The document discusses various theories of leadership including trait, behavioral, and contingency theories. It outlines different leadership styles like autocratic, democratic, and laissez-faire. Additionally, it distinguishes between transactional and transformational leadership and explores the differences between management and leadership.
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Most employers today would like to have their employee’s motivated and ready to work, but do not understand what truly motivates a person. Companies could be more efficient if the employees had an invested interest in the future of the company. There are essential needs to be met for a person, specifically an employee, to succeed in the workplace. I will examine different theories of motivations, how they are relevant to the workplace, and how employers can implement the theories to ensure happy and motivated employees.
Human behaviour is as much a reflection of the differences between individuals as it is a reflection of their similarities. These individual differences are caused by a number of influences and characteristics. For example, personality traits focus on individual differences that make each person a unique human being. Our biological make-up concentrates on how we function as a result of our evolution and human inheritance. Our behaviour is largely influenced by the system of rewards and punishments that are present in our environment. Our cognitive approach focuses on how our thinking and memory affects our behaviour. The fact that we are here at this time with immediate influences, and the ability to express a free will, may present the greatest influence of all.
It broadly addresses the topic of employee relations and work motivation. It examined theories and models of motivation that strive to answer the question of what motivates and how is motivation harnessed. At the individual level of analysis, there is a plethora of different approaches, most of which have some conceptual viability, empirical support and practical use. A critical task for future thinking and research is to integrate findings from diverse sources in order to be able to produce a more coherent view of motivation, its content and mechanisms.
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Most employers today would like to have their employee’s motivated and ready to work, but do not understand what truly motivates a person. Companies could be more efficient if the employees had an invested interest in the future of the company. There are essential needs to be met for a person, specifically an employee, to succeed in the workplace. I will examine different theories of motivations, how they are relevant to the workplace, and how employers can implement the theories to ensure happy and motivated employees.
Human behaviour is as much a reflection of the differences between individuals as it is a reflection of their similarities. These individual differences are caused by a number of influences and characteristics. For example, personality traits focus on individual differences that make each person a unique human being. Our biological make-up concentrates on how we function as a result of our evolution and human inheritance. Our behaviour is largely influenced by the system of rewards and punishments that are present in our environment. Our cognitive approach focuses on how our thinking and memory affects our behaviour. The fact that we are here at this time with immediate influences, and the ability to express a free will, may present the greatest influence of all.
It broadly addresses the topic of employee relations and work motivation. It examined theories and models of motivation that strive to answer the question of what motivates and how is motivation harnessed. At the individual level of analysis, there is a plethora of different approaches, most of which have some conceptual viability, empirical support and practical use. A critical task for future thinking and research is to integrate findings from diverse sources in order to be able to produce a more coherent view of motivation, its content and mechanisms.
Any theories about motivation can be contradicted since these theories have many exceptions. It is important that these theories are considered general statements that have been confirmed through observational studies and are applicable only to the extent that they reflect and are influenced by individual behaviour. We might ask: “Why should we even pursue these topics if there are so many inconsistencies, exceptions, and variables that affect conclusions?”. If we are searching for scientific evidence that is universally applicable, we may be wasting our time, but if our goal is to better understand human behaviour and its impacts on personal performance, the insights gained from such theories and studies are invaluable.
Measuring Organizational Culture and Leadership: Evaluation of the Organizati...Marwah Zagzoug, PhD
A presentation that describes and evaluates the instrument measurement tool known as the Organizational Description Questionnaire (ODQ) to assess its reliability, validity, and usefulness in measuring organizational culture and leadership.
In this lesson, Brother Monday Umoh taught the brethren on leadership evaluation as regards the sustenance of the Church leadership. Please read for more insights.
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Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
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Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
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3. Leadership traits
• Self confidence
• Knowledge of business
• Creativity and originality
• Warmth
• Flexibility and adaptiveness
• Cognitive ability
• Honesty and integrity
• Personal drive
• Desire to lead
5. Difference between transactional and transformational leaders
Transactional Transformational
Leaders who guide or motivate their followers in
the direction of established goals by clarifying
role and task requirement
Leaders who provide individualized
consideration and intellectual
stimulation
Contracts exchange of rewards for effort,
promises rewards for good performance,
recognizes accomplishments
Provides vision and sense of mission, instills
pride, gains respect and trust
Watches and searches for deviations and takes
corrective actions
Expresses important purposes in simple
ways
Intervenes only if standards are not met Promotes intelligence, rationality and careful
problem solving
Avoids making decisions by self Gives personal attention, treats each employee
individually, coaches and advices
6. Differentiate between management and
leadership
MANAGEMENT LEADERSHIP
Planning and
budgeting
Establishing
direction
Organizing and
staffing
Aligning people
Controlling and
problem solving
Motivating and
inspiring
Can lead to change
based on power
and authority
Can lead to change
based on personal
influence
11. Trait theories
• Theories that sought personality, social, physical or
intellectual traits that differentiated leaders from non
leaders
• Traits like ambition and energy, the desire to lead,
honesty and integrity, self confidence, intelligence and
job knowledge , high self monitoring differentiates
leaders and non leaders
12. Drawbacks
• No universal traits that predicts leadership in all situations
• Traits predict behavior more in weak situations than in strong
situations
• Evidence is unclear in separating Cause from effect
• Traits do a better job in predicting the appearance of leadership
than distinguishing between effective and ineffective leadership
13. Behavioral theories
• Theories proposing that specific behaviors differentiate
leaders from non leaders
• Behaviors like tough talking, intense and autocratic
would mean behavior of a leader
• Ohio state study, university of Michigan studies, The
Managerial grid and Scandinavian studies pioneered
behavioral theories
18. Contingency theories
“Predicting leadership success is more
complex than isolating a few traits or
preferable behaviors”
• The attention was later drawn towards
which suggested theories which proposed
that leadership depends on situations and
not only on traits
• The Fiedler model, Hersey and Blanchard’s
Situational theory, Leader member
exchange theory and the path goal and
leader participation model were the main
contributions for contingency theories
19. Hersey and Blanchard’s Situational theory
• A contingency theory that focuses on
followers readiness
• Followers are the one who accept or reject
the leader
• Readiness refers to the extent to which
people have the ability and willingness to
accomplish a specific task
• Four leadership situations were identified
20. • If followers are unable and unwilling to do a
task, the leader needs to give clear and specific
directions
• If followers are unable and willing, the leader
needs to display high task orientation
• If followers are able and unwilling the leader
needs to use a supportive and participative style
• If followers are both able and willing the leader
doesn’t need to do much
23. Charismatic leadership
• Followers make attributions of heroic or extraordinary
leadership abilities when they observe certain behaviors
• 5 Characteristics of charismatic leadership: vision and
articulation, personal risk, environmental sensitivity,
sensitivity to follower needs and unconventional behavior
24. Illinois Institute for Maternal and Child Health Leadership
SITUATIONAL
LEADERSIP
INDIVIDUALS CAN ADAPT THEIR
LEADERSHIP STYLE TO VARYING
SITUATIONS IN APPROPRIATE
MANNERS
25.
26. Leader as MentorsLeader as Mentors
• Mentoring is the craft of developing another person to
become a leader, thereby increasing the effectiveness of
the individual, the organization, and ultimately the
mentor.
• Bridge the gap.
• Leadership and Mentorship are cousins.
• Mentoring can reduce the probability of leadership
failure, provide needed accountability, and empower a
responsive, potential laborer.
27. • Share and participate withShare and participate with
menteementee
• Help discover real expectationsHelp discover real expectations
as a leaderas a leader
• Assist with technicalAssist with technical
interpersonal and conceptualinterpersonal and conceptual
skills necessary for leadership.skills necessary for leadership.
• Establish mutually-agreeableEstablish mutually-agreeable
goalsgoals
• Schedule regular appointmentsSchedule regular appointments
• Suggest activities for workingSuggest activities for working
toward goalstoward goals
• Request assistance from mentorRequest assistance from mentor
for guidancefor guidance
Mentor (leader)
Responsibilities
Mentee
Responsibilities
29. • Ethics is knowing the difference between what you have a right
to do and what is right to do.
• Ethics or simple honesty is the building blocks upon which our
whole society is based, and business is a part of our society,
and it's integral to the practice of being able to conduct
business, that you have a set of honest standards.
• Ethics defined
30. Ethical Leaders see their constituents as not
just followers, but rather as stakeholders
striving to achieve that same common
purpose...
•Ethical Leadership
31. It is important for leaders to tell a
compelling and morally rich story, but
ethical leaders must also embody and
live the story.
•Ethical Leadership
32. The Ten Commandments of Ethical Leadership
• 1. People are illogical, unreasonable and self-centered.
• Love and trust them anyway.
• 2. If you do good, people will accuse you of selfish ulterior motives.
• Do good anyway.
• 3. If you are successful, you will win some false friends and true enemies.
• Do good anyway.
• 4. The good you do today will be forgotten tomorrow.
• Do good anyway.
• 5. Honesty and frankness will make you vulnerable.
• Be honest and frank anyway.
• 6. The biggest people with the biggest ideas can be shot down by the smallest people
• with the smallest ideas.
• Think big anyway.
• 7. People favor underdogs, but follow top dogs.
• Fight for the underdog anyway.
• 8. What you spend years building may be destroyed overnight.
• Build anyway!
• 9. People really need help, but may attack you if you do help.
• Help people anyway.
• 10. Give the world the best you got and you may get kicked in the teeth.
• Give the world the best you have anyway.