This document provides an overview and comparison of two leadership theories: trait theory and behavioral theory. Trait theory believes that leaders are born with innate qualities and traits, while behavioral theory posits that leadership is learned through role modeling and experiences. The document outlines the key aspects of each theory, such as trait theory focusing on identifying patterns within individuals and behavioral theory emphasizing that leadership skills can be acquired. Both theories are then compared, noting their differing views on whether leadership is innate or learned.
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
leadership
,
the essence of leadership
,
leadership & management
,
importance of leadership
,
theories of leadership
,
behavioural theory
,
difference between managers & leaders
,
managerial grid
,
based on assumptions about people
,
trait theory
,
laissez –faire or free rein style
,
formal & informal leadership
,
leadership styles
,
participative or democratic style
,
autocratic or authoritarian style
,
based on authority retained
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.
Create a compelling vision, communicate that vision and how to translate it into reality. People who cannot invent and reinvent themselves must be content with borrowed postures, secondhand ideas, fitting in instead of standing out.
TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIPSantosh Meka
The Brief idea about the Transactional Leadership and Transformational Leadership.
Difference between them and component and implications of this style model.
A good leader takes the lead. A good leader has personality, courage, clear vision with ambition to succeed. A good leader encourages the team to perform to their optimum all the time and drives organisational success.
leadership
,
the essence of leadership
,
leadership & management
,
importance of leadership
,
theories of leadership
,
behavioural theory
,
difference between managers & leaders
,
managerial grid
,
based on assumptions about people
,
trait theory
,
laissez –faire or free rein style
,
formal & informal leadership
,
leadership styles
,
participative or democratic style
,
autocratic or authoritarian style
,
based on authority retained
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.
Create a compelling vision, communicate that vision and how to translate it into reality. People who cannot invent and reinvent themselves must be content with borrowed postures, secondhand ideas, fitting in instead of standing out.
TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIPSantosh Meka
The Brief idea about the Transactional Leadership and Transformational Leadership.
Difference between them and component and implications of this style model.
A good leader takes the lead. A good leader has personality, courage, clear vision with ambition to succeed. A good leader encourages the team to perform to their optimum all the time and drives organisational success.
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Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
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Some nice pics and quotes from my thought of the day by email. See more quotes, poems, spiritual thoughts, and self-help articles here: http://www.happypublishing.com/blog
Your Thinking Is The Driving Force Behind Your Success
A Success Mindset consists of several qualities.
You have the ability to grow and develop these qualities,
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Project Selection Criteria List TemplateCategoryProject Crit.docxwkyra78
Project Selection Criteria List Template
Category
Project Criteria
Criteria Description
Reasonableness
(Insert additional rows as necessary to complete the Project Selection Criteria List table)
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Kreitner/Kinicki/Cole
Fundamentals of Organizational Behaviour: Key Concepts, Skill, and Best Practices
Chapter 11
Leadership
Chapter Learning Objectives
· Explain the theory of leadership and discuss behavioural leadership theory.
· Explain, according to Fiedler’s contingency model, how leadership style interacts with situational control.
· Discuss path-goal theory.
· Describe how charismatic leadership transforms followers and work groups.
· Explain the leader-member exchange (LMX) model of leadership and the substitutes for leadership.
· Review the principles of servant-leader and superleadership.
Opening Case
Land of the Giant
This case profiles a visionary leader, Gwyn Morgan of EnCana Corp. in Calgary, know as the ‘philosopher-king’ of the oil patch. He exhibits charismatic qualities including a clear vision of a global energy giant headquartered in Canada, and strong communication skills to inspire others to work toward this vision. He appeals to ideological values through the ‘corporate constitution’, and provides intellectual stimulation for followers through the values such as ‘seize opportunities’, ‘teamwork and trust’, and ‘fear of the status quo’. He inspires followers to rise to new levels of performance by communicating his expectations for leadership ‘with character, competence, and humility’ to achieve ‘nothing less than the best effort’. His display of confidence in himself and in the employees of Alberta Energy Co. Ltd. and PanCanadian Energy Corp., led to the merger of these two companies to form EnCana Corp. – definitely performance beyond the call of duty.
Chapter Summary
Leadership
Leadership is defined as influencing employees to voluntarily pursue organizational goals. It is a social influence process in which the leader seeks the voluntary participation of subordinates in an effort to reach organizational goals.
Trait and Behavioural Theories of Leadership
A leader trait ...
Leadership theories are the explanations of how and why certain people become leaders. They focus on the traits and behaviors that people can adopt to increase their leadership capabilities. Some of the top traits that leaders say are vital to good leadership include: Strong ethics and high moral standards.
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What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
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price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Leadership theories
1. Learning Team C
Audley Bain, Christine Denison, and Carol Gipson
EDL/500
Leadership Theories
2. Introduction
There are eight major types of theories that explain the
practice and concept of leadership. This presentation
provides a brief overview and comparison of two of them;
trait theory, and behavioral theory. When the term
“leadership” comes to mind the image is usually of
someone who communicates well, is a people person
and a good decision maker. Leadership can be
evaluated by traits someone is born with, or a building
process of learned behaviors.
3. Trait Theory
• People are born to be leaders
• Indentifies patterns of behavior within an individual
• Traits or characteristics tend to lead to effective
leadership
• Traits are considered stable or unchanging
4. Behavioral Theory
• Leaders can be made rather than born
• “Successful leadership is based in definable, learnable
behavior” (Behavioral theory, 2002-2013)
• “Looks at what leaders actually do” (Behavioral theory, 2002-
2013)
• Leadership capabilities can be learned
• Two type of behavioral theories; role theory and
managerial grid
QuotesPics.com
5. Role Theory
• Provides a model of behavior in specific circumstances
• Often known as ”play acting”
• Was present in 2nd decade of 20th Century
• Only snapshot of activity, may not be representative for
everyone all the time
6. Managerial Grid
• Also known as “leadership grid”
• Guided by 5 leadership styles
– indifferent or impoverished
– county club or accommodating
– status-quo or middle of the road
– dictatorial or produce, and
– sound or team
• Based on a manager’s concern for his workers and
concern for production
• Priority based on managers motivation
• Motivation provides fundamental to successful
leadership style
7. Comparing Trait and Behavioral Theories
Trait Theory Behavioral Theory
believes people are born to be leaders believes leaders are made not born
uses characteristics of past successful
and unsuccessful leaders to evaluate
success of potential leaders
people can learn to be leaders from role
playing or play acting
process is appealing, but problems
arise with proving principals
behavior is easier to teach than traits or
capabilities
approach is often challenged by
opposition
approach is widely used in leadership
training
9. Conclusion
Throughout the years, since the early part of the 20th
Century, qualities of leadership and leadership theories
have been studied and evaluated. While early leadership
theories focused on what qualities would distinguish
between leaders and followers, more recent theories
based their models on other variables, such as
environmental factors and ability levels. Trait theory
seems to be consistent with measuring qualities that
distinguish leaders and followers, and behavioral theory
is consistent with environmental factors and ability levels.
Arguments have been made between these two theories
for many years. Are people born to be great leaders or
are great leaders the influence of behavior training
received from mentors and life experiences?
10. References
Behavioral theory. (2002-2013). Retrieved from
http://changingminds.org/disciplines/leadership/theories/behavioral_
theory.htm
Behavioral theories of leadership. (2010-2013). Retrieved from
http://www.leadership-central.com/behavioral-
theories.html#ixzz2Velj0eHl
Theories of leadership. (2013). Retrieved from
http://vectorstudy.com/management-topics/theories-of-leadership
Trait theory. (2002-2013). Retrieved from
http://changingminds.org/disciplines/leadership/theories/trait_theory.
htm
Trait theory of leadership. (2008-2013). Retrieved from
http://www.managementstudyguide.com/trait-theory-of-
leadership.htm
Editor's Notes
Trait theory believes that people are born with inherited traits, some of which are particularly suited for leadership. Trait theory focuses on identifying patterns of behavior within an individual. Supporters of trait theory list leadership qualities and believe that traits or characteristics tend to lead to effective leadership. These traits are considered to be stable or unchanging; people will act the same way over time and across different situations. Psychologists measure these traits by using a variety of measures, including self-report assessments such as the Minnesota Multiphasic Personality Inventory (MMPI) or social desirability scales. Traits also can be measured using observed behaviors. One standard way to measure traits is through the five-factor model of personality, which uses five traits to describe people: extroversion, neuroticism, openness, agreeableness, and conscientiousness. Well-known psychologists stress the importance of considering interaction between condition and person as well as the motivation behind his or her behavior.
According to Changing Minds, behavioral theory assumes that leaders can be made rather than born. “Successful leadership is based in definable, learnable behavior. Behavioral theories of leadership do not seek inborn traits or capabilities; rather they look at what leaders actually do” (Behavioral theory, 2002-2013). Behavioral theory is very different from trait theory. The idea is that leadership capabilities can be learned, rather than something he or she is born with. This unlocks the doors to leadership development. Behavioral theory is fairly easy to develop by modeling leadership success on the actions of the leaders. There are two types of behavioral theories, role theory, and the managerial grid.
Role Theory provides a model of behavior in specific circumstances. For instance a person may assume the personality and behavior of a person in an actual situation and act as if the situation were real. This is similar to what actors do in television or on stage, often known as “play acting.” This type of behavioral theory was present in sociological literature in the second decade of the 20th Century eventually evolved into behaviorism. Teachers often use role playing to encourage desirable behavior. One central problem with role-playing is the model is only a snapshot of activity performed by an individual and may not be representative for everyone and for all time.
Managerial Grid, also known as leadership grid, was initially guided by five different leadership styles; indifferent or impoverished, county club or accommodating, status-quo or middle of the road, dictatorial or produce, and sound or team. Each style is based on the relationships between a manager’s concern for its workers and concern for production. The priority often was based on his or her motivations. The motivation element provides the fundamental behind a successful leadership style.
Trait theory believes that people are born with inherited traits. This theory uses characteristics of many leaders, both successful and unsuccessful to predict the effectiveness of one’s leadership. The list of characteristics is compared to that of a potential leader to evaluate the probability of success or failure. Although the trait theory process is appealing, there may be problems with proving its principles. The approach to this theory is often challenged by opposition.Behavioral theory is the opposite of trait theory, wherein the belief is that successful leaders are made, not born. “If success can be defined in terms of describable actions, then it should be relatively easy for other people to act in the same way. This is easier to teach and learn then to adopt the more ephemeral 'traits' or 'capabilities'” (Behavioral theory, 2002-2013). Behavioral theory believes the one can learn from role playing or play acting.