A Seven-Country Study of the Importance of Leadership Competencies for Succes...reginelda
We asked practicing managers to rank 16 typical leadership competencies according to their importance for success, and we examined cultural differences in the outcomes.
Presentation held at EAWOP conference, May 2011, Maastricht.
Strategic Talent Mobility: Connecting Personal Potential to Organizational Go...Taleo Research
Talent mobility is the ability to rapidly and strategically move people from role to role and function to function as business needs change. This presentation provides the results of research from the UK and Australia by Taleo Research on the benefits and challenges organisations face in pursuing proactive talent mobility, and the role that strong talent intelligence can play.
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
Metamorphosis Management Group frameworks & approach to working with leadership team, and setting up effective organizational design. The approach - can be described in these slides. The WORK - to engage leaders & stakeholders to change their organization - you'll need to experience directly.
Director of Talent Management at Hudson, Aaron McEwan and Dr. Ben Palmer, CEO of Genos International will lead a discussion presenting data on the current Australian business sentiment and initial findings from a global research project on essential ingredients in motivating your workforce.
This session will provide you with new insights on how ‘best in class’ organisations are improving productivity, growth and shareholder value.
Deck of slides from my keynote at Dia de Agilidade (Brazil). In this session, I talk about a different strategy for change management in Agile transformations.
Watch the full video (in Portuguese) here: https://www.youtube.com/watch?v=BEfSwSCvLWs
A Seven-Country Study of the Importance of Leadership Competencies for Succes...reginelda
We asked practicing managers to rank 16 typical leadership competencies according to their importance for success, and we examined cultural differences in the outcomes.
Presentation held at EAWOP conference, May 2011, Maastricht.
Strategic Talent Mobility: Connecting Personal Potential to Organizational Go...Taleo Research
Talent mobility is the ability to rapidly and strategically move people from role to role and function to function as business needs change. This presentation provides the results of research from the UK and Australia by Taleo Research on the benefits and challenges organisations face in pursuing proactive talent mobility, and the role that strong talent intelligence can play.
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
Metamorphosis Management Group frameworks & approach to working with leadership team, and setting up effective organizational design. The approach - can be described in these slides. The WORK - to engage leaders & stakeholders to change their organization - you'll need to experience directly.
Director of Talent Management at Hudson, Aaron McEwan and Dr. Ben Palmer, CEO of Genos International will lead a discussion presenting data on the current Australian business sentiment and initial findings from a global research project on essential ingredients in motivating your workforce.
This session will provide you with new insights on how ‘best in class’ organisations are improving productivity, growth and shareholder value.
Deck of slides from my keynote at Dia de Agilidade (Brazil). In this session, I talk about a different strategy for change management in Agile transformations.
Watch the full video (in Portuguese) here: https://www.youtube.com/watch?v=BEfSwSCvLWs
Project Selection Criteria List TemplateCategoryProject Crit.docxwkyra78
Project Selection Criteria List Template
Category
Project Criteria
Criteria Description
Reasonableness
(Insert additional rows as necessary to complete the Project Selection Criteria List table)
Definitions for Project Selection Criteria Categories:
Relevance: the extent to which the project supports the class objectives, the Information Systems Management program and your own professional goals.
Risk: the level of potential events or uncertainty that could have a negative effect on your project.
Reasonableness: an assessment of the ability to successfully complete the project as related to the triple constraint and related issues (availability of expertise, availability of required equipment and facilities, proposed level of scope for a two-month period, etc.).
Return: the overall benefit of completing the project (financial gain, value of experience, networking opportunities, providing professional and/or community service, etc.).
Other: any other areas of project considerations not mentioned above.
Kreitner/Kinicki/Cole
Fundamentals of Organizational Behaviour: Key Concepts, Skill, and Best Practices
Chapter 11
Leadership
Chapter Learning Objectives
· Explain the theory of leadership and discuss behavioural leadership theory.
· Explain, according to Fiedler’s contingency model, how leadership style interacts with situational control.
· Discuss path-goal theory.
· Describe how charismatic leadership transforms followers and work groups.
· Explain the leader-member exchange (LMX) model of leadership and the substitutes for leadership.
· Review the principles of servant-leader and superleadership.
Opening Case
Land of the Giant
This case profiles a visionary leader, Gwyn Morgan of EnCana Corp. in Calgary, know as the ‘philosopher-king’ of the oil patch. He exhibits charismatic qualities including a clear vision of a global energy giant headquartered in Canada, and strong communication skills to inspire others to work toward this vision. He appeals to ideological values through the ‘corporate constitution’, and provides intellectual stimulation for followers through the values such as ‘seize opportunities’, ‘teamwork and trust’, and ‘fear of the status quo’. He inspires followers to rise to new levels of performance by communicating his expectations for leadership ‘with character, competence, and humility’ to achieve ‘nothing less than the best effort’. His display of confidence in himself and in the employees of Alberta Energy Co. Ltd. and PanCanadian Energy Corp., led to the merger of these two companies to form EnCana Corp. – definitely performance beyond the call of duty.
Chapter Summary
Leadership
Leadership is defined as influencing employees to voluntarily pursue organizational goals. It is a social influence process in which the leader seeks the voluntary participation of subordinates in an effort to reach organizational goals.
Trait and Behavioural Theories of Leadership
A leader trait ...
291➠13 Leadership Essentialsthe key pointNot all man.docxlorainedeserre
291➠
13 Leadership Essentials
the key point
Not all managers are leaders and not all leaders are managers. In a managerial position, being a
leader requires understanding how to adapt one’s management style to the situation to generate
willing and effective followership. As shown in the Zappos example, the most successful leaders are
those who are able to generate strong cultures in which employees work together to get things done.
chapter at a glance
What Is Leadership?
What Are Situational Contingency Approaches to Leadership?
What Are Follower-Centered Approaches to Leadership?
What Are Inspirational and Relational Leadership Perspectives?
what ’s inside?
ETHICS IN OB
CEO PAY—IS IT EXCESSIVE?
FINDING THE LEADER IN YOU
LOOKING FOR LEADER MATCH AT GOOGLE
OB IN POPULAR CULTURE
PATH-GOAL AND REMEMBER THE TITANS
RESEARCH INSIGHT
PARTICIPATORY LEADERSHIP AND PEACE
leaders make things happen
c13LeadershipEssentials.indd Page 291 6/29/11 8:28 PM ff-446c13LeadershipEssentials.indd Page 291 6/29/11 8:28 PM ff-446 Schermerhorn_OBSchermerhorn_OB
292 13 Leadership Essentials
Most people assume that anyone in management, particularly the CEO, is a leader.
Currently, however, controversy has arisen over this assumption. We can all think
of examples where managers do not perform much, if any, leadership, as well as
instances where leadership is performed by people who are not in management.
Researchers have even argued that failure to clearly recognize this difference is a
violation of “truth in advertising” because many studies labeled “leadership” may
actually be about “management.”1
Managers versus Leaders
A key way of differentiating between managers and leaders is to argue that the
role of management is to promote stability or to enable the organization to run
smoothly, whereas the role of leadership is to promote adaptive or useful
changes.2 Persons in managerial positions could be involved with both manage-
ment and leadership activities, or they could emphasize one activity at the
expense of the other. Both management and leadership are needed, however,
and if managers do not assume responsibility for both, then they should ensure
that someone else handles the neglected activity. The point is that when we dis-
cuss leadership, we do not assume it is identical to management.
For our purposes, we treat leadership as the process of infl uencing others
to understand and agree about what needs to be done and how to do it, and the
process of facilitating individual and collective efforts to accomplish shared objec-
tives.3 Leadership appears in two forms: (1) formal leadership, which is exerted
by persons appointed or elected to positions of formal authority in organizations,
and (2) informal leadership, which is exerted by persons who become infl uential
because they have special skills that meet the needs of others. Although both
types are important in organizations, this chapter will emphasize forma ...
291➠13 Leadership Essentialsthe key pointNot all man.docxjesusamckone
291➠
13 Leadership Essentials
the key point
Not all managers are leaders and not all leaders are managers. In a managerial position, being a
leader requires understanding how to adapt one’s management style to the situation to generate
willing and effective followership. As shown in the Zappos example, the most successful leaders are
those who are able to generate strong cultures in which employees work together to get things done.
chapter at a glance
What Is Leadership?
What Are Situational Contingency Approaches to Leadership?
What Are Follower-Centered Approaches to Leadership?
What Are Inspirational and Relational Leadership Perspectives?
what ’s inside?
ETHICS IN OB
CEO PAY—IS IT EXCESSIVE?
FINDING THE LEADER IN YOU
LOOKING FOR LEADER MATCH AT GOOGLE
OB IN POPULAR CULTURE
PATH-GOAL AND REMEMBER THE TITANS
RESEARCH INSIGHT
PARTICIPATORY LEADERSHIP AND PEACE
leaders make things happen
c13LeadershipEssentials.indd Page 291 6/29/11 8:28 PM ff-446c13LeadershipEssentials.indd Page 291 6/29/11 8:28 PM ff-446 Schermerhorn_OBSchermerhorn_OB
292 13 Leadership Essentials
Most people assume that anyone in management, particularly the CEO, is a leader.
Currently, however, controversy has arisen over this assumption. We can all think
of examples where managers do not perform much, if any, leadership, as well as
instances where leadership is performed by people who are not in management.
Researchers have even argued that failure to clearly recognize this difference is a
violation of “truth in advertising” because many studies labeled “leadership” may
actually be about “management.”1
Managers versus Leaders
A key way of differentiating between managers and leaders is to argue that the
role of management is to promote stability or to enable the organization to run
smoothly, whereas the role of leadership is to promote adaptive or useful
changes.2 Persons in managerial positions could be involved with both manage-
ment and leadership activities, or they could emphasize one activity at the
expense of the other. Both management and leadership are needed, however,
and if managers do not assume responsibility for both, then they should ensure
that someone else handles the neglected activity. The point is that when we dis-
cuss leadership, we do not assume it is identical to management.
For our purposes, we treat leadership as the process of infl uencing others
to understand and agree about what needs to be done and how to do it, and the
process of facilitating individual and collective efforts to accomplish shared objec-
tives.3 Leadership appears in two forms: (1) formal leadership, which is exerted
by persons appointed or elected to positions of formal authority in organizations,
and (2) informal leadership, which is exerted by persons who become infl uential
because they have special skills that meet the needs of others. Although both
types are important in organizations, this chapter will emphasize forma.
Managers versus Leaders
Contrast leaders and managers.
Explain why leadership is an important behavioral topic.
Early Leadership Theories
Discuss what research has shown about leadership traits.
Contrast the findings of the four behavioral leadership theories.
Explain the dual nature of a leader’s behavior.
Contingency Theories of Leadership
Explain how Fiedler’s theory of leadership is a contingency model.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
2. 2
Chapter learning objectivesChapter learning objectives
1. List seven competencies of effective leaders.
2. Describe the people-oriented and task-oriented
leadership styles.
3. Outline the path-goal theory of leadership.
4. Discuss the importance of Fiedler’s contingency model
of leadership.
5. Contrast transactional and transformational leadership.
6. Describe the four elements of transformational
leadership.
7. Identify three reasons why people inflate the
importance of leadership.
8. Discuss similarities and differences in the leadership
styles of women and men.
3. 3
The changing concept of leadershipThe changing concept of leadership
Our concept of leadership is
changing, according to
recent studies. ‘Leadership
style has gone from an
autocratic style to
encouraging participation to
achieve a common
outcome’, explains Wal King,
chief executive of Leighton
Holdings.
Courtesy of Leighton Holdings
4. 4
Courtesy of Leighton Holdings
What is leadership?What is leadership?
Leadership is the process of
influencing people and
providing an environment for
them to achieve team or
organisational objectives.
10. 10
Directive Supportive Participative Achievement
EmployeeEmployee
contingenciescontingencies
Path-goal contingenciesPath-goal contingencies
Skill/experience Low Low High High
Locus of control External External Internal Internal
Task structure Non-routine Routine Non-routine ?
Team dynamics –ve norms Low cohesion +ve norms ?
EnvironmentalEnvironmental
contingenciescontingencies Directive Supportive Participative Achievement
11. 11
Other contingency leadership theoriesOther contingency leadership theories
Situational leadership model (Hersey/Blanchard)
effective leaders vary style with follower ‘readiness’
leader styles – telling, selling, participating and
delegating
Fiedler’s contingency model
leadership style is stable – based on personality
best style depends on situational control – leader-
member relations, task structure, position power
12. 12
Leadership substitutesLeadership substitutes
Conditions that limit a leader’s influence or make a
particular leadership style unnecessary.
Examples:
training and experience replace directive leadership
cohesive team replaces supportive leadership
self-leadership replaces achievement-oriented
leadership
13. 13
Transformational leadership at AESTransformational leadership at AES
AES looks for people who are
both transactional and
transformational leaders . ‘We
need people who can both lead
and manage’, says Dennis W.
Bakke, CEO and co-founder of
the global power company.
Courtesy of AES Corp
14. 14
Courtesy of AES Corp.
Transformational and transactionalTransformational and transactional
leadersleaders
Transformational leaders
leading – changing the
organisation to fit the
environment
develop, communicate,
enact a vision
Transactional leaders
managing – linking job
performance to rewards
ensure employees have
necessary resources
apply contingency leadership
theories
19. 19
Overview of the next chapterOverview of the next chapter
Two fundamental requirements of organisational
structures
Four elements of organisational structure
Types of departmentalisation
Team-based and network organisational structures
Contingencies of organisational design
