Management of Organization
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This document contains instructions for a semester examination for a Bachelor of Science degree in Management of Organisations. It lists 9 questions that students can choose 3 from to answer in the 3 hour open book exam. The questions cover a range of topics related to management including negotiations, expatriate challenges, motivation theory, leadership, organizational culture, and power and politics in organizations. Students are also asked to describe the personality of the President of Sri Lanka and their own culture.
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IKEA Strategic case study & analysis
This document is a case study analysis of IKEA, the largest furniture retailer in the world. It provides background information on IKEA's history, vision, mission, objectives, organizational structure, and financial analysis. The case study analyzes how IKEA became successful by pioneering affordable flat-pack furniture and applying a low-cost business model. It also summarizes IKEA's financial growth from 2009 to 2010, with increases in net income, revenue, and gross profit driven by new store openings and sales growth.
Introduction to LeadershipFourth Edition2T.docx
Introduction to Leadership
Fourth Edition
2
To Madison and Isla
3
Introduction to Leadership
Concepts and Practice
Fourth Edition
Peter G. Northouse
Western Michigan University
4
FOR INFORMATION:
SAGE Publications, Inc.
2455 Teller Road
Thousand Oaks, California 91320
E-mail: [email protected]
SAGE Publications Ltd.
1 Oliver’s Yard
55 City Road
London EC1Y 1SP
United Kingdom
SAGE Publications India Pvt. Ltd.
B 1/I 1 Mohan Cooperative Industrial Area
Mathura Road, New Delhi 110 044
India
SAGE Publications Asia-Pacific Pte. Ltd.
3 Church Street
#10-04 Samsung Hub
Singapore 049483
Copyright © 2018 by SAGE Publications, Inc.
All rights reserved. No part of this book may be reproduced or utilized in any form or by
any means, electronic or mechanical, including photocopying, recording, or by any
information storage and retrieval system, without permission in writing from the publisher.
Printed in the United States of America
ISBN: 978-1-5063-3008-2
This book is printed on acid-free paper.
5
Acquisitions Editor: Maggie Stanley
Development Editor: Lauren Holmes
Editorial Assistant: Neda Dallal
eLearning Editor: Katie Ancheta
Production Editor: Libby Larson
Copy Editor: Melinda Masson
Typesetter: C&M Digitals (P) Ltd.
Proofreader: Theresa Kay
Indexer: Wendy Allex
Cover Designer: Gail Buschman
Marketing Manager: Ashlee Blunk
6
Brief Contents
1. Preface
2. About the Author
3. 1. Understanding Leadership
4. 2. Recognizing Your Traits
5. 3. Engaging Strengths
6. 4. Understanding Philosophy and Styles
7. 5. Attending to Tasks and Relationships
8. 6. Developing Leadership Skills
9. 7. Creating a Vision
10. 8. Establishing a Constructive Climate
11. 9. Embracing Diversity and Inclusion
12. 10. Listening to Out-Group Members
13. 11. Managing Conflict
14. 12. Addressing Ethics in Leadership
15. 13. Overcoming Obstacles
16. Glossary
17. Index
7
Detailed Contents
Preface
About the Author
1. Understanding Leadership
Introduction
Leadership Explained
“Leadership Is a Trait”
“Leadership Is an Ability”
“Leadership Is a Skill”
“Leadership Is a Behavior”
“Leadership Is a Relationship”
“Leadership Is an Influence Process”
Global Leadership Attributes
The Dark Side of Leadership
Leadership Snapshot: Indra Nooyi
Summary
Application
1.1 Case Study
1.2 Conceptualizing Leadership Questionnaire
1.3 Observational Exercise
1.4 Reflection and Action Worksheet
References
2. Recognizing Your Traits
Introduction
Leadership Traits Explained
Intelligence
Confidence
Charisma
Determination
Sociability
Integrity
Leadership Snapshot: Nelson Mandela
Leadership Traits in Practice
George Washington (1732–1799)
Winston Churchill (1874–1965)
Mother Teresa (1910–1997)
Bill Gates (1955–)
Oprah Winfrey (1954–)
Summary
Application
8
2.1 Case Study
2.2 Leadership Traits Questionnaire
2.3 Observational Exercise
2.4 Reflection and Action Worksheet
References
3. Engaging Strengths
Introduction
Strengths-Based Leadership Ex ...
Introduction to LeadershipFourth Edition2T.docx
Introduction to Leadership
Fourth Edition
2
To Madison and Isla
3
Introduction to Leadership
Concepts and Practice
Fourth Edition
Peter G. Northouse
Western Michigan University
4
FOR INFORMATION:
SAGE Publications, Inc.
2455 Teller Road
Thousand Oaks, California 91320
E-mail: [email protected]
SAGE Publications Ltd.
1 Oliver’s Yard
55 City Road
London EC1Y 1SP
United Kingdom
SAGE Publications India Pvt. Ltd.
B 1/I 1 Mohan Cooperative Industrial Area
Mathura Road, New Delhi 110 044
India
SAGE Publications Asia-Pacific Pte. Ltd.
3 Church Street
#10-04 Samsung Hub
Singapore 049483
Copyright © 2018 by SAGE Publications, Inc.
All rights reserved. No part of this book may be reproduced or utilized in any form or by
any means, electronic or mechanical, including photocopying, recording, or by any
information storage and retrieval system, without permission in writing from the publisher.
Printed in the United States of America
ISBN: 978-1-5063-3008-2
This book is printed on acid-free paper.
5
Acquisitions Editor: Maggie Stanley
Development Editor: Lauren Holmes
Editorial Assistant: Neda Dallal
eLearning Editor: Katie Ancheta
Production Editor: Libby Larson
Copy Editor: Melinda Masson
Typesetter: C&M Digitals (P) Ltd.
Proofreader: Theresa Kay
Indexer: Wendy Allex
Cover Designer: Gail Buschman
Marketing Manager: Ashlee Blunk
6
Brief Contents
1. Preface
2. About the Author
3. 1. Understanding Leadership
4. 2. Recognizing Your Traits
5. 3. Engaging Strengths
6. 4. Understanding Philosophy and Styles
7. 5. Attending to Tasks and Relationships
8. 6. Developing Leadership Skills
9. 7. Creating a Vision
10. 8. Establishing a Constructive Climate
11. 9. Embracing Diversity and Inclusion
12. 10. Listening to Out-Group Members
13. 11. Managing Conflict
14. 12. Addressing Ethics in Leadership
15. 13. Overcoming Obstacles
16. Glossary
17. Index
7
Detailed Contents
Preface
About the Author
1. Understanding Leadership
Introduction
Leadership Explained
“Leadership Is a Trait”
“Leadership Is an Ability”
“Leadership Is a Skill”
“Leadership Is a Behavior”
“Leadership Is a Relationship”
“Leadership Is an Influence Process”
Global Leadership Attributes
The Dark Side of Leadership
Leadership Snapshot: Indra Nooyi
Summary
Application
1.1 Case Study
1.2 Conceptualizing Leadership Questionnaire
1.3 Observational Exercise
1.4 Reflection and Action Worksheet
References
2. Recognizing Your Traits
Introduction
Leadership Traits Explained
Intelligence
Confidence
Charisma
Determination
Sociability
Integrity
Leadership Snapshot: Nelson Mandela
Leadership Traits in Practice
George Washington (1732–1799)
Winston Churchill (1874–1965)
Mother Teresa (1910–1997)
Bill Gates (1955–)
Oprah Winfrey (1954–)
Summary
Application
8
2.1 Case Study
2.2 Leadership Traits Questionnaire
2.3 Observational Exercise
2.4 Reflection and Action Worksheet
References
3. Engaging Strengths
Introduction
Strengths-Based Leadership Ex ...
Introduction to LeadershipFourth Edition2T.docx
Introduction to Leadership
Fourth Edition
2
To Madison and Isla
3
Introduction to Leadership
Concepts and Practice
Fourth Edition
Peter G. Northouse
Western Michigan University
4
FOR INFORMATION:
SAGE Publications, Inc.
2455 Teller Road
Thousand Oaks, California 91320
E-mail: [email protected]
SAGE Publications Ltd.
1 Oliver’s Yard
55 City Road
London EC1Y 1SP
United Kingdom
SAGE Publications India Pvt. Ltd.
B 1/I 1 Mohan Cooperative Industrial Area
Mathura Road, New Delhi 110 044
India
SAGE Publications Asia-Pacific Pte. Ltd.
3 Church Street
#10-04 Samsung Hub
Singapore 049483
Copyright © 2018 by SAGE Publications, Inc.
All rights reserved. No part of this book may be reproduced or utilized in any form or by
any means, electronic or mechanical, including photocopying, recording, or by any
information storage and retrieval system, without permission in writing from the publisher.
Printed in the United States of America
ISBN: 978-1-5063-3008-2
This book is printed on acid-free paper.
5
Acquisitions Editor: Maggie Stanley
Development Editor: Lauren Holmes
Editorial Assistant: Neda Dallal
eLearning Editor: Katie Ancheta
Production Editor: Libby Larson
Copy Editor: Melinda Masson
Typesetter: C&M Digitals (P) Ltd.
Proofreader: Theresa Kay
Indexer: Wendy Allex
Cover Designer: Gail Buschman
Marketing Manager: Ashlee Blunk
6
Brief Contents
1. Preface
2. About the Author
3. 1. Understanding Leadership
4. 2. Recognizing Your Traits
5. 3. Engaging Strengths
6. 4. Understanding Philosophy and Styles
7. 5. Attending to Tasks and Relationships
8. 6. Developing Leadership Skills
9. 7. Creating a Vision
10. 8. Establishing a Constructive Climate
11. 9. Embracing Diversity and Inclusion
12. 10. Listening to Out-Group Members
13. 11. Managing Conflict
14. 12. Addressing Ethics in Leadership
15. 13. Overcoming Obstacles
16. Glossary
17. Index
7
Detailed Contents
Preface
About the Author
1. Understanding Leadership
Introduction
Leadership Explained
“Leadership Is a Trait”
“Leadership Is an Ability”
“Leadership Is a Skill”
“Leadership Is a Behavior”
“Leadership Is a Relationship”
“Leadership Is an Influence Process”
Global Leadership Attributes
The Dark Side of Leadership
Leadership Snapshot: Indra Nooyi
Summary
Application
1.1 Case Study
1.2 Conceptualizing Leadership Questionnaire
1.3 Observational Exercise
1.4 Reflection and Action Worksheet
References
2. Recognizing Your Traits
Introduction
Leadership Traits Explained
Intelligence
Confidence
Charisma
Determination
Sociability
Integrity
Leadership Snapshot: Nelson Mandela
Leadership Traits in Practice
George Washington (1732–1799)
Winston Churchill (1874–1965)
Mother Teresa (1910–1997)
Bill Gates (1955–)
Oprah Winfrey (1954–)
Summary
Application
8
2.1 Case Study
2.2 Leadership Traits Questionnaire
2.3 Observational Exercise
2.4 Reflection and Action Worksheet
References
3. Engaging Strengths
Introduction
Strengths-Based Leadership Ex.
Introduction to LeadershipFourth Edition2To .docx
Introduction to Leadership
Fourth Edition
2
To Madison and Isla
3
Introduction to Leadership
Concepts and Practice
Fourth Edition
Peter G. Northouse
Western Michigan University
4
FOR INFORMATION:
SAGE Publications, Inc.
2455 Teller Road
Thousand Oaks, California 91320
E-mail: [email protected]
SAGE Publications Ltd.
1 Oliver’s Yard
55 City Road
London EC1Y 1SP
United Kingdom
SAGE Publications India Pvt. Ltd.
B 1/I 1 Mohan Cooperative Industrial Area
Mathura Road, New Delhi 110 044
India
SAGE Publications Asia-Pacific Pte. Ltd.
3 Church Street
#10-04 Samsung Hub
Singapore 049483
Copyright © 2018 by SAGE Publications, Inc.
5
All rights reserved. No part of this book may be reproduced or utilized in
any form or by any means, electronic or mechanical, including
photocopying, recording, or by any information storage and retrieval
system, without permission in writing from the publisher.
Printed in the United States of America
ISBN: 978-1-5063-3008-2
This book is printed on acid-free paper.
Acquisitions Editor: Maggie Stanley
Development Editor: Lauren Holmes
Editorial Assistant: Neda Dallal
eLearning Editor: Katie Ancheta
Production Editor: Libby Larson
Copy Editor: Melinda Masson
Typesetter: C&M Digitals (P) Ltd.
Proofreader: Theresa Kay
Indexer: Wendy Allex
Cover Designer: Gail Buschman
Marketing Manager: Ashlee Blunk
6
Brief Contents
Preface
About the Author
1. Understanding Leadership
2. Recognizing Your Traits
3. Engaging Strengths
4. Understanding Philosophy and Styles
5. Attending to Tasks and Relationships
6. Developing Leadership Skills
7. Creating a Vision
8. Establishing a Constructive Climate
9. Embracing Diversity and Inclusion
10. Listening to Out-Group Members
11. Managing Conflict
12. Addressing Ethics in Leadership
13. Overcoming Obstacles
Glossary
Index
7
Detailed Contents
Preface
About the Author
1. Understanding Leadership
Introduction
Leadership Explained
“Leadership Is a Trait”
“Leadership Is an Ability”
“Leadership Is a Skill”
“Leadership Is a Behavior”
“Leadership Is a Relationship”
“Leadership Is an Influence Process”
Global Leadership Attributes
The Dark Side of Leadership
Leadership Snapshot: Indra Nooyi
Summary
Application
1.1 Case Study
1.2 Conceptualizing Leadership Questionnaire
1.3 Observational Exercise
1.4 Reflection and Action Worksheet
References
2. Recognizing Your Traits
Introduction
Leadership Traits Explained
Intelligence
Confidence
Charisma
Determination
Sociability
Integrity
Leadership Snapshot: Nelson Mandela
Leadership Traits in Practice
George Washington (1732–1799)
Winston Churchill (1874–1965)
Mother Teresa (1910–1997)
Bill Gates (1955–)
Oprah Winfrey (1954–)
8
Summary
Application
2.1 Case Study
2.2 Leadership Traits Questionnaire
2.3 Observational Exercise
2.4 Reflection and Action Worksheet
References
3. Engaging Strengths
Introduction
Strengths-Based Leadership Explained
Historical Background
Identifying and Measuring Strengt ...
management of organisations
This document contains instructions for a semester examination on the management of organizations. It lists 7 potential exam questions covering topics such as applying Hofstede's cultural framework to analyze IKEA's Swedish culture, identifying cross-cultural problems in a case study, advising an American manager on an assignment in Sri Lanka, discussing cross-cultural teams and their difficulties, advising negotiations with executives from Japan/Korea/Germany/US, discussing Hofstede's contributions to the study of national cultures and implications for management, and whether leadership varies across cultures. Students are instructed to answer any 3 questions and that it is an open book exam.
Admin Syllabus
This document provides the course syllabus for the Administrative Process and Human Behavior in Organization course offered at Romblon State University. The syllabus outlines the course objectives, content, evaluation methods, and requirements. Over the course of 15 units, students will learn about topics like organizational behavior, leadership, motivation, decision-making, and change management through group discussions, activities, and case studies. Students will be evaluated based on their participation, examinations, and a research output submitted in a bound report covering their analyses of assigned topics and songs. The syllabus aims to help students understand human behavior in organizations using experiential learning pedagogy.
AIESEC_LCP Applicant Booklet
This is was my LCP application submission.
Sharing with you my dear readers who may find it useful.
Feel free to connect with me at maxermesilliam@gmail.com.
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IKEA Strategic case study & analysis
This document is a case study analysis of IKEA, the largest furniture retailer in the world. It provides background information on IKEA's history, vision, mission, objectives, organizational structure, and financial analysis. The case study analyzes how IKEA became successful by pioneering affordable flat-pack furniture and applying a low-cost business model. It also summarizes IKEA's financial growth from 2009 to 2010, with increases in net income, revenue, and gross profit driven by new store openings and sales growth.
Introduction to LeadershipFourth Edition2T.docx
Introduction to Leadership
Fourth Edition
2
To Madison and Isla
3
Introduction to Leadership
Concepts and Practice
Fourth Edition
Peter G. Northouse
Western Michigan University
4
FOR INFORMATION:
SAGE Publications, Inc.
2455 Teller Road
Thousand Oaks, California 91320
E-mail: [email protected]
SAGE Publications Ltd.
1 Oliver’s Yard
55 City Road
London EC1Y 1SP
United Kingdom
SAGE Publications India Pvt. Ltd.
B 1/I 1 Mohan Cooperative Industrial Area
Mathura Road, New Delhi 110 044
India
SAGE Publications Asia-Pacific Pte. Ltd.
3 Church Street
#10-04 Samsung Hub
Singapore 049483
Copyright © 2018 by SAGE Publications, Inc.
All rights reserved. No part of this book may be reproduced or utilized in any form or by
any means, electronic or mechanical, including photocopying, recording, or by any
information storage and retrieval system, without permission in writing from the publisher.
Printed in the United States of America
ISBN: 978-1-5063-3008-2
This book is printed on acid-free paper.
5
Acquisitions Editor: Maggie Stanley
Development Editor: Lauren Holmes
Editorial Assistant: Neda Dallal
eLearning Editor: Katie Ancheta
Production Editor: Libby Larson
Copy Editor: Melinda Masson
Typesetter: C&M Digitals (P) Ltd.
Proofreader: Theresa Kay
Indexer: Wendy Allex
Cover Designer: Gail Buschman
Marketing Manager: Ashlee Blunk
6
Brief Contents
1. Preface
2. About the Author
3. 1. Understanding Leadership
4. 2. Recognizing Your Traits
5. 3. Engaging Strengths
6. 4. Understanding Philosophy and Styles
7. 5. Attending to Tasks and Relationships
8. 6. Developing Leadership Skills
9. 7. Creating a Vision
10. 8. Establishing a Constructive Climate
11. 9. Embracing Diversity and Inclusion
12. 10. Listening to Out-Group Members
13. 11. Managing Conflict
14. 12. Addressing Ethics in Leadership
15. 13. Overcoming Obstacles
16. Glossary
17. Index
7
Detailed Contents
Preface
About the Author
1. Understanding Leadership
Introduction
Leadership Explained
“Leadership Is a Trait”
“Leadership Is an Ability”
“Leadership Is a Skill”
“Leadership Is a Behavior”
“Leadership Is a Relationship”
“Leadership Is an Influence Process”
Global Leadership Attributes
The Dark Side of Leadership
Leadership Snapshot: Indra Nooyi
Summary
Application
1.1 Case Study
1.2 Conceptualizing Leadership Questionnaire
1.3 Observational Exercise
1.4 Reflection and Action Worksheet
References
2. Recognizing Your Traits
Introduction
Leadership Traits Explained
Intelligence
Confidence
Charisma
Determination
Sociability
Integrity
Leadership Snapshot: Nelson Mandela
Leadership Traits in Practice
George Washington (1732–1799)
Winston Churchill (1874–1965)
Mother Teresa (1910–1997)
Bill Gates (1955–)
Oprah Winfrey (1954–)
Summary
Application
8
2.1 Case Study
2.2 Leadership Traits Questionnaire
2.3 Observational Exercise
2.4 Reflection and Action Worksheet
References
3. Engaging Strengths
Introduction
Strengths-Based Leadership Ex ...
Introduction to LeadershipFourth Edition2T.docx
Introduction to Leadership
Fourth Edition
2
To Madison and Isla
3
Introduction to Leadership
Concepts and Practice
Fourth Edition
Peter G. Northouse
Western Michigan University
4
FOR INFORMATION:
SAGE Publications, Inc.
2455 Teller Road
Thousand Oaks, California 91320
E-mail: [email protected]
SAGE Publications Ltd.
1 Oliver’s Yard
55 City Road
London EC1Y 1SP
United Kingdom
SAGE Publications India Pvt. Ltd.
B 1/I 1 Mohan Cooperative Industrial Area
Mathura Road, New Delhi 110 044
India
SAGE Publications Asia-Pacific Pte. Ltd.
3 Church Street
#10-04 Samsung Hub
Singapore 049483
Copyright © 2018 by SAGE Publications, Inc.
All rights reserved. No part of this book may be reproduced or utilized in any form or by
any means, electronic or mechanical, including photocopying, recording, or by any
information storage and retrieval system, without permission in writing from the publisher.
Printed in the United States of America
ISBN: 978-1-5063-3008-2
This book is printed on acid-free paper.
5
Acquisitions Editor: Maggie Stanley
Development Editor: Lauren Holmes
Editorial Assistant: Neda Dallal
eLearning Editor: Katie Ancheta
Production Editor: Libby Larson
Copy Editor: Melinda Masson
Typesetter: C&M Digitals (P) Ltd.
Proofreader: Theresa Kay
Indexer: Wendy Allex
Cover Designer: Gail Buschman
Marketing Manager: Ashlee Blunk
6
Brief Contents
1. Preface
2. About the Author
3. 1. Understanding Leadership
4. 2. Recognizing Your Traits
5. 3. Engaging Strengths
6. 4. Understanding Philosophy and Styles
7. 5. Attending to Tasks and Relationships
8. 6. Developing Leadership Skills
9. 7. Creating a Vision
10. 8. Establishing a Constructive Climate
11. 9. Embracing Diversity and Inclusion
12. 10. Listening to Out-Group Members
13. 11. Managing Conflict
14. 12. Addressing Ethics in Leadership
15. 13. Overcoming Obstacles
16. Glossary
17. Index
7
Detailed Contents
Preface
About the Author
1. Understanding Leadership
Introduction
Leadership Explained
“Leadership Is a Trait”
“Leadership Is an Ability”
“Leadership Is a Skill”
“Leadership Is a Behavior”
“Leadership Is a Relationship”
“Leadership Is an Influence Process”
Global Leadership Attributes
The Dark Side of Leadership
Leadership Snapshot: Indra Nooyi
Summary
Application
1.1 Case Study
1.2 Conceptualizing Leadership Questionnaire
1.3 Observational Exercise
1.4 Reflection and Action Worksheet
References
2. Recognizing Your Traits
Introduction
Leadership Traits Explained
Intelligence
Confidence
Charisma
Determination
Sociability
Integrity
Leadership Snapshot: Nelson Mandela
Leadership Traits in Practice
George Washington (1732–1799)
Winston Churchill (1874–1965)
Mother Teresa (1910–1997)
Bill Gates (1955–)
Oprah Winfrey (1954–)
Summary
Application
8
2.1 Case Study
2.2 Leadership Traits Questionnaire
2.3 Observational Exercise
2.4 Reflection and Action Worksheet
References
3. Engaging Strengths
Introduction
Strengths-Based Leadership Ex ...
Introduction to LeadershipFourth Edition2T.docx
Introduction to Leadership
Fourth Edition
2
To Madison and Isla
3
Introduction to Leadership
Concepts and Practice
Fourth Edition
Peter G. Northouse
Western Michigan University
4
FOR INFORMATION:
SAGE Publications, Inc.
2455 Teller Road
Thousand Oaks, California 91320
E-mail: [email protected]
SAGE Publications Ltd.
1 Oliver’s Yard
55 City Road
London EC1Y 1SP
United Kingdom
SAGE Publications India Pvt. Ltd.
B 1/I 1 Mohan Cooperative Industrial Area
Mathura Road, New Delhi 110 044
India
SAGE Publications Asia-Pacific Pte. Ltd.
3 Church Street
#10-04 Samsung Hub
Singapore 049483
Copyright © 2018 by SAGE Publications, Inc.
All rights reserved. No part of this book may be reproduced or utilized in any form or by
any means, electronic or mechanical, including photocopying, recording, or by any
information storage and retrieval system, without permission in writing from the publisher.
Printed in the United States of America
ISBN: 978-1-5063-3008-2
This book is printed on acid-free paper.
5
Acquisitions Editor: Maggie Stanley
Development Editor: Lauren Holmes
Editorial Assistant: Neda Dallal
eLearning Editor: Katie Ancheta
Production Editor: Libby Larson
Copy Editor: Melinda Masson
Typesetter: C&M Digitals (P) Ltd.
Proofreader: Theresa Kay
Indexer: Wendy Allex
Cover Designer: Gail Buschman
Marketing Manager: Ashlee Blunk
6
Brief Contents
1. Preface
2. About the Author
3. 1. Understanding Leadership
4. 2. Recognizing Your Traits
5. 3. Engaging Strengths
6. 4. Understanding Philosophy and Styles
7. 5. Attending to Tasks and Relationships
8. 6. Developing Leadership Skills
9. 7. Creating a Vision
10. 8. Establishing a Constructive Climate
11. 9. Embracing Diversity and Inclusion
12. 10. Listening to Out-Group Members
13. 11. Managing Conflict
14. 12. Addressing Ethics in Leadership
15. 13. Overcoming Obstacles
16. Glossary
17. Index
7
Detailed Contents
Preface
About the Author
1. Understanding Leadership
Introduction
Leadership Explained
“Leadership Is a Trait”
“Leadership Is an Ability”
“Leadership Is a Skill”
“Leadership Is a Behavior”
“Leadership Is a Relationship”
“Leadership Is an Influence Process”
Global Leadership Attributes
The Dark Side of Leadership
Leadership Snapshot: Indra Nooyi
Summary
Application
1.1 Case Study
1.2 Conceptualizing Leadership Questionnaire
1.3 Observational Exercise
1.4 Reflection and Action Worksheet
References
2. Recognizing Your Traits
Introduction
Leadership Traits Explained
Intelligence
Confidence
Charisma
Determination
Sociability
Integrity
Leadership Snapshot: Nelson Mandela
Leadership Traits in Practice
George Washington (1732–1799)
Winston Churchill (1874–1965)
Mother Teresa (1910–1997)
Bill Gates (1955–)
Oprah Winfrey (1954–)
Summary
Application
8
2.1 Case Study
2.2 Leadership Traits Questionnaire
2.3 Observational Exercise
2.4 Reflection and Action Worksheet
References
3. Engaging Strengths
Introduction
Strengths-Based Leadership Ex.
Introduction to LeadershipFourth Edition2To .docx
Introduction to Leadership
Fourth Edition
2
To Madison and Isla
3
Introduction to Leadership
Concepts and Practice
Fourth Edition
Peter G. Northouse
Western Michigan University
4
FOR INFORMATION:
SAGE Publications, Inc.
2455 Teller Road
Thousand Oaks, California 91320
E-mail: [email protected]
SAGE Publications Ltd.
1 Oliver’s Yard
55 City Road
London EC1Y 1SP
United Kingdom
SAGE Publications India Pvt. Ltd.
B 1/I 1 Mohan Cooperative Industrial Area
Mathura Road, New Delhi 110 044
India
SAGE Publications Asia-Pacific Pte. Ltd.
3 Church Street
#10-04 Samsung Hub
Singapore 049483
Copyright © 2018 by SAGE Publications, Inc.
5
All rights reserved. No part of this book may be reproduced or utilized in
any form or by any means, electronic or mechanical, including
photocopying, recording, or by any information storage and retrieval
system, without permission in writing from the publisher.
Printed in the United States of America
ISBN: 978-1-5063-3008-2
This book is printed on acid-free paper.
Acquisitions Editor: Maggie Stanley
Development Editor: Lauren Holmes
Editorial Assistant: Neda Dallal
eLearning Editor: Katie Ancheta
Production Editor: Libby Larson
Copy Editor: Melinda Masson
Typesetter: C&M Digitals (P) Ltd.
Proofreader: Theresa Kay
Indexer: Wendy Allex
Cover Designer: Gail Buschman
Marketing Manager: Ashlee Blunk
6
Brief Contents
Preface
About the Author
1. Understanding Leadership
2. Recognizing Your Traits
3. Engaging Strengths
4. Understanding Philosophy and Styles
5. Attending to Tasks and Relationships
6. Developing Leadership Skills
7. Creating a Vision
8. Establishing a Constructive Climate
9. Embracing Diversity and Inclusion
10. Listening to Out-Group Members
11. Managing Conflict
12. Addressing Ethics in Leadership
13. Overcoming Obstacles
Glossary
Index
7
Detailed Contents
Preface
About the Author
1. Understanding Leadership
Introduction
Leadership Explained
“Leadership Is a Trait”
“Leadership Is an Ability”
“Leadership Is a Skill”
“Leadership Is a Behavior”
“Leadership Is a Relationship”
“Leadership Is an Influence Process”
Global Leadership Attributes
The Dark Side of Leadership
Leadership Snapshot: Indra Nooyi
Summary
Application
1.1 Case Study
1.2 Conceptualizing Leadership Questionnaire
1.3 Observational Exercise
1.4 Reflection and Action Worksheet
References
2. Recognizing Your Traits
Introduction
Leadership Traits Explained
Intelligence
Confidence
Charisma
Determination
Sociability
Integrity
Leadership Snapshot: Nelson Mandela
Leadership Traits in Practice
George Washington (1732–1799)
Winston Churchill (1874–1965)
Mother Teresa (1910–1997)
Bill Gates (1955–)
Oprah Winfrey (1954–)
8
Summary
Application
2.1 Case Study
2.2 Leadership Traits Questionnaire
2.3 Observational Exercise
2.4 Reflection and Action Worksheet
References
3. Engaging Strengths
Introduction
Strengths-Based Leadership Explained
Historical Background
Identifying and Measuring Strengt ...
management of organisations
This document contains instructions for a semester examination on the management of organizations. It lists 7 potential exam questions covering topics such as applying Hofstede's cultural framework to analyze IKEA's Swedish culture, identifying cross-cultural problems in a case study, advising an American manager on an assignment in Sri Lanka, discussing cross-cultural teams and their difficulties, advising negotiations with executives from Japan/Korea/Germany/US, discussing Hofstede's contributions to the study of national cultures and implications for management, and whether leadership varies across cultures. Students are instructed to answer any 3 questions and that it is an open book exam.
Admin Syllabus
This document provides the course syllabus for the Administrative Process and Human Behavior in Organization course offered at Romblon State University. The syllabus outlines the course objectives, content, evaluation methods, and requirements. Over the course of 15 units, students will learn about topics like organizational behavior, leadership, motivation, decision-making, and change management through group discussions, activities, and case studies. Students will be evaluated based on their participation, examinations, and a research output submitted in a bound report covering their analyses of assigned topics and songs. The syllabus aims to help students understand human behavior in organizations using experiential learning pedagogy.
AIESEC_LCP Applicant Booklet
This is was my LCP application submission.
Sharing with you my dear readers who may find it useful.
Feel free to connect with me at maxermesilliam@gmail.com.
International management Revision Questions
This document outlines an 11-week course on international management. Over the 11 weeks, students will cover key topics such as the challenges of international management, the role of culture, managing across cultures, cross-cultural communication, conflict and negotiation, organizational structure and control, motivating across cultures, leadership across cultures, international human resource management, managing international teams, and ethics and social responsibility. Each week focuses on different sub-topics within these areas and includes guidance on what to study and examples to consider.
Leading change march 2011
The document provides guidance on effective leadership, particularly in times of change and uncertainty. It discusses key aspects of leadership including developing a vision, taking action, and facing challenges. It also covers leading successful change by understanding contexts, managing reactions, and focusing on strategic leadership through shared values and outcomes. Leaders are advised to solve problems collaboratively, enable others, and recognize complexity while maintaining commitment.
BUSM 4177 4194Leading for Change Topic 6 Contingenc.docx
BUSM 4177 / 4194
Leading for Change
Topic 6: Contingency Theories of Leadership
Learning Objectives
Contingency theories of leadership:
1. Understand how aspects of the situation can enhance or diminish effects
of leader behaviour.
2. Understand key features of the early contingency theories of effective
leadership.
3. Understand the benefits and limitations of contingency theories
4. Understand the findings from empirical research on contingency theories.
5. Understand how to adapt leader behaviour to the situation.
6. Understand how to manage disruptions and other crises.
Contingency
Contingency theories describe
how aspects of the leadership
situation alter a leader's influence
on an individual subordinate or a
work group
Textbook p 139
“contingency” synonyms:
emergency, predicament,
crossroads, likelihood, zero
hour, crisis, accident,
predicament
Thesaurus.com
ฉกุเฉิน
A contingency is
something that might
happen in the future
Collins English
Dictionary
偶然性
a future event or
circumstance which
is possible but
cannot be predicted
with certainty
Oxford English
Dictionary
A contingency plan is a
plan devised for an
outcome other than in the
usual (expected) plan
Wikipedia
dự phòng
Kontinjensi
Early Contingency Theories
Path-Goal Theory (discussed in this presentation)
Situational Leadership Theory (discussed in this presentation)
LPC Contingency Model (refer to prescribed textbook p 172)
Leader Substitutes Theory (refer to prescribed textbook p 171)
Cognitive Resources Theory (refer to prescribed textbook p 173)
Multiple-Linkage Model (refer to prescribed textbook p 174)
Normative Decision Model (covered in topic 5)
1969
Paul Hersey and Richard Blanchard’s Situational Leadership theory
Paul Hersey
Ken Blanchard
Hersey, P. and Blanchard, K. H. (1969).
Management of Organizational Behavior –
Utilizing Human Resources.
New Jersey / Prentice Hall
• Explains how to match leadership style to the capabilities of
group members on a given task
• SLII (a recent Blanchard version) is designed to increase the
frequency and quality of conversations about performance and
professional development between managers and group
members so that competence is developed, commitment takes
place, and turnover among talented workers is reduced
Hersey & Blanchard’s Situational Leadership theory
In Blanchard's own words
http://www.youtube.com/watch?v=M1uyU3YSqes&feature=related
The Situational Leadership theory
1971
Robert House and the “Path Goal theory”
Professor of Management, Wharton School
University of Pennsylvania
www.wharton.upenn.edu/faculty/house.cfm
MELBOURNE AIRPORT 1971 SINGAPORE AIRPORT 1971
Abstract:
An explanation of the effects of leader behavior on subordinate satisfaction,
motivation, and performance. …………. Dimensions of leader behavior ………are
analysed..
A set of general propositions are advanced which integrate and ...
Leading Effective Change
The document discusses leading effective change and what has been learned about leading change. It reflects on the author's style of working with others and how their approach has affected their impact. It describes establishing a forum for staff to discuss issues requiring change, which improved morale by making staff feel more appreciated and providing valuable information. The author learned the importance of considering all stakeholders, appreciating their knowledge, and involving them in designing and implementing innovations for a more positive environment and sustainable changes.
06 Leadership, management & how to lead changes
The document discusses different frameworks for leadership including situational leadership theory and approaches for team-oriented leadership. It also provides examples of how to apply the leadership frameworks in various healthcare contexts such as establishing a new teaching hospital. Effective leadership requires assessing the situation and matching the appropriate leadership style to the readiness of the followers.
Under standing our education sysytem and importance of plan earl for a career
The document discusses the importance of understanding the education system and planning one's career early. It outlines the history and origins of the Indian education system, which was developed during British rule. It notes both benefits and limitations of the current system. The document advises starting career planning in secondary school by choosing subjects wisely and working toward goals. It also discusses factors that employers look for in candidates, like marks, skills, initiative and attitude. In closing, it references biblical parables about being prepared.
Poised in paradox
This paper synthesizes concepts from leadership, organizational theory, and complexity science to develop a model for effective leadership in volatile environments. It makes several key points:
1. Organizations exist in a state of constant change and unpredictability (VUCA). To adapt, they must function as complex adaptive systems poised at the edge of chaos.
2. Effective leadership requires three zones - innovation, continuous improvement, and integration. Leaders must balance experimentation with stability to maintain organizational "poise."
3. Individuals and organizations can never fully develop or "finish" given constantly shifting contexts. Embracing paradox and ambiguity better equips leaders for this reality.
4. Conventional, linear thinking is insufficient.
Education & career planning a christian prespective
for teenagers and freshmen in college to understand Indian education system and the importance of early career planning with a Christian perspective
Quick reference material for e2 e3 training
This document provides quick reference material for an E2-E3 executive training program. It covers topics like management, time management, communication skills, managing change, project management, transaction analysis, balanced scorecard, BSNL rules, motivation, reservation policy, staff welfare, cost management, asset management, auditing, and capital/revenue budgeting. Key information is presented concisely through points, definitions, and examples for each topic to aid exam preparation.
Speech-Writing-Process.pdf
The document outlines the process for writing an effective speech, which includes 12 key steps: 1) conducting an audience analysis, 2) determining the purpose, 3) selecting a topic, 4) narrowing the topic, 5) gathering data, 6) selecting a writing pattern, 7) preparing an outline, 8) creating the body, 9) preparing the introduction, 10) preparing the conclusion, 11) editing and revising, and 12) rehearsing. Each step of the process is then explained in further detail to provide guidance on how to effectively plan and structure a speech from start to finish.
Reflection paperPaper Yu Liang
Reflection paperPaper
Yu Liang
Student ID : 628399Comment by S L: No space here.
Trinity Western University
LDRS 303 I3 - Contemporary Leadership Approaches
Steven Stephen Liang
May 17, 2022
Chapter 11Comment by S L: Do not leave a line between the heading and the paragraph.
After reading chapter 11 I learned that adaptive leadership is how leaders motivate their followers to adapt and respond to changes, problems and challenges. Unlike authentic leadership, which focuses on the characteristics of the leader, adaptive leadership emphasizes the complex interactions of leaders and followers in different contexts. In general, adaptive leadership focuses on how followers change and adapt to new situations. It asks leaders to address three situational challenges: 1) technical challenges, 2) technical and adaptive challenges, and 3) adaptive challenges.Comment by S L: This is not APA.
An important point for me in this chapter is that adaptive leadership is follower-centric. Adaptive leaders always help their followers do what they need to do to adapt to the challenges or problems they face (Northouse, 2018). I think this is important. I remember when I was in Vancouver Premier College before because our team members did not understand the instructions given by the teacher during the group work process. Later, under the active discussion of our group, he finally adapted to the topic given by the teacher teacher, and we got good grades.Comment by S L: Awkward. Unclear.
I will apply this leadership style to my practice. At home, this entails encouraging each family member to deal with tough life issues. At work, this entails encouraging employees to adapt to challenges and thrive when faced with them. In a community, adaptive leadership involves encouraging community members to deal with problems, such as disease outbreaks, natural disasters, or terrorism. A key advantage of adaptive leaders is that they can adapt their leadership methods to the situation.Comment by S L: A little repetitious. I'd like to see more specifics.
Adaptive leadership has to do with the culture I come from. I grew up in a culture of transparency and openness. Adaptable leaders must face challenges with transparency and openness. Adaptive leadership can also be rooted in other cultures, including those that support change. This will ensure success when implementing the change program.Comment by S L: You are introducing something new in your conclusion.
Reference
Preece, J. (2016). Negotiating service learning through community engagement: Adaptive 434
leadership, knowledge, dialogue and power. Education as Change, 20(1), 104–125.
Edwin. Did someone help you with this?
You citation and reference doesn’t match.
2
Leadership
Eighth Edition
3
To Madison, Isla, and Sullivan
4
Leadership
Theory and Practice
Eighth Edition
Peter G. Northouse
Western Michigan University
5 ...
Essay Story About Family
The document summarizes an article by Lindsey Disney and Larry Poston on the origins of the human soul from a Christian perspective. It outlines major historical Christian positions on soul ontology and their implications for modern ethics. However, the summarizer finds the article fails to provide useful insight or meaningfully further discussion on the topic.
Overview Our team has been immersed in ‘whole .docx
Overview
Our team has been immersed in ‘whole system change’ for the past few years
in Ontario, Canada; California; Australia and New Zealand; and elsewhere. Our main
mode of learning is to go from practice to theory, and then back and forth to obtain
more specific insights about how to lead and participate in transformative change in
schools and school systems.
In this workshop we take the best of these insights from our most recent
publications: Stratosphere, The Professional Capital of Teachers, The Principal,
Freedom to Change, and Coherence and integrate the ideas into a single set of
learnings.
The specific objectives for participants are:
1. To learn to take initiative on what we call 'Freedom to Change’.
2. To Understand and be able to use the ‘Coherence Framework’.
3. To analyze your current situation and to identify action strategies fro making
improvements.
4. Overall to gain insights into ‘leadership in a digital age’.
We have organized this session around six modules:
Module I Freedom From Change 1-4
Module II Focusing Direction 5-10
Module III Cultivating Collaborative Cultures 11-14
Module IV Deepening Learning 15-22
Module V Securing Accountability 23-30
Module VI Freedom To Change 31-32
References 33
Please feel free to reproduce and use the
material in this booklet with your staff and others.
2015
Freedom From Change
1
Shifting to
the Right Drivers
Right Wrong
§ Capacity building
§ Collaborative work
§ Pedagogy
§ Systemness
§ Accountability
§ Individual teacher and
leadership quality
§ Technology
§ Fragmented strategies
Freedom:
If you could make one
change in your school or
system what would it be?
What obstacles stand in
your way?
What would you change? What are the obstacles?
Trio Talk:
§ Meet up with two colleagues.
§ Share your choice and rationale.
§ What were the similarities and differences in the choices?
Module 1
2
The Concepts of Freedom § Freedom to is getting rid of the constraints.
§ Freedom from is figuring
out what to do when you
become more liberated.
Seeking Coherence § Within your table read the seven quotes from Coherence and circle
the one you like the best.
§ Go around the table and see who selected which quotes.
§ As a group discuss what ‘coherence’ means.
Coherence: The Right Drivers in Action for Schools, Districts, and Systems
Fullan, M., & Quinn, J. ( 2015). Corwin & Ontario Principals’ Council.
# Quote
1. There is only one way to achieve greater coherence, and that is through purposeful action and interaction,
working on capacity, clarity, precision of practice, transparency, monitoring of progress, and continuous
correction. All of this requires the right mixture of “pressure and support”: the press for progress within
supportive and focused cultures. p. 2
2. Coher ...
Chapter 1-ob-ppt-4-july-section-g
Scientific management, as developed by Frederick Taylor, focused on analyzing workflows to determine the most efficient way to perform tasks. It emphasized specialization of labor, standardized work processes, incentives for meeting productivity targets, and close monitoring and measurement of worker performance. The goal was to maximize productivity. However, it treated workers as extensions of the machines they operated and did not consider their well-being, potentially dehumanizing labor.
Exercise and summary of Critical Thinking.pptx
This is a great summary of critical thinking by Chirada Na Suwan from Chiang Mai University
for my students in English 109.
Masters of Applied Social Work academic writing orientation 2018
KIA ORA from the NCTL
This document provides information about an orientation quiz and tips for MaSW writing. It begins with details about joining an orientation quiz using Kahoot, including entering a game pin and nickname. It then lists 10 tips for MaSW writing, such as using NCTL online resources, treating study like a job, starting assignments early, and learning APA referencing style. Key information is concisely summarized while maintaining the overall context and purpose of the document.
Six secrets of change fullan
The document discusses Michael Fullan's six secrets of change which are focused on building organizational capacity. The six secrets are: 1) Love your employees; 2) Connect peers with purpose; 3) Non-judgmentalism and capacity building over judgment; 4) Learning is the work; 5) Transparency rules; 6) Systems learn. The document provides explanations and examples for each secret. It emphasizes that the secrets are interrelated and reinforce each other to create high-performance organizations through continuous learning and improvement.
academic writing orientation for MaSW students
This document provides information about an orientation quiz and tips for Massey social work writing.
It describes a Kahoot quiz to be done during orientation that involves answering location-based questions on a smartphone or tablet for points.
It then lists 10 tips for Massey social work writing, including using NCTL online resources, scheduling study time like a job, starting assignments early, and referencing sources in APA style. The tips are meant to help students improve their academic writing skills.
Professionalism and professional issues 2
This document outlines an agenda for a training session on professionalism and professional issues for teachers. The session aims to review teacher roles and responsibilities, consider the concept of professionalism, reflect on professional standards, and look at current teaching issues. Key topics that will be covered include defining professionalism and roles versus responsibilities, discussing dual professionalism, self-assessing against professional standards, understanding the wider social role of teachers, and exploring current debates around issues like Prevent and radicalization. Participants will reflect on how professionalism relates to their work, set development targets, and discuss how to embed topics like British values and Prevent into their teaching practice.
Essay Narrative Format. Online assignment writing service.
The document provides an examination of the book "The History of the Ojibway People" by William W. Warren. William W. Warren was of mixed Ojibway and white heritage and used his knowledge of the Ojibway language and relationships with both white and Ojibway people to document Ojibway traditions and oral histories at a time when their culture was threatened. The reviewer chose to read the book to learn more about the Ojibway people and their way of life. While Warren intended to write a multi-volume work, he only completed one volume before tragically dying at a young age, though his work helped preserve important aspects of Ojibway culture and history.
Operation Management Question paper
This document contains a series of questions for an Operations Management exam. It includes questions about operations strategy, production processes, queuing models, process flow diagrams, learning curves, six sigma concepts, and process improvement tools. Students are asked to define key terms, analyze scenarios, calculate metrics, and discuss how to improve systems. The questions cover a wide range of operations management topics.
Operation Management Question paper
This document contains 5 questions related to operations management for a course at University College Dublin. The questions cover topics such as operations strategy, production processes, queuing theory, precedence diagrams, learning curves, six sigma quality, lean production systems, and kanban systems. Students are asked to define key terms, analyze examples, and perform calculations to demonstrate their understanding of operations management concepts.
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Leading change march 2011
The document provides guidance on effective leadership, particularly in times of change and uncertainty. It discusses key aspects of leadership including developing a vision, taking action, and facing challenges. It also covers leading successful change by understanding contexts, managing reactions, and focusing on strategic leadership through shared values and outcomes. Leaders are advised to solve problems collaboratively, enable others, and recognize complexity while maintaining commitment.
BUSM 4177 4194Leading for Change Topic 6 Contingenc.docx
BUSM 4177 / 4194
Leading for Change
Topic 6: Contingency Theories of Leadership
Learning Objectives
Contingency theories of leadership:
1. Understand how aspects of the situation can enhance or diminish effects
of leader behaviour.
2. Understand key features of the early contingency theories of effective
leadership.
3. Understand the benefits and limitations of contingency theories
4. Understand the findings from empirical research on contingency theories.
5. Understand how to adapt leader behaviour to the situation.
6. Understand how to manage disruptions and other crises.
Contingency
Contingency theories describe
how aspects of the leadership
situation alter a leader's influence
on an individual subordinate or a
work group
Textbook p 139
“contingency” synonyms:
emergency, predicament,
crossroads, likelihood, zero
hour, crisis, accident,
predicament
Thesaurus.com
ฉกุเฉิน
A contingency is
something that might
happen in the future
Collins English
Dictionary
偶然性
a future event or
circumstance which
is possible but
cannot be predicted
with certainty
Oxford English
Dictionary
A contingency plan is a
plan devised for an
outcome other than in the
usual (expected) plan
Wikipedia
dự phòng
Kontinjensi
Early Contingency Theories
Path-Goal Theory (discussed in this presentation)
Situational Leadership Theory (discussed in this presentation)
LPC Contingency Model (refer to prescribed textbook p 172)
Leader Substitutes Theory (refer to prescribed textbook p 171)
Cognitive Resources Theory (refer to prescribed textbook p 173)
Multiple-Linkage Model (refer to prescribed textbook p 174)
Normative Decision Model (covered in topic 5)
1969
Paul Hersey and Richard Blanchard’s Situational Leadership theory
Paul Hersey
Ken Blanchard
Hersey, P. and Blanchard, K. H. (1969).
Management of Organizational Behavior –
Utilizing Human Resources.
New Jersey / Prentice Hall
• Explains how to match leadership style to the capabilities of
group members on a given task
• SLII (a recent Blanchard version) is designed to increase the
frequency and quality of conversations about performance and
professional development between managers and group
members so that competence is developed, commitment takes
place, and turnover among talented workers is reduced
Hersey & Blanchard’s Situational Leadership theory
In Blanchard's own words
http://www.youtube.com/watch?v=M1uyU3YSqes&feature=related
The Situational Leadership theory
1971
Robert House and the “Path Goal theory”
Professor of Management, Wharton School
University of Pennsylvania
www.wharton.upenn.edu/faculty/house.cfm
MELBOURNE AIRPORT 1971 SINGAPORE AIRPORT 1971
Abstract:
An explanation of the effects of leader behavior on subordinate satisfaction,
motivation, and performance. …………. Dimensions of leader behavior ………are
analysed..
A set of general propositions are advanced which integrate and ...
Leading Effective Change
The document discusses leading effective change and what has been learned about leading change. It reflects on the author's style of working with others and how their approach has affected their impact. It describes establishing a forum for staff to discuss issues requiring change, which improved morale by making staff feel more appreciated and providing valuable information. The author learned the importance of considering all stakeholders, appreciating their knowledge, and involving them in designing and implementing innovations for a more positive environment and sustainable changes.
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The document discusses different frameworks for leadership including situational leadership theory and approaches for team-oriented leadership. It also provides examples of how to apply the leadership frameworks in various healthcare contexts such as establishing a new teaching hospital. Effective leadership requires assessing the situation and matching the appropriate leadership style to the readiness of the followers.
Under standing our education sysytem and importance of plan earl for a career
The document discusses the importance of understanding the education system and planning one's career early. It outlines the history and origins of the Indian education system, which was developed during British rule. It notes both benefits and limitations of the current system. The document advises starting career planning in secondary school by choosing subjects wisely and working toward goals. It also discusses factors that employers look for in candidates, like marks, skills, initiative and attitude. In closing, it references biblical parables about being prepared.
Poised in paradox
This paper synthesizes concepts from leadership, organizational theory, and complexity science to develop a model for effective leadership in volatile environments. It makes several key points:
1. Organizations exist in a state of constant change and unpredictability (VUCA). To adapt, they must function as complex adaptive systems poised at the edge of chaos.
2. Effective leadership requires three zones - innovation, continuous improvement, and integration. Leaders must balance experimentation with stability to maintain organizational "poise."
3. Individuals and organizations can never fully develop or "finish" given constantly shifting contexts. Embracing paradox and ambiguity better equips leaders for this reality.
4. Conventional, linear thinking is insufficient.
Education & career planning a christian prespective
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Quick reference material for e2 e3 training
This document provides quick reference material for an E2-E3 executive training program. It covers topics like management, time management, communication skills, managing change, project management, transaction analysis, balanced scorecard, BSNL rules, motivation, reservation policy, staff welfare, cost management, asset management, auditing, and capital/revenue budgeting. Key information is presented concisely through points, definitions, and examples for each topic to aid exam preparation.
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Reflection paperPaper Yu Liang
Reflection paperPaper
Yu Liang
Student ID : 628399Comment by S L: No space here.
Trinity Western University
LDRS 303 I3 - Contemporary Leadership Approaches
Steven Stephen Liang
May 17, 2022
Chapter 11Comment by S L: Do not leave a line between the heading and the paragraph.
After reading chapter 11 I learned that adaptive leadership is how leaders motivate their followers to adapt and respond to changes, problems and challenges. Unlike authentic leadership, which focuses on the characteristics of the leader, adaptive leadership emphasizes the complex interactions of leaders and followers in different contexts. In general, adaptive leadership focuses on how followers change and adapt to new situations. It asks leaders to address three situational challenges: 1) technical challenges, 2) technical and adaptive challenges, and 3) adaptive challenges.Comment by S L: This is not APA.
An important point for me in this chapter is that adaptive leadership is follower-centric. Adaptive leaders always help their followers do what they need to do to adapt to the challenges or problems they face (Northouse, 2018). I think this is important. I remember when I was in Vancouver Premier College before because our team members did not understand the instructions given by the teacher during the group work process. Later, under the active discussion of our group, he finally adapted to the topic given by the teacher teacher, and we got good grades.Comment by S L: Awkward. Unclear.
I will apply this leadership style to my practice. At home, this entails encouraging each family member to deal with tough life issues. At work, this entails encouraging employees to adapt to challenges and thrive when faced with them. In a community, adaptive leadership involves encouraging community members to deal with problems, such as disease outbreaks, natural disasters, or terrorism. A key advantage of adaptive leaders is that they can adapt their leadership methods to the situation.Comment by S L: A little repetitious. I'd like to see more specifics.
Adaptive leadership has to do with the culture I come from. I grew up in a culture of transparency and openness. Adaptable leaders must face challenges with transparency and openness. Adaptive leadership can also be rooted in other cultures, including those that support change. This will ensure success when implementing the change program.Comment by S L: You are introducing something new in your conclusion.
Reference
Preece, J. (2016). Negotiating service learning through community engagement: Adaptive 434
leadership, knowledge, dialogue and power. Education as Change, 20(1), 104–125.
Edwin. Did someone help you with this?
You citation and reference doesn’t match.
2
Leadership
Eighth Edition
3
To Madison, Isla, and Sullivan
4
Leadership
Theory and Practice
Eighth Edition
Peter G. Northouse
Western Michigan University
5 ...
Essay Story About Family
The document summarizes an article by Lindsey Disney and Larry Poston on the origins of the human soul from a Christian perspective. It outlines major historical Christian positions on soul ontology and their implications for modern ethics. However, the summarizer finds the article fails to provide useful insight or meaningfully further discussion on the topic.
Overview Our team has been immersed in ‘whole .docx
Overview
Our team has been immersed in ‘whole system change’ for the past few years
in Ontario, Canada; California; Australia and New Zealand; and elsewhere. Our main
mode of learning is to go from practice to theory, and then back and forth to obtain
more specific insights about how to lead and participate in transformative change in
schools and school systems.
In this workshop we take the best of these insights from our most recent
publications: Stratosphere, The Professional Capital of Teachers, The Principal,
Freedom to Change, and Coherence and integrate the ideas into a single set of
learnings.
The specific objectives for participants are:
1. To learn to take initiative on what we call 'Freedom to Change’.
2. To Understand and be able to use the ‘Coherence Framework’.
3. To analyze your current situation and to identify action strategies fro making
improvements.
4. Overall to gain insights into ‘leadership in a digital age’.
We have organized this session around six modules:
Module I Freedom From Change 1-4
Module II Focusing Direction 5-10
Module III Cultivating Collaborative Cultures 11-14
Module IV Deepening Learning 15-22
Module V Securing Accountability 23-30
Module VI Freedom To Change 31-32
References 33
Please feel free to reproduce and use the
material in this booklet with your staff and others.
2015
Freedom From Change
1
Shifting to
the Right Drivers
Right Wrong
§ Capacity building
§ Collaborative work
§ Pedagogy
§ Systemness
§ Accountability
§ Individual teacher and
leadership quality
§ Technology
§ Fragmented strategies
Freedom:
If you could make one
change in your school or
system what would it be?
What obstacles stand in
your way?
What would you change? What are the obstacles?
Trio Talk:
§ Meet up with two colleagues.
§ Share your choice and rationale.
§ What were the similarities and differences in the choices?
Module 1
2
The Concepts of Freedom § Freedom to is getting rid of the constraints.
§ Freedom from is figuring
out what to do when you
become more liberated.
Seeking Coherence § Within your table read the seven quotes from Coherence and circle
the one you like the best.
§ Go around the table and see who selected which quotes.
§ As a group discuss what ‘coherence’ means.
Coherence: The Right Drivers in Action for Schools, Districts, and Systems
Fullan, M., & Quinn, J. ( 2015). Corwin & Ontario Principals’ Council.
# Quote
1. There is only one way to achieve greater coherence, and that is through purposeful action and interaction,
working on capacity, clarity, precision of practice, transparency, monitoring of progress, and continuous
correction. All of this requires the right mixture of “pressure and support”: the press for progress within
supportive and focused cultures. p. 2
2. Coher ...
Chapter 1-ob-ppt-4-july-section-g
Scientific management, as developed by Frederick Taylor, focused on analyzing workflows to determine the most efficient way to perform tasks. It emphasized specialization of labor, standardized work processes, incentives for meeting productivity targets, and close monitoring and measurement of worker performance. The goal was to maximize productivity. However, it treated workers as extensions of the machines they operated and did not consider their well-being, potentially dehumanizing labor.
Exercise and summary of Critical Thinking.pptx
This is a great summary of critical thinking by Chirada Na Suwan from Chiang Mai University
for my students in English 109.
Masters of Applied Social Work academic writing orientation 2018
KIA ORA from the NCTL
This document provides information about an orientation quiz and tips for MaSW writing. It begins with details about joining an orientation quiz using Kahoot, including entering a game pin and nickname. It then lists 10 tips for MaSW writing, such as using NCTL online resources, treating study like a job, starting assignments early, and learning APA referencing style. Key information is concisely summarized while maintaining the overall context and purpose of the document.
Six secrets of change fullan
The document discusses Michael Fullan's six secrets of change which are focused on building organizational capacity. The six secrets are: 1) Love your employees; 2) Connect peers with purpose; 3) Non-judgmentalism and capacity building over judgment; 4) Learning is the work; 5) Transparency rules; 6) Systems learn. The document provides explanations and examples for each secret. It emphasizes that the secrets are interrelated and reinforce each other to create high-performance organizations through continuous learning and improvement.
academic writing orientation for MaSW students
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