Leadership OF MBA @ BEC-DOMS
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This document discusses leadership from several perspectives. It begins by defining leadership according to various experts as influencing followers to achieve shared goals. Several leadership theories are then outlined, including trait theories that view leaders as heroes and contingency theories that see leadership as dependent on situational factors. The document argues that leadership has been socially constructed as a phenomenon of the 20th century used to promote change. It notes leadership involves performance and storytelling but is difficult to prove and has limits based on resources and other constraints. The document concludes by questioning what makes a good leader and the relationship between leadership and the exercise of power over others.
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Leadership
The document discusses different perspectives on leadership. It outlines definitions of leadership focusing on influence over followers. It then explores the history of leadership theories, from the classical view of heroic leaders to contingency theories that leadership depends on situations. The document also examines constructing leadership as a modern phenomenon and debates the limits and morality of leadership.
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This document discusses various leadership theories including the Zeitgeist theory, Great Man theory, and interactional approach. The Zeitgeist theory proposes that leaders are created and molded by the social environment and circumstances of their time. The Great Man theory believes that great leaders are born, not made, and possess inherent traits. The interactional approach sees leadership as a function of both the person and the environment. The document also compares managers versus leaders and outlines traits of ethical leadership and effective leadership styles.
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Paul was originally known as Saul, a Jewish leader who opposed Christianity and persecuted Christians. He underwent a dramatic change after encountering Jesus on the road to Damascus, becoming blind for three days before being baptized. Paul then dedicated his life to spreading Christianity throughout the world. He developed a leadership model centered around seven core values, including glorifying God, integrity, service before self, loyalty, excellence, adaptability, and understanding culture. Paul was largely successful in his change initiative to promote Christianity, helping establish it as a major world religion.
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The document discusses different perspectives on leadership. It outlines definitions of leadership focusing on influence over followers. It then explores the history of leadership theories, from the classical view of heroic leaders to contingency theories that leadership depends on situations. The document also examines constructing leadership as a modern phenomenon and debates the limits and morality of leadership.
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This document discusses various leadership theories including the Zeitgeist theory, Great Man theory, and interactional approach. The Zeitgeist theory proposes that leaders are created and molded by the social environment and circumstances of their time. The Great Man theory believes that great leaders are born, not made, and possess inherent traits. The interactional approach sees leadership as a function of both the person and the environment. The document also compares managers versus leaders and outlines traits of ethical leadership and effective leadership styles.
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1. Miyamoto Musashi's leadership philosophy emphasized mental calmness ("bujutsu") and physical skill ("kenjutsu") through discipline and mastery of techniques.
2. Barber's presidential leadership model examines a leader's character, worldview, leadership style, and how they navigate their political situation and public expectations.
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Paul was originally known as Saul, a Jewish leader who opposed Christianity and persecuted Christians. He underwent a dramatic change after encountering Jesus on the road to Damascus, becoming blind for three days before being baptized. Paul then dedicated his life to spreading Christianity throughout the world. He developed a leadership model centered around seven core values, including glorifying God, integrity, service before self, loyalty, excellence, adaptability, and understanding culture. Paul was largely successful in his change initiative to promote Christianity, helping establish it as a major world religion.
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1) There are different theories of leadership including trait theory, behavioral theory, contingency theory and situational theory.
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"عسى ان يكون علما ينتفع به"
Leadership
situational leadership
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theory X theory Y
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This document discusses several theories of leadership, including:
1. Great Man theory - Leaders are born with innate leadership qualities.
2. Trait theory - Leaders have superior traits that differentiate them from followers.
3. Behaviourist theory - Leadership is defined by a leader's actions rather than inherent traits.
4. Humanistic theories - Leadership focuses on developing individuals and organizing groups effectively.
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In 1976 R. J. House published a theory of charismatic leadership that has received a great deal of attention by researchers. He traces the influence of the charismatic leader to a combination of personal characteristics and types of behavior. The characteristics of charismatic leaders include being dominant, ambitious, and self-confident, as well as having a strong sense of purpose.
Charismatic leaders also demonstrate specific types of behaviors: (1) They are role models for the beliefs and values they want their followers to adopt. For example, Gandhi advocated nonviolence and was a role model of civil disobedience. (2) They demonstrate ability that elicits the respect of followers. Leaders in art, science, religion, business, government, and social service influence followers through their personal competence. (3) They have ideological goals with moral overtones. Martin Luther and Martin Luther King both employed this type of charismatic behavior. (4) They communicate high expectations for their followers and show confidence in their ability to meet those expectations. Military history is replete with examples of charismatic war leaders. (5) Charismatic leaders ignite the motives of their followers to take action. Motives and tasks fall broadly into three areas—power, achievement, and affiliation.22
The psychologist David McClelland describes the nature of charismatic leadership:
We set out to find exactly, by experiment, what kinds of thoughts the members of an audience had when exposed to a charismatic leader. They were apparently strengthened and uplifted by the experience; they felt more powerful, rather than less powerful or submissive. This suggests that the traditional way of explaining the influence of leaders has not been entirely correct. The leader does not cause followers to submit and go along by intimidation and force. In fact, the leader is influential by strengthening and inspiring the audience. The personality of the leader arouses confidence in followers, and the followers feel better able to accomplish whatever goals they share with the leader.23
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10 Leadership Challengesand Opportunities R-diger Wittmann.docx
10 Leadership Challengesand Opportunities
R-diger Wittmann/iStock/Thinkstock
Learning Objectives
After reading this chapter, you should be able to:
1. Identify how the concept of leadership has changed over time.
2. Summarize the challenges regarding sustainability and CSR that future leaders face.
3. Describe the characteristics of next-generation leaders as they relate to sustainability and CSR.
© 2016 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Section 10.1Changing Concepts of Leadership
Pretest Questions
1. The concept and meaning of leadership has remained relatively constant over time. T/F
2. Trait theories of leadership opened the door for leadership training. T/F
3. Waste reduction and social equity have always been the concerns of corporate
leaders. T/F
Answers can be found at the end of the chapter.
Introduction
Every generation defines and redefines the concept of leadership as it faces the challenges
of its era. Certainly, some time periods provide more material and opportunity for reflection
than others. For example, in 1862, as the fractured United States fought the Civil War, Presi-
dent Abraham Lincoln said, “The dogmas of the quiet past are inadequate to the stormy pres-
ent. The occasion is piled high with difficulty and we must rise with the occasion. As our case is
new, so we must think anew and act anew” (as cited in Woolley & Peters, 2015).
Part of Lincoln’s legacy stemmed from his ability to “think and act anew.” While the issues
facing our globalized world significantly differ compared to the 1800s, some themes remain
the same: When it comes to issues like CSR and sustainability, it seems necessary for brave
people to think and act anew. This chapter examines how the next generation of leaders can
begin this process. If society is to face new problems in a novel way, completing such tasks is
not easy, but it is essential.
The first nine chapters of this text illustrated the difficult and specific problems of build-
ing socially responsible and sustainable organizations. The opportunity to make the future
dramatically different from the past—and the present—presents unique leadership chal-
lenges that we address in this chapter. After reviewing the history of leadership, we describe
CSR-relevant conditions facing leaders. Finally, we describe skills that leaders must mas-
ter if they are to effectively lead in a global, environmentally stressed, and economically
fluctuating world.
10.1 Changing Concepts of Leadership
This text has discussed critical concepts of sustainability and stewardship. Both are important
terms closely related to leadership. However, the concept of leadership and our expectations
for it have evolved over time, as all concepts do. In this section, we describe how concepts of
leadership have changed. Students should note that this helps us appreciate history and lays
the foundation for a deeper understanding of how leade ...
10 Leadership Challengesand Opportunities R-diger Wittmann.docx
10 Leadership Challengesand Opportunities
R-diger Wittmann/iStock/Thinkstock
Learning Objectives
After reading this chapter, you should be able to:
1. Identify how the concept of leadership has changed over time.
2. Summarize the challenges regarding sustainability and CSR that future leaders face.
3. Describe the characteristics of next-generation leaders as they relate to sustainability and CSR.
© 2016 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Section 10.1Changing Concepts of Leadership
Pretest Questions
1. The concept and meaning of leadership has remained relatively constant over time. T/F
2. Trait theories of leadership opened the door for leadership training. T/F
3. Waste reduction and social equity have always been the concerns of corporate
leaders. T/F
Answers can be found at the end of the chapter.
Introduction
Every generation defines and redefines the concept of leadership as it faces the challenges
of its era. Certainly, some time periods provide more material and opportunity for reflection
than others. For example, in 1862, as the fractured United States fought the Civil War, Presi-
dent Abraham Lincoln said, “The dogmas of the quiet past are inadequate to the stormy pres-
ent. The occasion is piled high with difficulty and we must rise with the occasion. As our case is
new, so we must think anew and act anew” (as cited in Woolley & Peters, 2015).
Part of Lincoln’s legacy stemmed from his ability to “think and act anew.” While the issues
facing our globalized world significantly differ compared to the 1800s, some themes remain
the same: When it comes to issues like CSR and sustainability, it seems necessary for brave
people to think and act anew. This chapter examines how the next generation of leaders can
begin this process. If society is to face new problems in a novel way, completing such tasks is
not easy, but it is essential.
The first nine chapters of this text illustrated the difficult and specific problems of build-
ing socially responsible and sustainable organizations. The opportunity to make the future
dramatically different from the past—and the present—presents unique leadership chal-
lenges that we address in this chapter. After reviewing the history of leadership, we describe
CSR-relevant conditions facing leaders. Finally, we describe skills that leaders must mas-
ter if they are to effectively lead in a global, environmentally stressed, and economically
fluctuating world.
10.1 Changing Concepts of Leadership
This text has discussed critical concepts of sustainability and stewardship. Both are important
terms closely related to leadership. However, the concept of leadership and our expectations
for it have evolved over time, as all concepts do. In this section, we describe how concepts of
leadership have changed. Students should note that this helps us appreciate history and lays
the foundation for a deeper understanding of how leade.
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I have been playing quite a lot of Boardroom Tycoon recently (yes, I know, but I've got more spare time than I'm used to), and it occurred to me that a game that is all about making money, hiring and firing, and generally all about being a mover and a shaker in this world would provide a really useful foil for thinking about the Epiphany: who is the *real* king, and why?
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1) The document discusses different leadership styles including autocratic, democratic, and laissez-faire. It provides examples of when each style would be most effective.
2) Key qualities of successful leaders are outlined such as openness to learning, meritocracy, speed, imagination, and excellence in execution.
3) Examples are given of influential international and Indian business leaders such as Bill Gates, Jack Welch, and Dhirubhai Ambani. Problems facing 21st century leaders and desirable qualities for the future are also discussed.
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The document discusses stress, defining it as the body's response to threats or changes, and describing the stages of stress as alarm, resistance, and exhaustion, with the resistance stage being when the body tries to cope and adapt to stressors through repair or with changes in behavior, cognition, and emotions. Positive or eustress stress can motivate action while negative or distress stress occurs at too high or too low levels and causes negative responses.
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The document discusses various theories and styles of leadership. It defines leadership as the ability to influence others towards achieving a common goal. Some key points made are:
1) There are different theories of leadership including trait theory, behavioral theory, contingency theory and situational theory.
2) Common leadership styles discussed are authoritarian, democratic, and laissez-faire.
3) Additional models covered include Fiedler's contingency model, path-goal theory, the managerial grid, and Likert's leadership systems.
4) Factors that influence leadership effectiveness include the leader, followers, communication skills, and adapting to different situations.
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Similar to Leadership OF MBA @ BEC-DOMS
leadership theories
"عسى ان يكون علما ينتفع به"
Leadership
situational leadership
transfomational
great man
theory X theory Y
Leadership theories and styles 2013
This document discusses several theories of leadership, including:
1. Great Man theory - Leaders are born with innate leadership qualities.
2. Trait theory - Leaders have superior traits that differentiate them from followers.
3. Behaviourist theory - Leadership is defined by a leader's actions rather than inherent traits.
4. Humanistic theories - Leadership focuses on developing individuals and organizing groups effectively.
5. Situational theories - The best leadership style depends on situational factors and the needs of followers. Different styles may be appropriate for different situations.
1-2 pages, APA format, 2 scholarly resources (one from textbook)....docx
1-2 pages, APA format, 2 scholarly resources (one from textbook)...
Why is Transformational Leadership theory of leadership most accurately explains effective leadership in your opinion? Does the peer-reviewed literature agree with your opinion? If so, how? If not, why not?
Transformational Leadership
Some people have an extraordinary ability to inspire others and bring forth loyalty. A person who has such a personality is said to have charisma. The German sociologist Max Weber explains in his Theory of Social and Economic Organization: “The term ‘charisma’ applies to a certain quality that causes one to be set apart from ordinary people and to be treated as endowed with superhuman, or at least exceptional, powers or qualities. In this sense, charisma is a gift or power of leadership.”21
In 1976 R. J. House published a theory of charismatic leadership that has received a great deal of attention by researchers. He traces the influence of the charismatic leader to a combination of personal characteristics and types of behavior. The characteristics of charismatic leaders include being dominant, ambitious, and self-confident, as well as having a strong sense of purpose.
Charismatic leaders also demonstrate specific types of behaviors: (1) They are role models for the beliefs and values they want their followers to adopt. For example, Gandhi advocated nonviolence and was a role model of civil disobedience. (2) They demonstrate ability that elicits the respect of followers. Leaders in art, science, religion, business, government, and social service influence followers through their personal competence. (3) They have ideological goals with moral overtones. Martin Luther and Martin Luther King both employed this type of charismatic behavior. (4) They communicate high expectations for their followers and show confidence in their ability to meet those expectations. Military history is replete with examples of charismatic war leaders. (5) Charismatic leaders ignite the motives of their followers to take action. Motives and tasks fall broadly into three areas—power, achievement, and affiliation.22
The psychologist David McClelland describes the nature of charismatic leadership:
We set out to find exactly, by experiment, what kinds of thoughts the members of an audience had when exposed to a charismatic leader. They were apparently strengthened and uplifted by the experience; they felt more powerful, rather than less powerful or submissive. This suggests that the traditional way of explaining the influence of leaders has not been entirely correct. The leader does not cause followers to submit and go along by intimidation and force. In fact, the leader is influential by strengthening and inspiring the audience. The personality of the leader arouses confidence in followers, and the followers feel better able to accomplish whatever goals they share with the leader.23
A crisis can create “charisma-hungry” followers who are looking for a leader to a.
Leadership
Pro bono presentation prepared by RovingAssistant.Com (www.rovingassistant.com) for an MBA student from a notable university in Jamaica. Prepared in the month of October 2013.
10 Leadership Challengesand Opportunities R-diger Wittmann.docx
10 Leadership Challengesand Opportunities
R-diger Wittmann/iStock/Thinkstock
Learning Objectives
After reading this chapter, you should be able to:
1. Identify how the concept of leadership has changed over time.
2. Summarize the challenges regarding sustainability and CSR that future leaders face.
3. Describe the characteristics of next-generation leaders as they relate to sustainability and CSR.
© 2016 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Section 10.1Changing Concepts of Leadership
Pretest Questions
1. The concept and meaning of leadership has remained relatively constant over time. T/F
2. Trait theories of leadership opened the door for leadership training. T/F
3. Waste reduction and social equity have always been the concerns of corporate
leaders. T/F
Answers can be found at the end of the chapter.
Introduction
Every generation defines and redefines the concept of leadership as it faces the challenges
of its era. Certainly, some time periods provide more material and opportunity for reflection
than others. For example, in 1862, as the fractured United States fought the Civil War, Presi-
dent Abraham Lincoln said, “The dogmas of the quiet past are inadequate to the stormy pres-
ent. The occasion is piled high with difficulty and we must rise with the occasion. As our case is
new, so we must think anew and act anew” (as cited in Woolley & Peters, 2015).
Part of Lincoln’s legacy stemmed from his ability to “think and act anew.” While the issues
facing our globalized world significantly differ compared to the 1800s, some themes remain
the same: When it comes to issues like CSR and sustainability, it seems necessary for brave
people to think and act anew. This chapter examines how the next generation of leaders can
begin this process. If society is to face new problems in a novel way, completing such tasks is
not easy, but it is essential.
The first nine chapters of this text illustrated the difficult and specific problems of build-
ing socially responsible and sustainable organizations. The opportunity to make the future
dramatically different from the past—and the present—presents unique leadership chal-
lenges that we address in this chapter. After reviewing the history of leadership, we describe
CSR-relevant conditions facing leaders. Finally, we describe skills that leaders must mas-
ter if they are to effectively lead in a global, environmentally stressed, and economically
fluctuating world.
10.1 Changing Concepts of Leadership
This text has discussed critical concepts of sustainability and stewardship. Both are important
terms closely related to leadership. However, the concept of leadership and our expectations
for it have evolved over time, as all concepts do. In this section, we describe how concepts of
leadership have changed. Students should note that this helps us appreciate history and lays
the foundation for a deeper understanding of how leade ...
10 Leadership Challengesand Opportunities R-diger Wittmann.docx
10 Leadership Challengesand Opportunities
R-diger Wittmann/iStock/Thinkstock
Learning Objectives
After reading this chapter, you should be able to:
1. Identify how the concept of leadership has changed over time.
2. Summarize the challenges regarding sustainability and CSR that future leaders face.
3. Describe the characteristics of next-generation leaders as they relate to sustainability and CSR.
© 2016 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Section 10.1Changing Concepts of Leadership
Pretest Questions
1. The concept and meaning of leadership has remained relatively constant over time. T/F
2. Trait theories of leadership opened the door for leadership training. T/F
3. Waste reduction and social equity have always been the concerns of corporate
leaders. T/F
Answers can be found at the end of the chapter.
Introduction
Every generation defines and redefines the concept of leadership as it faces the challenges
of its era. Certainly, some time periods provide more material and opportunity for reflection
than others. For example, in 1862, as the fractured United States fought the Civil War, Presi-
dent Abraham Lincoln said, “The dogmas of the quiet past are inadequate to the stormy pres-
ent. The occasion is piled high with difficulty and we must rise with the occasion. As our case is
new, so we must think anew and act anew” (as cited in Woolley & Peters, 2015).
Part of Lincoln’s legacy stemmed from his ability to “think and act anew.” While the issues
facing our globalized world significantly differ compared to the 1800s, some themes remain
the same: When it comes to issues like CSR and sustainability, it seems necessary for brave
people to think and act anew. This chapter examines how the next generation of leaders can
begin this process. If society is to face new problems in a novel way, completing such tasks is
not easy, but it is essential.
The first nine chapters of this text illustrated the difficult and specific problems of build-
ing socially responsible and sustainable organizations. The opportunity to make the future
dramatically different from the past—and the present—presents unique leadership chal-
lenges that we address in this chapter. After reviewing the history of leadership, we describe
CSR-relevant conditions facing leaders. Finally, we describe skills that leaders must mas-
ter if they are to effectively lead in a global, environmentally stressed, and economically
fluctuating world.
10.1 Changing Concepts of Leadership
This text has discussed critical concepts of sustainability and stewardship. Both are important
terms closely related to leadership. However, the concept of leadership and our expectations
for it have evolved over time, as all concepts do. In this section, we describe how concepts of
leadership have changed. Students should note that this helps us appreciate history and lays
the foundation for a deeper understanding of how leade.
Charismatic leadership slide show
This document discusses charismatic leadership theory. Charismatic leaders lead through charm and personality rather than authority or power. They make followers feel important and fascinated, drawing people into the leader and their group. Examples of charismatic leaders include John F. Kennedy, Martin Luther King Jr., Barack Obama, and Oprah Winfrey. Strengths are motivating followers and sacrificing for beliefs, while weaknesses include potential misuse of charisma and losing authority by befriending subordinates over maintaining distance.
The Great Man Theory a Public Administration Theory
The Great Man Theory suggests that exceptional leaders are born, not made, possessing inherent qualities that distinguish them from others. It originated in the 19th century from historian Thomas Carlyle's view that history is the biography of great men. Key assumptions are that great leaders arise during times of need and that nature, not nurture, shapes their leadership traits. However, the theory is criticized for being too deterministic and oversimplified, neglecting social/cultural influences and the ability to develop skills over time through experience.
NUS PS1101E lecture 2
This document provides an overview of key concepts in politics and leadership from several influential thinkers. It discusses Max Weber's three types of authority - traditional, charismatic, and rational-legal - and gives examples of each. Confucius believed leaders should lead through virtue, while Machiavelli argued that virtue is less important than results. The document also examines the sources of power and authority for political leaders and institutions.
Leadership
The document discusses Garry Wills' book "Certain Trumpets: The Nature of Leadership" which examines what makes an effective leader through examples of various historical figures who demonstrated strong leadership qualities and their counterparts who lacked those qualities, concluding that true leadership requires finding the right followers and goal for a given historical moment.
Major Leadership Theories
These slides present major leadership theories namely; trait theory, behavioural theories, contingency theories, transactional theories, and relationship theories.
Webinar – Safety Leadership, Thinking as a Host
The responsibility of Leadership can feel overwhelming, not least when all the literature, books and memes depict leaders as heroes. Heroes are expected to be, well, heroic. In safety leadership terms this means having all the answers, making the big calls, motivating people, being inspirational!
Leading as a host is a more realistic proposition. Leading isn’t all about being front and centre. As a host leader its more important to know when it’s time to step forward and when it’s time to step back. This webinar aims to re-frame safety leadership utilising the host leadership approach and will provide insights into alternative leadership practices.
Great Man Leadership Theory .pdf
1. The Great Man Theory proposes that great leaders are born, not made, with inherent traits that set them apart and enable them to assume positions of leadership. It emphasizes that leaders possess charisma and heroism that inspires followers.
2. Thomas Carlyle was a key proponent in the 19th century, believing that history is shaped by the biographies of great men and leaders are gifts from God. However, the theory lacks scientific rigor and discounts the role of situational and environmental factors.
3. While the theory led to the identification of common leadership traits, it has many criticisms such as being non-inclusive of women, discounting the potential for leadership development, and justifying social hierarchies.
Leadership theories
The document discusses three leadership theories: the Great Man theory proposes that great leaders are born, not made; the Management theory suggests that optimal performance can be achieved through rewards and punishments; Behavioral theories hypothesize that great leaders are made through observation, teaching and experience. It identifies different leadership styles such as autocratic, democratic, and laissez-faire.
In the name of allah almighty who is (1)
The document discusses a presentation about the top 100 most influential personalities in the world. It lists several presenters and gives a synopsis of topics to be covered, including introductions to Prophet Muhammad and figures from various fields like Bill Gates, Mao Zedong, Plato, scientists, philosophers and authors. It mentions some of the personalities to be featured are Mother Teresa, Marie Curie, and Genghis Khan. The next sections provide more details about Mao Zedong's background and role in China.
Leadership theories new - MJCN 2012
This document provides an overview of various leadership theories including:
1. Great Man theory which posits that great leaders are born, not made.
2. Trait theory which examines personality traits and characteristics that distinguish leaders.
3. Behavioural theories which emphasize observable behaviors rather than innate traits.
4. Situational theories propose the best leadership style depends on factors like the task and the followers' readiness level.
5. Relationship theories like transformational leadership focus on the connections between leaders and followers.
6. Additional theories discussed include servant leadership, emotional intelligence, and quantum/chaos theory.
The NSLS: Leaders Are Made, Not Born
The National Society of Leadership and Success discusses characteristics of great leadership, and how they can be developed in almost any individual through schooling and direct experience.
Leadership Training by IPAC
The document discusses the role of prosecutors as leaders. It outlines general principles of leadership and identifies prosecutors as important leaders with power and a vision. However, it also notes there are barriers to leadership, identifying the "seven deadly sins" - lust, gluttony, greed, sloth, wrath, envy, and pride - that can undermine leadership. The document emphasizes the importance of civility, integrity, and ethics for prosecutors. It concludes by reiterating that prosecutors are important leaders who should pursue the best version of themselves and their office.
The Genghis Khan way - his 10 Leadership principles
The document summarizes 10 leadership principles of Genghis Khan based on a biography, as well as an interpretation of those principles for modern times. It also discusses 9 leadership principles from Genghis Khan according to Forbes magazine's interpretation of the same biography. The principles highlighted include rewarding loyalty, being austere, exercising self-control, finding and using talent wherever possible, killing enemies without compunction, opposing cruelty, adapting to new ways of ruling, knowing you have divine backing, making followers believe it too, and respecting freedom of belief.
Leadership
Leadership is still an intriguing phenomenon. This summary from Wiki may help those who are mired by the many interesting concepts of leadership.
Similar to Leadership OF MBA @ BEC-DOMS (20)
1-2 pages, APA format, 2 scholarly resources (one from textbook)....docx
1-2 pages, APA format, 2 scholarly resources (one from textbook)....docx
10 Leadership Challengesand Opportunities R-diger Wittmann.docx
10 Leadership Challengesand Opportunities R-diger Wittmann.docx
10 Leadership Challengesand Opportunities R-diger Wittmann.docx
10 Leadership Challengesand Opportunities R-diger Wittmann.docx
The Great Man Theory a Public Administration Theory
The Great Man Theory a Public Administration Theory
The Genghis Khan way - his 10 Leadership principles
The Genghis Khan way - his 10 Leadership principles
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【业务选择办理准则】
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留信网认证的作用:
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2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
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Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...
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Cover Story - China's Investment Leader - Dr. Alyce SU
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China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
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Leadership OF MBA @ BEC-DOMS
- 2. Leadership Dr. Joe O’Mahoney 2006
- 3. The Agenda 1. What is Leadership? 2. Constructing Leadership 3. Limits of Leadership 4. Leadership and Morality
- 5. What is Leadership? • Peter Drucker : "The only definition of a leader is someone who has followers." • John C Maxwell : "leadership is influence - nothing more, nothing less." • John W. Gardner :Leadership is the process of persuasion and example by which an individual (or leadership team) induces a group to take action that is in accord with the leader’s purpose, or the shared purposes of all.” • Imposing your will upon others
- 6. Popular view of Leadership • Key people: – Drucker – Mintzberg • Mostly studied as: – A necessary thing – A good thing – Separate from management – Something that can be learned • Leaders as heroes – Born – Exceptional – Loved
- 7. History of Leadership Theories
- 8. Classical Origins of the Hero • Classical hero – Stoic – Rational – Male • Compared to…. – Females (hysterical) – Barbarians (emotional) • Massive influence – Victorian Britain – Military heroes
- 9. The Leader as Hero • Machiavelli “The Prince” – Classical Heroes (stoic, unemotional, male) – Renaissance Prince’s – The Great Man view of history • Nietzsche's Superman – Will to Power – Slave / Master – Hated Christian morality • Traits – Eg. – What about Martin Luther, Ghandi etc… – What about the context? (Stogdill, 1948) – Roots in aristocratic view of the world
- 10. Contingency Leadership • Fiedler, Vroom, Hersey.. – No best way to manage – Depends on leader and environment – Right person in the right place • Contingent traits – Myers Briggs – Entrepreneurial / Innovative – Hierarchical / Authoritarian – Visionary / Charismatic • But – People Change – Low Predictability – Based on positivism: weak ontology
- 11. An example contingency - trait approach (from Boje)
- 13. Constructing Leadership • Leadership as a 20th century phenomenon – No books on leadership before 1900 – Need to be led – The military metaphor: 3 – Fits with the fetish of change (Grey) – e.g. women as leaders • Leadership as story-telling – How I changed the world – The role of PR – Heroes to Villains (Enron) – The role of the Press • Leadership as performance – Richard Branson
- 14. The Limits of Leadership • Proving leadership – Cause and effect? – Could have done better? • Limits on leadership – Resources – Shareholders – Law – Employees
- 15. Morality and Leadership • What makes a good leader? – Vision – Securing followers – Achieving aims – Charisma • Power – All leadership rests on power – Usually direct – Rarely charismatic
- 16. Questions?