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This document summarizes leadership theories including the contingency theory, path-goal theory, and situational leadership theory. It discusses four types of leadership behaviors in the path-goal theory (directive, supportive, participative, and achievement-oriented). Examples are given of three leaders - Okomfo Anokye, Nehemiah, and Jerry John Rawlings - and how their behaviors aligned with the path-goal theory. The conclusion reflects on applying leadership theories to achieve goals.
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Path-goal Theory
Path-goal theory was developed by House and Mitchell to explain how leaders motivate subordinates to achieve goals. The theory focuses on leader behaviors that can influence follower motivation. It identifies four types of leader behaviors: directive, supportive, participative, and achievement-oriented. The theory maintains that leaders should adapt their style to the needs of followers and the task. While it provides a framework for understanding leadership motivation, path-goal theory has limited research support and does not fully define the leader-follower relationship. It remains applicable in healthcare by helping leaders clarify goals, remove obstacles, and support nurses' performance.
Path goal theory
Path-Goal Theory centers on how leaders motivate subordinates to accomplish goals by emphasizing the relationship between a leader's style and subordinate and task characteristics. It suggests that a leader should use the style that best complements what is missing in the work environment to enhance goal attainment. The theory identifies four leadership styles - directive, supportive, participative, and achievement-oriented - that can be applied depending on the situation to motivate subordinates. While providing a framework for understanding leadership behaviors and motivation, the theory has also received some criticism for being complex to implement and only partially supported by research.
Path goal theory
The Path-Goal Leadership Theory proposes that leaders motivate subordinates by clarifying the relationship between their goals and organizational goals, and by helping them achieve their goals. The theory is based on Vroom's Expectancy Theory and suggests that followers will be motivated if they think they can do the work and it will be worth the effort. The leader's style depends on the subordinate and task characteristics, and involves directing, supporting, consulting with, or setting high goals for subordinates. The theory emphasizes the leader's role in defining goals and removing obstacles, with less focus on the follower's own responsibility.
Path goal theory
Path Goal Theory views the manager's role as a guide to help employees choose the best path to reach their goals. It is based on Expectancy Theory and provides a cognitive approach to understanding motivation. According to the theory, leaders should engage in different leadership behaviors depending on the situation to ensure employees' goals are aligned with organizational goals and provide them with the means to reach both personal and organizational goals. Directive leadership tells employees what to do, while supportive leadership shows concern for employees. Participative leadership encourages employee participation in decisions, and achievement-oriented leadership sets challenging goals and drives performance improvement. The most effective leadership style depends on factors like an employee's locus of control and the demands of the situation.
Path goal theory
Path-Goal Theory centers on how leaders motivate subordinates to accomplish goals by emphasizing the relationship between a leader's style, subordinate characteristics, and the work setting. The theory suggests that each type of leader behavior, such as directive, supportive, participative, or achievement-oriented leadership, has a different impact on subordinate motivation depending on the task and individual characteristics. An effective leader adapts their style to provide guidance, support, and rewards to subordinates in order to enhance goal attainment.
Leadership
Path-goal theory proposes that a leader's job is to help subordinates reach their goals by directing, guiding, and coaching them based on an evaluation of subordinate and task characteristics. The theory suggests which leadership styles of directive, supportive, participative, or achievement-oriented are most appropriate given the characteristics of the subordinates and the task. Path-goal theory provides a framework to understand how leadership behaviors can motivate subordinates by influencing their expectations and perceptions of work goals, pathways, and environmental factors.
Path goal theory
Path-goal theory proposes that leaders clarify the path toward goals and remove obstacles for subordinates. The theory was first published in 1971 by Robert House and was inspired by earlier work on leadership behaviors and outcomes. According to the theory, leaders should exhibit different behaviors depending on subordinate and environmental factors. Key leader behaviors include directive, supportive, participative, and achievement-oriented styles. The theory aims to motivate subordinates by considering individual characteristics, task structure, and work groups.
Path goal theory of leadership
Path-Goal Theory of Leadership states that leadership style should be adapted based on employee characteristics and task structure. Task structure refers to how clearly defined tasks are for employees, with more structured tasks having detailed job descriptions and steps. Highly structured tasks increase efficiency and motivation as the path to complete work is clear. For less structured tasks, a more participative and supportive leadership style is needed to provide guidance to employees.
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Path-goal Theory
Path-goal theory was developed by House and Mitchell to explain how leaders motivate subordinates to achieve goals. The theory focuses on leader behaviors that can influence follower motivation. It identifies four types of leader behaviors: directive, supportive, participative, and achievement-oriented. The theory maintains that leaders should adapt their style to the needs of followers and the task. While it provides a framework for understanding leadership motivation, path-goal theory has limited research support and does not fully define the leader-follower relationship. It remains applicable in healthcare by helping leaders clarify goals, remove obstacles, and support nurses' performance.
Path goal theory
Path-Goal Theory centers on how leaders motivate subordinates to accomplish goals by emphasizing the relationship between a leader's style and subordinate and task characteristics. It suggests that a leader should use the style that best complements what is missing in the work environment to enhance goal attainment. The theory identifies four leadership styles - directive, supportive, participative, and achievement-oriented - that can be applied depending on the situation to motivate subordinates. While providing a framework for understanding leadership behaviors and motivation, the theory has also received some criticism for being complex to implement and only partially supported by research.
Path goal theory
The Path-Goal Leadership Theory proposes that leaders motivate subordinates by clarifying the relationship between their goals and organizational goals, and by helping them achieve their goals. The theory is based on Vroom's Expectancy Theory and suggests that followers will be motivated if they think they can do the work and it will be worth the effort. The leader's style depends on the subordinate and task characteristics, and involves directing, supporting, consulting with, or setting high goals for subordinates. The theory emphasizes the leader's role in defining goals and removing obstacles, with less focus on the follower's own responsibility.
Path goal theory
Path Goal Theory views the manager's role as a guide to help employees choose the best path to reach their goals. It is based on Expectancy Theory and provides a cognitive approach to understanding motivation. According to the theory, leaders should engage in different leadership behaviors depending on the situation to ensure employees' goals are aligned with organizational goals and provide them with the means to reach both personal and organizational goals. Directive leadership tells employees what to do, while supportive leadership shows concern for employees. Participative leadership encourages employee participation in decisions, and achievement-oriented leadership sets challenging goals and drives performance improvement. The most effective leadership style depends on factors like an employee's locus of control and the demands of the situation.
Path goal theory
Path-Goal Theory centers on how leaders motivate subordinates to accomplish goals by emphasizing the relationship between a leader's style, subordinate characteristics, and the work setting. The theory suggests that each type of leader behavior, such as directive, supportive, participative, or achievement-oriented leadership, has a different impact on subordinate motivation depending on the task and individual characteristics. An effective leader adapts their style to provide guidance, support, and rewards to subordinates in order to enhance goal attainment.
Leadership
Path-goal theory proposes that a leader's job is to help subordinates reach their goals by directing, guiding, and coaching them based on an evaluation of subordinate and task characteristics. The theory suggests which leadership styles of directive, supportive, participative, or achievement-oriented are most appropriate given the characteristics of the subordinates and the task. Path-goal theory provides a framework to understand how leadership behaviors can motivate subordinates by influencing their expectations and perceptions of work goals, pathways, and environmental factors.
Path goal theory
Path-goal theory proposes that leaders clarify the path toward goals and remove obstacles for subordinates. The theory was first published in 1971 by Robert House and was inspired by earlier work on leadership behaviors and outcomes. According to the theory, leaders should exhibit different behaviors depending on subordinate and environmental factors. Key leader behaviors include directive, supportive, participative, and achievement-oriented styles. The theory aims to motivate subordinates by considering individual characteristics, task structure, and work groups.
Path goal theory of leadership
Path-Goal Theory of Leadership states that leadership style should be adapted based on employee characteristics and task structure. Task structure refers to how clearly defined tasks are for employees, with more structured tasks having detailed job descriptions and steps. Highly structured tasks increase efficiency and motivation as the path to complete work is clear. For less structured tasks, a more participative and supportive leadership style is needed to provide guidance to employees.
Chpt 7 P Pathgoal
Path-goal theory is a leadership theory that focuses on how leaders motivate subordinates to accomplish goals. It proposes that leaders should choose a leadership style that best fits the needs of subordinates and the task characteristics. The theory identifies four leadership styles - directive, supportive, participative, and achievement-oriented - that may be effective depending on the situation. Path-goal theory provides a framework to understand how leadership styles interact with subordinate and task factors to influence motivation.
Leader member exchange model
The Leader-Member Exchange Model (LMX) explores the relationships between managers and team members. Managers assess members' abilities and divide them into in-groups and out-groups. In-group members maintain close relationships with managers, receiving high responsibilities, decision-making opportunities, and motivation. Out-group members receive low responsibilities and limited access to resources and opportunities. Visionary leaders identify these groups to locate problems and look for ways to motivate out-group members, such as providing equal training, development, and goal setting to improve performance and working relationships.
The contingency leadership theory
The document discusses the contingency leadership theory, which states that there is no single best leadership style and that the optimal leadership approach depends on situational factors. It provides examples of situational factors like the task structure, the leader's traits, and the followers' needs. The document also summarizes several contingency models of leadership and notes strengths like its predictive ability but also limitations like sometimes failing to fully explain leadership effectiveness.
Theories of Leadership
The document summarizes several theories of leadership:
1) Theory X and Theory Y describe different views on employee motivation - Theory X assumes people dislike work while Theory Y assumes people can exercise self-direction.
2) The Ohio State Studies identified two dimensions of leader behavior - initiating structure and consideration.
3) The Michigan Studies looked at how leader behaviors like employee-centered and job-centered styles relate to organizational performance.
4) Other theories discussed include Blake and Mouton's Managerial Grid, Hersey and Blanchard's situational leadership theory, the path-goal theory, Fiedler's contingency theory, and transformational leadership theory.
Hersey–Blanchard Situational Leadership Model
The Hersey-Blanchard Situational Leadership Model explains how leaders should adapt their leadership style to match the readiness level and situation of their followers. It identifies four leadership styles - telling, selling, participating, and delegating - that vary in the amount of direction and relationship behavior provided. The model also describes follower readiness in terms of ability and willingness. An effective leader evaluates follower readiness and selects the leadership style that best fits the current situation and task.
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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.
Leadership 1
This document discusses various theories of organizational leadership. It defines leadership as influencing others to achieve shared objectives. It distinguishes leadership from management, noting that leaders inspire followers towards a vision while managers focus on tasks. The document then summarizes several leadership theories: trait theories focus on leaders' qualities; behavioral theories examine consideration and initiating structure; and contingency theories emphasize that leadership style depends on follower readiness and the situation. It provides examples of various behavioral and contingency theories and their predictions on effective leadership approaches.
ICAP 2014 Authentic Leadership and Turnover Intention
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Transformational Leadership vs. Transactional Leadership
Transformational and transactional leadership theories were introduced by James MacGregor Burns in 1978. Transformational leaders work to satisfy followers' self-actualization needs and transform their perceptions to achieve goals for the common good. Bernard Bass later added that transformational leaders demonstrate idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Transactional leaders establish clear goals and use rewards and punishments to encourage compliance. While transactional leadership is effective, current experts believe educational leaders need a combination of transformational and transactional techniques for success.
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This document discusses transformational leadership and motivation. It defines transformational leadership as a process that generates higher levels of motivation and commitment among followers through appealing to their values and ideals. The document outlines four components of transformational leadership: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. It also discusses several theories of motivation, including physical and psychological needs, expectancy-value theory, equity theory, and goal theory.
5.0 leadership 2019
The document discusses various theories and perspectives on leadership, including:
- Trait theories that focus on innate qualities that differentiate leaders from non-leaders.
- Behavioral/style theories that examine what leaders do rather than who they are, looking at task-oriented and relationship-oriented behaviors.
- Contingency theories that consider how the context influences appropriate leadership styles and how a leader's effectiveness depends on the match between their style and the situation.
- More recent theories include transformational leadership focusing on charismatic, visionary leaders and relationship-based approaches examining leader-member exchanges.
On becoming a transformational leader
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The document discusses the concepts of leadership and management. It provides definitions of key terms and compares the traits of a leader versus a manager. Leaders are focused on leading people by setting a vision and direction, while managers are focused on managing work by planning details and achieving objectives in the short-term. The document also outlines various theories, styles, and traits of effective leadership.
Lmx theory
The LMX theory focuses on the quality of the relationship between leaders and individual subordinates rather than groups. It recognizes that leaders form two types of relationships - an in-group who receive special treatment and privileges in exchange for high performance, and an out-group who only meet basic expectations. High-quality leader-member relationships are created through trust, respect, empathy and persistence, and result in greater employee satisfaction, performance and retention. While LMX emphasizes the importance of individualized relationships, it has been criticized for potentially creating unfairness and not fully explaining how to develop high-quality exchanges.
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Chpt 7 P Pathgoal
Path-goal theory is a leadership theory that focuses on how leaders motivate subordinates to accomplish goals. It proposes that leaders should choose a leadership style that best fits the needs of subordinates and the task characteristics. The theory identifies four leadership styles - directive, supportive, participative, and achievement-oriented - that may be effective depending on the situation. Path-goal theory provides a framework to understand how leadership styles interact with subordinate and task factors to influence motivation.
Leader member exchange model
The Leader-Member Exchange Model (LMX) explores the relationships between managers and team members. Managers assess members' abilities and divide them into in-groups and out-groups. In-group members maintain close relationships with managers, receiving high responsibilities, decision-making opportunities, and motivation. Out-group members receive low responsibilities and limited access to resources and opportunities. Visionary leaders identify these groups to locate problems and look for ways to motivate out-group members, such as providing equal training, development, and goal setting to improve performance and working relationships.
The contingency leadership theory
The document discusses the contingency leadership theory, which states that there is no single best leadership style and that the optimal leadership approach depends on situational factors. It provides examples of situational factors like the task structure, the leader's traits, and the followers' needs. The document also summarizes several contingency models of leadership and notes strengths like its predictive ability but also limitations like sometimes failing to fully explain leadership effectiveness.
Theories of Leadership
The document summarizes several theories of leadership:
1) Theory X and Theory Y describe different views on employee motivation - Theory X assumes people dislike work while Theory Y assumes people can exercise self-direction.
2) The Ohio State Studies identified two dimensions of leader behavior - initiating structure and consideration.
3) The Michigan Studies looked at how leader behaviors like employee-centered and job-centered styles relate to organizational performance.
4) Other theories discussed include Blake and Mouton's Managerial Grid, Hersey and Blanchard's situational leadership theory, the path-goal theory, Fiedler's contingency theory, and transformational leadership theory.
Hersey–Blanchard Situational Leadership Model
The Hersey-Blanchard Situational Leadership Model explains how leaders should adapt their leadership style to match the readiness level and situation of their followers. It identifies four leadership styles - telling, selling, participating, and delegating - that vary in the amount of direction and relationship behavior provided. The model also describes follower readiness in terms of ability and willingness. An effective leader evaluates follower readiness and selects the leadership style that best fits the current situation and task.
Transformational leadership the impact on organisation and personal outcome(1)
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.
Leadership 1
This document discusses various theories of organizational leadership. It defines leadership as influencing others to achieve shared objectives. It distinguishes leadership from management, noting that leaders inspire followers towards a vision while managers focus on tasks. The document then summarizes several leadership theories: trait theories focus on leaders' qualities; behavioral theories examine consideration and initiating structure; and contingency theories emphasize that leadership style depends on follower readiness and the situation. It provides examples of various behavioral and contingency theories and their predictions on effective leadership approaches.
ICAP 2014 Authentic Leadership and Turnover Intention
This study examined the relationship between employees' perceptions of authentic leadership and their turnover intentions. It analyzed the mediating roles of work-group identification and work engagement. Survey data from 623 employees across various organizations was collected. Results showed authentic leadership was positively related to work engagement and work-group identification, and negatively related to turnover intentions. Both work-group identification and work engagement partially mediated the relationship between authentic leadership and turnover intentions. This suggests authentic leaders can reduce employee turnover by enhancing work-group identification and engagement.
The Full Range Leadership Model - a one page overview
The document describes the Full Range Leadership Model, which provides behaviors for effective leadership. These behaviors include inspiring others, acting with integrity, building trust, encouraging innovative thinking, coaching others, rewarding achievement, and monitoring mistakes. The model evaluates leadership effectiveness using the Multi-Factor Leadership Questionnaire. Certain behaviors like fighting fires, avoiding involvement, and not rewarding achievement are ineffective when overused.
Transformational Leadership vs. Transactional Leadership
Transformational and transactional leadership theories were introduced by James MacGregor Burns in 1978. Transformational leaders work to satisfy followers' self-actualization needs and transform their perceptions to achieve goals for the common good. Bernard Bass later added that transformational leaders demonstrate idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Transactional leaders establish clear goals and use rewards and punishments to encourage compliance. While transactional leadership is effective, current experts believe educational leaders need a combination of transformational and transactional techniques for success.
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A group presentation for subject "Leadership and Change Management" - Bachelor of Human Resource Management
Course outline template.docx with logo
This document outlines the course for Organizational Behaviour. The 3-credit course focuses on individual and group behavior within organizations, including leadership, change management, and team development. It examines behaviors at the individual, group, and organizational levels and concepts like motivation, communication, and leadership. The course uses lectures, discussions, assignments, quizzes, case studies and a project. It aims to help students understand workplace behaviors and apply theories of motivation and leadership. The grading policy and weekly topics are also outlined.
Motivational & transformational leadership
This document discusses transformational leadership and motivation. It defines transformational leadership as a process that generates higher levels of motivation and commitment among followers through appealing to their values and ideals. The document outlines four components of transformational leadership: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. It also discusses several theories of motivation, including physical and psychological needs, expectancy-value theory, equity theory, and goal theory.
5.0 leadership 2019
The document discusses various theories and perspectives on leadership, including:
- Trait theories that focus on innate qualities that differentiate leaders from non-leaders.
- Behavioral/style theories that examine what leaders do rather than who they are, looking at task-oriented and relationship-oriented behaviors.
- Contingency theories that consider how the context influences appropriate leadership styles and how a leader's effectiveness depends on the match between their style and the situation.
- More recent theories include transformational leadership focusing on charismatic, visionary leaders and relationship-based approaches examining leader-member exchanges.
On becoming a transformational leader
This document discusses transformational leadership and how it differs from transactional leadership. Transformational leadership aims to elevate both leaders and followers to higher levels of motivation and morality. It involves four key components: intellectual stimulation, idealized influence, inspirational motivation, and individualized consideration. The goals of transformational leadership in an educational setting include developing a collaborative school culture, fostering teacher growth, and helping teachers solve problems effectively. Examples are provided of how educational leaders can exhibit transformational leadership.
Hbo leadership
The document discusses the concepts of leadership and management. It provides definitions of key terms and compares the traits of a leader versus a manager. Leaders are focused on leading people by setting a vision and direction, while managers are focused on managing work by planning details and achieving objectives in the short-term. The document also outlines various theories, styles, and traits of effective leadership.
Lmx theory
The LMX theory focuses on the quality of the relationship between leaders and individual subordinates rather than groups. It recognizes that leaders form two types of relationships - an in-group who receive special treatment and privileges in exchange for high performance, and an out-group who only meet basic expectations. High-quality leader-member relationships are created through trust, respect, empathy and persistence, and result in greater employee satisfaction, performance and retention. While LMX emphasizes the importance of individualized relationships, it has been criticized for potentially creating unfairness and not fully explaining how to develop high-quality exchanges.
Organization Leadership by Helen & Aurelia (Group 8)
Leadership can be defined as influencing others toward goals, while management focuses on planning and processes. Theories of leadership include trait theories that some qualities are innate, behavioral theories that leadership can be taught, and contingency theories that effectiveness depends on matching style to situation. Leader-Member Exchange Theory also notes that leaders form in-groups and out-groups. Transactional leaders guide followers toward goals through rewards, while transformational leaders provide vision and inspiration.
Module 3 leadership theories
The document discusses and compares transformational leadership and servant leadership theories. Transformational leadership was initially introduced by James MacGregor Burns in 1978 and focuses on motivating followers to achieve high performance. Servant leadership was introduced by Robert K. Greenleaf in 1971 and prioritizes serving followers' needs first to help them grow. Both styles share similarities like considering individuals and building community, but transformational leadership can be learned while servant leadership is more of a lifestyle. The document provides examples of applying these leadership styles for school leaders to enhance staff and student success.
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Supportive leadership
Supportive leadership behaviors include being friendly, encouraging, and considerate towards followers. This satisfies followers' psychological needs and helps keep them engaged. Supportive leadership is most effective in situations where followers have low confidence, the work is stressful or dissatisfying, or the group is new. It can increase follower satisfaction, commitment, and performance while decreasing stress and turnover. However, supportive behaviors may be less impactful for large or opinionated groups, or those doing highly skilled work. The effectiveness also depends on situational factors and the characteristics of the followers and tasks.
How To Be An Effective Leader
The document discusses what makes an effective leader and different leadership styles. It describes qualities of effective leaders like knowledge, communication skills, teamwork, and vision. It examines two behavioral styles - maintenance/relationship and directive/task-oriented. It defines situational leadership and describes four situational styles - directing/telling, coaching/selling, participating/supportive, and delegating/trusting. It advises leaders to know their group, be aware of their preferred style and how others perceive them, practice different styles, and use behaviors appropriate for each style.
How to be an effective leader
Effective leaders do what they say they will do, help others succeed and feel empowered, and know when to encourage more work versus overburdening members. They admit mistakes and serve as examples by following rules without exemptions. Effective leaders solve problems fairly and communicate consistently, clearly, and concisely while keeping their temper in check. They dress for success, practice what they preach, and let God guide them.
Path goal theory
Path-Goal Theory describes how leaders can motivate followers to achieve goals. It states that leadership should enhance employee performance and satisfaction by focusing on employee motivation. The leader must use a style that meets the motivational needs of followers based on their characteristics and the work setting. The leader determines outcomes subordinates want to achieve, rewards high performance, and ensures subordinates believe they can achieve goals and perform well.
Leadership
Leadership can be defined as encouraging and helping others work towards common goals. Effective leadership styles depend on the situation and maturity of followers. Theories of leadership include trait, behavioral, contingency, and path-goal theories. Trait theories focus on innate qualities of leaders while behavioral theories examine how leader behaviors impact followers. Contingency theories stress that leadership effectiveness depends on matching style to the context. The path-goal theory holds that leaders clarify goals and remove obstacles for followers.
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The document discusses motivation and leadership theories. It defines motivation as an internal drive to meet needs. Several motivation theories are outlined, including Maslow's hierarchy of needs and McClelland's theory of needs. Leadership is defined as influencing others towards goals. Different leadership styles are discussed, including directive, supportive, participative, and achievement-oriented styles. The relationship between leadership styles and situational factors like subordinate and task characteristics is also examined. Qualities of successful leaders and ways to improve leadership skills are presented.
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Workshop in two days with 12 hrs duration for mid-management level.
Identify the characteristics of an effective leader & identify their leadership styles.
Obtain a deeper understanding of leadership by a review of appropriate theories
Understand the meaning of, and barriers to, motivation.
Evaluate & apply motivation theories to their current operation.
Develop their teams to maximize their strengths and enhance productivity
Motivate their teams with effective performance measurement
Leverage the complementary skills and styles of their teams
Eliminate barriers and chokepoints that block teamwork
Develop a personal action plan to develop their leadership style
Integrate their leadership responsibilities, competencies and behaviors into their management role
Optimize organization and work design for success in service delivery teams
Effective Leadership
Seminar conducted at Manuel L. Quezon High School, Manila Philippines September 1, 2007. Presentation showing qualities of leaders and leadership styles.
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This document provides an overview of leadership styles, including traditional vs contemporary definitions. It discusses trait theory, behavioral theories, and situational leadership. Transformational and transactional leadership styles are also compared. Specific leadership styles like autocratic, democratic, and laissez-faire are defined. The goal is to help students understand different approaches to leadership and determine their own style.
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Leadership and Leadership Theories by Sajjad Ahmad Awan PhD Scholar TE Planning
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Similar to Leadership power point
Leadership
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.
Contingency of leadership
The document discusses several contingency leadership theories:
1) Fiedler's contingency theory states that leadership effectiveness depends on how well the leader's style fits the situation, based on factors like leader-member relations and task structure.
2) House's path-goal theory describes how leaders can motivate followers by selecting a leadership style that meets their needs, such as directive, supportive, participative, or achievement-oriented.
3) Hersey and Blanchard's situational leadership theory focuses on matching leadership style to follower maturity levels, from directing to delegating as maturity increases.
4) Vroom and Yetton's normative decision model provides styles from autocratic to group-based depending on factors like decision
Situational Theory And Situational Leadership
The document discusses situational leadership theory and situational approaches to leadership. Situational leadership theory was developed by Hersey and Blanchard based on Reddin's 3-D management style theory. The main premise is that there is no single best leadership style and that the style should depend on the situation. Leaders must be flexible and adapt their style to different situations and employees with varying skill levels and commitment. Periodic evaluation of employees is needed to determine if the leadership style needs to be adjusted.
Orignial Leadership Theory Visual Presentation Wo Krystal And Ben
This document summarizes a presentation on the Path-Goal Theory of Leadership given by Dr. Susana Fernandez. The theory operates under the assumption that leaders provide valued rewards and help followers achieve them by using one of four behaviors: directive, supportive, participative, or achievement-oriented. The effectiveness of these behaviors depends on three situational factors: the task, the formal authority system, and the primary work group. When leaders apply the appropriate behavior based on the situation, it leads to outcomes such as follower satisfaction and perception of valued rewards. The presentation objectives were to define the key terms of the theory and have participants observe examples of the leadership behaviors, follower reactions, situational impacts, and resulting outcomes.
DwightEvaluation Leadership style assessments certainl.docx
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.
A Contemporary View Of Leadership
This document discusses theories of contemporary leadership. It examines leadership qualities necessary for success today, the impact of leadership on organizations, and the importance of moral leadership. The document outlines several modern leadership theories, including trait theory, situational approach, and path-goal theory. It emphasizes that leadership results from interaction between leaders and followers, and that different situations influence a leader's behavior.
Leadership Behavior and Contingency Path Theory
The document discusses various theories of leadership behavior and its impact on leadership effectiveness. It covers the four-factor theory of leadership, contingency theory, path-goal theory, and how leader behaviors like self-sacrifice and consideration influence outcomes like employee satisfaction, grievances, and performance. Theories indicate that different leadership styles and behaviors are effective depending on the context and needs of followers.
Fiedler's Contingency Model, Path Goal and Situational Theories
Fiedler's contingency model, path-goal theory, and situational leadership theory all provide frameworks for understanding effective leadership based on situational factors. Fiedler's model matches leadership style to situational favorability. Path-goal theory focuses on how a leader influences subordinates to achieve goals based on their characteristics and the work environment. Situational leadership theory proposes that effective leadership requires assessing follower readiness and adapting the level of task behavior and relationship behavior accordingly.
Leadership theories
Leadership theories, Trait Theories
Behavioral Theories
1. Ohio State Studies
2.Michigan Studies
3.Leadership Grid
Contingency Theories
1. Fiedler’s Least Preferred Co-worker (LPC) Theory
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3. Vroom’s and Jago’s Normative decision theory
4. Hersey and Blanchard’s situational leadership model
Recent Leadership Theories
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Transformational Leadership
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Leadership
Leadership (Organizational Behaviour and Human Resource Managemeent)
1. What is Leadership?
2. Characteristics of leadership
3. Leadership theories
4. Styles of Leadership
This video is very helpful in understanding the leadership styles in a better way:
https://youtu.be/XKUPDUDOBVo
TRANSFORMATIONAL LEADERSHIP
Transformational leadership theory aims to inspire followers to accomplish more than expected by raising morale and motivating followers to consider group goals over self-interest. The theory was first proposed in the 1970s and further developed by Bass in the 1980s, identifying four components of transformational leadership: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Transformational leadership can increase performance, job satisfaction, and develop future leaders compared to transactional leadership. However, it also lacks conceptual clarity and depends on the ability of leaders to demonstrate transformational behaviors.
Leadership, early & contemporary approaches to leadership
Leadership, early & contemporary approaches to leadershipAl - Qurmoshi Institute of Business Management, Hyderabad
This document provides an overview of early and contemporary approaches to leadership. It discusses trait, behavioral, situational, path-goal, and contingency theories as early approaches. Contemporary approaches covered include transformational leadership, which inspires followers to strive for a shared vision, transactional leadership, which links performance to rewards, charismatic leadership, and level-5 leadership, which combines determination and humility. The document examines key elements and characteristics of each approach.Leadership Styles
1. There are several theories that attempt to explain what makes a good leader, including trait theories, behavioral theories, situational theories, and contingency theories.
2. Situational theories propose that leadership effectiveness depends on factors like the interaction between leaders and followers, the structure of the work, and elements of different situational theories like the Blake-Mouton Managerial Grid and Path-Goal Theory.
3. Contingency theories assess a leader's style and suggest that certain styles may be more effective depending on aspects of the situation like leader-member relations, task structure, and position power.
Leadership Styles
1. There are several theories that attempt to explain what makes a good leader, including trait theories, behavioral theories, situational theories, and contingency theories.
2. Situational theories propose that leadership effectiveness depends on factors like the interaction between leaders and followers, the structure of the work, and elements of different situational theories like the Blake-Mouton Managerial Grid and Path-Goal Theory.
3. Contingency theories assess a leader's style and suggest that certain styles may be more effective depending on aspects of the situation like leader-member relations, task structure, and position power.
Path Goal Theory Of Leadership
The Path-Goal Theory of Leadership identifies four leadership styles and when each is most appropriately used:
1) Directive leadership is used to clarify tasks and provide structure/guidance to subordinates.
2) Supportive leadership focuses on employee well-being and relationships.
3) Participative leadership involves consulting with subordinates before decisions.
4) Achievement-oriented leadership sets challenging goals and expects high performance. The style that best motivates employees depends on their characteristics and the work environment or "situation."
BA 361 lecture ch 14.ppt
This chapter discusses various theories of leadership. It covers trait theories, which examine personal characteristics of leaders, and behavioral theories, which focus on leaders' behaviors and consideration of followers. Situational theories like Fiedler's contingency model and path-goal theory propose that leadership effectiveness depends on situational factors. Transformational leadership aims to inspire and intellectually stimulate followers. Servant leadership emphasizes service to others, while superleadership develops followers' self-management skills. The chapter also examines leader-member exchange theory and substitutes for leadership.
Week 1 Development of Leadership Theory(1) (2).ppt
This document discusses various theories and perspectives on leadership. It begins by covering trait theories, which examine personal characteristics that differentiate leaders from followers. It then discusses behavioral theories that focus on observable leader behaviors. Situational theories are presented that contend there is no single best leadership style and that effectiveness depends on the situation. Transformational and charismatic leadership models are introduced that emphasize inspiring followers and pursuing organizational goals. Additional perspectives on servant leadership and leader-member exchange are also summarized.
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LEADERSHIP, Group Report fot PA7-Human Behavior in Organizations, College of Public Administration - Tarlac State University
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Leadership can be defined as the process of influencing others towards achieving goals. Early theories focused on identifying traits or behaviors that differentiated leaders from non-leaders. Contingency theories emphasized that leadership effectiveness depends on situational factors. Contemporary approaches include transformational leadership that inspires followers, and team leadership which focuses on managing external relationships and internal processes. Issues such as gender, culture, trust and empowerment also impact leadership approaches.
Leadership
This document discusses different models of leadership, including:
1. The traits model, which identifies four traits common in successful leaders: intelligence, maturity, inner motivation, and being employee-centered. However, the traits model does not consistently identify patterns among leaders.
2. The behavioral model, which focuses on what leaders do and how they achieve goals through task-centered relationships and being considerate of employees' goals.
3. The situational model by Hersey and Blanchard, which suggests leaders adjust their directive and supportive styles based on followers' ability and willingness to perform tasks. This allows leaders to tailor their style to the situation.
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Orignial Leadership Theory Visual Presentation Wo Krystal And Ben
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Leadership power point
- 1. Leadership PowerPoint Submitted to Dr. David Poole for Professional Leadership Development Course January 25 2012 California Baptist University, Riverside CA By Rev Emmanuel Kwabena Mustapha.
- 2. Overview Contingency Theory Path-Goal Theory of Leadership Three Leadership Examples Conclusion
- 3. Contingency (Situational) Model of Leadership It the leadership model or theories that incorporate the aspect of the organization or characteristic of the followers as a key elements in the leaders effectiveness It refer to as contingency or situational leadership, because the leader’s impact depend on the followers behavior and organization situation
- 4. Contingency (Situational) Model of Leadership These a approach is more than one best approach because they include the characteristic of the leader’s situation that can be vastly different. ◦ Types of Followers ◦ Work tasks ◦ Resource ◦ Technology ◦ Legal ◦ Economic Environment ◦ All these vary from organization to organizations
- 5. The five Contingency Models Fiedler’s Contingency Model Normative Decision- Making Theory of Participation Hersey and Blanchard Situational Leadership Theory Multiple Linkage Theory of Leadership Path-Goal Theory of Leadership
- 6. Path-Goal Theory Origin Robert J House was inspired by the work of Martin G Evans (1970), in which the leadership behaviors and the follower perceptions of the degree to which following a particular behavior (path) will lead to a particular outcome (goal).The path–goal theory was also influenced by the expectancy theory of motivation developed by Victor Vroom (1964).
- 7. Path-Goal Theory of Leadership The theory address the interaction with the follower The theory suggest if the leaders’ behaviors is motivating or satisfy to the follower, it increases the attractiveness of the goal or increase the follower’s confidence to achieved them With the Model the leader is very much active in coaching, guiding, encouraging, motivati ng and rewarding followers for their achievement
- 8. Four types of Leadership Behaviors A leader’s behavior is acceptable to subordinates when viewed as a source of satisfaction and motivational when need satisfaction is contingent on performance, and the leader facilitates, coaches, and rewards effective performance. The original path-goal theory identifies: Directive Supportive Participative Achievement-Oriented
- 9. Directive The Directive leader behavior refers to situations where the leader lets followers know what is expected of them and tells them how to perform their tasks.
- 10. Supportive The Supportive leader behavior is directed towards the satisfaction of subordinates needs and preferences. The leader shows concern for the followers’ psychological well being.
- 11. Participation The Participative leader behavior involves leaders consulting with followers and asking for their suggestions before making a decision
- 12. Achievement-oriented The Achievement-Oriented leader behavior refers to situations where the leader sets challenging goals for followers, expects them to perform at their highest level, and shows confidence in their ability to meet this expectation.
- 13. Revised Version The Originator Bob House after some time introduce a new version of the theory, the reformulated theory expand the focus from the effect of the four leadership behavior on the work satisfaction, motivation, and the performance of individual subordinate, to include the effect of ten types of leadership behavior on the subordinate empowerment, satisfaction, ability, performance and work unit performance. Clarifying, Participative, Achievement-Oriented, Work facilitation, Supportive, Interaction-facilitation, Group oriented, Representing the network, Charismatic and Shared leadership The revised version also includes immediate (Short term) and Long Term of the outcome of the leader’s behavior on the followers.
- 14. The Three Leaders I have Observed OKOMFO ANOKYE (17th century A.D) NEHEMIAH (Around the second half of the 5th century B.C) JERRY JOHN RAWLINGS (1979- 2000 A.D)
- 15. OKOMFO ANOKYE Task Identification (Unification of Ashanti Kingdom) Directive Supportive Participation Achievement-Oriented
- 16. NEHEMIAH Task Identification (Rebuilding of the broken walls of Jerusalem) Directive Supportive Participation Achievement-Oriented
- 17. JERRY JOHN RAWLINGS Task Identification (Fighting corruption and disorder in Ghana) Directive Supportive Participation Achievement-Oriented
- 18. Conclusion and Application In my personal opinion, I have found the Path-Goal theory useful in my work as a developer of leaders. It has been effective with my followers and it has helped us to achieve our set goals and we celebrated all together.
- 19. Sources House, Robert J. “Path-Goal Theory of Leadership: Lesson, Legacy and a Reformulated Theory.” Leadership Quarterly, Volume 7, No. 3. JAI Press, 1996. Howell, Jon P., and Costley, Dan L. Understanding Behaviors for Effective Leadership. New Jersey, Pearson Education Inc., 2006. “Jerry Rawlings.” Retrieved January 24, 2012 from http://en.wikipedia.org/wiki/Jerry_Rawlings. “Okomfo Anokye.” Retrieved January 24, 2012 from http://en.wikipedia.org/wiki/Okomfo_Anokye.