Behavioral Theories Of Leadership PowerPoint Presentation SlidesSlideTeam
Need to present types of behavior and personality traits associated with effective leadership? To help you out in presenting management theories, we have come up with content-ready behavioral theories of leadership PowerPoint presentation. This leadership behavioral approaches PPT design contains slides such as definition, who is a leader, quotes, difference between leaders and managers, qualities of good leader, formal and informal, styles of leadership, entrepreneurial and transactional, four components, trait, contingency and behavioral and situational theory, traits and skills, managerial grid, Fielder's contingency model, LPC scale, path goal theory, Hersey and Blanchard's, member exchange theory, normative decision model, participative process and participative decision making. Additionally, with this studies of leadership PowerPoint template, you can present topics like situation and trait based leadership, organizational behavior, business management, transformational leadership, contingency approaches, behavior learning theory, governance model, behaviors of manager, functional leadership etc. Download our behavioral theories of leadership presentation slides to convey your message convincingly.Good habits evolve with our Behavioral Theories Of Leadership PowerPoint Presentation Slides. They are based on the best customs.
This provides an overview of management approaches. Much of this work relied heavily on Bhavin Aswani's Evolution of Management Thought, Management 2's, The Evolution of Management Study and Management Yesterday and Today. Many other sources were also used in the slides.
Declaration: The materials incorporated in this document have come from variety of sources and compiler bears no responsibilities for any information contained herein. The compiler acknowledges all the sources although references have not been explicitly cited for all the contents in this document.
Theories & Approaches to Leadership: An OverviewKimberly White
A brief overview of leadership, including pre-1970 leadership theories and a handful of contemporary approaches to leadership. Theorists include Bass & Burns, Greenleaf, Astin & Astin, Heifetz, Maxwell, Sinek, and Collins.
Behavioral Theories Of Leadership PowerPoint Presentation SlidesSlideTeam
Need to present types of behavior and personality traits associated with effective leadership? To help you out in presenting management theories, we have come up with content-ready behavioral theories of leadership PowerPoint presentation. This leadership behavioral approaches PPT design contains slides such as definition, who is a leader, quotes, difference between leaders and managers, qualities of good leader, formal and informal, styles of leadership, entrepreneurial and transactional, four components, trait, contingency and behavioral and situational theory, traits and skills, managerial grid, Fielder's contingency model, LPC scale, path goal theory, Hersey and Blanchard's, member exchange theory, normative decision model, participative process and participative decision making. Additionally, with this studies of leadership PowerPoint template, you can present topics like situation and trait based leadership, organizational behavior, business management, transformational leadership, contingency approaches, behavior learning theory, governance model, behaviors of manager, functional leadership etc. Download our behavioral theories of leadership presentation slides to convey your message convincingly.Good habits evolve with our Behavioral Theories Of Leadership PowerPoint Presentation Slides. They are based on the best customs.
This provides an overview of management approaches. Much of this work relied heavily on Bhavin Aswani's Evolution of Management Thought, Management 2's, The Evolution of Management Study and Management Yesterday and Today. Many other sources were also used in the slides.
Declaration: The materials incorporated in this document have come from variety of sources and compiler bears no responsibilities for any information contained herein. The compiler acknowledges all the sources although references have not been explicitly cited for all the contents in this document.
Theories & Approaches to Leadership: An OverviewKimberly White
A brief overview of leadership, including pre-1970 leadership theories and a handful of contemporary approaches to leadership. Theorists include Bass & Burns, Greenleaf, Astin & Astin, Heifetz, Maxwell, Sinek, and Collins.
Behavioral theories assert that people can learn how to become leaders through teaching and observation. As a reaction to the trait theories, the behavioral theories looks not at the traits and abilities of leaders, but their behavior.
This presentation provides the definition, principles and discussions on the Max Weber's Bureaucratic Management Theory.
For more of this presentation: https://youtu.be/SZECH-gPW7E
SUBSCRIBE. COMMENT. LIKE. SHARE
Difference Between Leadership and ManagementRenalyn Dario
Source:
Principles and Practices of Management and Organization
Authors:
Samuel Mejia Salvador
Estrelito Cabingan Bagunas
Ellinor Fua-Geronimo
Presentation made by: Renalyn A. Dario
Behavioral theory of leadership by Ralph stogdill
Ralph stogdill ;
Ohio states studies ;
Behavioral theory of leadership ;
Dimensions of the theory ;
Compare the dimensions ;
Styles of leadership ;
and a summary
Behavioral theories assert that people can learn how to become leaders through teaching and observation. As a reaction to the trait theories, the behavioral theories looks not at the traits and abilities of leaders, but their behavior.
This presentation provides the definition, principles and discussions on the Max Weber's Bureaucratic Management Theory.
For more of this presentation: https://youtu.be/SZECH-gPW7E
SUBSCRIBE. COMMENT. LIKE. SHARE
Difference Between Leadership and ManagementRenalyn Dario
Source:
Principles and Practices of Management and Organization
Authors:
Samuel Mejia Salvador
Estrelito Cabingan Bagunas
Ellinor Fua-Geronimo
Presentation made by: Renalyn A. Dario
Behavioral theory of leadership by Ralph stogdill
Ralph stogdill ;
Ohio states studies ;
Behavioral theory of leadership ;
Dimensions of the theory ;
Compare the dimensions ;
Styles of leadership ;
and a summary
Leadership That Drives Organizational Results- Leland SandlerLeland Sandler
Executive Director Leland Sandler has created real sustainable change for Amylin Pharmaceuticals, developing strong leaders and an innovation driven business that will lead to ultimate long-term success.
Follow Leland:
WEBSITE: http://lelandsandler.com/
THE SANDLER GROUP: http://sandlergroup.net/
TWITTER: https://twitter.com/lelandsandler
FACEBOOK: http://facebook.com/thesandlergroup
Case Study: American Airlines Takes Flight With Service VirtualizationCA Technologies
How American Airlines performed an Enterprise deployment of Service Virtualization and realized value while in the midst of merging two airlines and integrating the IT systems.
For more information, please visit http://cainc.to/Nv2VOe
A Case Study of Organizational Change in China
This presentation was given to the ASTD Virtual Conference 2009. It provides insights on how to facilitate an organizational change program through using a case study about a Chinese corporation transforming during the SARS crisis.
The Usage of PollEverywhere by Howard University Faculty Who Took PollEverywh...Dr. Aitza Haddad Nuñez
This study presumes that HBCUs would be specially affected by the integration of technology into the college classroom as a strategy to enhance the active teaching/learning process. In this sense, this study aims to collect preliminary data on the usage of PollEverywhere by faculty members at Howard University, a well-known HBCU, that can be used as a basis for further explorations.
Researching Leadership Theory
In researching leadership theories, there is no shortage of material, articles and books that outline the history of leadership theory development (Bolden et al 2003; Northouse, 2007; Bass, 2008). This phenomenal amount of literature reflects the vast array of different approaches being aired (Storey, 2004) as well as the wealth of knowledge that exists. There are “trait, behavioural, situational and attribution theories […] visionary, ethical, charismatic, and transactional versus transformational” theories (Abramson, 2007:115). Classical leadership theories have evolved through the 20th century from personality based, to behavioral to context based theories (Nahavandi, 2006). The majority of the literature seems to agree on the main developments in the history of leadership theory.
While the wealth of information is great, and many of the writings present coherent themes, there does not appear to be a single, exhaustive list of the major theories of leadership. To date, the most comprehensive work in this field is Yukl’s review of managerial leadership (1989) and House and Aditya’s review of leadership theories (1997). Thus, in order to better understand where the development of leadership theory stands today, the first challenge was the creation of a coherent outline of the theories of leadership to date. The choice of a chronological order has been made because existing knowledge influences knowledge being developed. This was needed to allow the wealth of academic knowledge to be placed in the reality of the field. An historical chronology offers the most realistic setting to review the development of leadership theories.
The Classic Leadership theories
Table 1 outlines these leadership theories applicable to the field in chronological (as much as is possible) order.
Leadership Theory
Outline description
Main writers
Great Man
The original leadership approach of leaders being born not made. Those certain individuals have exceptional qualities and are destined to lead. The situation brings out the leader.
Trait
People have certain natural traits which are more suited to leadership. Leadership traits can be listed. It is the combination of the right traits which makes a leader.
Stodgill, 1974
Behavioural
Leaders are made and not born. Leadership can be defined into certain behaviours which can be learned and developed
Skinner, 1967
Bandura, 1982
Situational/
Contingency
Situational theory sees leaders adapting their styles to the context and development level of their followers. Contingency theory proposes that it is situational factors together with the leaders style which determine the success of a leader.
Fiedler, 1964
House, 1974 Hersey, Blanchard, 1972
Path-Goal Theory
The successful leaders create structural paths which help followers attain their work goals
House, 1971
Charismatic
The personal charisma of an individual creates an intense emotional attachment for their followers.
Weber, 1947, Hou ...
1 The Evolution of Leadership Theory Although the pra.docxaryan532920
1
The Evolution of Leadership Theory
Although the practice of leadership has changed considerably over time, the
need for leaders and leadership has not (Bass, 1990a; Kouzes & Posner, 1995).
Already in 1990, Bass (1990a) found a proliferation of leadership books (over 3,
300). Since the publication of Burns’s (1978) seminal work on transforming
leadership the number of leadership programs at various higher education
institutions has grown to over 900 (Mangan, 2002). Clearly, interest in the field
remains high. This review, although not exhaustive, traces the historical evolution
of leadership theory from its initial focus on Great Man and trait theory to the
contemporary study of transformational leadership theory offered by Bass.
Although the theoretical underpinnings of leadership theory have changed over
time, in many ways the basic functions of leadership–providing direction, decision
making, establishing goals, communicating, resolving conflict–have not (K. E.
Clark & Clark, 1990). Examining the historical development of leadership theories
provides some necessary perspective as well as context within which to appreciate
the increasing interest in transformational leadership (Bennis, 1976).
Leadership Traits
The historical evolution of the study of leaders and leadership derives from
Galton’s Great Man theory (K. E. Clark & Clark, 1990). Royalty, battlefield
heroes, and other wealthy and successful individuals were thought to possess
inherent talents and abilities that set them apart from the population at large and
2
which enabled them to achieve great success. Great Man theory subsequently gave
rise to trait theory in the 1920s and 1930s, which generally unsuccessfully
attempted to identify traits that made leaders different from other individuals. The
underlying assumption of the theory was that leaders surely had to possess some
universal characteristics that made them leaders. For the most part, traits were
viewed as “givens”–something that was there at birth–inborn, fixed, and
applicable to, and in, any circumstance. The shortcomings of the theory though,
were that it did not take into account the myriad different circumstances faced by
leaders nor the vast differences in the types of individuals being led. Likewise, no
attempt was made to actually measure the leader’s performance (Hollander &
Offermann, 1990). Researchers in the field subsequently refocused their efforts
away from who a leader was to what leaders did and attempted to identify
observable leader behaviors (Sashkin & Burke, 1990).
Leadership Behaviors
The behavioral approach makes an effort to identify exactly what good leaders
do on the job and then draws correlations between those specific behaviors and
their leadership effectiveness (Yukl, 2002). Research in this area basically
identified two different dimensions of leadership behavior (although labeled
differently depending on ...
PersonalityLeadership LinkageThere is a link between an individ.docxmattjtoni51554
Personality/Leadership Linkage
There is a link between an individual’s personality and the leadership style with which individuals are most comfortable and therefore more likely to use. The connection between personality and leadership style has been well noted by several researchers and leadership specialists (Bass, 2000, 2008; Pillai, Schriesheim, & Williams, 1999; de Charon, 2003).
It is important to understand your natural leadership style…so you can capitalize on your natural leadership strengths (or be aware of and address your natural weaknesses) for your career development, self-fulfillment and success at the workplace.
Journal of Leadership Education Volume 8, Issue 2 – Fall 2009 114
The 16 personality types created by Myers and Briggs (Myers & McCaulley, 1985) and adapted by Keirsey and Bates (1984) are a combination of:
EI (extroversion or introversion)
EI are ways in which people gather energy. E types are people who recharge when they are around people. I types are those who need solitude to re-energize.
SN (sensing or intuition)
S types are those who thrive on facts and Ns are those who tend to make decisions based on hunches.
TF (thinking or feeling)
T types are logical and objective in the decisions they make and Fs are more subjective and take things personally.
PJ (perceiving or judging).
Ps like to keep their options open and Js prefer deadlines.
No type is better than the other. They are all just ways in which we interact with the world and make decisions. Understanding these differences can, however, provide insights.
Being a Leader
Everyone, at some time in life, is asked to be a leader, whether to lead a classroom discussion, coach a children’s soccer team, or direct a fund-raising campaign. Many situations require leadership. A leader may have a high profile (e.g., an elected public official) or a low profile (e.g., a volunteer leader in Big Brothers Big Sisters), but in every situation there are leadership demands placed on the individual who is the leader.
Being a leader is challenging, exciting, and rewarding, and carries with it many responsibilities. This chapter discusses different ways of looking at leadership and their impacts on what it means to be a leader.
DEFINING LEADERSHIP
At the outset, it is important to address a basic question: What is leadership? Scholars who study leadership have struggled with this question for many decades and have written a great deal about the nature of leadership (Antonakis, Cianciolo, & Sternberg, 2004; Bass, 1990; Conger & Riggio, 2007). In leadership literature, more than 100 different definitions of leadership have been identified (Rost, 1991). Despite these many definitions, a number of concepts are recognized by most people as accurately reflecting what it is to be a leader.
INTRODUCTION TO LEADERSHIP
Leadership has long intrigued humankind and has been the topic of extensive literature for centuries. The earliest writings include philosophies of leade.
Running head LEADERSHIP STYLES LITERATURE REVIEW .docxcowinhelen
Running head: LEADERSHIP STYLES: LITERATURE REVIEW 1
Leadership styles: Literature review 8
Leadership Styles: Literature Review
Karen Crump
Argosy University
LITERATURE REVIEW
There is vast literature on leadership and more specifically on different styles of leadership. The literature spans many decades and there are hundreds if not thousands of researchers that have aired their opinion in this imperative subject. This study is an extension of the vast literature that has been conducted on leadership styles drawing largely from some of the articles that we have studied in this course. The course largely focused on three leadership styles that include the transformative style of leadership, the personality and charismatic leadership style and the situational leadership style. The literature review will begin with an analysis on these leadership styles and the purpose of every article. The literature review will them highlight some of the themes that emerge in all the articles.
James Downton was the pioneer of transformational leadership after he coined the term in 1973. One of the earliest and most renowned researchers in James Burns who provided the first definition on transformational leadership. He cited transformational leadership as a leadership that aims at changing the already existent thoughts, goals and techniques in order to change results for the better. Lee et al. (2013) also voiced his opinion on transformational leadership by asserting that it is a leadership style that focuses on supporting the needs of the people and more so those that are following the leaders.
There are various renowned business leaders who were known for employing transformative leadership as postulated by Mercedes et al. (2013). He cited William Edward Deming as one of the notable leaders who employed transformational leadership style in the control of the quality of statistics. Another notable leader that he cited was Ross Perot who started his own company the Electric Data Systems after working for IBM as a salesperson. His transformational leadership mainly focused on improving customer services with waiting for approval and without monitoring. His transformative leadership also focused on bringing an order during chaotic times and therefore making it easy for work to be done. Avolio and Yammarino (2013) also introduces us to a number of renowned leaders that also used transformational leadership such as Peter Drucker who provided a balance between long term plans and short term plans in his transformational leadership style.
In additional his transformative leadership also focused on mixing both entrepreneurship and innovation. They further cited John D. Rockefeller as another notable leader who used transformational leadership. Rockefeller who was once the richest man in the world through his company, the Standard Oil ...
This study seeks to examine the impact of leadership traits on public organizational performance.
The views presented by scholars and practitioners in the social sciences argued that there is no relationship
between transformational leadership traits and organizational performance in the public sector organizations.
The study used correlation and regression analysis to identify the gap that exist within the variables under
investigation
·From the weekly readings and e-Activity, analyze the key influe.docxalinainglis
·
From the weekly readings and e-Activity, analyze the key influences that the theoretical and practical aspects of public leadership may exert upon a public leader’s performance. Provide two (2) examples of these influences to support your response.
·
From the weekly readings and e-Activity, predict two to three (2-3) challenges that public leaders will face regarding the future of public leadership. Provide a rationale response.
Readings:
·
Leadership Theories
For decades, leadership theories have been the source of numerous studies. In reality as well as in practice, many have tried to define what allows authentic leaders to stand apart from the mass! Hence, there as many theories on leadership as there are philosophers, researchers and professors that have studied and ultimately published their leadership theory. A great article to read before diving into the theories is the
The Philosophical Foundations of Leadership
Theories are commonly categorized by which aspect is believed to define the leader the most. The most widespread one's are:
Great Man Theory
,
Trait Theory
,
Behavioural Theories
,
Contingency Theories
,
Transactional Theories
and
Transformational Theories
.
Leadership Theories
Great Man Theory (1840s)
The Great Man theory evolved around the mid 19th century. Even though no one was able to identify with any scientific certainty, which human characteristic or combination of, were responsible for identifying great leaders. Everyone recognized that just as the name suggests; only a man could have the characteristic (s) of a great leader.
The Great Man theory assumes that the traits of leadership are intrinsic. That simply means that great leaders are born...
they are not made. This theory sees great leaders as those who are destined by birth to become a leader. Furthermore, the belief was that great leaders will rise when confronted with the appropriate situation. The theory was popularized by Thomas Carlyle, a writer and teacher. Just like him, the Great Man theory was inspired by the study of influential heroes. In his book "On Heroes, Hero-Worship, and the Heroic in History", he compared a wide array of heroes.
In 1860, Herbert Spencer, an English philosopher disputed the great man theory by affirming that these heroes are simply the product of their times and their actions the results of social conditions.
Trait Theory (1930's - 1940's)
The trait leadership theory believes that people are either born or are made with certain qualities that will make them excel in leadership roles. That is, certain qualities such as intelligence, sense of responsibility, creativity and other values puts anyone in the shoes of a good leader. In fact,
Gordon Allport
, an American psychologist,"...identified almost 18,000 English personality-relevant terms" (Matthews, Deary & Whiteman, 2003, p. 3).
The trait theory of leadership focused on analyzing mental, physical and social characteristic in order to gain more understanding of .
Group Dynamics Theory, Research, and Practice2000, Vol. 4. .docxwhittemorelucilla
Group Dynamics: Theory, Research, and Practice
2000, Vol. 4. No. 1,27-43
Copyright 2000 by the Educational Publishing Foundation
1089-2699/00/$5.00 DOI: 10.1037//1089-2699.4.1.27
Leadership Research and Theory: A Functional Integration
Martin M. Chemers
University of California, Santa Cruz
This historical overview of leadership theory and research with an eye for commonali-
ties provides an opportunity for integration. Early unproductive research focused on
personality traits and behaviors. A recognition of the more complex nature of the
phenomenon resulted in the development of contingency theories that examined leader
characteristics and behavior in the context of situational parameters. The 1970s brought
an awareness that perceptions of leaders by followers and others, and perceptions of
followers by leaders, were influenced by cognitive biases arising from prior expecta-
tions and information-processing schema. Ironically, attention was belatedly drawn to
the study of female leaders, who were often the victim of cognitive biases and negative
assumptions. Recent research has reflected on the role of cultural differences in
leadership processes and has been drawn again into the search for outstanding leaders
with universally effective characteristics. The article concludes with an integration of
current knowledge in leadership effectiveness.
For much of its history, leadership theory and
the empirical supporting research have been
regarded as a fractured and confusing set of
contradictory findings and assertions without
coherence or interpretability. In this article T
argue that a considerable commonality of
well-accepted findings points the way toward a
successful and useful integration of current
knowledge. That integration, based on the key
functions performed by effective leaders, begins
to answer the question of how good leaders
behave and raises intriguing questions about the
personal characteristics of leaders that facilitate
those behaviors.
This article takes an historical perspective,
and the analysis is divided into four periods: (a)
the period prior to the presentation of Fiedler's
(1964) contingency model; (b) the period from
1965 to 1975, focusing on the development and
elaboration of contingency theories; (c) the
period from 1975 to 1985, when cognitive
theories and concerns about gender differences
arose; and (d) the period since 1985, which has
most extensively focused on transformational
theories and cultural influences. The historical
analysis is followed by a presentation of an
Correspondence concerning this article should be ad-
dressed to Martin M. Chemers, Division of Social Sciences,
117 Social Sciences I, University of California, 1156 High
Street, Santa Cruz, California 95064. Electronic mail may be
sent to [email protected]
integrative framework and a suggested direction
for future research.
In this analysis leadership is defined as "a
process of social influence in which one person
is able to enlist the a ...
1
Introduction
Leadership is a highly sought-after and highly valued commodity. In the 1 5 years since the first edition of this book was published, the
public has become increasingly captivated by the idea of leadership.
People continue to ask themselves and others what makes good leaders. As
individuals, they seek more information on how to become effective
leaders. As a result, bookstore shelves are filled with popular books about
leaders and ad,·ice on how to be a leader. Many people belie,·e that
leadership is a way to improve their personal, social, and professional lives.
Corporations seek those with leadership ability because they believe they
bring special assets to their organizations and, ultimately, improve the
bottom line. Academic institutions throughout the country have responded
by providing programs in leadership studies.
In addition, leadership has gained the attention of researche rs worldwide.
A review ofthe scholarly studies on leadership shows that there is a wide variety
of different theoretical approaches to explain the complexities of the leader
ship process (e.g., Bass, 1990; Bryman, 1992; Bl)'Tllan, Collinson, Grint, Jack
son & Uhl-Bien, 201 I ; Day & Antonakis, 2012; Gardner, 1990; Hickman.
2009; Mumford, 2006; Rost, 1991 ). Some researchers conceptualize leader
ship as a trait or as a behavior, whereas others view leadership from an infor
mation-processing perspective or relational standpoinl Leadership has been
studied using both qualitative and quantitative methods in many contexts,
including small groups, therapeutic groups, and large organizations. Collec
ti,·ely, the research findings on leadership from all of these areas provide a
picture ofa process that is far more sophisticated and complex than the often
simplistic view presented in some of the popular books on leadership.
This book treats leadership as a complex process having multiple
dimensions. Based on the research literature, this text provides an in-depth
I Cl) 1.1 FmPrninn Pr;>rtirP< I 'GEt 1 ? I ,:~;art~r<hin in Nurdnn
2 LEADERSHIP I TH EO RY AND PRACTICE
description and application of many different approaches to leadership.
Our emphasis is on how theory can inform the practice of leadership. In
this book, we describe each theory and then explain how the theory can be
used in real situations.
LEADERSHIP DEFINED
There are many ways to finish the sentence, "Leadership is...." In fact, as
Stogdill ( 1974, p. 7) pointed o ut in a review of leadership research, there
are almost as many different definitions of leadership as there are people
who have tried to define it. It is much like the words democracy, love, and
peace. Although each of us intuitively knows what we mean by such words,
the words can have different meanings for different people. As Box 1.1
shows, scholars and practitioners have attempted to define leadership for
more than a century without universal consensus.
Box 1.1 The Evolut ...
1 Introduction Leadership is a highly sought-after aAbbyWhyte974
1
Introduction
Leadership is a highly sought-after and highly valued commodity. In the 1 5 years since the first edition of this book was published, the
public has become increasingly captivated by the idea of leadership.
People continue to ask themselves and others what makes good leaders. As
individuals, they seek more information on how to become effective
leaders. As a result, bookstore shelves are filled with popular books about
leaders and ad,·ice on how to be a leader. Many people belie,·e that
leadership is a way to improve their personal, social, and professional lives.
Corporations seek those with leadership ability because they believe they
bring special assets to their organizations and, ultimately, improve the
bottom line. Academic institutions throughout the country have responded
by providing programs in leadership studies.
In addition, leadership has gained the attention of researche rs worldwide.
A review ofthe scholarly studies on leadership shows that there is a wide variety
of different theoretical approaches to explain the complexities of the leader
ship process (e.g., Bass, 1990; Bryman, 1992; Bl)'Tllan, Collinson, Grint, Jack
son & Uhl-Bien, 201 I ; Day & Antonakis, 2012; Gardner, 1990; Hickman.
2009; Mumford, 2006; Rost, 1991 ). Some researchers conceptualize leader
ship as a trait or as a behavior, whereas others view leadership from an infor
mation-processing perspective or relational standpoinl Leadership has been
studied using both qualitative and quantitative methods in many contexts,
including small groups, therapeutic groups, and large organizations. Collec
ti,·ely, the research findings on leadership from all of these areas provide a
picture ofa process that is far more sophisticated and complex than the often
simplistic view presented in some of the popular books on leadership.
This book treats leadership as a complex process having multiple
dimensions. Based on the research literature, this text provides an in-depth
I Cl) 1.1 FmPrninn Pr;>rtirP< I 'GEt 1 ? I ,:~;art~r<hin in Nurdnn
2 LEADERSHIP I TH EO RY AND PRACTICE
description and application of many different approaches to leadership.
Our emphasis is on how theory can inform the practice of leadership. In
this book, we describe each theory and then explain how the theory can be
used in real situations.
LEADERSHIP DEFINED
There are many ways to finish the sentence, "Leadership is...." In fact, as
Stogdill ( 1974, p. 7) pointed o ut in a review of leadership research, there
are almost as many different definitions of leadership as there are people
who have tried to define it. It is much like the words democracy, love, and
peace. Although each of us intuitively knows what we mean by such words,
the words can have different meanings for different people. As Box 1.1
shows, scholars and practitioners have attempted to define leadership for
more than a century without universal consensus.
Box 1.1 The Evolut ...
Ethics Matter Moderating Leaders’ Power Use and Followers’C.docxhumphrieskalyn
Ethics Matter: Moderating Leaders’ Power Use and Followers’
Citizenship Behaviors
Peter J. Reiley • Rick R. Jacobs
Received: 15 November 2013 / Accepted: 2 October 2014 / Published online: 11 October 2014
� Springer Science+Business Media Dordrecht 2014
Abstract Followers’ perceptions of their leaders’ ethics
have the potential to impact the way they react to the influence
of these leaders. The present study of 365 U.S. Air Force
Academy Cadets examined how followers’ perceptions of their
leaders’ ethics moderated the relationships found between the
leaders’ use of power, as conceptualized by French and Raven
(Studies in social power, 1959), and the followers’ contextual
performance. Our results indicated that leaders’ use of expert,
referent, and reward power was associated with higher levels of
organizational citizenship behaviors (OCBs) among their fol-
lowers when the followers perceived these leaders to be more
ethical. Moreover, when followers perceived their leaders to be
less ethical, these followers reported lower levels of OCBs
when their leaders’ utilized referent power. Practical implica-
tions, limitations, and future research are also discussed.
Keywords Coercive power � Ethical leadership � Ethics �
Expert power � Follower � Leader’s power use � Legitimate
power � Military � Organizational citizenship behavior �
Perception � Performance � Power bases � Referent power �
Reward power � Social influence
Ethics Matter: Moderating Leaders’ Power Use
and Followers’ Citizenship Behaviors
Power has a bad reputation—but power is a fundamental
element of the leadership process (Hollander 1985). Lord
Acton’s oft-quoted notion that ‘‘power tends to corrupt, and
absolute power corrupts absolutely,’’ captures a seemingly
common concern associated with those who wield great
power. The nineteenth-century politician’s belief that
power carries a negative, and even corrupt, connotation is
echoed in the modern day by many scholars and practi-
tioners alike. In his aptly titled bestseller, The No Asshole
Rule, Stanford University Professor Robert Sutton (2007)
underscored the negative corollaries of power:
A huge body of research—hundreds of studies—
shows that when people are put in positions of power,
they start talking more, taking what they want for
themselves, ignoring what other people say or want,
ignoring how less-powerful people react to their
behaviors, acting more rudely, and generally treating
any situation or person as a means for satisfying their
own needs. (p. 70)
Although some researchers have argued that a person
who uses power and authority in this manner cannot truly
be considered a ‘‘leader’’ (e.g., Howell and Avolio 1992;
Kellerman 2004; Yukl 1999; Yukl and Van Fleet 1992),
several theories have been developed to better recognize
and understand the influence of these powerful individuals
in the leadership process. Ashforth (1994) characterized
‘‘petty tyrants’’ who use their powe.
A Synthesis of Leadership Theories and Styles Eric A..docxbartholomeocoombs
A Synthesis of Leadership Theories and Styles
Eric A. Landis
Cumberland University
Deborah Hill
Amberton University
Maurice R. Harvey
St. Leo University
Discussion is often heard concerning the downward spiral of modern organizations due to inadequate,
uninspired leadership; hence, it is imperative to continue to focus attention on the many various theories
of leadership that have been employed throughout history. It is crucial to place exceptionally talented,
knowledgeable leaders in positions of prominence in modern organizations in order to expect and ensure
optimum success. “Leadership is one of the most widely talked about subjects and at the same time one of
the most elusive and puzzling” (Wren, 1995, p. 27). As the notion of exemplary leadership is advanced,
the challenge is to find ways to teach people how to become prestigious, creative leaders in today's
challenging business society. In striving to accomplish this goal, a succinct review of the history of
leadership theory will be analyzed and synthesized, providing an in-depth exploration of leaders past and
present. “There are almost as many different definitions of leadership as there are persons who have
attempted to define the concept” (Bass, 1990, p.11). Leadership has been described “in essence, a
process: a series of actions and interactions among leaders and followers which lead to the attainment of
group goals” (Wren, 1995, p. 325). In an effort to thoroughly comprehend the different theories reviewed,
this article will focus on the theories of leadership and define strategies that will maintain a collaborative
working relationship and respectful team environment in a group setting.
HISTORICAL PERSPECTIVE OF LEADERSHIP
Bass cites that "great leaders were important in the development of civilized societies” (Bass, 1990,
p.3). Attention also was focused on civilization and the emergence of leadership, with its ability to shape
leaders and leaders who had the same ability to shape civilization. Throughout the centuries, attention has
been called to the development of good leaders.
One of the earliest recorded leadership reports describes the plight of Moses.
“Time and again, Moses demonstrated leadership traits that are highly prized today. Because we live
in the information age, where ‘facts’ evolve daily and the global marketplace is constantly shifting
beneath our feet, the skills Moses used to lead his people through the wilderness are extremely relevant:
being flexible, thinking quickly, sustaining the confidence of your people in uncertain times, and creating
rules that work for individuals from widely diverse backgrounds” (Baron, 1999, p. xiv-xv).
Journal of Management Policy and Practice vol. 15(2) 2014 97
In addition, Chinese history states that under the leadership of Confucius, a moral example was set.
Plato expressed the idea that the leader was the most important person in government. Aristotle advanced.
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Model Attribute Check Company Auto PropertyCeline George
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How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
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Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
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10. What is a leader/leadership?
One word/phrase responses:
Being in front of the followers
A facilitator of group objectives
A consensus builder
A guide
A coach
A vision caster
The boss
The bridge builder
11. The Changing Definition of Leadership
According to Page (2009), the first modern use of the
word leadership came from John Wesley in 1742 “to
describe how his mother, Suzanne Wesley, organized
an hourly timetable for activities for each of her 17
children” (p. 17).
In 1768 the first edition of the Encyclopedia Britannica
under the word “lead” were the instructions to look
under chemistry. So while there have always been
leaders, they were referred to by their positions as
kings, generals, presidents, etc. (Page, 2009).
12. The Changing Definition of Leadership
Page (2009) cites the work of Ciulla (1995) and Rost and
Baker (2000) to illustrate the changing definitions of
leader.
1920’s “[Leadership is] the ability to impress the will of
the leader on those led and induce obedience,
respect, loyalty, and cooperation.”
1930’s “Leadership is a process in which the activities of
many are organized to move in a specific direction
by one.”
1940’s “Leadership is the result of an ability to persuade
or direct men, apart from the prestige or power
that comes form offices or external circumstance.”
13. The Changing Definition of Leadership
1950’s “[Leadership is what leaders do in groups.]
The leader’s authority is spontaneously
accorded to him by his fellow group members.”
1960’s “[Leadership is] acts by a person which
influence other persons in a shared direction.”
1970’s “Leadership is defined in terms of
discretionary influence. Discretionary
influence refers to those leaders behaviors
under control of the leader which may vary
from individual to individual.
14. The Changing Definition of Leadership
1980’s “Regardless of the complexities involved in the
study of leadership, its meaning is relatively
simple. Leadership means to inspire others to
undertake some form of purposeful action as
determined by the leader.”
1990’s “Leadership is an influence relationship between
leaders and followers who intend real changes that
reflect their mutual purposes.
2000’s “Leadership in the post-industrial world can be
defined as an influence relationship among
leaders and collaborators who intend real changes
that reflect their mutual purposes, and not
exclusively in organizational goals.” (pp. 18-19)
15. The History of Leadership Focus
How long has leadership been around?
How long has the study of leadership been around?
“Egyptian rulers, Greek heroes, and biblical
patriarchs all have one thing in common—
leadership” (1).
Stone, A. G., & Patterson, K. (2005). The history of leadership focus. Servant Leadership Research Roundtable. Virginia
Beach, VA: Regent University, http://www.regent.edu/acad/sls/publications/conference_proceedings/
servant_leadership_roundtable/2005/pdf/stone_history.pdf
16. Is leadership important?
Don Page (2009)states:
“Good leadership is the most important factor in
contributing to an organization’s success and longevity”
(p. 17).
Do you agree with this statement? Why?
What is “good leadership”? (See myths of leadership, p.20)
What is organizational “success”?
Page, Don. (2009). Servant empowered leadership: A hands-on guide to
transforming you and your organization. Langley, BC, Canada: Power to
Change.
17. The History of Leadership Focus
The earliest leadership studies dealt with
leadership traits. Usually the larger than life
leaders were identified and then efforts were
made to identify the leadership traits that all
great leaders had in common.
Eventually, it was discovered that no qualitative
evidence could be found that proved that all great
leaders shared the same traits.
18. The History of Leadership Focus
Early Leader Studies:
With the rise of the Industrial Revolution some
began to view human interaction in mechanistic
terms.
Max Weber, a German sociologist, “observed the
parallels between the mechanization of industry
and the proliferation of bureaucratic forms of
organization” (2).
Stone, A. G., & Patterson, K. (2005).
19. The History of Leadership Focus
Early Leader Studies:
Henri Fayol and F. W. Mooney “devoted their
energies to identifying methods through which
this kind of organizational structure could be
achieved” (2)
The goal was to maximize the efficiency of the
bureaucracy for the benefit of the organization.
Stone, A. G., & Patterson, K. (2005).
20. The History of Leadership Focus
Early Leader Studies:
Fredrick Taylor took the study of bureaucracy and
structure to another level and introduced “Scientific
Management” to the world.
“Taylor fused the perspective of an engineer into
management with a strong emphasis on control . . .
efficiency, quantification, predictability, and de-skilled
jobs. He initiated time-and-motion studies to . . .
achieve the highest level of efficiency possible” (2).
Stone, A. G., & Patterson, K. (2005).
21. The History of Leadership Focus
Early Leader Studies:
What do you see a potential pitfalls to this
approach to leadership?
“Although mechanistic organizations proved
productive . . . Emerging theorists encouraged
leaders to recognize that humans are not machines
and could not be treated as such” (2)
Stone, A. G., & Patterson, K. (2005).
22. The History of Leadership Focus
Hawthorne Studies:
Elton Mayo’s Hawthorne studies focused on the
effect of the work situation on leaders and
followers. They found that the reactions of other
individuals to their work, influenced workers as
much as the structure of the organization.
(Study of lighting variations in the workplace.)
Stone, A. G., & Patterson, K. (2005).
23. The History of Leadership Focus
Maslow’s Hierarchy of Needs:
In 1959 Maslow proposed that productivity is tied
to the motivation of the worker to produce.
Why was this was an important concept for
leadership?
Maslow proposed a “hierarchy of needs,” which
could be and should be employed by leaders in
developing work strategies for employees.
Stone, A. G., & Patterson, K. (2005).
25. The History of Leadership Focus
Herzberg’s Dual Factor Theory (HDF):
Maslow’s theory resulted in a redirection of
leadership focus toward workers needs. The HDF
theory furthered Maslow’s work “by providing
insights into the goals and incentives that tend to
satisfy a worker’s needs” (2)
Herzberg concluded that people have two
categories of needs: Hygiene and Motivators.
The two needs should be met simultaneously.
Stone, A. G., & Patterson, K. (2005). The history of leadership focus. Servant Leadership Research Roundtable. Virginia
Beach, VA: Regent University, http://www.regent.edu/acad/sls/publications/conference_proceedings/
servant_leadership_roundtable/2005/pdf/stone_history.pdf
26. Herzberg’s Dual Factor Theory
http://www.valuebasedmanagement.net/methods_herzberg_two_factor_theory.html
Typical Hygiene Factors Typical Motivation Factors
• Working conditions
• Quality of supervision
• Salary
• Security
• Company
• Job
• Company policies and administration
• Interpersonal relations
• Achievement
• Recognition for achievement
• Responsibility for task
• Interest in the job
• Advancement to higher level tasks
• Growth
27. Herzberg’s Dual Factor Theory
http://www.valuebasedmanagement.net/methods_herzberg_two_factor_theory.html
28. Herzberg’s Dual Factor Theory
http://www.valuebasedmanagement.net/methods_herzberg_two_factor_theory.html
Combining the hygiene and motivation factors in four scenario’s:
• High Hygiene+High Motivation: The ideal situation where
employees are highly motivated and have few complaints.
• High Hygiene+Low Motivation: Employees have few complaints but
are not highly motivated.
• Low Hygiene+High Motivation: Employees are motivated but have
a lot of complaints. A situation where the job is exciting and
challenging but salaries and work conditions are not up to par.
• Low Hygiene+Low Motivation: The worst situation. Unmotivated
employees with lots of complaints.
29. The Shift in Focus
The shift in focus in leadership studies.
Stone and Patterson argue that by the 1930’s “leader
focus had moved to understanding the relationship
between a leader’s actions and the follower’s
satisfaction and productivity. Theorists began to
consider behavioral concepts in their analysis of
organizational leadership” (3).
Stone, A. G., & Patterson, K. (2005).
30. McGregor (1960)
McGregor believed that the management practices
represented by a hierarchical, pyramid, organizational
structure represent a view of workers that he termed
Theory X.
Managers who hold a Theory X view of workers assume
that workers prefer to be directed, are not interested in
taking responsibility, and want safety above all else.
Therefore structure includes control and close
supervision of employees (3).
Stone, A. G., & Patterson, K. (2005).
31. McGregor (1960)
McGregor believed that management needed practices
based on a more accurate understanding of human
nature and motivation.
He proposed the Theory Y view of workers which
proposed that individuals are not, by nature, lazy and
unreliable. People can be self-directed and creative at
work if properly motivated. An essential task of
management is to unleash this potential (3).
Stone, A. G., & Patterson, K. (2005).
34. Situational/Contingency Theory
Researchers defining the situational/contingency theory
of leadership acknowledged that leaders id more than
simply “act”—they often had to “react” to specific
situations, and thus, the situational/contingency theory
of leadership evolved.
Stone, A. G., & Patterson, K. (2005).
35. Hersey and Blanchard (1996)
Situational Leadership, proposed by Hersey and
Blanchard advocated that the leader’s use of differing
leadership behaviors were dependent upon two
interrelated maturity factors: (a) Job maturity—relevant
task and technical knowledge and skills, and (b)
Psychological maturity—the subordinate’s level of self-
confidence and self-respect (Yukl, 1998)
An employee with a high level of job and psychological
maturity requires little supervision; while an employee
who has a low level of job and psychological maturity
requires hands-on attention (5).
Stone, A. G., & Patterson, K. (2005).
36. Hersey and Blanchard (1996)
http://changingminds.org/disciplines/leadership/styles/situational_leadership_hersey_blanchard.htm
37. Fielder’s Contingency Theory
Fielder’s contingency theory posited that leader
effectiveness is determined not by the leader’s ability to
adapt to the situation, but by the ability to choose the
right leader for the situation.
Some leaders are Simply better for specific situations
than others and the situation determines the identified
leaders’ success, though leaders would need to be
capable of understanding when they were not right for
the situation and remove themselves–a task of humility
(5).
Stone, A. G., & Patterson, K. (2005).
38. Transactional Leadership
Research in the 1990’s revealed that many leaders engage
in transactional leadership models:
Focuses on managing status quo.
Focuses on specific interactions between leaders and
followers.
Focuses on control not adaptation.
Leadership is an exchange of rewards for employees’
compliance.
Does not focus on identifying the organization’s goals
and how employees can work toward aligning goals.
Stone, A. G., & Patterson, K. (2005).
39. Transformational Leadership
Further research revealed power derived from a leader’s
position in a hierarchical structure is becoming obsolete.
In contrast transformational leaders look at where the
organization should be and how to handle internal an
external change and employee needs to reach that goal.
Burns (1978) says that the transformational leader model
asks followers to transcend their own self-interests for
the good of the group, organization, or society.
Stone, A. G., & Patterson, K. (2005).
40. Transformational Leadership
Bass & Avolio (1990) developed Burn’s ideas and posited
the formal concept of transformational leadership.
Transformational leadership is concerned more about
progress and development.
Transformational leadership enhances the effects of
transactional leadership on followers.
Followers are empowered to accomplish
organizational objectives.
Transformational leaders inspire followers to higher
levels of performance for the sake of the organization.
Stone, A. G., & Patterson, K. (2005).
41. Transformational Leadership
Transformational leaders transform the personal values
of followers to support the vision and goals of the
organization by fostering a climate of trust and shared
visions.
According to Avolio, Waldman, & Yammarino (1991)
there are four primary behaviors of transformational
leaders:
1. idealized influence (charismatic influence),
2. inspirational motivation,
3. intellectual stimulation, and
4. individualized consideration.
Stone, A. G., & Patterson, K. (2005).
43. Transformational Leadership
Stone, A. G., & Patterson, K. (2005), p. 11.
Bennis & Nanus (1985) Bass (1985) Kouzes & Posner (1987)
Attention through Vision Charisma Challenging the process
Meaning through
communication
Inspiration Inspiring a shared vision
Trust through positioning Intellectual stimulation Enabling others to act
Deployment of self Individualized
consideration
Modeling the way
Encouraging the heart
Transformational leadership strategies and characteristics
44. Transformational and Servant Leadership
Stone, A. G., & Patterson, K. (2005), p. 11.
Both are high-order evolutions in leadership paradigms.
Both emphasize a high concern for people and
production.
Servant leadership is a logical extension of
transformational leadership. How do they differ?
Servant leaders do not have an affinity for an abstract
organization; rather, they value people who constitute
the organization.
Primary difference is the leader’s focus. The focus of
the servant leader is on service to their followers.
Servant leaders rely on service rather than power.
45. Servant Leadership
Robert Greenleaf coined the term “servant-leader” in a
1970 essay. Most would consider him the “father” of
the servant-leader model.
We will explore “Servant Leadership” in more detail in week 5”
The shift in leadership focus is reflected in the work by
Jim Collins, Good to Great (2001).