analysis will be done
The leadership situation and adaptive leadership Arimbi Priadipa
This chapter discusses how the leadership situation can influence a leader's behavior and effectiveness in three ways: by directly influencing the leader's behavior, moderating the effects of the leader's behavior, or directly affecting outcomes. It describes several contingency theories that prescribe different leadership behaviors for different situations, such as path-goal theory and leadership substitutes theory. The chapter advocates for flexible, adaptive leadership that understands the demands of the situation and adapts behavior accordingly.
This document summarizes a presentation on global leadership development. It discusses various frameworks and approaches for developing global leaders, including the Center for Creative Leadership's model of developing 12 capabilities through self-knowledge, behavioral change, and career development. It also reviews different development tools like 360-degree feedback, coaching, mentoring, and their strengths/weaknesses. The document then outlines a research project between several Asian universities to derive a model for developing Asian leaders based on analyzing the cross-cultural experiences of international assignees from China, Indonesia, and Singapore.
This document discusses leadership and followership. It defines leadership as a process where an individual influences others towards a common goal. Leadership increases performance, productivity and profitability. Followers are partners with leaders in shaping goals and purposes. Research shows teams outperform individuals by providing complementary roles. The document then discusses various leadership styles, traits, qualities and challenges. It emphasizes that good leaders are both ethical and effective.
This document discusses the trait approach to leadership. It describes how early theories focused on identifying innate qualities of great leaders. Research then began to consider how traits interact with situational demands. Later studies found traits could differentiate leaders from non-leaders. The five major leadership traits are intelligence, self-confidence, determination, integrity, and sociability. Emotional intelligence and strengths-based approaches are also discussed in relation to leadership traits. The trait approach focuses on identifying traits leaders exhibit but does not consider situational effects or traits in relation to outcomes.
This document provides an overview of topics that will be covered in a unit on directing, including foundations of individual and group behavior, motivation, motivation theories, job satisfaction, leadership, communication, and behavioral models of human factors in managing. It discusses McGregor's Theory X and Y, which present differing assumptions about human motivation, and Raymond Miles' Dual Model Theory about integrating organizational and human variables for effective management.
This document discusses various concepts related to leadership behavior and community leadership. It begins by outlining the objectives of understanding different leadership models including the leadership grid model and competency model. It then discusses research conducted at Ohio State University and the University of Michigan on leadership behaviors. It also explains Blake and Mouton's leadership grid model and the five leadership styles. The document further discusses the concept of the leadership pipeline and the skills needed to transition between organizational levels. Finally, it defines community leadership and the three components needed for community leadership success: framing, building social capital, and mobilizing for action.
Approach and Methodologies Guide, December 14, 2015Megan Norton
The document provides a summary of the research methodology and findings of an intercultural leadership development practicum team from the School of International Service at American University. The team conducted a literature review and analysis of existing leadership theories and frameworks to determine core competencies developed through intercultural leadership programs. They analyzed case studies of corporate volunteer programs to identify competencies gained and applied them to personal and organizational outcomes. The document details the research approach, key frameworks examined, and recommendations for longitudinally measuring competency development in PYXERA Global's pro bono programs through surveys, case studies, and quasi-experimental methods.
Research Leadership and Organizational Change in the Context of IT - Research...Eashani Rodrigo
This research investigates Information Technology (IT) driven organizational changes in Sri Lankan organizations by focusing on the leadership aspects. The main objective of this research is to identify which leadership styles are most effective in ensuring the success of change management processes within IT project implementations. In order to achieve this, firstly the research conducts an in-depth investigation of the relationship between leadership and change management practices within organizations. Encapsulating the findings, a model is proposed to pinpoints the most effective leadership style that should be adopted in accordance with each stage within the change management process the organization is about to undergo.
Leader-Member Exchange (LMX) theory conceptualizes leadership as the process of interactions between leaders and followers. Early LMX studies found leaders form different quality relationships ("in-groups" and "out-groups") with followers. Later studies showed high-quality LMX relationships positively impact outcomes. LMX theory prescribes leaders develop high-quality relationships with all followers over time through three phases: stranger, acquaintance, and mature partnership. LMX theory is validated in research and applicable in different organizational contexts.
The behavioral approach focuses on the specific behaviors of leaders rather than inherent traits. Research identified two broad categories of leader behavior: task behaviors related to goal accomplishment and relationship behaviors related to building team relationships. The Ohio State and University of Michigan studies developed models of these behaviors and their impact on group performance. Blake and Mouton's leadership grid further classified styles based on the degree of priority given to tasks vs relationships. The behavioral approach provides a framework for assessing and developing leadership styles but has limitations regarding cultural context and performance outcomes.
Shared Leadership: A Tool for Innovation, Engagement, and InclusionMax Freund
For years, nonprofit leaders have questioned the utility of traditional models of top-down staff leadership structures. But the growing body of research on alternatives – from co-directorship to distributed leadership to self-organizing teams – has been difficult to sort through. In this highly participatory session, participants will explore emerging models, the research on what works (and what doesn’t), and how capacity builders can help organizations adopt leadership structures that work. As the session exercises build upon the previous ones, participants are asked to attend the full session.
Session offered at the 2015 conference of the Alliance for Nonprofit Management by Mike Allison (Michael Allison Consulting), Sean Thomas-Breitfeld (Building Movement Project), and Max Freund (LF Leadership).
Transformational leadership the impact on organisation and personal outcome(1)sabrinahjmohdali
The document discusses transformational leadership and its impact on organizational and personal outcomes. It begins by defining transformational leadership as inspiring followers to accomplish more than initially planned by aligning their values with the organization.
The literature review then examines the impact of transformational leadership on specific organizational outcomes like organizational citizenship behavior, culture, and vision. It also explores personal outcomes for followers such as empowerment, satisfaction, and motivation. Understanding these impacts can help transformational leaders influence behaviors that benefit the organization.
This document summarizes key points about organizational culture from Chapter 9 of the textbook "Organizational Behaviour". It defines organizational culture as shared values, beliefs, and assumptions that guide appropriate behavior within an organization. A strong culture helps provide social cohesion but can also hinder change efforts. For a culture to be effectively changed, top management must model new behaviors, change stories and symbols, and select employees who embrace new values.
The paper by Yusuf M. Sidani (2008) summarized here presents the works of Ibn Khaldun (1332-1406), one of early contributors to structure theories in Sociology, regarding his conceptualization of leadership and the role of asabiya (group feeling) in leadership phenomena emergence.
The document discusses 6 major models of educational management: formal, collegial, political, subjective, ambiguity, and cultural. Each model has distinct features and assumptions about how organizations function. For example, the formal model views organizations as hierarchical systems pursuing rational goals, while the collegial model emphasizes shared power and consensus decision-making. The cultural model focuses on the shared values, beliefs, and symbols that comprise an organizational culture. Overall, the models provide different lenses for understanding leadership and management in educational institutions, though no single model can fully capture the complexity of these organizations.
The effects of leadership styles & organizational culture over firm performanceACCA Global
This study examined the relationships between organizational culture, leadership styles, and firm performance. The researchers hypothesized that organizational culture affects performance, culture and leadership styles are related, leadership impacts performance, and culture mediates the leadership-performance relationship. They surveyed employees from various industries in Turkey. The results showed that mechanistic and humanistic leadership styles are linked to culture. Additionally, bureaucratic and competitive cultures partially mediated the relationship between humanistic leadership and performance. The researchers concluded that culture and leadership are important for firm success and suggested expanding the study to include other leadership types, cultures, and individual outcomes.
This paper discusses how three concepts - leadership strategies, management tactics, and communication/decision making skills - relate to the course objectives and the author's personal goals of becoming a U.S. Air Force officer. For leadership strategies, the objectives focused on leadership and management roles as well as ethical behavior. For management tactics, the objectives involved decision making, conflicts of interest, and problem solving. For communication/decision making, the objectives included teamwork, communication techniques, and selecting problem solving approaches. The author believes understanding these concepts will be important for serving effectively as an Air Force officer.
This document provides resources for developing transformational leadership skills, including creative capacity building for coalitions. It includes exercises and assessments to help individuals and groups identify their personality types, core values, and strengths. Participants can use the results to improve self-awareness, teamwork, and leadership abilities. The goal is to equip coalitions with tools and strategies for strengthening collaboration and promoting positive change in their communities.
The Study is titled ―Leadership Styles: A Case Study of Syria‖. The main objectives of the research work are to identify and then analyze the political leadership style in Syria, to generate a profile of past, current and emerging leaders of Syria, to study the reasons that led to the uprising in Syria and to assess the future consequences of the decisions taken by the Political Leadership. The study will be descriptive in nature. Keeping in mind the objectives of the study, appropriate data will be collected from people and organizations from both, official and non-official, taking a look at the current and emerging leadership Styles in Syria. Survey for the political, security and economic situation will be carried. Both primary and secondary sources of data will be used for present research. For analysis and conclusion of the results of the survey, appropriate statistical tools and analysis will be done
The leadership situation and adaptive leadership Arimbi Priadipa
This chapter discusses how the leadership situation can influence a leader's behavior and effectiveness in three ways: by directly influencing the leader's behavior, moderating the effects of the leader's behavior, or directly affecting outcomes. It describes several contingency theories that prescribe different leadership behaviors for different situations, such as path-goal theory and leadership substitutes theory. The chapter advocates for flexible, adaptive leadership that understands the demands of the situation and adapts behavior accordingly.
This document summarizes a presentation on global leadership development. It discusses various frameworks and approaches for developing global leaders, including the Center for Creative Leadership's model of developing 12 capabilities through self-knowledge, behavioral change, and career development. It also reviews different development tools like 360-degree feedback, coaching, mentoring, and their strengths/weaknesses. The document then outlines a research project between several Asian universities to derive a model for developing Asian leaders based on analyzing the cross-cultural experiences of international assignees from China, Indonesia, and Singapore.
This document discusses leadership and followership. It defines leadership as a process where an individual influences others towards a common goal. Leadership increases performance, productivity and profitability. Followers are partners with leaders in shaping goals and purposes. Research shows teams outperform individuals by providing complementary roles. The document then discusses various leadership styles, traits, qualities and challenges. It emphasizes that good leaders are both ethical and effective.
This document discusses the trait approach to leadership. It describes how early theories focused on identifying innate qualities of great leaders. Research then began to consider how traits interact with situational demands. Later studies found traits could differentiate leaders from non-leaders. The five major leadership traits are intelligence, self-confidence, determination, integrity, and sociability. Emotional intelligence and strengths-based approaches are also discussed in relation to leadership traits. The trait approach focuses on identifying traits leaders exhibit but does not consider situational effects or traits in relation to outcomes.
This document provides an overview of topics that will be covered in a unit on directing, including foundations of individual and group behavior, motivation, motivation theories, job satisfaction, leadership, communication, and behavioral models of human factors in managing. It discusses McGregor's Theory X and Y, which present differing assumptions about human motivation, and Raymond Miles' Dual Model Theory about integrating organizational and human variables for effective management.
This document discusses various concepts related to leadership behavior and community leadership. It begins by outlining the objectives of understanding different leadership models including the leadership grid model and competency model. It then discusses research conducted at Ohio State University and the University of Michigan on leadership behaviors. It also explains Blake and Mouton's leadership grid model and the five leadership styles. The document further discusses the concept of the leadership pipeline and the skills needed to transition between organizational levels. Finally, it defines community leadership and the three components needed for community leadership success: framing, building social capital, and mobilizing for action.
Approach and Methodologies Guide, December 14, 2015Megan Norton
The document provides a summary of the research methodology and findings of an intercultural leadership development practicum team from the School of International Service at American University. The team conducted a literature review and analysis of existing leadership theories and frameworks to determine core competencies developed through intercultural leadership programs. They analyzed case studies of corporate volunteer programs to identify competencies gained and applied them to personal and organizational outcomes. The document details the research approach, key frameworks examined, and recommendations for longitudinally measuring competency development in PYXERA Global's pro bono programs through surveys, case studies, and quasi-experimental methods.
Research Leadership and Organizational Change in the Context of IT - Research...Eashani Rodrigo
This research investigates Information Technology (IT) driven organizational changes in Sri Lankan organizations by focusing on the leadership aspects. The main objective of this research is to identify which leadership styles are most effective in ensuring the success of change management processes within IT project implementations. In order to achieve this, firstly the research conducts an in-depth investigation of the relationship between leadership and change management practices within organizations. Encapsulating the findings, a model is proposed to pinpoints the most effective leadership style that should be adopted in accordance with each stage within the change management process the organization is about to undergo.
Leader-Member Exchange (LMX) theory conceptualizes leadership as the process of interactions between leaders and followers. Early LMX studies found leaders form different quality relationships ("in-groups" and "out-groups") with followers. Later studies showed high-quality LMX relationships positively impact outcomes. LMX theory prescribes leaders develop high-quality relationships with all followers over time through three phases: stranger, acquaintance, and mature partnership. LMX theory is validated in research and applicable in different organizational contexts.
The behavioral approach focuses on the specific behaviors of leaders rather than inherent traits. Research identified two broad categories of leader behavior: task behaviors related to goal accomplishment and relationship behaviors related to building team relationships. The Ohio State and University of Michigan studies developed models of these behaviors and their impact on group performance. Blake and Mouton's leadership grid further classified styles based on the degree of priority given to tasks vs relationships. The behavioral approach provides a framework for assessing and developing leadership styles but has limitations regarding cultural context and performance outcomes.
Shared Leadership: A Tool for Innovation, Engagement, and InclusionMax Freund
For years, nonprofit leaders have questioned the utility of traditional models of top-down staff leadership structures. But the growing body of research on alternatives – from co-directorship to distributed leadership to self-organizing teams – has been difficult to sort through. In this highly participatory session, participants will explore emerging models, the research on what works (and what doesn’t), and how capacity builders can help organizations adopt leadership structures that work. As the session exercises build upon the previous ones, participants are asked to attend the full session.
Session offered at the 2015 conference of the Alliance for Nonprofit Management by Mike Allison (Michael Allison Consulting), Sean Thomas-Breitfeld (Building Movement Project), and Max Freund (LF Leadership).
This document provides information about an MBA module on leadership taught by Prof. Dr. L.T.B. Jackson at the North-West University in South Africa. It includes the module code and credits, names of lecturers, learning outcomes, prescribed literature, and work programme schedule. The work programme lists 8 themes that will be covered in class sessions from January to May, including transformational leadership, charismatic leadership, moral leadership, self-leadership, and leading in multicultural organizations. A study unit on transactional and transformational leadership is also included, outlining key concepts and leadership models to be examined.
Understand the framework of leadership effectiveness.
The objectives: To understand Leadership characteristic categories,
scientific research study in leadership and
basic of leadership styles
The document summarizes the outcomes of several Miller planning grants aimed at establishing an integrative leadership network for sustainable development. It discusses the development of a public leadership framework incorporating sustainability leadership tools and competencies. It also proposes leveraging the grant outcomes through online degree programs, leadership convenings, and a virtual research network coordinated by the Hatfield School of Government to further theory and practice in sustainable development policy.
APPLYING THE CONCEPT(total of 39; average of 3 boxes, 18.docxjewisonantone
APPLYING THE CONCEPT
(total of 39; average of 3 boxes, 18
applications per chapter; partial
listing below)
1.1 Leadership Managerial Roles
2.3 Achievement Motivation
Theory
3.2 The Leadership Grid
4.2 Using Power
5.3 Path-Goal Leadership
6.3 Selecting Conflict
Management Styles
7.1 In-Groups versus Out-Groups
8.4 Group Problem People
9.4 Transformational or
Transactional Leadership
10.1 Low- or High-Performance
Culture
11.2 Strategic Thinking
12.2 Traditional or Learning
Organization
WORK APPLICATION
(total of 107; average of 9 per
chapter; sample below)
1.4 Are the managers where you
work(ed) effective at
influencing their employees
to bring about change?
Explain.
CASES: CHAPTER OPENING
1. General Electric (GE)
2. Lorraine Monroe
3. Market America
4. Mark Cuban
5. Indra Nooyi (PepsiCo)
6. The Ranch Golf Club
7. Joel Osteen
8. John Chambers (Cisco)
9. Oprah Winfrey
10. Andrea Jung (Avon)
11. Google
12. Rick Wagoner (GM)
COMMUNICATION SKILLS
(total of 84; average of 7 per
chapter; sample below)
3.5 Which of the three process
motivation theories do you
prefer? Why?
SKILL-DEVELOPMENT EXERCISES
(total of 30; average of 2 per
chapter)
1.1 Getting to Know You by
Name
1.2 Identifying Leadership
Traits and Behaviors
2.1 Improving Attitudes and
Personality Traits
2.2 Personality Perceptions
2.3 Ethics and Whistleblowing
3.1 Writing Objectives
3.2 Giving Praise
4.1 Influencing Tactics
4.2 Influencing, Power, and
Politics
4.3 Networking Skills
4.4 Car Dealer Negotiation
5.1 Identifying Normative
Leadership Styles
5.2 Using the Normative
Leadership Models
6.1 Giving Instructions
6.2 Situational Communications
6.3 Coaching
6.4 Initiating Conflict Resolution
7.1 Improving Dyadic
Relationships—Followership
7.2 Delegating
8.1 Deciding Which Leadership
Decision-Making Style to Use
8.2 Individual Versus Group
Decision Making
9.1 Is the President of the United
States a Charismatic Leader?
10.1 Identifying and Improving
Organizational Culture
10.2 Diversity Training
10.3 Developing an Effective
Multicultural Team
11.1 Strategic Planning
11.2 Planning a Change Using
the Force-Field Model
11.3 Managing Change at Your
College
12.1 Handling a Crisis
12.2 The Learning Organization
MODELS
3.1 Writing Effective Objectives
Model
3.2 Giving Praise
4.1 The Negotiation Process
6.1 The Oral Message-Sending
Process
6.2 Job Instructional Training Steps
6.3 The Performance Formula
6.4 Coaching Model
6.5 The Collaborating Conflict
Style
6.6 Situational Communication
7.1 Steps in the Delegation Model
8.1 Leadership Decision Making
SELF-ASSESSMENT EXERCISES
(total of 37; average of 3 per
chapter)
1.1 Leadership Potential
1.2 Names
2.1 Personality Profile
2.2 Motive Profile
2.3 Motive Profile with Socialized
Power
2.4 Leadership Interest
2.5 Theory X and Theory Y
Attitudes
2.6 How Ethical Is Your Behavior?
3.1 Your Leadership Style
3.2 Your Personal.
Man, the different situations in which he finds himself, the diversity of aims, objectives and functions that he purpose and that are laid down for him and the many types of frames of reference in which he finds himself, are all together so complex and complicated that we cannot evolve anything like a universal formula for leadership. In fact the most that we can say and we can say it all generic elements of administration – is that the success of leadership in the final analysis is determined by the knowledge of the leader and of the people he leads. This knowledge includes knowledge of things outside the group’s own frame of reference. All this constitute the subject – matter of this article.
Traditional Models for Understanding LeadershipLesly Lising
This document summarizes traditional models of leadership, including:
1. Early trait and behavioral approaches that sought to identify characteristics and behaviors associated with effective leadership. This includes studies from Michigan, Ohio State, and the Leadership Grid model.
2. Situational leadership models including Tannenbaum and Schmidt's leadership continuum, Fiedler's LPC theory, the path-goal theory, and Vroom's decision tree approach. These consider how leadership style should adapt to different situations.
3. The document outlines differences between leadership and management, provides definitions of leadership, and discusses key leadership theories developed in the 20th century.
This document provides an introduction to organizational development (OD). It defines OD as a planned, organization-wide effort to increase effectiveness through interventions using behavioral science knowledge. The document outlines four approaches to OD: laboratory training, survey research and feedback, action research, and sociotechnical. It also discusses the underlying values and assumptions of OD, including that people strive for growth, groups influence behavior, and solutions consider the whole system. OD aims to improve organizations through collaborative management of culture.
This document outlines the objectives, expected outcomes, modules, and evaluation criteria for a course on Management Process & Organizational Behavior. The objectives are to provide an understanding of management tasks and functions, familiarize students with individual and group behavioral patterns in organizations, and enhance students' ability to predict and control human behavior. The course covers fundamentals of management, planning, organizing, controlling, and organizational behavior at individual, group and organizational levels. Students will learn management principles, decision making, structure, and dynamics of interaction between individuals and organizations. Evaluation includes exams, quizzes, assignments, and attendance requirements.
Business management by robbinson book presentationhufugmailcom
The document outlines several leadership theories discussed in a chapter on leadership. It begins by defining leaders and leadership, and explaining why managers should be leaders. Early leadership theories from the 1920s-1960s are then contrasted, including trait theories focusing on leader characteristics and behavioral theories examining how leaders interact with groups. Contingency theories introduced in the 1960s-1970s are explained next, such as Fiedler's contingency model and situational leadership theory. The document concludes by differentiating transactional and transformational leadership styles.
This document discusses leadership in technology. It begins by defining a technological leader as someone who fosters innovation, understands the technology life cycle, initiates commercialization of advances, and links business and technology strategies. It then discusses why studying leadership theories can help analyze behaviors and results. Early leadership concepts focused on traits but were unsuccessful, so research shifted to behaviors. Studies at the University of Michigan identified two styles: job-centered and employee-centered. The Managerial Grid further examined styles based on concerns for tasks and people.
1) Participants found the program especially valuable for developing new relationships in their sector and learning more effective collaboration. It supported personal leadership development and learning techniques to have greater impact.
2) Participants used tools like difficult conversations and personal reflection to become more effective leaders and improve their work-life balance.
3) The program helped many participants transition to new jobs or create new organizations and positions to have more influence in their sector.
This document discusses leadership in public relations and defines leadership in several ways. It examines different leadership approaches and the skills required of PR leaders, including technical, implementation, relationship building, and communication skills. The document also looks at applying leadership principles in PR and questions whether there are enough visible leaders in the field. It suggests more research is needed on PR leadership and how the concept may differ across cultures. Questions are raised about leadership education and development, co-leadership models, and whether innate traits provide advantages over process-based leadership.
Leadership is both a research area and a practical skill encompassing the ability of an individual or organization to "lead" or guide other individuals, teams, or entire organizations. Specialist literature debates various viewpoints, contrasting Eastern and Western approaches to leadership, and also (within the West) United States versus European approaches. U.S. academic environments define leadership as "a process of social influence in which a person can enlist the aid and support of others in the accomplishment of a common task"
This document provides an overview of several leadership theories:
- Trait theory, which initially focused on identifying personality traits of great leaders. Research was unable to identify a consistent set of traits.
- Behavioral theory shifted the focus to what leaders do and how they act, identifying two types of behaviors: task-oriented and relationship-oriented.
- Leader-member exchange theory examines how relationships between leaders and followers develop over time and influence outcomes. It finds leaders form in-groups and out-groups.
- Contingency theory matches leaders to situations based on leadership style and situational factors. Task-motivated leaders are most effective in very favorable/unfavorable situations while relationship-motivated leaders thrive
The document summarizes the style approach to leadership. The style approach focuses on two dimensions of leadership behavior: concern for tasks and concern for people. Researchers at Ohio State University and the University of Michigan developed the leadership grid that plots these two dimensions and identifies five common leadership styles within the grid. The styles range from an emphasis on tasks with little concern for people to an emphasis on interpersonal relationships with little concern for tasks. The style approach provides a framework for assessing broad leadership behaviors but has weaknesses in implying one high-high style is most effective and not addressing leadership development.
The document is a literature review from a student dissertation that examines perceptions of effective managers. It discusses academic literature on managerial roles, traits, and leadership styles. The literature identifies that managers should fulfill roles in interpersonal skills, information sharing, and decision-making, regardless of gender. It also examines perceptions that associate males with agentic or task-focused traits and females with communal or relationship-focused traits. The review explores concepts of stereotypes, transformational versus transactional leadership, and whether perceptions view one gender as more effective than the other in management roles.
Dwight
Evaluation
Leadership style assessments certainly have a place within the organization. The effectiveness of a leadership style assessment will depend on what type of assessment and what the organizational needs are. Multi-source feedback assessments are supposed to give a 360 degree look at a leader and give the organization a valuable outcome in the evaluation of the leader (MacKie, 2015). Using multi-source feedback assessments can be extremely beneficial as long as the assessment is properly paired with the organizational goals and needs. Assessing a leader from multi perspectives is truly a holistic approach. But, organizations need to recognize that no leadership style assessment is not without its limitations.
Next, the behavior approach is one of four approaches to leadership. Three of which all have weaknesses; traits, skills, and behavior. But the fourth approach to leadership, the situational approach demonstrates the flexibility of a leader (Northouse2016, 2016). In today’s dynamic and complex business environment, flexible leaders bring the most value to an organization. The situational approach allows the leader to apply the other three approaches given the circumstances. As an Army leader I found this approach to be extremely effective while leading in combat and non-combat situations.
Explanation of Usefulness
Of equal importance is the usefulness leadership style assessments and the behavior approach have on an organization. Once an organization has clearly defined the goals and purpose of conducting an assessment, and then subsequently the correct assessment is used, the results will certainly help the organization. In this case, using an assessment to evaluate the benefits of a behavior approach to leadership will allow the organization to determine what needs to be done, how it needs to be done, and how fast it needs to be done (Saxena, 2014). Additionally, the behavior approach (if the relationship behavior is used), can give subordinates the motivation needed to achieve the desired outcome through a better understanding of themselves.
Explanation of Impact
The impact of leadership assessments on an individual can be positive or negative. Again, this directly correlates to the goals and expectations of the organization when the assessment is implemented. For the individual, it could potentially identify strengths and weaknesses. Thus, giving the individual the opportunity to grow and learn from the assessment. Simultaneously, the organization discovers how these strengths and weaknesses fit into the organization’s goals. Once they have identified where and how an individual nest into the organization, a holistic approach to achieving those goals can be developed (Northouse2016, 2016). In comparison, using a behavior approach assessment will yield valuable information about subordinates’ behavior patterns. Which equates to the organization knowing and understanding their employees. Understanding behavio.
This document discusses various theories and concepts related to leadership. It begins by defining a leader and leadership, and distinguishing between leaders and managers. It then covers historically important early studies on leadership from Ohio State, Michigan, and Iowa. The document outlines several traditional theories of leadership including great man theory, trait theory, and contingency theory. It also summarizes modern theories like transformational, transactional, and authentic leadership. Finally, it discusses different leadership styles, substitutes for leadership, and approaches to developing effective leaders.
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it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
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The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
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A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
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There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
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Leadership forum2011
1. Communication Management and the Leadership ChallengeThe Plank Center Studies University of Leipzig, Leadership Forum 2011 (May 6, 2011)
2. The agenda… Importance of leadership Theories of leadership The Plank Center research --Model of excellent leadership --Overview of 20 leadership studies 4. Landscape of leader development 5. Future research and collaborations 2
3. Leadership is important Because leaders… Make important decisions Shape organizational culture Affect communication climate Contribute to image and future Influence employee attitudes, perceptions 3
5. What is leadership? Traits and characteristics (1920s) Skills: technical, human, conceptual (1940s) Styles and behaviors (1950s) Work team leadership (1960s) Contingent and situational (1960s) Ethical (servant) in nature (1970s) Transformational, charismatic (1980s) Authentic in nature (1990s) P. G. Northouse (2007), Leadership: Theory and Practice 5
6. Leadership is complex Leadership has been defined as … personalitya power relation inducing compliancea set of behaviors use of influence focus of group processes form of persuasion initiation of structure instrument to achieve goals type of role effect of interaction …and many combinations of these definitions. B. M. Bass (1990) 6
7. Personal leadership theories We know what leadership is All hold implicit theories or personal “mental models” (Senge) for leaders Mental models guide our beliefs, decisions, actions 7
8. U.S. Supreme Court Justice Potter Stewart “I can’t define pornography, but I know it when I see it.“ (1964) 8
9. Research about leadership in communication management Increase knowledge Produce better leaders Help organizations achieve goals and increase legitimacy Improve the profession’s image and future Strengthen education & training 9
10. The Plank Center for Leadership in Public Relations(www.plankcenter.ua.edu) Created in 2005 by UA Trustees Named for Betsy Plank, 1924-2010 --UA graduate (1944) --First lady of PR in U.S. Guided by national board of 22 executives & educators Mission: help develop and recognize excellent PR leaders and role models 10
11. The Plank Center for Leadership in Public Relations(www.plankcenter.ua.edu) Mission carried out through: --Awards programs (PRSSA ethics competition, mentorship dinner) --Legacies from Legends book --Video interviews (18 leaders) --Webinars for educators, students --Platform online magazine --Educator fellowships --Research grants for leadership studies 11
12. Plank Center research Supported 20 leadership studies in 5 years +4,000 practitioners, educators and students 9 qualities of excellentleaders A model of excellent leadership in PR (J. Meng, 2010) Review this research today: The model process and results Overview of the nine qualities 12
13. Research Part I:Leadership model (Meng & Berger) 1. Explored theoretical frameworks: Trait approach—personality Skills approach—capabilities Style approach—behaviors Contingencyapproach—situation, environment Transformational theory—charismatic and Dr.Juan Meng and affective elements Psychodynamic approach—personalities of leaders, followers Public relations approaches—four perspectives Studies in psychology, sociology, organization studies, management, military research and public relations. 13
14. Trait approach Leaders have innate qualities --Intelligence, self confidence, determination, integrity, sociability “Great person” theories: born with traits for greatness Reborn in 1980s in transformational and psychodynamic approaches --People associate personality traits with leaders R. M. Stogdill (1948, 1976) 14 Abraham Lincoln
15. Skills approach Leaders need skills and abilities in 3 areas: Technical = knowledge in a work area Human = ability to work with people Conceptual = ability to work with ideas, concepts Skills can be learned and developed Military studies/programs use this approach R. Katz (1955) 15
16. Style approach Leaders have styles—behavior patterns 1. Task (production) behaviors 2. Relationship (people) behaviors Many styles: team, authoritarian, bureaucratic, transactional, servant, transformational, laissez faire Blake & Mouton (1964, 1978, 1985); University studies at Michigan, Ohio State 16
17. Situation/Contingency approach Leaders are influenced by situation and environment Adapt style to situation—environment Change degree of directive vs. supportive style, based on situation (development continuum) Used heavily in training programs in Fortune 500 K. H. Blanchard (1985, 1993); F. E. Fiedler (1967, 1993) 17
18. Transformational approach Leaders are charismatic : Inspire and transform followers Valorize vision, emotions, values, employee needs 3. Engage, motivate, model the way in fast-changing world Central leadership model in U.S. today? Max Weber M. Weber (1947); J. M. Burns (1978); Kouzes & Posner (2002) 18
19. 4 public relations approaches Excellence, role theories (Grunig , Dozier & others) --Managerial view, company culture, dominant coalition 2. Contingency theory (Cameron & others) --Environmental influences, flexibility 3. Power relations theory (Berger & Reber) --Dominant coalition, vision, political will and intelligence 4. Gender theory (Aldoory & Toth) --Transformational style, gendered perceptions 19
21. RQs Research Questions 21 3. Developed 6 research questions: RQ1: Key dimensions of PR leadership? RQ2: Most important qualities of leaders? RQ3: Sources for leader development? RQ4: PR qualities different from other fields? RQ5: If so, how different? RQ6: Different by gender, other demographics?
22. What is excellent leadership in communication management? 4. Developed this definition and construct: “Excellent leadership in public relations is a dynamic process that encompasses a complex mix of individual traits, skills, personal values and behaviors that consistently produces ethical and effective practice. Such practice fuels and guides successful communication teams and helps organizations achieve their goals and increase their legitimacy in society.” 22
23. Our research process 5. Prepared, refined a list of leader dimensions and item measures (BIG step): Drew from literature review Conducted 2 pretests of item measures, dimensions --Reduced dimensions from 8 to 6 --Reduced item measures from 89 to 45 --Used 5-8 item measures per dimension Netemeyer et al. (2003); Spector (1992) 23
24. Meng’s model of excellent leadership 6. Developed and tested this conceptual model: 24 Organizational structure and culture
27. The survey form 7. We prepared and tested the questionnaire (71 Qs): 55 Qs—six dimensions + culture 2 Qs—ranking top 3 dimensions and sources of development of leadership 2 Qs—PR leadership different from others 2 Qs—open-ended: outstanding leader and significant personal experience 10 Qs—demographics 27
28. Survey and interview research 8. Surveyed four groups --High-level U.S. communication executives (222) --Entry to mid-level U.S. professionals (162) --U.S. PR students (172) --Int’l professionals (100) --A few interviews (20) 28
29.
30. 15 years exp. 171 (77%) 57 (35%) Corp or agency 162 (73%) 49 (30%) PR Execs: 222 high-level PR executives in the U.S. SPRF: 162 Southern Public Relations Federation members 29
31. RQ 1: The PR leadership model Organizational structure and culture 1. Data from two groups (n=384) yielded strong support for the 6 dimensions. .
32. RQ 1: The PR leadership model 31 Organization structure and culture Internal consistency reliabilities: Cronbach’s alpha ranged from .78--.86 for the PR Execs and .79--.88 for SPRF group.
33. RQ 1: The PR leadership model 32 Organization structure and culture Model fit showed significant indices and values: first and second order measurement models = 90% CI.
34. RQ 1: The PR leadership model 33 Organization structure and culture PR leadership is a composite of 6 dimensions. Each contributes to excellent leadership; culture /structure are important influences.
41. Research Part II:Analysis of the 20 Plank Center studies Researched styles, ethics, education, culture, power relations, behaviors Surveyed/interviewed +4,000 practitioners, educators and students Analyzed studies for patterns Identified 9 qualities of excellent leaders 40
42. Qualities of excellent PR leaders #1 Role Models Lead by example through two-way communication and behaviors. Role models and mentors exert great influence on our beliefs about leadership qualities and values. 41
43. Qualities of excellent PR leaders #2 Strategic Counselor Participate fully in strategic decision making, the most crucial quality of leaders, say senior executives. The ultimate PR leader is a strategic counselor in important decision-making moments. 42
44. Qualities of excellent PR leaders #3 Ethical Orientation Exemplify a strong set of ethics and values—doing the right thing and practicing professional standards. This is crucial to personal reputation, company success and professional image. 43
45. Qualities of excellent PR leaders #4 Expert Communicator Possess complex communication and rhetorical skills that work at four levels of practice—technical and tactical, strategic, relational and political. 44
46. Qualities of excellent PR leaders #5 Self-Awareness Possess deep self knowledge that guides decisions, productive relationships and self development. Knowing one’s strengths and limitations may be the most important individual trait. 45
47. Qualities of excellent PR leaders #6 Desire to Lead Possess a strong desire to lead. Desire or individual initiative is a rich source of energy, power, learning and determination. It’s fundamental to excellent leadership over the long term. 46
48. Qualities of excellent PR leaders #7 Motivational Style Use transformational and inclusive leadership styles that are sensitive to context and environment, and to individual needs and differences. These styles help gain trust and resolve problems and conflicts. 47
49. Qualities of excellent PR leaders #8 Passion for Work Demonstrate passion for work and the profession. Exhibiting passion and positive energy brings projects to life, inspires others and builds esprit de corps. This is the lifeblood of leadership. 48
50. Qualities of excellent PR leaders #9 Change Agent Serve as agents for change and for creating a culture for communication. They push back on closed communication environments and poor decisions or behaviors. 49
52. Landscape of leader development in U.S. 51 1. Diverse approaches Individual companies (Whirlpool Academy) Specialist providers (Center for Creative Leadership) Personal “coaches”(Marshall Goldsmith) Association programs(PRSA, IPR, Page Society)
53. Landscape of leader development in U.S. 2. Issues and limitations Associations don’t represent field --21,000 vs. 350,000 Quality of content, instruction vary --Networking and information loading Learning may not be transportable --Understanding vs. doing No long-term measures 52
54. Landscape of leader development in U.S. 3. Considerations for the profession… Make leader development a priority Create a forum for national dialogue Catalog, analyze existing leader programs : Content Delivery style Metrics Best practices 53
56. Future research and collaborations 2. Global Leadership Study (Fall 2011) Topics --Key changes in world and how affect leadership --Implications for education & development programs --Influences of culture and structure Methods Global surveys and interviews Chinese-speaking countries England South Korea Denmark (?) Central, South America German-speaking countries (?) United States Nederland (?) EUPRERA (?) 55
57. Want to be a better leader? Eliminate one bad habit Stop talking…and start listening Stop saying “no” and “but”… and say “thank you” more often 4. Follow up, follow up, follow up Dr. Marshall Goldsmith What got you here won’t get you there 56
58. The Plank Center studies in leadership and communication management 57
60. The PR Success Study (2004) MA students partnered with Heyman Associates Interviewed 97 senior PR executives Identified “patterns of success:” Success at many levels Many pathways to success Power of performance Years & diversity of experience Complex communication skills Relationships, relationships! Passionate and proactive Crucial intangibles Produced professional report, journal article http://www.heymanassociates.com/Spotlight/WCH_Univ_Alabama_Research_Report-06_2004.htm http://www.informaworld.com/smpp/content~db=all~content=a788019550 59
61. PRofiles of Success Book (2008) Partnered again with Heyman Associates Interviewed 20 young leaders (20 under 40) Wrote a chapter about each leader Published online book—PRofiles of Success http://www.plankcenter.ua.edu/images/stories/profilebook.pdf Identified key themes and leader characteristics Themes:Lead by example , learn from mentors and stay current with practice Characteristics: creativity, integrity, passion for work, motivational, strong skills and diverse experiences 60
62. Managers vs. Leaders Manager Leader Produces order & consistency Produces change & movement Plans & budgets Establishes vision, direction Sets timetables Sets strategies Organizes & staffs Aligns people in teams Controls & solves problems Motivates & inspires Takes corrective actions Satisfies unmet needs Adapted from J. P. Kotter (1990) 61