This document presents a model for effective leadership in quick service restaurants (QSRs). Previous research on QSR leadership focused on multi-unit management or single-unit success characteristics rather than specific effective leadership behaviors. The author conducted interviews with 5 QSR owners/operators to identify the most effective behaviors. Their findings identified 6 behaviors: developing others, empathy, honesty, integrity, motivating others, and strong work ethic. The single most effective behavior was having a strong work ethic. The document compares these behaviors to models of transformational, servant, and charismatic leadership.
The document outlines notes from a leadership tutorial given by Ing. Max Galarza to a group of students including Sophia Cabrera, Leonardo Mora, Giovanny Parra, Cindy Vera, and Andrea Villamil. It defines leadership, key elements of leadership, and different leadership styles including autocratic, democratic, strategic, transformational, laissez-faire, coaching, servant, and visionary. It then discusses a case study on JuiceClub introducing a new Healthy Express product line and analyzes the company's mission, vision, product offering, opportunities, threats, objectives, and risks. References are provided at the end.
The document discusses various perspectives on leadership. It covers traits approaches, behavioral approaches, styles approaches, contingency approaches, and compares leadership to management. It also summarizes various leadership theories including Fiedler's LPC theory, path-goal theory, and discusses how effective leadership depends on factors like the leader, followers, task, organization, and environment.
The Role of Leadership in Driving Excellencetheojamison
This presentation outlines what impedes organizations from achieving excellence, and leadership\'s role in creating and sustaining a culture of excellence.
Leadership involves influencing groups to achieve goals through guiding, inspiring, and motivating others. Effective leadership requires situational awareness and different styles depending on the environment. Key leadership approaches include traits, behaviors, functions, and contingency models. Managers focus on systems while leaders inspire people. Successful leaders display supportive, participative, and achievement-oriented behaviors and consider organizational factors and the external environment. Leadership best practices include rewarding performance, employee involvement, and relationship management.
Democratic leaders had high morale and friendly relationships with workers. Autocratic leaders led to low morale and two behaviors from workers - aggression and apathy. Laissez-faire leaders led to reasonable morale but low quantity and quality of work with low satisfaction.
Adair's action-centered leadership model involves three areas - achieving the task, managing individuals, and managing the team. For the task, leaders define goals, make plans, and monitor performance. For individuals, leaders understand strengths, give support and praise, and develop skills. For the team, leaders agree on standards, maintain discipline, resolve conflicts, and build morale.
Organizational Capacity-Building Series - Session 9: LeadershipINGENAES
This session describes principles of leadership within organizations and common leadership issues. These presentations are are part of a workshop series that was implemented in Nepal and 2016 as part of the INGENAES initiative.
The document discusses organizational culture, defining it as the shared values, beliefs, and behavioral patterns of an organization and outlining how culture gives members a sense of identity, generates commitment, and reinforces standards of behavior. It also analyzes the different levels of culture from visible artifacts to deeper assumptions and how culture is shaped by factors like leadership, structure, and practices. Effective cultures are characterized by goal alignment and sustained focus that motivate high performance and satisfaction.
This document discusses key elements in managing strategic change, including diagnosis, leading and managing change, levers for change, and managing change programs. It identifies different types and contexts of strategic change and different styles of leading and managing change. Forcefield analysis and situational leadership are presented as frameworks for understanding resistance and approaches to change. Levers for change include building a case for change, challenging norms, and political processes. Revolutionary, evolutionary, turnaround and failed change strategies are examined. Context, leadership, involvement, and addressing resistance are highlighted as important to successfully managing strategic change.
The document outlines notes from a leadership tutorial given by Ing. Max Galarza to a group of students including Sophia Cabrera, Leonardo Mora, Giovanny Parra, Cindy Vera, and Andrea Villamil. It defines leadership, key elements of leadership, and different leadership styles including autocratic, democratic, strategic, transformational, laissez-faire, coaching, servant, and visionary. It then discusses a case study on JuiceClub introducing a new Healthy Express product line and analyzes the company's mission, vision, product offering, opportunities, threats, objectives, and risks. References are provided at the end.
The document discusses various perspectives on leadership. It covers traits approaches, behavioral approaches, styles approaches, contingency approaches, and compares leadership to management. It also summarizes various leadership theories including Fiedler's LPC theory, path-goal theory, and discusses how effective leadership depends on factors like the leader, followers, task, organization, and environment.
The Role of Leadership in Driving Excellencetheojamison
This presentation outlines what impedes organizations from achieving excellence, and leadership\'s role in creating and sustaining a culture of excellence.
Leadership involves influencing groups to achieve goals through guiding, inspiring, and motivating others. Effective leadership requires situational awareness and different styles depending on the environment. Key leadership approaches include traits, behaviors, functions, and contingency models. Managers focus on systems while leaders inspire people. Successful leaders display supportive, participative, and achievement-oriented behaviors and consider organizational factors and the external environment. Leadership best practices include rewarding performance, employee involvement, and relationship management.
Democratic leaders had high morale and friendly relationships with workers. Autocratic leaders led to low morale and two behaviors from workers - aggression and apathy. Laissez-faire leaders led to reasonable morale but low quantity and quality of work with low satisfaction.
Adair's action-centered leadership model involves three areas - achieving the task, managing individuals, and managing the team. For the task, leaders define goals, make plans, and monitor performance. For individuals, leaders understand strengths, give support and praise, and develop skills. For the team, leaders agree on standards, maintain discipline, resolve conflicts, and build morale.
Organizational Capacity-Building Series - Session 9: LeadershipINGENAES
This session describes principles of leadership within organizations and common leadership issues. These presentations are are part of a workshop series that was implemented in Nepal and 2016 as part of the INGENAES initiative.
The document discusses organizational culture, defining it as the shared values, beliefs, and behavioral patterns of an organization and outlining how culture gives members a sense of identity, generates commitment, and reinforces standards of behavior. It also analyzes the different levels of culture from visible artifacts to deeper assumptions and how culture is shaped by factors like leadership, structure, and practices. Effective cultures are characterized by goal alignment and sustained focus that motivate high performance and satisfaction.
This document discusses key elements in managing strategic change, including diagnosis, leading and managing change, levers for change, and managing change programs. It identifies different types and contexts of strategic change and different styles of leading and managing change. Forcefield analysis and situational leadership are presented as frameworks for understanding resistance and approaches to change. Levers for change include building a case for change, challenging norms, and political processes. Revolutionary, evolutionary, turnaround and failed change strategies are examined. Context, leadership, involvement, and addressing resistance are highlighted as important to successfully managing strategic change.
This document discusses organizational culture and climate. It defines organizational culture as shared values and beliefs within an organization, while organizational climate refers to employees' perceptions of the work environment. The success of human services organizations depends on relationships between providers and recipients. Characteristics of a positive culture include innovation, attention to detail, and people orientation. Important factors that shape culture are leadership, business nature, values, and external parties. Employees learn the culture through stories, rituals, language, and symbols. Elements that influence climate are leadership quality, communication, work meaningfulness, and fairness. In conclusion, organizational culture and climate strongly impact employee motivation and performance in human services.
The document contrasts the differences between leaders and managers. Managers focus on work, seek comfort, and have an authoritarian style while using their formal authority to control resources and minimize risks. Leaders focus on inspiring people, have a charismatic style, seek long-term vision and risk, and strive for achievement through their passion and quest for truth. The key difference is that managers maintain stability through managing objectives and results in the short-term, while leaders influence people to guide them in a new direction through personal charisma and a transformational vision for the future.
How Effective Leadership and Governance Influences Organisational Performance...Humentum
In this interactive session, explore how effective leadership and governance can be critical to organizational performance and sustainability. Learn about pitfalls to avoid and walk away with practical strategies and best practices to offer support to organizational leadership and governance.
1. Healthcare workers must function as team members and work with diverse groups, as quality care depends on the ability to collaborate.
2. Formal and informal leadership roles are assumed within healthcare teams. Effective leaders organize discussions, delegate tasks, and maintain a positive outlook.
3. When team members do not work together effectively, patient care suffers. Teams require consensus-building and consideration of all members' perspectives to be productive.
This document outlines the agenda for a two-day leadership and organizational change workshop. Day one focuses on organizational culture, leading change, and project team sessions. Day two covers community review, power dynamics, motivation theory, and job design. Ground rules are provided for group learning. Concepts around organizational culture, defining and assessing culture, and leading change are also summarized.
This document discusses shared leadership in nonprofits. It defines shared leadership as distributing authority, responsibility, and accountability more broadly across an organization through structures, communication, and processes that encourage greater staff participation in leadership. Benefits include leveraging more people's talents, aligning values, improving creativity and problem-solving, and creating more investment and accountability among teams. The document provides examples of shared leadership models and discusses elements like decision-making processes, communication strategies, and culture that influence successful implementation.
This performance model outlines a cycle for creating, executing, and sustaining organizational excellence. It involves establishing aligned goals, strategies, and expectations; committing people and resources to execute plans; engaging teams through communication and development; and evaluating performance to ensure continuous improvement. The model is intended to be adapted to each organization's unique needs and business cycle. It emphasizes practices like clear accountability, information sharing, development of people and systems, and consistency to drive results.
The document discusses leadership within organizations. It defines leadership and explains that successful organizations need leaders at all levels. Leaders create an inspiring vision, motivate others, and help develop talent within the organization. Additionally, the document outlines that leadership is about having conversations to build trust and engage employees. Leaders need to listen attentively and explain goals through consensus rather than commands. Developing leadership requires sustained investment in growing leaders over time at every level of the organization.
West sideregionalsuptdrherrendistricttransformation 1 28-11WSU Cougars
This document discusses transforming school culture through distributed leadership and continuous improvement. It advocates for a focus on the instructional core of content, instruction, and student learning, with alignment and assessment supported by professional learning communities. The transformation involves changing central office roles to provide learning-focused partnerships between principals and the central office to deepen instructional leadership. This model of distributed leadership requires high demand and high support across the school system to drive sustained growth and high performance. Managing complex change also requires having a clear vision, developing skills, providing incentives and resources, and creating an action plan.
This presentation discusses the need for change leadership in organizations and the challenges executives face in filling those roles. It explores questions around leadership vacuums appearing as companies respond to change, and the soft skills needed for change leadership. The presentation also notes paradoxes in organizational responses to change and the need for new talent strategies to deal with workforce demographic shifts and entrenched policies.
The document discusses shared leadership, which involves distributing leadership among team members rather than having a single leader. It provides examples of benefits like deeper communication, shared purpose, and social support, as well as potential challenges like longer decision-making and shared blame. The document also outlines prerequisites for shared leadership, like commitment from senior leadership, and ways to implement it through transformation of mindsets, organizational structures, and culture.
This document discusses leadership styles and theories. It defines leadership as having a vision, inspiring trust, effective communication, and seeing possibilities. Several leadership styles are described, including autocratic, democratic, laissez-faire, and paternalistic. The challenges of leading change are discussed, including how change impacts employee self-esteem. Various theories of leadership are outlined, such as trait, behavioral, contingency, transformational, and transactional theories. Factors that can influence leadership style are also presented, like risk, organizational culture, and the nature of the task.
This presentation was given by Jack Moran from the Public Health Foundation at the 2011 NPHPSP Annual Training on Assessing and Building a Culture of Quality Improvement in Your Agency
Don’t let your company culture just happennarinder kumar
The document summarizes an article on intentionally shaping company culture. It discusses key elements of culture like outcomes, behaviors, enablers and blockers. Specific examples of desired and undesired individual, team, and leadership behaviors are provided. The document also recommends three things organizations can do to start a conversation about culture, from quick assessments to longer sessions defining a desired culture and plans to achieve it.
Self-Assessment Tool: Exploring Organizational Capacity to Use ResearchCFHI-FCASS
The self-assessment tool is designed to help organizations evaluate their capacity to use research in decision making. It focuses on four key dimensions: acquiring, assessing, adapting and applying research. The tool is meant to structure discussion, clarify needs, and support priority setting and resource allocation. It has been used successfully by knowledge brokers to facilitate dialogue within organizations, identify capacity development needs, and tailor support efforts to build on strengths and address weaknesses. Key challenges for knowledge brokers include getting leadership buy-in, ensuring diverse voices are heard, balancing needs with available resources, and reassessing progress over time.
Understanding Library Leadership: Issues and ConcernsFe Angela Verzosa
presented at PAARL Seminar on the theme "Library Leadership and Staff Excellence," held at Venus Park View Hotel, Baguio City, Philippines on 24 Mar 2003
The document discusses leadership and motivation. It begins with an introduction to leadership characteristics and why companies need leadership. It then explores different leadership styles, including transactional and transformational leadership. The document also examines motivation, discussing Maslow's hierarchy of needs and Herzberg's two-factor theory. It concludes with asking participants to consider motivational factors and giving a motivational speech task.
'If everyone is moving forward together, then success takes care of itself.' Henry Ford
Firms that want to be successful now and in future have to integrate Corporate Social Responsibility (CSR) due to the increasingly competitive business environment, more and more conscious consumers and increasing price of resources. For achieving a positive impact on othe organizations' outcomes as well as on economy, society and environment, CSR has to be fully embedded in organizations and everybody has to be committed to it.
Purpose: How is it possible to continuously motivate managers for CSR by using transformational leadership in CSR meetings?
Results: Transformational leadership clearly motivates managers for CSR in meetings, because it enhances trust and understanding. Leaders can increase motivation by applying transformational leadership behaviors.
Presenter: Austina Jordan.
Presented at the virtual Georgia Libraries Conference in October 2020.
Management isn't for everyone. Sometimes we become managers by accident, sometimes it's by choice. Are you considering a career path that includes management and supervision of staff and faculty? This presentation is for librarians new to management and those considering pursuing leadership positions that require personnel management.
The document discusses various leadership styles and theories. It describes the differences between leading and managing, sources of power in organizations, and traits of effective leaders. It also summarizes several leadership theories including path-goal theory, charismatic leadership, transformational leadership, and contingency theory. Key leadership styles discussed are supervisory, strategic, autocratic, democratic, and laissez-faire.
The document compares and contrasts notions of ethical leadership. It discusses Chemer's three-factor model of leadership and ethical leadership in role models. It also examines the three-factor model of trustworthiness and the relationship between leadership, trustworthiness, and ethical stewardship. The document concludes by discussing preparing future ethical leaders and comparing servant leadership to other leadership theories. Case studies on Bendigo Bank and The Body Shop are provided as examples of corporate social responsibility.
This document discusses organizational culture and climate. It defines organizational culture as shared values and beliefs within an organization, while organizational climate refers to employees' perceptions of the work environment. The success of human services organizations depends on relationships between providers and recipients. Characteristics of a positive culture include innovation, attention to detail, and people orientation. Important factors that shape culture are leadership, business nature, values, and external parties. Employees learn the culture through stories, rituals, language, and symbols. Elements that influence climate are leadership quality, communication, work meaningfulness, and fairness. In conclusion, organizational culture and climate strongly impact employee motivation and performance in human services.
The document contrasts the differences between leaders and managers. Managers focus on work, seek comfort, and have an authoritarian style while using their formal authority to control resources and minimize risks. Leaders focus on inspiring people, have a charismatic style, seek long-term vision and risk, and strive for achievement through their passion and quest for truth. The key difference is that managers maintain stability through managing objectives and results in the short-term, while leaders influence people to guide them in a new direction through personal charisma and a transformational vision for the future.
How Effective Leadership and Governance Influences Organisational Performance...Humentum
In this interactive session, explore how effective leadership and governance can be critical to organizational performance and sustainability. Learn about pitfalls to avoid and walk away with practical strategies and best practices to offer support to organizational leadership and governance.
1. Healthcare workers must function as team members and work with diverse groups, as quality care depends on the ability to collaborate.
2. Formal and informal leadership roles are assumed within healthcare teams. Effective leaders organize discussions, delegate tasks, and maintain a positive outlook.
3. When team members do not work together effectively, patient care suffers. Teams require consensus-building and consideration of all members' perspectives to be productive.
This document outlines the agenda for a two-day leadership and organizational change workshop. Day one focuses on organizational culture, leading change, and project team sessions. Day two covers community review, power dynamics, motivation theory, and job design. Ground rules are provided for group learning. Concepts around organizational culture, defining and assessing culture, and leading change are also summarized.
This document discusses shared leadership in nonprofits. It defines shared leadership as distributing authority, responsibility, and accountability more broadly across an organization through structures, communication, and processes that encourage greater staff participation in leadership. Benefits include leveraging more people's talents, aligning values, improving creativity and problem-solving, and creating more investment and accountability among teams. The document provides examples of shared leadership models and discusses elements like decision-making processes, communication strategies, and culture that influence successful implementation.
This performance model outlines a cycle for creating, executing, and sustaining organizational excellence. It involves establishing aligned goals, strategies, and expectations; committing people and resources to execute plans; engaging teams through communication and development; and evaluating performance to ensure continuous improvement. The model is intended to be adapted to each organization's unique needs and business cycle. It emphasizes practices like clear accountability, information sharing, development of people and systems, and consistency to drive results.
The document discusses leadership within organizations. It defines leadership and explains that successful organizations need leaders at all levels. Leaders create an inspiring vision, motivate others, and help develop talent within the organization. Additionally, the document outlines that leadership is about having conversations to build trust and engage employees. Leaders need to listen attentively and explain goals through consensus rather than commands. Developing leadership requires sustained investment in growing leaders over time at every level of the organization.
West sideregionalsuptdrherrendistricttransformation 1 28-11WSU Cougars
This document discusses transforming school culture through distributed leadership and continuous improvement. It advocates for a focus on the instructional core of content, instruction, and student learning, with alignment and assessment supported by professional learning communities. The transformation involves changing central office roles to provide learning-focused partnerships between principals and the central office to deepen instructional leadership. This model of distributed leadership requires high demand and high support across the school system to drive sustained growth and high performance. Managing complex change also requires having a clear vision, developing skills, providing incentives and resources, and creating an action plan.
This presentation discusses the need for change leadership in organizations and the challenges executives face in filling those roles. It explores questions around leadership vacuums appearing as companies respond to change, and the soft skills needed for change leadership. The presentation also notes paradoxes in organizational responses to change and the need for new talent strategies to deal with workforce demographic shifts and entrenched policies.
The document discusses shared leadership, which involves distributing leadership among team members rather than having a single leader. It provides examples of benefits like deeper communication, shared purpose, and social support, as well as potential challenges like longer decision-making and shared blame. The document also outlines prerequisites for shared leadership, like commitment from senior leadership, and ways to implement it through transformation of mindsets, organizational structures, and culture.
This document discusses leadership styles and theories. It defines leadership as having a vision, inspiring trust, effective communication, and seeing possibilities. Several leadership styles are described, including autocratic, democratic, laissez-faire, and paternalistic. The challenges of leading change are discussed, including how change impacts employee self-esteem. Various theories of leadership are outlined, such as trait, behavioral, contingency, transformational, and transactional theories. Factors that can influence leadership style are also presented, like risk, organizational culture, and the nature of the task.
This presentation was given by Jack Moran from the Public Health Foundation at the 2011 NPHPSP Annual Training on Assessing and Building a Culture of Quality Improvement in Your Agency
Don’t let your company culture just happennarinder kumar
The document summarizes an article on intentionally shaping company culture. It discusses key elements of culture like outcomes, behaviors, enablers and blockers. Specific examples of desired and undesired individual, team, and leadership behaviors are provided. The document also recommends three things organizations can do to start a conversation about culture, from quick assessments to longer sessions defining a desired culture and plans to achieve it.
Self-Assessment Tool: Exploring Organizational Capacity to Use ResearchCFHI-FCASS
The self-assessment tool is designed to help organizations evaluate their capacity to use research in decision making. It focuses on four key dimensions: acquiring, assessing, adapting and applying research. The tool is meant to structure discussion, clarify needs, and support priority setting and resource allocation. It has been used successfully by knowledge brokers to facilitate dialogue within organizations, identify capacity development needs, and tailor support efforts to build on strengths and address weaknesses. Key challenges for knowledge brokers include getting leadership buy-in, ensuring diverse voices are heard, balancing needs with available resources, and reassessing progress over time.
Understanding Library Leadership: Issues and ConcernsFe Angela Verzosa
presented at PAARL Seminar on the theme "Library Leadership and Staff Excellence," held at Venus Park View Hotel, Baguio City, Philippines on 24 Mar 2003
The document discusses leadership and motivation. It begins with an introduction to leadership characteristics and why companies need leadership. It then explores different leadership styles, including transactional and transformational leadership. The document also examines motivation, discussing Maslow's hierarchy of needs and Herzberg's two-factor theory. It concludes with asking participants to consider motivational factors and giving a motivational speech task.
'If everyone is moving forward together, then success takes care of itself.' Henry Ford
Firms that want to be successful now and in future have to integrate Corporate Social Responsibility (CSR) due to the increasingly competitive business environment, more and more conscious consumers and increasing price of resources. For achieving a positive impact on othe organizations' outcomes as well as on economy, society and environment, CSR has to be fully embedded in organizations and everybody has to be committed to it.
Purpose: How is it possible to continuously motivate managers for CSR by using transformational leadership in CSR meetings?
Results: Transformational leadership clearly motivates managers for CSR in meetings, because it enhances trust and understanding. Leaders can increase motivation by applying transformational leadership behaviors.
Presenter: Austina Jordan.
Presented at the virtual Georgia Libraries Conference in October 2020.
Management isn't for everyone. Sometimes we become managers by accident, sometimes it's by choice. Are you considering a career path that includes management and supervision of staff and faculty? This presentation is for librarians new to management and those considering pursuing leadership positions that require personnel management.
The document discusses various leadership styles and theories. It describes the differences between leading and managing, sources of power in organizations, and traits of effective leaders. It also summarizes several leadership theories including path-goal theory, charismatic leadership, transformational leadership, and contingency theory. Key leadership styles discussed are supervisory, strategic, autocratic, democratic, and laissez-faire.
The document compares and contrasts notions of ethical leadership. It discusses Chemer's three-factor model of leadership and ethical leadership in role models. It also examines the three-factor model of trustworthiness and the relationship between leadership, trustworthiness, and ethical stewardship. The document concludes by discussing preparing future ethical leaders and comparing servant leadership to other leadership theories. Case studies on Bendigo Bank and The Body Shop are provided as examples of corporate social responsibility.
This document provides an overview of transformational leadership and discusses strategies for embedding it in organizations. It begins by defining transformational leadership and its four key components: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. It then discusses the importance of leadership in driving motivation, reducing stress, and improving performance. The document also challenges some common myths about leadership and argues that transformational leadership is more effective than transactional leadership. Finally, it offers tools like questionnaires that can help organizations assess their leadership and determine areas for improvement.
How to Unlock the Hidden Value in Your Emerging Leaders | WebinarBizLibrary
Many organizations are facing a potentially disastrous drain on top talent as an increasing number of employees approach retirement. Among the key challenges many employers face:
They don’t have strategic level initiatives in place to capture and retain the knowledge that’s about to leave
They don’t have replacement talent ready to step into leadership as these roles open up
They can’t engage and retain early career talent long enough to fill leadership roles
What if you approached the whole challenge a little bit differently? What if you looked at creative ways to tap into the vast talent pool of our emerging leaders today, and not wait until we promote them into designated leadership positions?
In this program, Chris Osborn of BizLibrary will discuss the most effective ways to give your most promising workers the tools and skills they to advance their careers. You’ll learn how to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others.
Its about building leadership and organizational effectiveness…Lean Leadership is - creating the Lean environment. It takes the organization to something better…different…new…Lean CULTURE.
You completed your evaluation at 857 am EST on November 30, 2.docxodiliagilby
You completed your evaluation at 8:57 am EST on November 30, 2019.
Prepared on November 30, 2019 for:
Test Participant
Test Participant
2
1. Introduction
2. The Full Range Leadership Model
3. MLQ Scales — Full Range Leadership
4. Your MLQ Results
Leadership Profile Scores
Comparison with Norms: Your Leadership Scores
Your Strengths — Transformational Leadership
Your Areas for Development — Transformational Leadership
5. What is Authentic Leadership?
6. ALQ Scales
7. Authentic Leadership Effects
8. Your ALQ Results
Authentic Leadership Scale Scores
Comparison with Norms: Your Authentic Leadership Scores
Your Strengths & Areas for Development — Authentic Leadership
9. Understanding Your MLQ/ALQ Results
10. Building Your Individual Development Plan (IDP)
11. Individual Development Plan (IDP)
Resources
Appendix A. Personal Development — Attributes of Authentic Leadership
Appendix B. Developing Authentic Leadership in the Organizational Context
Appendix C. Recommended Reading
Appendix D. About Using Only the Self Form
Appendix E. ALQ Norms in This Report
Test Participant
3
This report provides the results from your Multifactor Leadership Questionnaire (MLQ) and Authentic Leadership
Questionnaire (ALQ) self-assessment: measures of how frequently you exhibit various leadership behaviors,
including authentic leadership styles.
The MLQ measures a full range of leadership styles, which may be grouped under three broad categories. Each
category differs in the nature of the leadership behaviors and their expected outcomes.
Transformational Leadership
Full Range Leadership® Model Style Labels
(Also known as the 5 I's) Builds Trust IIA
(Idealized Influence — Attributes)
Acts with Integrity IIB
(Idealized Influence — Behaviors)
Encourages Others IM
(Inspirational Motivation)
Encourages Innovative Thinking IS
(Intellectual Stimulation)
Coaches & Develops People IC
(Individualized Consideration)
Transactional Leadership
Constructive Rewards Achievement CR
(Contingent Reward)
Corrective Monitors Deviations & Mistakes MBEA
(Management-by-Exception: Active)
Passive-Avoidant Behaviors
Passive Fights Fires MBEP
(Management-by-Exception: Passive)
Avoidant Avoids Involvement LF
(Laissez-Faire)
The MLQ also measures three outcomes of leadership — how frequently you inspire in your colleagues:
●
Extra Effort
●
Individual, Unit, and Organizational Effectiveness
●
Satisfaction with the Leadership
The ALQ measures how genuine, or authentic, is a leader’s behavior. The four ALQ scales are: Self Awareness,
Transparency, Ethical/Moral, and Balanced Processing.
Test Participant
4
The Full Range model includes numerous leadership styles, and all leaders display each style to some degree.
Ideally, the Transformational and Authentic leadership styles (most active and ...
We are all used to the concept of Intelligence quotient (IQ) for years, which is the outcome of standardized tests that are developed to measure and analyse the cognitive abilities of individuals, but according to Daniel Coleman is IQ enough measurement for people abilitiy to deliver on the job. Hence the concept of EQ, which is the ability to monitor one's own and other people's emotions, to discriminate between different emotions and use the emotional information to guide thinking and behaviors.
This presentation though not exhaustive, will provide insights into how best people and especially leaders are to cultivate their EQ for better relationship building and understanding.
This document discusses various leadership styles and theories. It begins by defining leadership and discussing the purpose of leadership. It then covers several specific leadership styles including authoritarian, democratic, autocratic, political, laissez-faire, paternalistic, charismatic, traditional, jungle fighter, and transformational. For each style, it provides a brief description of the approach. The document also discusses the five practices of effective leaders, the four main leadership styles of directing, coaching, supporting, and delegating. It explores situational leadership models and linked leadership-followership styles. Throughout, it emphasizes the importance of self-awareness and developing leadership skills.
Recent surveys indicate that achieving employee engagement and meeting/exceeding customer expectations are at the top of business concerns identified by CEOs worldwide. This Leadership Brief Express (LBE) explores the leadership behaviors instrumental in creating a culture where employees are engaged and motivated to contribute. These behaviors transform the relationship between management and employees enabling alignment, involvement, open & two-way communication, collaborative problem-solving & learning, innovation and high-performance.
This document discusses various concepts related to leadership behavior and community leadership. It begins by outlining the objectives of understanding different leadership models including the leadership grid model and competency model. It then discusses research conducted at Ohio State University and the University of Michigan on leadership behaviors. It also explains Blake and Mouton's leadership grid model and the five leadership styles. The document further discusses the concept of the leadership pipeline and the skills needed to transition between organizational levels. Finally, it defines community leadership and the three components needed for community leadership success: framing, building social capital, and mobilizing for action.
Human Resource Leadership_Evelyn Anastacio _ Susana Catubig.pptxmljohndelara1
1. Culture and leadership are deeply intertwined, with leaders playing a significant role in shaping organizational culture and culture influencing leadership style.
2. Different cultures require different leadership styles to be effective. Leaders can focus on culture by being role models, obtaining feedback, empowering employees, and recognizing good work.
3. In Asian organizations, family orientation can lead to both benefits like loyalty and challenges like nepotism that leaders must balance, such as by addressing favoritism and promoting transparency.
Best Practices for Developing Your Emerging LeadersBizLibrary
In this webinar, Jeremy Lieb of BizLibrary will discuss the most effective ways to give your most promising workers the tools and skills they to advance their careers. You’ll learn how to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others.
www.bizlibrary.com
Creating a Learning Organization and an Ethical OrganizationAngelica Angelo Ocon
The document discusses three key activities of leadership: determining a direction, designing the organization, and nurturing an ethical culture. It also discusses developing learning organizations and creating ethical organizations. Successful leaders must recognize these three interdependent activities and guide organizations by setting a vision, implementing strategies, and fostering excellence. Highly ethical organizations require consistent role models, credible codes of conduct, and systems that reward ethical behavior.
Diversity and Inclusion in Action: Top Diversity Leaders Share Roadmaps for Success
Learning objectives: Strengthen diversity strategies for inclusion, leadership, and performance
Are you ready to stop spinning your wheels? Do you want to upgrade your diversity GPS? There is a process by which you can successfully roll out a robust and sustainable diversity initiative. Clarifying and effectively mapping your direction will save you and your organization time and resources. This process includes understanding specific diversity challenges that are tied to the business goals of the organization. Often companies start with external recruiting, employee resource groups, and other sources that may not yield maximum results. What does success mean to your organization and how can your initiatives contribute to this greater purpose? In this seminar, top diversity and inclusion leaders share ways to drive your message, implement best practices, and integrate your diversity strategies to increase talent acquisition, enhance performance, and strengthen leadership skills.
At the end of this seminar, participants will be able to:
a. Explore best practices in diversity and inclusion leadership practices
b. Examine the process of developing sustainable diversity and inclusion initiatives
c. Discuss leadership and talent management strategies
d. Create a process or plan that works within their organizational needs
e. Use tools and tips for engaging effective consultants and outside vendors
Trait theory suggests that certain traits like intelligence, dominance, and self-confidence are associated with leadership. Research also shows that people want leaders who are credible and display traits of honesty, competence, and vision. Gender studies found that men and women can both display task-oriented and social leadership styles, and that women may use a more participative leadership style. Several leadership theories also identified key dimensions of consideration for employees and initiating structure. Effective leadership depends on assessing the situation at hand.
Dynamic nonprofit boards play three key roles: shaping mission and strategy, ensuring leadership and resources, and monitoring and improving performance. Research found that while most boards see themselves as strategically guiding their organizations, less than half of directors can accurately summarize the organization's mission and vision. To be truly dynamic, boards must prioritize their efforts based on external factors and the organization's needs, and invest in continuous self-evaluation and improvement. Dynamic board members understand their responsibilities and define a valuable role by contributing expertise, networks, and financial support while avoiding common pitfalls like failing to learn about the organization.
The document discusses various topics related to assessing and measuring leadership, including the following key points:
- There is a gap between what researchers know about evaluating leadership effectiveness and what methods organizations actually use. This impacts the quality of leadership.
- Estimates suggest the base rate of managerial incompetence may be between 50-75%. Various tests and models exist to determine competence levels.
- Identifying, developing, and retaining high quality leadership talent is a major concern for organizations. Several factors contribute to a shortage of effective leaders.
- Best practices for assessing leadership potential involve defining competency models and using a multiple hurdles approach with inexpensive initial assessments before more rigorous evaluations.
Best Practices for Developing Your Emerging LeadersBizLibrary
This document summarizes a webinar presentation about developing leadership programs. It introduces the presenters and provides an overview of 5 ways to unlock the hidden value in emerging leaders: 1) strong executive involvement, 2) tailored leadership competencies, 3) alignment with business strategy, 4) targeting multiple levels of leadership, and 5) learn by doing and application. It then discusses each of these 5 areas in more detail and provides examples and research to support developing effective leadership programs.
ORGANIZATIONAL BEHAVIOUR& LEADERSHIP BY Enkeleda KAPLLANAJEnkeleda Kapllanaj
This document provides an overview of leadership topics including:
- Definitions of leadership and the task of developing leadership skills.
- Critical elements for an effective leadership development plan including feedback, understanding one's style, and targeted training.
- Common challenges modern leaders face such as increased travel, globalization, and changing workforce demographics.
- How leadership effectiveness can be reduced by behaviors like dominance and lack of emphasis on relationships.
- Statistics on the benefits of leadership coaching for both executives and their organizations.
- Evidence-based best practices leaders can use to boost morale and performance like removing low performers and accentuating the positive.
- The role of leaders in creating vision, urgency, values and culture within
Similar to MBAA PRESENTATION-Model for effective QSR leadership (20)
ORGANIZATIONAL BEHAVIOUR& LEADERSHIP BY Enkeleda KAPLLANAJ
MBAA PRESENTATION-Model for effective QSR leadership
1. Presented at the 2014 MBAA International
Conference in Chicago, IL
Dr. Carlotta S. Walker, DBA
2. Purpose
To develop a model for effective QSR leadership
Problem
Previous research focused on:
Leadership effectiveness at the multi-unit
management (area supervisor-level) of the
organization
Single-unit success management characteristics rather
than identifying specific leadership behaviors which
are most effective
3. Transformational Leadership
Bass & Avolio (1994)
Transactional
Leadership
Servant
Leadership
Greenleaf (1977)
Charismatic
Leadership
Individualized Influence Active
Management by
Exception
Valuing People Envisioning
Intellectual Stimulation Passive
Management By
Exception
Developing
People
Enabling
Individualized Consideration Laissez-Faire Building
Community
Energizing
Inspirational Motivation Contingent
Reward
Displaying
Authenticity
Providing
Leadership
Sharing
Leadership
4. Butler (2006): Top 10 Reynolds (2000): Top 10
Ethics Organizational Skills
Leadership Interpersonal Skills
Work Ethic Honesty/Integrity
Interpersonal Skills Technical Knowledge
Communication Leadership Skills
Customer Service Passion
Developing Others Customer Service
Capacity to Learn Self-Confidence
Organization & Planning Ability to handle stress
Analytical Skills Flexibility/Creativity
5. Quick-Service Restaurant Environment
Three Levels of Employment in QSR Franchise Organizations
Owner/Operator
Owns and supervises the QSR
Usually acts as the Multi-unit supervisor for the
franchise
Larger franchise (5+ locations) operations may employ
an area supervisor(s) to supervise multiple units
Manager
Supervises the operation of the single-unit
Crew Member
Executes operational tasks in the restaurant
6. Description of the QSR Environment
Fast-paced
Orders are often executed in less than 120 seconds
High-pressure
Orders must be accurate and delivered to customer
expeditiously
High-routinized work
Taylorist Principles
Standardized, Assembly-line operations
Low-pay
Mean pay in 2011 was $8.98
Young workforce
In 2008, 43.2% of restaurant workforce was under the age of 25
High Turnover
120% turnover rate in first quarter of 2011
Compared to as low as 65% in fine dining segment
7. Qualitative Phenomenological Research Design
Target Population
Quick-Service Restaurant Owner/Operators
Sample
5 Quick-Service Restaurant Owners who Operate
Restaurants in Southeast, MI and Northern, OH
Sampling Procedure
Purposive Sampling Method
Sampling Criteria
Participants owned/operated at least 2 locations
Participants employed a minimum of 4 managers
Instrumentation
10 Question Semi-Structured Interview Protocol
8. 2 Findings
6 Most Effective Leadership Behaviors
Develops Others
Empathy
Honesty
Integrity
Motivates Others
Work-Ethic
Single Most Effective Leadership Behavior
Strong Work-Ethic
The leadership behaviors of quick-service restaurant managers are of great concern because leadership or a lack thereof impacts every aspect of the quick-service restaurant. Quick-service restaurant managers are vital to the success of quick-service restaurants. In most cases quick-service restaurants are staffed with a minimum of three managers at the unit-level: single-unit manager (unit/store-manager), assistant manager, and shift leader (Royle, 2000).
The single-unit general manager may be viewed as the Chief Executive Officer (CEO) of the restaurant. They are charged with managing the operations and administrative tasks in their restaurant. Single-unit general managers handle the store-level human resources functions for their individual units including crew member recruiting, interviewing, selecting, and training lower level managers and crew-level employees (Bureau of Labor Statistics, 2009). The general manager is also are charged with managing the operations functions for their units including scheduling of employees, equipment maintenance, as well as ensuring that the standards for product quality and customer service are being met or exceeded (Bureau of Labor Statistics, 2009). The decisions making abilities and leadership capabilities of the general manager directly impact the overall performance of the restaurant.
The role of the general manager’s management team is comparable to the roles of other executive-level roles such as senior-vice president or executive vice-president. The management team, which is typically comprised of an assistant manager and a shift supervisor, are charged with ensuring that the unit operates according to the general manager’s expectations. They are also charged with leading the crew members in a manner which is conducive to operational success.
Just as the leadership behaviors of the CEO and executive team impacts the performance of the organization, the leadership behaviors of the quick-service restaurant team impacts the performance of the restaurant. Therefore, it is important to identify the leadership behaviors of effective QSR managers.
The leadership models that provide a framework for the interaction between leaders and
followers are categorized by Daft (2008) as influence theories, which consider the relationship
between leaders and their followers. Daft described the concept of influence as the “effect a
p. 362). Given the person’s actions have on the attitudes, values, beliefs, or actions of others” (
inferred relationship between leader and follower behaviors, Maxwell (2002) contended that
influence is one of the foundations of leadership. Rendall (2006) elaborated on Maxwell’s
contention regarding influence by asserting that influence is the “process of controlling self and
persuading others” (p. 8)
Four of the most prominent styles of influential leadership are transformational
leadership, transactional leadership, charismatic leadership, and servant leadership. The four
leader-follower aforementioned leadership models are also commonly referred to as the
leadership models (Daft, 2008), which focus primarily on the relationship between organizational leaders and followers. While similar in nature, these leadership models have several distinct characteristics. Determining which leadership model to employ in an
organization is very important as the success of the organization hinges upon the ability of the
leader to communicate and interact effectively with subordinates. More important, organizational
leaders must identify the most effective way to communicate and lead subordinates while
accomplishing the organizations goals.
While the leadership behavior of managers has been examined extensively in other
professions and industries, the leadership behaviors of quick-service restaurant single-unit
managers has received considerably less attention. Reynolds (2000) investigated the behaviorally
based success characteristics of single-unit food-service managers. Reynolds used food-service
synonymously with restaurant industry although food-service also includes prisons, lodging,
schools, and other service enterprises. In addition, Reynolds did not differentiate between
specific segments of the food-service industry (i.e., casual dining, quick-service, etc.) because he
rationalized that the operations were similar in nature.Other researchers, such as Broner (2008),
Gosser (2011) and Hall (2010), noted the differences between the various restaurant segments,
and the impact that those differences has on leadership, turnover, and other organizational
variables. Wilkinson (2010) also noted the differences between the leadership styles
demonstrated by restaurant managers across the different segments of the industry. In his study
of the leadership role profiles of restaurant industry managers, Wilkinson concluded that the
leadership profiles of restaurant managers varied across each of the restaurant segments.
Conceivably, the variance in leadership role profiles was a result of the distinct nature of each of
the restaurant segments. Wilkinson found that quick-service restaurant managers used a less-
38
balanced and incomplete leadership role profile than their counterparts who managed
establishments in the other restaurant segments.
Reynolds (2000) did not differentiate across restaurant segments, but he concluded that
effective single-unit food-service managers possessed the behaviorally based characteristics
similar to managers in others fields. Reynolds grouped the results into 10 categories:
1.Interpersonal skills
2.Passion/Enthusiasm
3.Honesty/Integrity
4.Organizational skills
5.Leadership skills
6.Ability to handle stress
7.Restaurant experience
8.Focus on customers
9.Job-related self-confidence
10.Flexibility/Creativity (p. 97).
The Reynolds (2000) model outlining behaviorally based characteristics of single-unit
food-service managers is a start, but it does not identify the specific leadership behaviors of
effective single-unit quick-service restaurant managers. Butler (2006) conducted a study that was
very similar to the study conducted by Reynolds and concluded that the top 10 competencies of
restaurant managers were as follows:
1.Core values and ethics
2.Leadership
3.Work ethic
4.Interpersonal skills
5.Communication
6.Service
7.Commitment
8.Training and Coaching
9.Capacity to learn
10.Organization and planning (p. 29).
Butler (2006) findings seemed to overlap with Reynolds (2000) findings regarding Butler’s ’s
single-unit restaurant management competencies across segments. Both Butler and Reynolds
found that leadership was a core characteristic of effective single-unit restaurant management.
Logically, the next step in the process should be to identify the specific leadership behaviors that
are effective in the quick-service restaurant environment, given the importance of the role of
quick-service unit managers to the success of the restaurant. In addition, the relationship between
leadership behaviors of single-unit managers and subordinate turnover should be studied.
The QSR environment is very unique.
The primary purpose of this study was to identify the leadership behaviors that would be effective in the quick-service restaurant environment. The following six leadership behaviors were identified as being most effective in the quick-service environment: empathy; work-ethic; developing others; honesty; integrity; and motivates others.
The researcher found that these characteristics were viewed as separate and distinct characteristics of effective leadership. This view is converse to Kouzes and Posner (2007) argument that integrity was synonymous with honesty. Both honesty and integrity were found to be essential behaviors. Similarly, Bass & Avolio (1994) inferred that that the concepts of inspiration and motivation were synonymous. Inspiration motivation is one of the components of transformational leadership. Inspirational motivation refers to the ability of a leader to inspire and motivate their followers (Bass & Avolio, 1994). The researcher found that inspiration and motivation were also viewed as distinct characteristics that were essential to QSR leadership
Work-ethic was found to be the most essential to the operational success of the restaurant. To be successful in the QSR environment, restaurant managers must be willing to outwork everyone in the restaurant. The manager must also be willing and able to model this behavior for their crew members and delegate tasks whenever appropriate.
The leadership behaviors that were identified in the study as being effective in the QSR environment are consistent with elements of three of the leader-follower models of leadership: transformational, charismatic, and servant leadership models. Four of the six leadership behaviors that were identified in this study are elements of the transformational leadership model. The transformational model of leadership is comprised of four key components: idealized influence, inspirational motivation, intellectual stimulation, and idealized consideration (Bass & Avolio, 1994). Idealized influence is a characteristic whereby great emphasis is placed on ethical conduct. In this study, participants responded that ethical behaviors such as honesty and integrity were effective leadership behaviors. Inspirational motivation refers to the leader’s ability to inspire and motivate others in the organization (Bass & Avolio, 1994). Both inspiration and motivation were found to be behaviors that were effective in the quick-service environment. Idealized consideration refers to a leader’s ability to empower, grow, and develop their followers both professionally and personally (Bass & Avolio, 1994). The ability to develop others was identified as a behavior of effective leaders.
Two of the servant leadership characteristics were evident in the findings of this study. Integrity and the ability and desire to develop others are elements of servant leadership, and were behaviors that were found to be most effective in the QSR environment. Laub (1999) asserted that servant leaders provide opportunities and encouragement for their followers to learn and develop in their roles with the organization. In addition, servant leaders maintain a high-level of trust and integrity (Laub, 1999).
Two of the components of charismatic leadership also emerged in the study. Energizing is a charismatic leadership behavior that refers to a leader’s ability to motivate their followers to achieve organizational goals (Nadler & Tushman, 1995). In this study, the energizing behavior was described as either motivates others or inspiration. The charismatic behavior of enabling was described by Nadler and Tushman (1995) as a leader’s ability to facilitate the success of their followers through support and development. In this study, the behavior of enabling was described by the respondents as develops others.
Some of the effective leadership behaviors that were identified in this study were listed as key competency characteristics in the Butler (2006) and Reynolds (2000) studies of the competencies of food-service managers. Although both Butler (2006) and Reynolds (2000) concluded that leadership was one of the key competencies, they each also listed nine other competencies of restaurant managers that comprised their lists of top-down managerial competencies.
The purpose of this study was to identify specific leadership skills that are effective in the QSR environment versus merely recognizing that leadership skills were a requisite for success. Butler (2006) and Reynolds (2000) concluded that leadership was the second and fifth (respectively) most important skill of restaurant and food-service managers.
Effective QSR leaders must deploy a combination of behaviors that inspires and motivates their followers to behave in manor which is conducive to organizational success. The six leadership behaviors that are most conducive to success in the QSR organization are: empathy; work-ethic; developing others; honesty; integrity; and motivates others. Together, these leadership behaviors comprise the Model for effective QSR leadership. The Model for effective QSR leadership behaviors may be conceptualized as a framework for effective QSR leadership.
First, effective QSR leaders are empathetic of their employees. They also demonstrate an unwavering work-ethic.
Second, effective QSR are unafraid to work harder than all of their employees. Their strong work-ethic radiates throughout the restaurant and inspires their employees to work just a little bit harder.
Third, effective leaders develop those around them. They relish in the opportunities to develop their crew members and managers into effective leaders. Furthermore, they are not threatened by the potential of their subordinates. In fact, they are proud of their subordinates who demonstrate leadership potential. Essentially, effective QSR leaders are leader-breeders.
Fourth, effective leaders demonstrate a high-level of honesty and integrity. They walk the walk and talk the talk. Effective leaders demonstrate the ability to engage in ethical behavior in the most difficult of situations. They are charged with managing large sums of money on a daily basis. Effective leaders take this responsibility very seriously.
Finally, effective QSR leaders are motivates their subordinates to give a little bit more. During an incredibly busy Friday night dinner rush, effective QSR leaders are able to motivate their employees to work a little bit harder, even when they feel as though they can’t give any more.