The document is a table of contents for a textbook on leadership by Andrew J. DuBrin. It lists 15 chapters that will cover topics such as traits of effective leaders, charismatic and transformational leadership styles, leadership behaviors and attitudes, contingency and situational leadership, developing teamwork, and international aspects of leadership. The table of contents provides an overview of the key concepts and models that will be discussed in each chapter to help readers understand different approaches to leadership.
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/team-management-models-1212
BENEFITS OF DOCUMENT
1. Includes models and frameworks for improving team effectiveness, team dynamics, learning and development, coaching, motivation, communication, change management and creativity.
2. Applicable to all types of organizations.
DESCRIPTION
This presentation is a collection of PowerPoint diagrams and templates used to convey 26 different Team Management models and frameworks.
INCLUDED MODELS/FRAMEWORKS:
1. Mintzberg's Management Roles Model
2. Butler & Waldroop's Four Dimensions of Relational Work Model
3. Lencioni's Five Dysfunctions of a Team
4. Birkinshaw's Four Dimensions of Management Framework
5. Waldroop & Butler's Six Problem Behaviors
6. The GRPI Model
7. Tuckman's Model of Team Development Stages
8. Cog's Ladder: A Model for Group Development
9. Belbin's Team Roles Model
10. The JD-R Model
11. Margerison-McCann Team Management Profile
12. Blanchard & Thacker's Training Needs Analysis Framework
13. The ADDIE Model
14. The Conscious Competence Learning Model
15. Kirkpatrick's Four-Level Training Evaluation Model
16. Heron's Six Categories of Intervention
17. The Emotional Competence Framework
18. The Nine-Box Grid for Talent Management
19. The GROW Model
20. Gibb's Reflective Cycle
21. Maslow's Hierarchy of Needs
22. Hertzberg's Motivators & Hygiene Factors
23. The Johari Window
24. Lewin's Three Stage Change Model
25. Kotter's Eight Phases of Change
26. De Bono's Six Thinking Hats
The Full Range Leadership Model - a one page overviewRichard Fryer
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.
This document outlines a leadership development framework consisting of several modules focused on goal setting, self-management, accountability, emotional intelligence, and other topics. It also discusses total leadership, managing self and others, strategic thinking and execution, and Action Centred Leadership. The overall goal is to create exceptional leaders by developing key leadership skills and driving breakthrough performance.
This Presentation describes Characteristics of Transformational Leadership and attributes required for the same.Four Elements of Transformational Leadership is highlighted.
This document discusses the role and qualities of an effective team lead. It defines a team lead as the person responsible for providing direction, guidance, and leadership to other team members to achieve goals. An effective team lead has good communication skills, is well-organized, can delegate tasks and facilitate contributions, and cultivates a fair and transparent environment. The document also references a survey that found peer motivation, encouragement, and recognition are the most effective motivators for employees, and the team lead is well-positioned to provide these on a daily basis to help individuals excel. The author then presents their qualifications and principles for being a strong team lead, including effective communication, being a team player, leading by example, and focusing on goals
The document discusses the importance of vision and vision statements for leadership. It defines a vision as a mental picture of what an organization aspires to become. An effective vision statement provides general direction, context for decision making, and affects organizational structure and relationships. Crafting a good vision involves getting input from team members and communicating the vision enthusiastically to help the team embrace it.
Transformational leadership focuses on aligning people around a shared vision and driving change. The document discusses embedding transformational leadership in organizations through practical steps like assessing leadership behaviors in recruitment, developing competency frameworks, and using 360-degree feedback. Key lessons include having senior leader commitment, challenging unwritten rules, and recognizing that culture change requires ongoing efforts beyond just training like communicating the vision throughout the organization. Embedding transformational leadership requires efforts at both the organizational and individual level to influence behaviors and reinforce the desired culture over time.
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/team-management-models-1212
BENEFITS OF DOCUMENT
1. Includes models and frameworks for improving team effectiveness, team dynamics, learning and development, coaching, motivation, communication, change management and creativity.
2. Applicable to all types of organizations.
DESCRIPTION
This presentation is a collection of PowerPoint diagrams and templates used to convey 26 different Team Management models and frameworks.
INCLUDED MODELS/FRAMEWORKS:
1. Mintzberg's Management Roles Model
2. Butler & Waldroop's Four Dimensions of Relational Work Model
3. Lencioni's Five Dysfunctions of a Team
4. Birkinshaw's Four Dimensions of Management Framework
5. Waldroop & Butler's Six Problem Behaviors
6. The GRPI Model
7. Tuckman's Model of Team Development Stages
8. Cog's Ladder: A Model for Group Development
9. Belbin's Team Roles Model
10. The JD-R Model
11. Margerison-McCann Team Management Profile
12. Blanchard & Thacker's Training Needs Analysis Framework
13. The ADDIE Model
14. The Conscious Competence Learning Model
15. Kirkpatrick's Four-Level Training Evaluation Model
16. Heron's Six Categories of Intervention
17. The Emotional Competence Framework
18. The Nine-Box Grid for Talent Management
19. The GROW Model
20. Gibb's Reflective Cycle
21. Maslow's Hierarchy of Needs
22. Hertzberg's Motivators & Hygiene Factors
23. The Johari Window
24. Lewin's Three Stage Change Model
25. Kotter's Eight Phases of Change
26. De Bono's Six Thinking Hats
The Full Range Leadership Model - a one page overviewRichard Fryer
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.
This document outlines a leadership development framework consisting of several modules focused on goal setting, self-management, accountability, emotional intelligence, and other topics. It also discusses total leadership, managing self and others, strategic thinking and execution, and Action Centred Leadership. The overall goal is to create exceptional leaders by developing key leadership skills and driving breakthrough performance.
This Presentation describes Characteristics of Transformational Leadership and attributes required for the same.Four Elements of Transformational Leadership is highlighted.
This document discusses the role and qualities of an effective team lead. It defines a team lead as the person responsible for providing direction, guidance, and leadership to other team members to achieve goals. An effective team lead has good communication skills, is well-organized, can delegate tasks and facilitate contributions, and cultivates a fair and transparent environment. The document also references a survey that found peer motivation, encouragement, and recognition are the most effective motivators for employees, and the team lead is well-positioned to provide these on a daily basis to help individuals excel. The author then presents their qualifications and principles for being a strong team lead, including effective communication, being a team player, leading by example, and focusing on goals
The document discusses the importance of vision and vision statements for leadership. It defines a vision as a mental picture of what an organization aspires to become. An effective vision statement provides general direction, context for decision making, and affects organizational structure and relationships. Crafting a good vision involves getting input from team members and communicating the vision enthusiastically to help the team embrace it.
Transformational leadership focuses on aligning people around a shared vision and driving change. The document discusses embedding transformational leadership in organizations through practical steps like assessing leadership behaviors in recruitment, developing competency frameworks, and using 360-degree feedback. Key lessons include having senior leader commitment, challenging unwritten rules, and recognizing that culture change requires ongoing efforts beyond just training like communicating the vision throughout the organization. Embedding transformational leadership requires efforts at both the organizational and individual level to influence behaviors and reinforce the desired culture over time.
Leadership Excellence in Action- A Roadmap to Inspire and Engage People and Teams
Learning objective: Increase techniques for strengthening team leadership
The concept of leadership is talked about so much we all should be experts. We use and hear words like inspire, engage, and motivate as we seek real solutions to leadership challenges. This workshop looks at the concept of leadership in action. What behaviors, knowledge, and skills do you need to grow and develop as a leader? How will you measure success? What unique qualities, power, and influence impact people and teams? Engage with federal executives and discover ways to turn YOU into tangible leadership value. This road map will take you from good to great leadership.
At the end of this workshop, participants will be able to:
a. List sources of power needed to be influential
b. Take a self-assessment to identify personal leadership strengths
c. Explore the art of delegation and effective team leadership
d. Explore the role of feedback and performance measures
e. Create an action list with and explore plans to measure success
The document provides an overview of basic leadership skills, including people skills, technical skills, values and behaviors, communication skills, cultural diversity initiatives, and leadership development. It discusses topics such as understanding others, effective delegation, coaching, and assessing career opportunities. The document is a guide for developing leadership abilities and includes examples, diagrams, and principles for skills like communication, planning, and evaluation.
This document discusses and compares transformational and transactional leadership theories. Transformational leadership aims to inspire followers and help them achieve higher goals, while transactional leadership involves social exchanges where followers receive rewards or punishments based on their performance. The document outlines the key components, advantages, and limitations of each leadership style, and provides examples of how each might be applied in different scenarios.
This document summarizes an executive coaching workshop held on February 6, 2007. The workshop focused on sharing best practices for executive coaching to improve its effectiveness. It covered topics like executive coaching applications, improving coaching effectiveness, best practices for coaching, and measuring coaching impact. Participants were encouraged to ask questions and provide feedback to enrich the discussion. The workshop aimed to build knowledge around structuring coaching engagements and relationships to maximize their benefits for both the individual executives and their organizations.
“Strategies to Create Highly Motivated Leaders”
Dr. Leahcim Semaj
Annual Conference of the Joint Committee for Tertiary Education (JCTE)
Holiday Inn Hotel, Montego Bay, St. James
December 8 & 9, 2016
This example illustrates Herzberg's two-factor theory. Specifically, it relates to the hygiene factors dimension. Patient satisfaction survey scores measure things like working conditions, company policies, and interpersonal relationships - which Herzberg classified as hygiene factors. When hygiene factors are poor, work is dissatisfying. In this case, if patient satisfaction scores are low, it could indicate dissatisfying working conditions, policies, or relationships for patients. The government is using patient satisfaction scores/hygiene factors to determine Medicare reimbursement rates as a way to reduce dissatisfaction among patients and healthcare providers. However, according to Herzberg's theory, while addressing hygiene factors can reduce dissatisfaction, it does not necessarily improve satisfaction or motivation on its own
This chapter discusses charismatic and transformational leadership. It defines charisma as a special quality that makes others want to follow a leader. Charismatic leaders inspire followers through their compelling vision and communication style. They can be socialized, personalized, or celebrity types. Transformational leaders bring about positive change by appealing to followers' values and ideals. While charismatic and transformational leadership can increase commitment, some question whether charisma can be defined and whether these leaders may pursue unethical goals.
This document discusses transformational leadership, which involves leaders who motivate and challenge followers to perform beyond expectations. Transformational leaders create contexts that maximize human and organizational capabilities through facilitating multiple levels of transformation and aligning people with shared values and purpose. They are charismatic and visionary, bring out the best in followers and develop them as leaders. Studies show transformational leaders have more satisfied followers and effective work groups, and followers experience less stress.
The document discusses accelerating leadership development in uncertain times. It recommends aligning leadership strategy with business strategy, segmenting key leadership roles, defining leadership role requirements, assessing leadership gaps, and designing leadership development plans to measure, monitor, and close gaps. It emphasizes the importance of succession planning and talent reviews to evaluate the depth and breadth of the leadership pipeline and ensure critical roles are filled.
Each one of you can be a Leader, Just that you have to work towards it!
Leadership is a skill that can be acquired with the implementation of carefully thought of steps!
This document outlines topics covered in a leadership development program, including self-awareness, communication, managing people and projects, influencing others, and strategic thinking. It describes the program's learner-centered approach that allows participants to determine which courses meet their needs and immediately apply skills in real-world settings through virtual team cohorts. Core competencies are built by focusing on underlying skill sets, and content is scalable and adaptable to individual needs.
Any student or young person can be a leader, regardless of age or experience. Here are 10 tips students can use to become a better leader.
Learn more about the Student Leadership Challenge: studentleadershipchallenge.com/assess
This document outlines the agenda and content for a coaching skills workshop for managers. The workshop will address coaching fundamentals like the differences between coaching, mentoring and training. It will cover coaching principles such as learning styles and barriers. Various coaching methods like the GROW model and giving feedback will be taught. The workshop aims to provide managers with the skills to effectively coach their employees to improve performance.
This document discusses charismatic and transformational leadership. It defines charismatic leadership as leadership that inspires devotion among followers through strong personal abilities and magnetism. Charismatic leaders are more effective during times of crisis. Transformational leadership aims to develop followers into leaders by appealing to higher ideals and encouraging intellectual stimulation. An effective vision is key to initiating and guiding organizational change.
1. According to a study, leaders learned more about leadership from real work and life experiences than from formal leadership programs like MBAs, which helped them become more technically competent but did little to teach fundamental lessons or how to learn from experiences.
2. An experience-based approach to leadership development knits together on-the-job experience, life experience, and specific skill development, rather than a smorgasbord of unrelated classes.
3. This experience-based method can be adapted to people at all career stages and an organization's changing needs in complex environments.
This chapter discusses theories of leadership traits and behaviors. It introduces the trait approach which suggests that certain personal traits like optimism and integrity are associated with effective leadership. However, traits alone are not enough to guarantee success. Behavioral theories focus on what leaders do rather than inherent qualities. Key behaviors explored include autocratic vs democratic leadership styles as well as consideration for people versus focus on tasks. Overall leadership effectiveness depends on the situation, combining different traits and behaviors as needed.
Servant Leadership Develops The Building Blocks For Successful BusinessSeta Wicaksana
“Don’t believe everything you think. Our minds are thought-creating machines. Most of these thoughts are fear-based. Our authentic self has the power to pick the thoughts that best serve us and those we lead.”
― Henna Inam, Wired for Authenticity: Seven Practices to Inspire, Adapt, & Lead
Introduction:
This Workshop offers an extensive training on 360 Leadership in the 21st Century. This workshop will provide the most comprehensive training on leadership effectiveness in formal organizations with practical suggestions for improving leadership skills. It introduces The Nature of Leadership, The Nature of Managerial Work, Perspectives on Effective Leadership Behavior,
Participative Leadership, Delegation, and Empowerment, Managerial Traits and Skills Theories of Effective Leadership, Leading Change in Organizations, Leadership in Teams and Decision Groups, Strategic Leadership by Top Executives and Developing Leadership Skills
Objectives:
• To learn strategies and tools to overcome 21st Century challenges
• To become a more Creative and Competent Leader.
• To learn different Management Styles and how to deal with it.
• To learn the importance of Productive Performance Appraisal
• To Learn Different Leadership Styles
• To Learn Different Followers Styles
• To become a better Leader in the 21st Century
Who should attend:
Top Management
Middle Management
Daily Outlines:
DAY 1:
• The Management Process
• Planning
• Organizing
• Leading
• Control
• Nature of Managerial Work
• Creativity
DAY 2:
• Innovative Leadership
• The Nature Of Leadership
• The Nature of Managerial Work
• Effective Creative Leadership
• Change Management
• Productive Performance Appraisal
• Delegation and Empowerment
DAY 3:
• Organizational Behavior
• Multi Culture
• Diversity
• Effective Communication
• Leadership in Teams
• Leadership in Decision Groups
DAY 4:
• Leadership Styles
• Followers Types
• Developing Leadership Skills
• Competent Leadership
• Leadership Dimensions
• Leadership in the 21st Century
DAY 5:
• Managerial Grid Styles
• Creativity
• Innovation
• Critical Thinking
• Emotional Intelligence
• The Habits of Highly Effective Leaders and Managers
• Related DVDs
Case Study Rubric Directly respond to each questi.docxdrennanmicah
Case Study Rubric
Directly respond to each question providing background to support your
response. (2 points)
Apply at least 2 concepts from the chapter material in the class text,
“Leadership; theory. Application and Skill Development.” Reference to,
“The Handbook of Leaders,” is a welcome addition. (2 points)
Apply your critical thinking skills. (2 points)
o A well cultivated critical thinker:
Raises vital questions and problems, formulating them
clearly and precisely;
Gathers and assesses relevant information, using abstract
ideas to interpret it effectively comes to well-reasoned
conclusions and solutions, testing them against relevant
criteria and standards;
Thinks open-mindedly within alternative systems of thought,
recognizing and assessing, as need be, their assumptions,
implications, and practical consequences; and
Communicates effectively with others in figuring out
solutions to complex problems.
o Taken from Richard Paul and Linda Elder, The Miniature Guide to
Critical Thinking Concepts and Tools, Foundation for Critical
Thinking Press, 2008
Case Studies must be submitted in the following format:
o Clearly title each in a word document with name, date, week etc.
o Must include clearly written and thoughtful narrative
o Post as a response in Blackboard
66352_FM_ptg01_i-xxviii.indd 4 10/21/14 12:16 AM
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
Robert N. Lussier, Ph.D.
Spring field College
Christopher F. Achua, D.B.A.
University of Virginia’s College at Wise
S I X T H E D I T I O N
Leadership
THEORY, APPLICATION,
& SKILL DE VELOPMENT
66352_FM_ptg01_i-xxviii.indd 1 10/21/14 12:16 AM
Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
66352_FM_ptg01_i-xxviii.indd 4 10/21/14 12:16 AM
This is an electronic version of the print textbook. Due to electronic rights restrictions,
some third party content may be suppressed. Editorial review has deemed that any suppressed
content does not materially affect the overall learning experience. The publisher reserves the right
to remove content from this title at any time if subsequent rights restrictions require it. For
valuable information on pricing, previous editions, changes to current editions, and alternate
formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for
materials in your areas of interest.
Important Notice: Media content referenced within the product description or the product
text may not be a.
This document provides an overview of the website www.cengagebrain.com for purchasing college textbooks and course materials. It lists 5 key reasons to purchase from the site: 1) Prices are up to 75% off with daily coupons and free shipping on orders over $25. 2) Multiple format options are available including textbooks, eBooks, and eChapter rentals. 3) eBooks and eChapters can be accessed anytime, anywhere on mobile devices for convenience. 4) Free eBook access is provided while textbooks ship and instant access to online homework products is included. 5) Study tools and writing/career resources are available for some texts. The document encourages students to find their course materials and start saving at
Leadership Excellence in Action- A Roadmap to Inspire and Engage People and Teams
Learning objective: Increase techniques for strengthening team leadership
The concept of leadership is talked about so much we all should be experts. We use and hear words like inspire, engage, and motivate as we seek real solutions to leadership challenges. This workshop looks at the concept of leadership in action. What behaviors, knowledge, and skills do you need to grow and develop as a leader? How will you measure success? What unique qualities, power, and influence impact people and teams? Engage with federal executives and discover ways to turn YOU into tangible leadership value. This road map will take you from good to great leadership.
At the end of this workshop, participants will be able to:
a. List sources of power needed to be influential
b. Take a self-assessment to identify personal leadership strengths
c. Explore the art of delegation and effective team leadership
d. Explore the role of feedback and performance measures
e. Create an action list with and explore plans to measure success
The document provides an overview of basic leadership skills, including people skills, technical skills, values and behaviors, communication skills, cultural diversity initiatives, and leadership development. It discusses topics such as understanding others, effective delegation, coaching, and assessing career opportunities. The document is a guide for developing leadership abilities and includes examples, diagrams, and principles for skills like communication, planning, and evaluation.
This document discusses and compares transformational and transactional leadership theories. Transformational leadership aims to inspire followers and help them achieve higher goals, while transactional leadership involves social exchanges where followers receive rewards or punishments based on their performance. The document outlines the key components, advantages, and limitations of each leadership style, and provides examples of how each might be applied in different scenarios.
This document summarizes an executive coaching workshop held on February 6, 2007. The workshop focused on sharing best practices for executive coaching to improve its effectiveness. It covered topics like executive coaching applications, improving coaching effectiveness, best practices for coaching, and measuring coaching impact. Participants were encouraged to ask questions and provide feedback to enrich the discussion. The workshop aimed to build knowledge around structuring coaching engagements and relationships to maximize their benefits for both the individual executives and their organizations.
“Strategies to Create Highly Motivated Leaders”
Dr. Leahcim Semaj
Annual Conference of the Joint Committee for Tertiary Education (JCTE)
Holiday Inn Hotel, Montego Bay, St. James
December 8 & 9, 2016
This example illustrates Herzberg's two-factor theory. Specifically, it relates to the hygiene factors dimension. Patient satisfaction survey scores measure things like working conditions, company policies, and interpersonal relationships - which Herzberg classified as hygiene factors. When hygiene factors are poor, work is dissatisfying. In this case, if patient satisfaction scores are low, it could indicate dissatisfying working conditions, policies, or relationships for patients. The government is using patient satisfaction scores/hygiene factors to determine Medicare reimbursement rates as a way to reduce dissatisfaction among patients and healthcare providers. However, according to Herzberg's theory, while addressing hygiene factors can reduce dissatisfaction, it does not necessarily improve satisfaction or motivation on its own
This chapter discusses charismatic and transformational leadership. It defines charisma as a special quality that makes others want to follow a leader. Charismatic leaders inspire followers through their compelling vision and communication style. They can be socialized, personalized, or celebrity types. Transformational leaders bring about positive change by appealing to followers' values and ideals. While charismatic and transformational leadership can increase commitment, some question whether charisma can be defined and whether these leaders may pursue unethical goals.
This document discusses transformational leadership, which involves leaders who motivate and challenge followers to perform beyond expectations. Transformational leaders create contexts that maximize human and organizational capabilities through facilitating multiple levels of transformation and aligning people with shared values and purpose. They are charismatic and visionary, bring out the best in followers and develop them as leaders. Studies show transformational leaders have more satisfied followers and effective work groups, and followers experience less stress.
The document discusses accelerating leadership development in uncertain times. It recommends aligning leadership strategy with business strategy, segmenting key leadership roles, defining leadership role requirements, assessing leadership gaps, and designing leadership development plans to measure, monitor, and close gaps. It emphasizes the importance of succession planning and talent reviews to evaluate the depth and breadth of the leadership pipeline and ensure critical roles are filled.
Each one of you can be a Leader, Just that you have to work towards it!
Leadership is a skill that can be acquired with the implementation of carefully thought of steps!
This document outlines topics covered in a leadership development program, including self-awareness, communication, managing people and projects, influencing others, and strategic thinking. It describes the program's learner-centered approach that allows participants to determine which courses meet their needs and immediately apply skills in real-world settings through virtual team cohorts. Core competencies are built by focusing on underlying skill sets, and content is scalable and adaptable to individual needs.
Any student or young person can be a leader, regardless of age or experience. Here are 10 tips students can use to become a better leader.
Learn more about the Student Leadership Challenge: studentleadershipchallenge.com/assess
This document outlines the agenda and content for a coaching skills workshop for managers. The workshop will address coaching fundamentals like the differences between coaching, mentoring and training. It will cover coaching principles such as learning styles and barriers. Various coaching methods like the GROW model and giving feedback will be taught. The workshop aims to provide managers with the skills to effectively coach their employees to improve performance.
This document discusses charismatic and transformational leadership. It defines charismatic leadership as leadership that inspires devotion among followers through strong personal abilities and magnetism. Charismatic leaders are more effective during times of crisis. Transformational leadership aims to develop followers into leaders by appealing to higher ideals and encouraging intellectual stimulation. An effective vision is key to initiating and guiding organizational change.
1. According to a study, leaders learned more about leadership from real work and life experiences than from formal leadership programs like MBAs, which helped them become more technically competent but did little to teach fundamental lessons or how to learn from experiences.
2. An experience-based approach to leadership development knits together on-the-job experience, life experience, and specific skill development, rather than a smorgasbord of unrelated classes.
3. This experience-based method can be adapted to people at all career stages and an organization's changing needs in complex environments.
This chapter discusses theories of leadership traits and behaviors. It introduces the trait approach which suggests that certain personal traits like optimism and integrity are associated with effective leadership. However, traits alone are not enough to guarantee success. Behavioral theories focus on what leaders do rather than inherent qualities. Key behaviors explored include autocratic vs democratic leadership styles as well as consideration for people versus focus on tasks. Overall leadership effectiveness depends on the situation, combining different traits and behaviors as needed.
Servant Leadership Develops The Building Blocks For Successful BusinessSeta Wicaksana
“Don’t believe everything you think. Our minds are thought-creating machines. Most of these thoughts are fear-based. Our authentic self has the power to pick the thoughts that best serve us and those we lead.”
― Henna Inam, Wired for Authenticity: Seven Practices to Inspire, Adapt, & Lead
Introduction:
This Workshop offers an extensive training on 360 Leadership in the 21st Century. This workshop will provide the most comprehensive training on leadership effectiveness in formal organizations with practical suggestions for improving leadership skills. It introduces The Nature of Leadership, The Nature of Managerial Work, Perspectives on Effective Leadership Behavior,
Participative Leadership, Delegation, and Empowerment, Managerial Traits and Skills Theories of Effective Leadership, Leading Change in Organizations, Leadership in Teams and Decision Groups, Strategic Leadership by Top Executives and Developing Leadership Skills
Objectives:
• To learn strategies and tools to overcome 21st Century challenges
• To become a more Creative and Competent Leader.
• To learn different Management Styles and how to deal with it.
• To learn the importance of Productive Performance Appraisal
• To Learn Different Leadership Styles
• To Learn Different Followers Styles
• To become a better Leader in the 21st Century
Who should attend:
Top Management
Middle Management
Daily Outlines:
DAY 1:
• The Management Process
• Planning
• Organizing
• Leading
• Control
• Nature of Managerial Work
• Creativity
DAY 2:
• Innovative Leadership
• The Nature Of Leadership
• The Nature of Managerial Work
• Effective Creative Leadership
• Change Management
• Productive Performance Appraisal
• Delegation and Empowerment
DAY 3:
• Organizational Behavior
• Multi Culture
• Diversity
• Effective Communication
• Leadership in Teams
• Leadership in Decision Groups
DAY 4:
• Leadership Styles
• Followers Types
• Developing Leadership Skills
• Competent Leadership
• Leadership Dimensions
• Leadership in the 21st Century
DAY 5:
• Managerial Grid Styles
• Creativity
• Innovation
• Critical Thinking
• Emotional Intelligence
• The Habits of Highly Effective Leaders and Managers
• Related DVDs
Case Study Rubric Directly respond to each questi.docxdrennanmicah
Case Study Rubric
Directly respond to each question providing background to support your
response. (2 points)
Apply at least 2 concepts from the chapter material in the class text,
“Leadership; theory. Application and Skill Development.” Reference to,
“The Handbook of Leaders,” is a welcome addition. (2 points)
Apply your critical thinking skills. (2 points)
o A well cultivated critical thinker:
Raises vital questions and problems, formulating them
clearly and precisely;
Gathers and assesses relevant information, using abstract
ideas to interpret it effectively comes to well-reasoned
conclusions and solutions, testing them against relevant
criteria and standards;
Thinks open-mindedly within alternative systems of thought,
recognizing and assessing, as need be, their assumptions,
implications, and practical consequences; and
Communicates effectively with others in figuring out
solutions to complex problems.
o Taken from Richard Paul and Linda Elder, The Miniature Guide to
Critical Thinking Concepts and Tools, Foundation for Critical
Thinking Press, 2008
Case Studies must be submitted in the following format:
o Clearly title each in a word document with name, date, week etc.
o Must include clearly written and thoughtful narrative
o Post as a response in Blackboard
66352_FM_ptg01_i-xxviii.indd 4 10/21/14 12:16 AM
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
Robert N. Lussier, Ph.D.
Spring field College
Christopher F. Achua, D.B.A.
University of Virginia’s College at Wise
S I X T H E D I T I O N
Leadership
THEORY, APPLICATION,
& SKILL DE VELOPMENT
66352_FM_ptg01_i-xxviii.indd 1 10/21/14 12:16 AM
Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
66352_FM_ptg01_i-xxviii.indd 4 10/21/14 12:16 AM
This is an electronic version of the print textbook. Due to electronic rights restrictions,
some third party content may be suppressed. Editorial review has deemed that any suppressed
content does not materially affect the overall learning experience. The publisher reserves the right
to remove content from this title at any time if subsequent rights restrictions require it. For
valuable information on pricing, previous editions, changes to current editions, and alternate
formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for
materials in your areas of interest.
Important Notice: Media content referenced within the product description or the product
text may not be a.
This document provides an overview of the website www.cengagebrain.com for purchasing college textbooks and course materials. It lists 5 key reasons to purchase from the site: 1) Prices are up to 75% off with daily coupons and free shipping on orders over $25. 2) Multiple format options are available including textbooks, eBooks, and eChapter rentals. 3) eBooks and eChapters can be accessed anytime, anywhere on mobile devices for convenience. 4) Free eBook access is provided while textbooks ship and instant access to online homework products is included. 5) Study tools and writing/career resources are available for some texts. The document encourages students to find their course materials and start saving at
This chapter discusses the trait-based perspective of leadership. It describes how personality traits, leadership motives, and cognitive factors can contribute to leadership effectiveness. Specifically, it identifies general and task-related personality traits, four categories of leadership motives (power, drive/achievement, tenacity/resilience, and work ethic), and cognitive abilities important for leadership. While traits and abilities are influenced by both heredity and environment, the trait approach suggests they distinguish effective leaders from others. The chapter also outlines strengths and limitations of the trait perspective.
Jessica m. utts seeing through statistics. 4th edition-cengage learning (20...AhmedMohamed223994
This document contains a list of 27 case studies that are used as examples throughout the textbook. The case studies cover a wide range of topics and are referenced in multiple chapters to illustrate key statistical concepts. They include examples related to medicine, psychology, politics, surveys, experiments, and more.
Engaged with you.www.cengage.com Source Code 14M-AA.docxYASHU40
The document describes MindTap, an online learning platform. It is designed to help students master course material through interactive videos, activities, and self-quizzing tools. MindTap provides a personalized learning path for each student and monitors their progress. Students say MindTap keeps them engaged and organized, and helps them study effectively. The platform also shows students how their performance compares to the top students in the class.
eBook PDF textbook - An Introduction to the Profession of Social Work, 6e Eli...EdwinPolack1
This document discusses the Council on Social Work Education's Educational Policy and Accreditation Standards. It lists the nine core competencies that all social work students must develop, along with 31 related component behaviors. The competencies cover areas like ethical and professional behavior, engaging diversity and difference, advancing human rights and social justice, engaging in practice-informed research, and engaging in policy practice. The document provides chapter references for where these competencies are connected to class materials. It also includes instructions for purchasing the full document and chapters.
This document provides an overview of 5 reasons to buy textbooks and course materials from a company called SAVINGS:
1. Prices are up to 75% off with daily coupons and free shipping on orders over $25, providing significant cost savings.
2. Multiple format options are available including textbooks, eBooks, and eChapter rentals, offering flexibility and choice in formats.
3. eBooks and eChapters can be accessed anytime, anywhere via mobile devices, providing convenience.
4. Free eBook access is provided while textbooks ship, and instant access to online homework products is included, enhancing the student experience.
5. Study tools and additional resources are available for some texts
MS Project 2010 Instructions in Contemporary Project Manag.docxgilpinleeanna
The document provides instructions for using MS Project 2010 to plan and manage projects. It covers topics such as setting up the work breakdown structure and schedule, defining resources and assigning them to tasks, tracking project progress, and updating the schedule based on actual performance. The goal is to help readers learn MS Project tools to initialize a project, construct a milestone schedule, set up the work breakdown structure, define resources, track progress, and close out the project.
Australia • Brazil • Mexico • Singapore • United Kingdom • Uni.docxcelenarouzie
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97364_fm_ptg01_i-xvi.indd 2 15/11/13 8:36 PM
Understanding
Arguments
97364_fm_ptg01_i-xvi.indd 1 15/11/13 8:36 PM
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some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially
affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
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97364_fm_ptg01_i-xvi.indd 2 15/11/13 8:36 PM
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some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially
affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Understanding
Arguments
An Introduction to Informal Logic
NINTH EDITION
Walter Sinnott-Armstrong
Duke University
Robert J. Fogelin
Dartmouth College
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97364_fm_ptg01_i-xvi.indd 3 15/11/13 8:36 PM
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some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially
affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
97364_fm_ptg01_i-xvi.indd 2 15/11/13 8:36 PM
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some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially
affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
This is an electronic version of the print textbook. Due to electronic rights restrictions,
some third party content may be suppressed. Editorial review has deemed that any suppressed
content does not materially affect the overall learning experience. The publisher reserves the right
to remove content from this title at any time if subsequent rights restrictions require it. For
valuable information .
9. Information Technology Project Management.pdfPedadaSaikumar
The document is the table of contents for a textbook on information technology project management. It lists 13 chapters that will cover topics such as project integration management, scope management, time management, cost management, quality management, human resource management, communications management, risk management, procurement management, and stakeholder management. It also includes an appendix on using Microsoft Project software and a glossary. The textbook aims to provide guidance on managing IT projects through applying the principles of project management.
Blog Week 11 Your Personal Language and Literacy Development JouChantellPantoja184
Blog: Week 11: Your Personal Language and Literacy Development Journey
Life can be understood backwards, but it must be lived forwards.
—Søren Kierkegaard, Danish philosopher
Throughout this course, you have examined the language development journeys of young children. You also created and documented the journey of a fictional child whom you created. You now consider your own language development journey by reflecting on a personal experience in which you were learning language and/or a time when you were supporting a young child in language development. You then apply what you have explored in this course to analyze and deepen your understanding of this memory.
Because this is your final activity in this course, be sure to take your time in your Blog interactions, supporting your community of practice colleagues as they share their final insights.
By Day 3 of Week 11
Post the following in your Blog: Describe a personal memory related to your own language development journey and/or a time when you fostered language development with a young child. Explain how this course has deepened your perspective of that memory and/or experience. Then, share an activity or resource from this course that has affected your current and/or future practice as an early childhood professional and why. Last, describe a topic or issue you would still like to learn more about and how this topic or issue might affect your future research as a scholar of change.
By Day 7 of Week 11
Interact with your community of practice, sharing additional insights, comparing experiences, and posing questions that promote further dialogue.
F i F t h e d i t i o n
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Fundamentals of
Case
Management
Practice
Skills for the Human Services
N a N c y S u m m e r S
Harrisburg Area Community College
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This is an electronic version of the print textbook. Due to electronic rights restrictions, some third party content may be suppressed. Editorial
review has deemed that any suppressed content does not materially affect the overall learning experience. The publisher reserves the right to
remove content from this title at any time if subsequent rights restrictions require it. For valuable information on pricing, previous
editions, changes to current editions, and alternate formats, please visit www.cengage.com/highered to search by
ISBN#, author, title, or keyword for materials in your areas of interest.
Important Notice: Media content referenced with ...
Copyright 2012 Cengage Learning. All Rights Reserved. May AlleneMcclendon878
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C O N C E P T S I N E N T E R P R I S E
R E S O U R C E P L A N N I N G
Fourth Edition
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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
This is an electronic version of the print textbook. Due to electronic rights restrictions,
some third party content may be suppressed. Editorial review has deemed that any suppressed
content does not materially affect the overall learning experience. The publisher reserves the right
to remove content from this title at any time if subsequent rights restrictions require it. For
valuable information on pricing, previous editions, changes to current editions, and alternate
formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for
materials in your areas of interest.
http://www.cengage.com/highered
C O N C E P T S I N E N T E R P R I S E
R E S O U R C E P L A N N I N G
Fourth Edition
Ellen F. Monk
University of Delaware
Bret J. Wagner
Western Michigan University
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Concepts in Enterprise Resource Planning,
Fourth Edition
Ellen F. Monk and Bret J. Wagner
Editor-in-Chief: Joe Sabatino
Se ...
Successful writing at work copyright 2017 cengage learnmayank272369
This document is the table of contents for a book about successful writing at work. It outlines the contents of the book, which covers topics such as identifying audiences, establishing purpose, adapting style and tone for different audiences, characteristics of job-related writing, writing ethically, the writing process of researching, planning, drafting, revising and editing, collaborative writing, and conducting effective meetings. The table of contents provides an overview of the chapters and what will be discussed in each to help the reader understand what the book covers.
Successful writing at work copyright 2017 cengage learnssusere73ce3
This document is the table of contents for a book about successful writing at work. It outlines the contents of the book, which covers topics such as identifying audiences, establishing purpose, adapting style and tone for different audiences, characteristics of job-related writing, writing ethically, the writing process of researching, planning, drafting, revising and editing, collaborative writing, and conducting effective meetings. The table of contents provides an overview of what is covered in each chapter to help readers understand what content is included in the book.
Jessica m. utts seeing through statistics. 4th edition-cengage learning (2014)NajibSadik
https://www.clickfiles.net/d/bVLTGu
L'un des plus beaux livres que j'ai lu. Si vous souhaitez continuer à lire et télécharger le livre gratuitement, copiez le lien
Copyright 2010 Cengage Learning. All Rights Reserved.docxShiraPrater50
Copyright 2010 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2010 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
LETTER TO INSTRUCTORS
Essentials of Management, 9e
Dear Colleague,
Whether you are a previous adopter, a new adopter, or a professor consider-
ing this text for adoption, I wish to thank you for your interest in Essentials of
Management 9e. Essentials was the first relatively brief management text
that was not simply an abbreviated version of a longer text. We created the
path for a more concise, more understandable, and practical approach to the
vast body of knowledge referred to as “management.” We assume that the
study of management is not exclusively geared toward C-level executives,
and that our readers will not be directing large enterprises or divisions of
large enterprises in their first job. Instead, the vast majority of our readers will
first be engaged in work that will require some managerial skill and knowl-
edge, even though they are not working as executives.
Virtually all texts in management and related fields claim to be practical,
although many single sentences within them make six sweeping recommen-
dations for CEOs or list ten companies that use a particular technique. We
contend that Essentials of Management, unlike much of the competition, is
and always has been a text that enables the student to apply much of the
information. We support our conclusions with relevant research studies wher-
ever possible, but our intent is not to review most of the research on a given
topic. A case in point is our presentation of transformational and charismatic
leadership. We present some relevant research findings but also offer the stu-
dents concrete suggestions for becoming more charismatic, including devel-
oping a more effective handshake.
My writing has always emphasized application both in textbooks and
trade books, and most of this writing has been about management, organiza-
tional behavior, human relations, leadership, and career management. Even
the articles I have published in professional journals would be understandable
to readers who were not specialists in the subject under investigation. For
exa ...
Major project christy corporation the christy corporation had thRIYAN43
The document discusses Nygaard Jewelers, owned by Bob and Bonnie Nygaard. They originally took over a pawn shop in York, SC called Able Jewelry and Music from Bob's parents in 1993. Over the next few years, they transformed it into a more upscale jewelry store called Nygaard Jewelers. While the store was successful in York with no competition, customers from their hometown of Spartanburg encouraged them to open a location there. Recently, Nygaard Jewelers lost their lease in Spartanburg and Bob must now decide whether to close the business or attempt to keep it running.
Maa250 assignment 2 ethics and financial services trimester RIYAN43
The document provides instructions for a two-part ethics assignment in a financial services course. For part 1, students must complete an ethics inventory simulation and submit the results. For part 2, students must write a 1,800-word reflective statement drawing on their inventory results and discussing two course topics as they relate to the student's role as a future professional or business leader. The reflection should address global citizenship concepts and analyze how the topics will help the student in their future role.
M7.2 discussion better together gecc2020 unread replies.202RIYAN43
The document discusses diversity and inclusion in the workplace. It prompts students to read about and discuss diversity in their career fields and the benefits and challenges of diverse work groups. Students are asked to post their initial thoughts on if they have experienced underrepresentation, groups underrepresented in their field, and the pros and cons of diversity. They are then asked to reply to at least two classmates' posts and discuss if workplaces will become more or less diverse in the future.
Literature evaluation table student name summary of clinicRIYAN43
This document summarizes strategies for banks to effectively market to Generation Y. It discusses Gen Y's preference for technology and social networking. Banks need to have a strong online presence, including on sites like Facebook, and refresh their websites frequently with new content. Products should help Gen Y manage their finances and save for the future. Gen Y also values corporate transparency and social responsibility from the banks they use. Marketing directly to Gen Y and their parents together was also discussed as a strategy.
Literacy toolkit 2 reading and writing part 1 reading anRIYAN43
This document provides a framework for teaching reading and writing concepts. It includes a chart to outline a strategy for introducing a literacy concept, how to differentiate the strategy for student needs, and required materials. Educators are also prompted to reflect on implementing the strategy.
List of articles that were used in past papers that cannot be usedRIYAN43
This document provides guidance for writing a research critique assignment on a nursing-related research article. It lists topics that must be addressed in the critique, including describing the research problem, reviewing the literature, discussing the theoretical framework, methodology, data analysis, conclusions, and implications for nursing. The critique must be 4-6 pages plus a cover page and reference page, and follow APA style. Articles used previously or that are review articles cannot be selected.
Liking is for cowards. go for what hurts.by jonathan franzen may 2RIYAN43
The document is an essay by Jonathan Franzen arguing that liking is superficial and consumerist, while love is transformative but painful. It discusses how technology and consumerism encourage people to define themselves through how likable they are. However, truly loving another person means accepting their flaws and facing rejection or conflict. While painful, love exposes us to real human connection rather than artificial approval. It describes the author's own journey from caring about environmental issues from a distance to deeply loving birds and confronting his feelings about nature's degradation.
Let’s challenge your understanding of computer network requiremeRIYAN43
The document provides instructions for designing a hypothetical computer network for one of three people: a retired gentleman on a fixed income, a small business owner, or a young college student. The design must include a list of specifications and an explanation of why each specification was chosen. At a minimum, the design must consider cost, functionality, connecting devices, and internet connections. Eligible devices for the network include printers, DVRs, smart TVs, gaming consoles, appliances, computers, mobile devices, and digital media players. The submission requirements include a minimum of three paragraphs explaining the design and a neatly ordered equipment list between five to ten devices, excluding the modem and router.
Legislating components of a humane city the economic iRIYAN43
The document analyzes the economic impacts of Austin, Texas City Resolution 20091105-040, referred to as the "No Kill" resolution, which aimed to achieve and maintain a 90% live release rate for companion animals at the municipal animal shelter. The study found the resolution resulted in increased costs for shelter operations but also benefits from economic outputs in veterinary/pet care, retail pet sales, and increased brand equity for the city. Overall, the total estimated economic impact from 2010-2016 was $157.4 million. The resolution required coordination between animal welfare groups, policies, leadership, and citizens to implement operational changes at the shelter. A city's decision to adopt similar policies requires consideration of resources and balancing animal welfare with lengths
Length format 3 or more typed pages 12 point font doubRIYAN43
This document provides formatting guidelines for a 3 page paper comparing the culture of any country to the United States in terms of management context. The paper must be at least 3 typed, double spaced pages in 12 point font with no cover page and references in APA format cited at the end. It should include a brief paragraph on the selected country's history, demographics and geography, reference the primary cultural orientations of individualism/collectivism, power distance, high/low context and polychronic/monochronic time, compare these orientations between the country and the US, and identify potential cross-cultural communications issues between the country and US in a business setting.
Lego case study tying in from economic freedom and titanRIYAN43
This document provides instructions for a Lego case study using Pyramid's data analytics capabilities. It outlines the objectives of applying skills from previous tutorials and gaining a deeper understanding of the ETL process. The case study focuses on analyzing data from 1997-2017 to gain insights into how Lego recovered from a crisis in the early 2000s to become the top toy company by 2012. It describes loading multiple datasets into Pyramid and performing joins between them using keys like theme_id, set_num, inventory_id, and color_id. Visualizations are created to analyze trends in themes, colors, and parts over time, revealing strategies like introducing new themes, more girl-friendly colors, and reducing complexity that contributed to Lego's turnaround
Learning resources required readingsthyer, b. a. (2013). RIYAN43
This document provides required readings, media, and optional resources for a learning module. It lists two required journal articles discussing evidence-based and evidence-guided social work practice. It also lists a required 1-minute audio introduction on evaluation. It directs students to submit a blog post by Day 3 discussing how they have addressed or might address evaluation in their fieldwork placement while referring to last week's process recording.
Learning resources required readingsdudley, j. r. (2020).RIYAN43
This document provides learning resources and required readings for a course on developing logic models. It includes chapters from two books on needs assessments and case histories. It also includes articles on logic models and measuring program outcomes. The document discusses how a team of social workers can use a logic model to explore client needs and problems, verify desired outcomes, and develop a theory of change for their intervention. It provides an example of making assumptions about client needs and outlines how a logic model could help the team connect problems, needs, interventions, and outcomes in a logical way.
Learning outcomes after completing this part of the project, studRIYAN43
This document outlines the learning outcomes and procedures for a student project on analyzing works of art and architecture from different historical periods. The learning outcomes include defining a clear thesis, writing an analysis that evaluates works considering techniques/materials, cultural context, and appropriate vocabulary. Students will support their thesis with visuals and sources while applying Chicago-Turabian style. They will write a 500-word comparative essay on selected 19th century and early-mid 20th century works and provide feedback on peers' essays considering clarity, use of sources, and integration of visuals.
Leadership strategies for hr assignment 2 type your name hereRIYAN43
This document provides instructions for an assignment to create a presentation on leadership strategies for HR. It includes directions to discuss the company's mission statement, explain the importance of HR, propose strategies for conflict management, communication improvement, employee motivation, and behavior improvement, and plans to measure the effectiveness of each strategy. The document provides examples and hints for creating the presentation slides and notes.
Labor history, vol. 44, no. 3, 2003 sentinels for new southRIYAN43
This document summarizes an academic article about Booker T. Washington's views on black industrial accommodation in the Jim Crow South. It discusses how Washington argued that black leaders acted as "sentinels" to keep black workers content under the segregated system. However, the document questions whether this understates tensions between black elites and workers, and suggests accommodation primarily served the interests of white industrialists who wanted a docile black workforce to industrialize the post-Civil War South. It examines how industrialists saw cheap black labor as key to economic growth but also wanted it to remain non-unionized and politically powerless.
Lab 7 the sun, earth and zodiac part i precession and theRIYAN43
1) The document discusses the motions of the Earth, including its rotation, orbit around the Sun, and precession. It describes how precession causes the Earth's axis to trace out a circle over 26,000 years.
2) It explains how the Sun's apparent motion against the background constellations changes over the course of a year due to Earth's orbit. The Sun moves eastward by about 1 degree per day.
3) The document analyzes how the constellations visible after sunset change for different dates relative to the reader's birthday, due to Earth's annual orbit around the Sun.
Lab 6 tracking the night sky ii part i a coordinate systeRIYAN43
The document describes a lab activity on tracking the night sky using different coordinate systems. It introduces the right ascension/declination (RA/Dec) coordinate system used by astronomers to describe celestial objects. Students learn about and practice using the RA/Dec system on a star wheel and in the Stellarium software to determine coordinates of stars and observe how the night sky appears at different locations, including San Francisco, the North Pole, and the equator. Key findings include that Polaris' declination does not change but its altitude does based on location, and that the visibility of different stars depends on one's latitude.
Lab 5 electron configuration chem101l student name click here toRIYAN43
This chemistry lab document provides instructions and questions for an experiment on the electron configurations of lithium chloride, sodium chloride, potassium chloride, and calcium chloride. Students are asked to write out the electron configurations of each element and determine the approximate wavelength of light emitted when each salt is burned based on its electron configuration. The document also prompts students to explain why salt compounds give off light when burned and compare the colors emitted from sodium chloride and potassium chloride.
Kristin l. reiter paula h. songhapaupha editoriaRIYAN43
This document provides information about the editorial board for the book "Gapenski's Healthcare Finance: An Introduction to Accounting and Financial Management". It lists the names and affiliations of each member of the editorial board. It also provides copyright information and publishing details for the book. The document is intended to provide authoritative information about the subject matter and contributors to the book, but does not represent the official positions of any organizations. It notes that the book is intended for educational purposes and is not a substitute for professional advice.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
2. remove content from this title at any time if subsequent rights
restrictions require it. For valuable information on pricing,
previous
editions, changes to current editions, and alternate formats,
please visit www.cengage.com/highered to search by
ISBN#, author, title, or keyword for materials in your areas of
interest.
Important Notice: Media content referenced within the product
description or the product text may not be available in the
eBook version.
Copyright 2016 Cengage Learning. All Rights Reserved. May
not be copied, scanned, or duplicated, in whole or in part. Due
to electronic rights, some third party content may be suppressed
from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does
not materially affect the overall learning experience. Cengage
Learning reserves the right to remove additional content at any
time if subsequent rights restrictions require it.
Leadership: Research Findings, Practice,
and Skills, Eighth Edition
Andrew J. DuBrin
Vice President, General Manager, Social Science
& Qualitative Business: Erin Joyner
Product Director: Michael Schenk
Senior Product Manager: Scott Person
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Cengage Learning Customer & Sales Support, 1-800-354-9706
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Printed in the United States of America
Print Number: 01 Print Year: 2014
200 203
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To Rosie, Clare, Camila, Sofia, Eliana, Julian, Carson, and
Owen
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CONTENTS
BRIEF
CHAPTER 1 The Nature and Importance of Leadership 1
CHAPTER 2 Traits, Motives, and Characteristics of Leaders 35
7. CHAPTER 3 Charismatic and Transformational Leadership 72
CHAPTER 4 Leadership Behaviors, Attitudes, and Styles 108
CHAPTER 5 Contingency and Situational Leadership 145
CHAPTER 6 Leadership Ethics and Social Responsibility 178
CHAPTER 7 Power, Politics, and Leadership 209
CHAPTER 8 Influence Tactics of Leaders 247
CHAPTER 9 Developing Teamwork 277
CHAPTER 10 Motivation and Coaching Skills 309
CHAPTER 11 Creativity, Innovation, and Leadership 344
CHAPTER 12 Communication and Conflict Resolution Skills
380
CHAPTER 13 Strategic Leadership and Knowledge Management
418
8. CHAPTER 14 International and Culturally Diverse Aspects of
Leadership 448
CHAPTER 15 Leadership Development and Succession 483
Glossary 516
Indexes 521
iv
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CONTENTS
PREFACE xix
9. CHAPTER 1 The Nature and Importance of Leadership 1
The Meaning of Leadership 2
Leadership as Shared Responsibility and Collaboration 4
Leadership as a Relationship 4
Leadership Versus Management 5
The Impact of Leadership on Organizational Performance 7
Research and Opinion: Leadership Does Make a Difference 7
Research and Opinion: Formal Leadership Does Not Make a
Difference 8
Leadership Roles 10
Leadership Self-Assessment Quiz 1-1: Readiness for the
Leadership Role 11
Leadership Skill-Building Exercise 1-1: My Leadership Role
Analysis 15
Leader in Action: Rosalind Brewer, Top Executive at Sam’s
Club, Makes an
Impact 16
10. The Satisfactions and Frustrations of Being a Leader 17
Satisfactions of Leaders 17
Dissatisfactions and Frustrations of Leaders 18
A Framework for Understanding Leadership 20
Skill Development in Leadership 22
Leadership Skill-Building Exercise 1-2: My Leadership
Portfolio 23
Leadership Self-Assessment Quiz 1-2: The Leadership
Experience Audit 24
Followership: Being an Effective Group Member 24
Types of Followers 25
Essential Qualities of Effective Followers 26
Collaboration Between Leaders and Followers 27
Summary • Key Terms • Guidelines for Action and Skill
Development 27–28
11. Leadership Case Problem A: Elon Musk, Business Leader and
Superhero 29
Leadership Case Problem B: Does Julia Share Too Much
Responsibility? 31
Notes 32
v
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CHAPTER 2 Traits, Motives, and Characteristics of Leaders 35
Personality Traits of Effective Leaders 37
General Personality Traits 37
12. Leadership Self-Assessment Quiz 2-1: How Self-Confident Are
You? 39
Leadership Self-Assessment Quiz 2-2: Behaviors and Attitudes
of a Trustworthy
Leader 43
Leadership Skill-Building Exercise 2-1: Enthusiasm, Optimism,
and Warmth on
the Job 46
Task-Related Personality Traits 47
Leadership Self-Assessment Quiz 2-3: My Tendencies Toward
Being a Proactive
Personality 48
Leadership Motives 53
The Power Motive 54
The Drive and Achievement Motive 55
Tenacity and Resilience 55
Cognitive Factors and Leadership 56
13. Cognitive (or Analytical) Intelligence 56
Knowledge of the Business or Group Task 57
Creativity 57
Insight into People and Situations 58
Farsightedness and Conceptual Thinking 58
Leader in Action: Kevin A. Plank, Founder of Under Armour
Inc. 59
Leadership Skill-Building Exercise 2-2: Group Feedback on
Leadership
Traits 60
The Influence of Heredity and Environment on Leadership 60
The Strengths and Limitations of the Trait Approach 62
Summary • Key Terms • Guidelines for Action and Skill
Development 63–64
Leadership Case Problem A: Store Manager, Ensign Jimmy
Badger 65
Leadership Case Problem B: Blunt Brittany 67
Leadership Skill-Building Exercise 2-3: My Leadership
14. Portfolio 68
Leadership Skill-Building Exercise 2-4: Analyzing the Traits,
Motives, and
Characteristics of a Well-Known Leader 68
Notes 68
CHAPTER 3 Charismatic and Transformational Leadership 72
The Meanings of Charisma 73
Charisma: A Relationship Between the Leader, Group Members,
and Other
Stakeholders 74
The Effects of Charisma 75
Three Types of Charismatic Leaders 76
Characteristics of Charismatic Leaders 77
vi CONTENTS
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Leadership Self-Assessment Quiz 3-1: A Checklist of Behaviors
and Attitudes
Reflecting Charisma 80
The Vision Component of Charismatic Leadership 81
The Communication Style of Charismatic Leaders 83
Leadership by Inspiration 83
Leadership Skill-Building Exercise 3-1: Formulating a Vision
83
Leadership by Storytelling 84
Extensive Use of Social Networking 85
Leadership Skill-Building Exercise 3-2: Charismatic Leadership
by
16. Storytelling 85
The Development of Charisma 86
Techniques for Developing Charisma 87
Transformational Leadership 89
Leadership Self-Assessment Quiz 3-2: The Dual-Level
Transformational
Leadership (TFL) Scale 90
How Transformations Take Place 91
Attributes of Transformational Leaders 94
The Impact of Transformational and Charismatic Leadership on
Performance and
Behavior 95
Leader in Action: Mary Barra, CEO of GM 97
Concerns about Charismatic Leadership 98
Challenges to the Validity of Charismatic Leadership 98
The Dark Side of Charismatic Leadership 98
17. Summary • Key Terms • Guidelines for Action and Skill
Development 99–101
Leadership Case Problem A: Tim Puts His Charisma Online 102
Leadership Case Problem B: Turnaround Ashley 103
Leadership Skill-Building Exercise 3-3: My Leadership
Portfolio 104
Leadership Skill-Building Exercise 3-4: Finding Inspirational
Messages on a
Social Networking Site 104
Notes 104
CHAPTER 4 Leadership Behaviors, Attitudes, and Styles 108
The Classic Dimensions of Consideration and Initiating
Structure 109
Task-Related Attitudes and Behaviors 112
Leadership Skill-Building Exercise 4-1: Feedback Skills 114
18. Relationship-Oriented Attitudes and Behaviors 115
Leadership Self-Assessment Quiz 4-1: Task-Oriented Attitudes
and
Behaviors 116
Leadership Skill-Building Exercise 4-2: Clarifying Your
Interpersonal Work
Values 119
CONTENTS vii
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360-Degree Feedback for Fine-Tuning a Leadership Approach
121
19. Leadership Skill-Building Exercise 4-3: Applying Relationship-
Oriented and
Task-Oriented Attitudes and Behaviors 122
Leadership Styles 124
Participative Leadership 125
Autocratic Leadership 126
Leader in Action: Craig Federighi, Senior Vice President,
Software Engineering
at Apple Inc. 127
Leadership Grid™ Styles 127
Leadership Self-Assessment Quiz 4-2: What Style of Leader Are
You or Would
You Be? 128
Entrepreneurial Leadership 131
Leadership Self-Assessment Quiz 4-3: Entrepreneurial Thinking
and
Behavior 132
20. Gender Differences in Leadership Style 134
Leadership Skill-Building Exercise 4-4: Entrepreneurial
Leadership 134
Selecting the Best Leadership Style 136
Leadership Skill-Building Exercise 4-5: Contrasting Leadership
Styles 137
Summary • Key Terms • Guidelines for Action and Skill
Development 137–138
Leadership Case Problem A: Frank Won’t Accept “We Can’t”
for an
Answer 139
Leadership Case Problem B: Tricia and Her Facebook Friends
and Twitter
Followers 140
Leadership Skill-Building Exercise 4-6: My Leadership
Portfolio 141
21. Leadership Skill-Building Exercise 4-7: The Entrepreneurial
Leadership
Style 142
Notes 142
CHAPTER 5 Contingency and Situational Leadership 145
Situational Influences on Effective Leadership Behavior 146
Fiedler’s Contingency Theory of Leadership Effectiveness 148
Measuring Leadership Style: The Least Preferred Coworker
(LPC) Scale 148
Measuring the Leadership Situation 149
Overall Findings 149
Making the Situation More Favorable for the Leader 150
Evaluation of Fiedler’s Contingency Theory 151
The Path-Goal Theory of Leadership Effectiveness 151
Matching the Leadership Style to the Situation 153
Steps Leaders Can Take to Influence Performance and
Satisfaction 154
Situational Leadership® II (SLII) 155
22. viii CONTENTS
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Leadership Self-Assessment Quiz 5-1: Measuring Your
Situational
Perspective 156
Basics of SLII 157
Evaluation of SLII 158
Leadership Skill-Building Exercise 5-1: Applying Situational
Leadership II 159
The Normative Decision Model 159
23. Decision-Making Styles 160
Contingency Factors and Application of the Model 160
Leader–Member Exchange (LMX) and Contingency Theory 161
Leadership Self-Assessment Quiz 5-2: Quality of Leader–
Member
Relations 162
Leadership During a Crisis 163
Leadership Self-Assessment Quiz 5-3: Checklist for Crisis
Leadership 164
Leader in Action: Sandra E. Peterson, Group Worldwide
Chairman of the
Johnson & Johnson Consumer Health Unit 169
Evidence-Based Leadership for the Contingency and Situational
Approach 169
Summary • Key Terms • Guidelines for Action and Skill
Development 170–172
24. Leadership Case Problem A: Supervisory Styles at the Red
Rascal 173
Leadership Case Problem B: Metal Recycling Executive
Attempts to Salvage
Martha Stewart Living 174
Leadership Skill-Building Exercise 5-2: My Leadership
Portfolio 175
Leadership Skill-Building Exercise 5-3: Crisis Leadership 175
Notes 175
CHAPTER 6 Leadership Ethics and Social Responsibility 178
Principles and Practices of Ethical and Moral Leadership 179
Leadership Self-Assessment Quiz 6-1: The Leadership Ethics
Quiz 180
Four Ethical Leadership Behaviors 181
Factors Contributing to Ethical Differences 182
Leadership Self-Assessment Quiz 6-2: The Air Force Character
Attributes
25. Checklist 185
The Ethical Mind for Leaders 186
Guidelines for Evaluating the Ethics of a Decision 187
Leadership Skill-Building Exercise 6-1: Should “Dinosaur
Power” Be Placed on
the Market? 188
A Sampling of Unethical Leadership Behaviors 188
Leadership, Social Responsibility, and Creating an Ethical
Organizational
Culture 190
Providing Strategic Leadership of Ethics and Social
Responsibility 191
Creating a Pleasant Workplace 191
CONTENTS ix
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Helping Build a Sustainable Environment 192
Leader in Action: Leadership at Coca-Cola and Nestlé Waters
Protects
Freshwater Supplies 194
Leadership Skill-Building Exercise 6-2: Conducting an
Environmental
Audit 195
Engaging in Social Entrepreneurship 195
Engaging in Philanthropy 196
Working with Suppliers to Improve Working Conditions 196
Establishing Written Codes of Ethical Conduct 197
Developing Formal Mechanisms for Dealing with Ethical
Problems 197
Accepting Whistleblowers 198
27. Providing Training in Ethics and Social Responsibility 198
Placing Company Interests over Personal Interests 199
Leadership Skill-Building Exercise 6-3: Getting More Bang for
the Buck with
Layoffs 199
Ethical and Socially Responsible Behavior and Organizational
Performance 200
Summary • Key Terms • Guidelines for Action and Skill
Development 201–202
Leadership Case Problem A: Are Drivers or Smartphones to
Blame? 203
Leadership Case Problem B: Let’s Go Green 204
Leadership Skill-Building Exercise 6-4: My Leadership
Portfolio 205
Leadership Skill-Building Exercise 6-5: Company Policy for
Employee Recycling
of Electronic Products 206
28. Notes 206
CHAPTER 7 Power, Politics, and Leadership 209
Sources and Types of Power 211
Position Power 211
Personal Power 212
Power Stemming from Ownership 212
Manager Assessment Quiz 7-1: Rating a Manager’s Power 213
Power Stemming from Dependencies 214
Power Derived from Capitalizing on Opportunity 215
Power Stemming from Managing Critical Problems 215
Power Stemming from Being Close to Power 215
Power and Self-Serving Behavior 216
Tactics for Becoming an Empowering Leader 216
The Nature of Empowerment 217
Empowering Practices 218
Leadership Self-Assessment Quiz 7-1: Empowering Attitudes
and Beliefs 219
29. Effective Delegation and Empowerment 222
x CONTENTS
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Leadership Skill-Building Exercise 7-1: Conducting an
Empowerment
Session 223
Factors that Contribute to Organizational Politics 223
Pyramid-Shaped Organization Structure 224
Subjective Standards of Performance 224
Environmental Uncertainty and Turbulence 224
Emotional Insecurity 225
30. Machiavellian Tendencies 225
Encouraging Admiration from Subordinates 225
Political Tactics and Strategies 225
Ethical Political Tactics and Strategies 226
Leadership Self-Assessment Quiz 7-2: The Positive
Organizational Politics
Questionnaire 227
Leadership Skill-Building Exercise 7-2: Paying Back Favors
from Network
Members 229
Leadership Skill-Building Exercise 7-3: Asking Advice Role
Play 232
Leader in Action: Carol B. Tomé, the Home Depot CFO 235
Leadership Self-Assessment Quiz 7-3: The Blunder Quiz 236
Unethical Political Tactics and Strategies 236
Exercising Control over Dysfunctional Politics 238
31. Leadership Skill-Building Exercise 7-4: Controlling Office
Politics 240
Summary • Key Terms • Guidelines for Action and Skill
Development 240–241
Leadership Case Problem A: Ray, the Empowered Athletic Club
Director 242
Leadership Case Problem B: Brenda the Tweeting Leader 243
Leadership Skill-Building Exercise 7-5: My Leadership
Portfolio 244
Notes 244
CHAPTER 8 Influence Tactics of Leaders 247
A Model of Power and Influence 249
Description and Explanation of Influe nce Tactics 250
Leadership Self-Assessment Quiz 8-1: Survey of Influence
Tactics 251
32. Essentially Ethical and Honest Tactics 252
Leader in Action: Doug Scott, Truck Group Marketing Manager
at Ford Motor
Company 258
Essentially Neutral Influence Tactics 258
Leadership Self-Assessment Quiz 8-2: Measure of Ingratiating
Behavior in
Organizational Settings (MIBOS) 260
Essentially Dishonest and Unethical Tactics 262
Leadership Skill-Building Exercise 8-1: Influence Tactics 264
CONTENTS xi
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Leadership Skill-Building Exercise 8-2: Identifying Influence
Tactics 264
Leadership Influence for Organizational Change 265
Relative Effectiveness and Sequencing of Influence Tactics 266
Relative Effectiveness of Influence Tactics 266
Sequencing of Influence Tactics 268
Leadership Skill-Building Exercise 8-3: Applying Influence
Tactics 268
Implicit Leadership Theories and Leadership Influence 269
Summary • Key Terms • Guidelines for Action and Skill
Development 270–271
Leadership Case Problem A: Steve Tackles Mall World 272
Leadership Case Problem B: Maya the Manipulator 273
34. Leadership Skill-Building Exercise 8-4: My Leadership
Portfolio 274
Leadership Skill-Building Exercise 8-5: A Leadership Essay
274
Notes 275
CHAPTER 9 Developing Teamwork 277
The Leader’s Role in the Team-Based Organization 279
Leader Actions That Foster Teamwork 280
Actions Leaders Can Take Using Their Own Resources 281
Leadership Skill-Building Exercise 9-1: Shelters for the
Homeless 284
Leadership Self-Assessment Quiz 9-1: Team Player Attitudes
286
Actions Generally Requiring Organization Structure or Policy
291
35. Leader in Action: Jerry Murrell, the CEO and Founder of Five
Guys Rewards
Teamwork 292
Offsite Training and Team Development 295
Features of Outdoor and Offsite Training Programs 295
Leadership Skill-Building Exercise 9-2: The Team Leader
Candidates 296
Leadership Skill-Building Exercise 9-3: Trust Me 296
Evaluation of Outdoor Training for Team Development 297
The Leader–Member Exchange Model and Teamwork 298
Different-Quality Relationships 298
First Impressions 301
Summary • Key Terms • Guidelines for Action and Skill
Development 302
Leadership Case Problem A: The Global Insurance Tag Team
303
36. Leadership Case Problem B: Ashley Wants to Boost Teamwork
304
Leadership Skill-Building Exercise 9-4: My Leadership
Portfolio 305
Leadership Skill-Building Exercise 9-5: The Trust Fall 306
Notes 306
xii CONTENTS
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CHAPTER 10 Motivation and Coaching Skills 309
37. Leadership Self-Assessment Quiz 10-1: How Meaningful Is My
Work? 311
Leadership and Employee Engagement 312
The Impact of Worker Engagement on Productivity 312
Leadership Skill-Building Exercise 10-1: Collecting Live Data
on Worker
Engagement 313
Meaningful Work for Employee Engagement 313
Expectancy Theory and Motivational Skills 314
Basic Components of Expectancy Theory 315
Leadership Skills and Behaviors Associated with Expectancy
Theory 317
Leadership Skill-Building Exercise 10-2: Estimating Valences
for Applying
Expectancy Theory 318
Goal Theory 319
38. Basic Findings of Goal Theory 320
The Importance of How Goals Are Attained and Other Concerns
322
Leadership Skill-Building Exercise 10-3: The Application of
Goal Theory 323
Using Recognition and Pride to Motivate Others 323
Leadership Self-Assessment Quiz 10-2: How Much Do I
Crave Recognition? 324
Appealing to the Recognition Need of Others 325
Appealing to Pride 326
Coaching as an Approach to Motivation 327
Key Characteristics of Coaching 327
Fallacies About Coaching 328
Leader in Action: Tammy the Kindly Coach 329
Coaching Skills and Techniques 329
Leadership Self-Assessment Quiz 10-3: Characteristics of an
39. Effective
Coach 333
Executive Coaching and Leadership Effectiveness 333
Leadership Skill-Building Exercise 10-4: Coaching for
Improved
Performance 334
Specific Forms of Assistance Provided by Executive Coaches
334
Contributions of and Concerns About Executive Coaching 335
Summary • Key Terms • Guidelines for Action and Skill
Development 336–338
Leadership Case Problem A: We Need More Engagement
Around Here 338
Leadership Case Problem B: Tyler Faces a Feedback Challenge
340
Leadership Skill-Building Exercise 10-5: My Leadership
Portfolio 341
40. Leadership Skill-Building Exercise 10-6: Position Paper on
Motivation 341
Notes 341
CONTENTS xiii
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CHAPTER 11 Creativity, Innovation, and Leadership 344
Steps in the Creative Process 346
Characteristics of Creative Leaders 347
Knowledge 348
41. Leadership Self-Assessment Quiz 11-1: The Creative
Personality Test 349
Cognitive Abilities 350
Personality 351
Passion for the Task and the Experience of Flow 351
Overcoming Traditional Thinking as a Creativity Strategy 352
Organizational Methods to Enhance Creativity 353
Leader in Action: Modern Business Examples of Thinking
Outside the Box 354
Systematically Collecting Fresh Ideas 354
Brainstorming 356
Using the Pet-Peeve Technique 356
Leadership Skill-Building Exercise 11-1 357
The Morality of Enhancing Creativity 358
Self-Help Techniques to Enhance Creative Problem Solving 359
Practicing Creativity-Enhancing Activities 359
42. Staying Alert to Opportunities 360
Leadership Skill-Building Exercise 11-2: The Multiple Uses
Technique 360
Maintaining an Enthusiastic Attitude, Including Being Happy
361
Maintaining and Using a Systematic Place for Recording Your
Ideas 361
Playing the Roles of Explorer, Artist, Judge, and Lawyer 361
Engaging in Appropriate Physical Exercise 362
Establishing a Climate and Culture for Creative Thinking 363
Leadership Practices for Enhancing Creativity 363
Leadership Diagnostic Activity 11-1: Assessing the Climate for
Creativity and
Innovation 364
Methods of Managing Creative Workers 367
Leader in Action: Jack Dorsey, the Creative Leader and
Cofounder of Twitter
and Square 369
43. Additional Leadership Practices That Enhance Innovation 370
Summary • Key Terms • Guidelines for Action and Skill
Development 372–373
Leadership Case Problem A: The Rapid Cash Store Needs Ideas
374
Leadership Case Problem B: “How Can We Encourage a Few
Disrupters?” 375
Leadership Skill-Building Exercise 11-3: My Leadership
Portfolio 376
Leadership Skill-Building Exercise 11-4: The Multimedia
Presentation 377
Notes 377
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