Personality profiles of effective leadership performance in
assessment centers
Alissa Denzin Parra, Stephanie T. Lanzab, and Paul Bernthalc
aSelect International; bPennsylvania State University; cDevelopment Dimensions International
ABSTRACT
Most research examining the relationship between effective leadership and
personality has focused on individual personality traits. However, profiles of
personality traits more fully describe individuals, and these profiles may be
important as they relate to leadership. This study used latent class analysis
to examine how personality traits combine and interact to form subpopula-
tions of leaders and how these subpopulations relate to performance
criteria. Using a sample of 2,461 executive-level leaders, six personality
profiles were identified: Unpredictable Leaders with Low Diligence (7.3%);
Conscientious, Backend Leaders (3.6%); Unpredictable Leaders (8.6%);
Creative Communicators (20.8%); Power Players (32.4%); and Protocol
Followers (27.1%). One profile performed well on all criteria in an assess-
ment center; remaining profiles exhibited strengths and weaknesses across
criteria. Implications and future directions for research are highlighted.
Moving into the 21st century, organizations are facing numerous challenges associated with the
changing nature of work. As organizations expand their boundaries globally, rely on technology for
communication, and develop knowledge workers to be adaptive in response to continually changing
work demands (Tannenbaum, 2002), it is apparent that organizations will need to adjust their
strategies to achieve a competitive advantage. In today’s dynamic work environment, it is recognized
that talented leaders can help overcome these challenges and pave the way toward achieving this
goal. Talented leaders can direct and guide employees, teams, and organizations to be successful and
to overcome these obstacles. Through their interaction with subordinates and stakeholders, leaders
can profoundly influence followers’ behaviors and thereby create a workforce primed for success
(Barling, Christie, & Hoption, 2010).
Initially guided by the trait approach of leadership, several studies sought to discover character-
istics that define talented leaders. Early studies produced inconsistent results (e.g., Bass, 1990; Mann,
1959; Stogdill, 1948), but there was renewed interest in discovering traits associated with successful
leaders after the emergence of the five-factor model of personality (Costa & McCrae, 1992). For
example, Judge and colleagues (2002) conducted a meta-analysis demonstrating that leadership
effectiveness was related to various specific factors of personality. Their findings revealed that
Extraversion and Conscientiousness are moderately and positively associated with leadership effec-
tiveness (Judge et al., 2002). In addition, DeRue and colleagues (2011) conducted a meta-analysis
that reiterated the importance of both leader traits and behaviors for leader e ...
This document is a thesis submitted by Håvard Karlsen to the Norwegian University of Science and Technology in May 2016. The thesis investigates the relationship between the facets of extraversion and leadership behavior. Karlsen conducted a quantitative survey study with 234 leaders and their subordinates. Leaders completed a personality inventory and rated themselves on leadership dimensions, while subordinates also rated their leaders. The results showed that extraversion was related to change leadership at the domain level. However, at the facet level, only assertiveness, activity, and gregariousness explained this relationship, while other facets loaded on different dimensions. Further analyses found assertiveness positively related to change and production leadership as rated by subordinates, while excitement seeking was negatively related to self-rated
PERSONNEL PSYCHOLOGY2011, 64, 7–52TRAIT AND BEHAVIORAL T.docxssuser562afc1
This article develops an integrative model of trait and behavioral theories of leadership by reviewing the literature. The model proposes that leader traits influence leadership effectiveness both directly and indirectly through leader behaviors. The article then empirically tests the relative validity of selected leader traits and behaviors using meta-analytic data. Results indicate that both traits and behaviors significantly predict leadership effectiveness, but behaviors tend to explain more variance. The findings support an integrated model where behaviors mediate the relationship between traits and effectiveness.
Business Executives’ Perceptions of Ethical Leadershipand It.docxRAHUL126667
Business Executives’ Perceptions of Ethical Leadership
and Its Development
Catherine Marsh
Received: 6 July 2011 / Accepted: 22 May 2012 / Published online: 12 June 2012
� Springer Science+Business Media B.V. 2012
Abstract This paper summarized the findings of a qual-
itative study that examines the perceptions of ethical
leadership held by those who perceived themselves to be
ethical leaders, and how life experiences shaped the values
called upon when making ethical decisions. The experi-
ences of 28 business executives were shared with the
researcher, beginning with the recollection of a critical
incident that detailed an ethical issue with which each
executive had been involved. With the critical incident in
mind, each executive told the personal story that explained
the development of the values he or she called upon when
resolving the ethical issue described. The stories were
analyzed through the use of constant comparison, which
resulted in the development of two models: (1) a frame-
work for ethical leadership illuminating valued aspects of
ethical leaderships and the value perspectives called upon
when making ethical decisions, and (2) a model explaining
how the executives’ ethical frameworks developed. The
paper concludes with a brief discussion on virtue ethics,
experiential learning, and human resource development.
Keywords Ethics � Virtue � Leadership � Action learning
Introduction
As the daily news carries allegations of corrupt behavior in
all arenas of life, the world’s attention is focused on the
behavior of leaders in government, business, social, and
even religious institutions. The courts selectively prosecute
high profile-offenders, the Catholic Church sends priests
into retirement, and political candidates challenge one
another’s records for signs of moral weakness. Legislation,
in the form of the Sarbanes–Oxley Act of 2002, passed by
the United States Congress following the Enron, Tyco and
Worldcom scandals, has been enacted, but the scandals
continue.
Both executives and scholars are realizing that while
legislation is necessary, leadership may be the primary
determinant in ethical action. Gini (1998) stressed, ‘‘The
ethics of leadership—whether it be good or bad, positive or
negative—affects the ethos of the workplace and thereby
helps to form the ethical choices and decisions of the
workers in the workplace’’ (p. 28). Pollard (2005) stated,
‘‘While rules may bring a higher standard of accountability
and add the ‘stick’ of more penalties, they cannot deter-
mine the honesty, character, or integrity of the people
involved’’ (p. 14).
Lavengood (Pollard 2005) conceded that where public
policy leaves off, leadership must assist with the devel-
opment of a moral community that shapes human character
and behavior. Gough (1998) concurred and explained that
when caught in an internal struggle with regards to getting
ahead or doing the right thing, ‘‘The determining factor is ...
Business Executives’ Perceptions of Ethical Leadershipand It.docxfelicidaddinwoodie
Business Executives’ Perceptions of Ethical Leadership
and Its Development
Catherine Marsh
Received: 6 July 2011 / Accepted: 22 May 2012 / Published online: 12 June 2012
� Springer Science+Business Media B.V. 2012
Abstract This paper summarized the findings of a qual-
itative study that examines the perceptions of ethical
leadership held by those who perceived themselves to be
ethical leaders, and how life experiences shaped the values
called upon when making ethical decisions. The experi-
ences of 28 business executives were shared with the
researcher, beginning with the recollection of a critical
incident that detailed an ethical issue with which each
executive had been involved. With the critical incident in
mind, each executive told the personal story that explained
the development of the values he or she called upon when
resolving the ethical issue described. The stories were
analyzed through the use of constant comparison, which
resulted in the development of two models: (1) a frame-
work for ethical leadership illuminating valued aspects of
ethical leaderships and the value perspectives called upon
when making ethical decisions, and (2) a model explaining
how the executives’ ethical frameworks developed. The
paper concludes with a brief discussion on virtue ethics,
experiential learning, and human resource development.
Keywords Ethics � Virtue � Leadership � Action learning
Introduction
As the daily news carries allegations of corrupt behavior in
all arenas of life, the world’s attention is focused on the
behavior of leaders in government, business, social, and
even religious institutions. The courts selectively prosecute
high profile-offenders, the Catholic Church sends priests
into retirement, and political candidates challenge one
another’s records for signs of moral weakness. Legislation,
in the form of the Sarbanes–Oxley Act of 2002, passed by
the United States Congress following the Enron, Tyco and
Worldcom scandals, has been enacted, but the scandals
continue.
Both executives and scholars are realizing that while
legislation is necessary, leadership may be the primary
determinant in ethical action. Gini (1998) stressed, ‘‘The
ethics of leadership—whether it be good or bad, positive or
negative—affects the ethos of the workplace and thereby
helps to form the ethical choices and decisions of the
workers in the workplace’’ (p. 28). Pollard (2005) stated,
‘‘While rules may bring a higher standard of accountability
and add the ‘stick’ of more penalties, they cannot deter-
mine the honesty, character, or integrity of the people
involved’’ (p. 14).
Lavengood (Pollard 2005) conceded that where public
policy leaves off, leadership must assist with the devel-
opment of a moral community that shapes human character
and behavior. Gough (1998) concurred and explained that
when caught in an internal struggle with regards to getting
ahead or doing the right thing, ‘‘The determining factor is.
This report summarizes a study on individual differences and situational factors associated with leadership emergence. The study surveyed 116 managers, measuring personality traits, values, motivations, emotional intelligence, and leader-subordinate relationships. High conscientiousness, extraversion, emotional stability, narcissism, core self-evaluations, motivation to lead, achievement values, and quality of leader-subordinate relations were associated with greater leadership emergence. Low agreeableness was also associated with emergence. Core self-evaluations mediated the relationship between achievement values and emergence. The report recommends developing aspiring leaders through mentoring, self-efficacy training, and enhancing motivation to lead. It also suggests using study measures to identify leadership potential and inform selection
Vol.(0123456789)1 3 journal of business ethics (2019) 160ojas18
This document presents a study examining how leader character strengths relate to ethical leadership and leader outcomes. The study tests a model showing that the character strengths of honesty/humility, empathy, and moral courage are associated with ethical leadership for leaders with high self-control, and that ethical leadership is then associated with higher psychological flourishing and in-role performance for leaders. The study uses data from 218 US Air Force officers, their subordinates, and superiors to provide initial support for the model.
This document is a thesis submitted by Håvard Karlsen to the Norwegian University of Science and Technology in May 2016. The thesis investigates the relationship between the facets of extraversion and leadership behavior. Karlsen conducted a quantitative survey study with 234 leaders and their subordinates. Leaders completed a personality inventory and rated themselves on leadership dimensions, while subordinates also rated their leaders. The results showed that extraversion was related to change leadership at the domain level. However, at the facet level, only assertiveness, activity, and gregariousness explained this relationship, while other facets loaded on different dimensions. Further analyses found assertiveness positively related to change and production leadership as rated by subordinates, while excitement seeking was negatively related to self-rated
PERSONNEL PSYCHOLOGY2011, 64, 7–52TRAIT AND BEHAVIORAL T.docxssuser562afc1
This article develops an integrative model of trait and behavioral theories of leadership by reviewing the literature. The model proposes that leader traits influence leadership effectiveness both directly and indirectly through leader behaviors. The article then empirically tests the relative validity of selected leader traits and behaviors using meta-analytic data. Results indicate that both traits and behaviors significantly predict leadership effectiveness, but behaviors tend to explain more variance. The findings support an integrated model where behaviors mediate the relationship between traits and effectiveness.
Business Executives’ Perceptions of Ethical Leadershipand It.docxRAHUL126667
Business Executives’ Perceptions of Ethical Leadership
and Its Development
Catherine Marsh
Received: 6 July 2011 / Accepted: 22 May 2012 / Published online: 12 June 2012
� Springer Science+Business Media B.V. 2012
Abstract This paper summarized the findings of a qual-
itative study that examines the perceptions of ethical
leadership held by those who perceived themselves to be
ethical leaders, and how life experiences shaped the values
called upon when making ethical decisions. The experi-
ences of 28 business executives were shared with the
researcher, beginning with the recollection of a critical
incident that detailed an ethical issue with which each
executive had been involved. With the critical incident in
mind, each executive told the personal story that explained
the development of the values he or she called upon when
resolving the ethical issue described. The stories were
analyzed through the use of constant comparison, which
resulted in the development of two models: (1) a frame-
work for ethical leadership illuminating valued aspects of
ethical leaderships and the value perspectives called upon
when making ethical decisions, and (2) a model explaining
how the executives’ ethical frameworks developed. The
paper concludes with a brief discussion on virtue ethics,
experiential learning, and human resource development.
Keywords Ethics � Virtue � Leadership � Action learning
Introduction
As the daily news carries allegations of corrupt behavior in
all arenas of life, the world’s attention is focused on the
behavior of leaders in government, business, social, and
even religious institutions. The courts selectively prosecute
high profile-offenders, the Catholic Church sends priests
into retirement, and political candidates challenge one
another’s records for signs of moral weakness. Legislation,
in the form of the Sarbanes–Oxley Act of 2002, passed by
the United States Congress following the Enron, Tyco and
Worldcom scandals, has been enacted, but the scandals
continue.
Both executives and scholars are realizing that while
legislation is necessary, leadership may be the primary
determinant in ethical action. Gini (1998) stressed, ‘‘The
ethics of leadership—whether it be good or bad, positive or
negative—affects the ethos of the workplace and thereby
helps to form the ethical choices and decisions of the
workers in the workplace’’ (p. 28). Pollard (2005) stated,
‘‘While rules may bring a higher standard of accountability
and add the ‘stick’ of more penalties, they cannot deter-
mine the honesty, character, or integrity of the people
involved’’ (p. 14).
Lavengood (Pollard 2005) conceded that where public
policy leaves off, leadership must assist with the devel-
opment of a moral community that shapes human character
and behavior. Gough (1998) concurred and explained that
when caught in an internal struggle with regards to getting
ahead or doing the right thing, ‘‘The determining factor is ...
Business Executives’ Perceptions of Ethical Leadershipand It.docxfelicidaddinwoodie
Business Executives’ Perceptions of Ethical Leadership
and Its Development
Catherine Marsh
Received: 6 July 2011 / Accepted: 22 May 2012 / Published online: 12 June 2012
� Springer Science+Business Media B.V. 2012
Abstract This paper summarized the findings of a qual-
itative study that examines the perceptions of ethical
leadership held by those who perceived themselves to be
ethical leaders, and how life experiences shaped the values
called upon when making ethical decisions. The experi-
ences of 28 business executives were shared with the
researcher, beginning with the recollection of a critical
incident that detailed an ethical issue with which each
executive had been involved. With the critical incident in
mind, each executive told the personal story that explained
the development of the values he or she called upon when
resolving the ethical issue described. The stories were
analyzed through the use of constant comparison, which
resulted in the development of two models: (1) a frame-
work for ethical leadership illuminating valued aspects of
ethical leaderships and the value perspectives called upon
when making ethical decisions, and (2) a model explaining
how the executives’ ethical frameworks developed. The
paper concludes with a brief discussion on virtue ethics,
experiential learning, and human resource development.
Keywords Ethics � Virtue � Leadership � Action learning
Introduction
As the daily news carries allegations of corrupt behavior in
all arenas of life, the world’s attention is focused on the
behavior of leaders in government, business, social, and
even religious institutions. The courts selectively prosecute
high profile-offenders, the Catholic Church sends priests
into retirement, and political candidates challenge one
another’s records for signs of moral weakness. Legislation,
in the form of the Sarbanes–Oxley Act of 2002, passed by
the United States Congress following the Enron, Tyco and
Worldcom scandals, has been enacted, but the scandals
continue.
Both executives and scholars are realizing that while
legislation is necessary, leadership may be the primary
determinant in ethical action. Gini (1998) stressed, ‘‘The
ethics of leadership—whether it be good or bad, positive or
negative—affects the ethos of the workplace and thereby
helps to form the ethical choices and decisions of the
workers in the workplace’’ (p. 28). Pollard (2005) stated,
‘‘While rules may bring a higher standard of accountability
and add the ‘stick’ of more penalties, they cannot deter-
mine the honesty, character, or integrity of the people
involved’’ (p. 14).
Lavengood (Pollard 2005) conceded that where public
policy leaves off, leadership must assist with the devel-
opment of a moral community that shapes human character
and behavior. Gough (1998) concurred and explained that
when caught in an internal struggle with regards to getting
ahead or doing the right thing, ‘‘The determining factor is.
This report summarizes a study on individual differences and situational factors associated with leadership emergence. The study surveyed 116 managers, measuring personality traits, values, motivations, emotional intelligence, and leader-subordinate relationships. High conscientiousness, extraversion, emotional stability, narcissism, core self-evaluations, motivation to lead, achievement values, and quality of leader-subordinate relations were associated with greater leadership emergence. Low agreeableness was also associated with emergence. Core self-evaluations mediated the relationship between achievement values and emergence. The report recommends developing aspiring leaders through mentoring, self-efficacy training, and enhancing motivation to lead. It also suggests using study measures to identify leadership potential and inform selection
Vol.(0123456789)1 3 journal of business ethics (2019) 160ojas18
This document presents a study examining how leader character strengths relate to ethical leadership and leader outcomes. The study tests a model showing that the character strengths of honesty/humility, empathy, and moral courage are associated with ethical leadership for leaders with high self-control, and that ethical leadership is then associated with higher psychological flourishing and in-role performance for leaders. The study uses data from 218 US Air Force officers, their subordinates, and superiors to provide initial support for the model.
This document summarizes research on the motivation to lead. It discusses how values, personality traits, and core self-evaluation can influence an individual's motivation to lead in different ways. Specifically, it finds that:
1) Self-transcendent values like universalism and benevolence predict non-calculative and social-normative motivation to lead, while self-enhancement values like power and achievement do not.
2) An internal locus of control and affective identity motivation to lead are conceptually related, as are an external locus of control and calculative motivation.
3) High self-monitors, concerned with status, are expected to have a calculative motivation to lead, while low self
Assessing the Situational Leadership of Managers in the Mobile Service Indust...Kristen Flores
This document summarizes a research study that assessed the situational leadership styles of managers in the mobile service industry. It reviewed theories of situational leadership, specifically Hersey and Blanchard's Situational Leadership Theory (SLT) which proposes that leadership style should adapt to the situation. The study aimed to assess leadership styles of Area Service Managers (ASMs) in a mobile company according to SLT and examine how styles may differ by nationality. A literature review covered prior research applying and testing SLT in various contexts. The methodology section indicated this was a descriptive primary research study.
The Role of Mindset in Leadership - Lewis Lau's ThesisLewis Lau
The document summarizes research on the relationship between leadership mindset and leadership self-efficacy (LSE). It discusses how LSE is an established predictor of leadership performance. Previous research has linked LSE to characteristics like leadership experience, personality traits (e.g. extraversion, conscientiousness), and sex. The document examines a study that tested whether leadership mindset could predict LSE over and above these other factors. The study found leadership experience, conscientiousness, and extraversion significantly predicted LSE, but leadership mindset did not have a significant relationship with LSE. This highlights the need for further research on the role of mindset in leadership.
A Systematic Literature Review of Servant Leadership Theoryi.docxransayo
A Systematic Literature Review of Servant Leadership Theory
in Organizational Contexts
Denise Linda Parris • Jon Welty Peachey
Received: 20 February 2012 / Accepted: 8 April 2012 / Published online: 22 April 2012
� Springer Science+Business Media B.V. 2012
Abstract A new research area linked to ethics, virtues,
and morality is servant leadership. Scholars are currently
seeking publication outlets as critics debate whether this
new leadership theory is significantly distinct, viable, and
valuable for organizational success. The aim of this study
was to identify empirical studies that explored servant
leadership theory by engaging a sample population in order
to assess and synthesize the mechanisms, outcomes, and
impacts of servant leadership. Thus, we sought to provide
an evidence-informed answer to how does servant leader-
ship work, and how can we apply it? We conducted a sys-
tematic literature review (SLR), a methodology adopted
from the medical sciences to synthesize research in a sys-
tematic, transparent, and reproducible manner. A disci-
plined screening process resulted in a final sample
population of 39 appropriate studies. The synthesis of these
empirical studies revealed: (a) there is no consensus on the
definition of servant leadership; (b) servant leadership
theory is being investigated across a variety of contexts,
cultures, and themes; (c) researchers are using multiple
measures to explore servant leadership; and (d) servant
leadership is a viable leadership theory that helps organi-
zations and improves the well-being of followers. This
study contributes to the development of servant leadership
theory and practice. In addition, this study contributes to the
methodology for conducting SLRs in the field of manage-
ment, highlighting an effective method for mapping out
thematically, and viewing holistically, new research topics.
We conclude by offering suggestions for future research.
Keywords Leadership � Leadership theory � Servant
leadership � Systematic literature review
Introduction
Leadership is one of the most comprehensively researched
social influence processes in the behavioral sciences. This is
because the success of all economic, political, and organi-
zational systems depends on the effective and efficient
guidance of the leaders of these systems (Barrow 1977). A
critical factor to understanding the success of an organiza-
tion, then, is to study its leaders. Leadership is a skill used to
influence followers in an organization to work enthusiasti-
cally towards goals specifically identified for the common
good (Barrow 1977; Cyert 2006; Plsek and Wilson 2001).
Great leaders create a vision for an organization, articulate
the vision to the followers, build a shared vision, craft a path
to achieve the vision, and guide their organizations into new
directions (Banutu-Gomez and Banutu-Gomez 2007; Kotter
2001). According to Schneider (1987), the most important
part in build.
18 Volume 18, Issue 1, March 2017 Review of.docxdrennanmicah
This document summarizes and categorizes different leadership styles. It begins by defining leadership and outlining key attributes of effective leadership according to research. It then defines what a leadership style is, noting that a style involves how a leader intentionally influences followers towards goals. The document reviews early theories like trait-based and skills-based styles, as well as situational leadership theory. It concludes by presenting a graphic categorization of leadership styles based on seminal research from Lewin, Lippit and White from 1939.
This document presents a proposed integrative model examining the relationships between personality, behavior, and leader effectiveness. Specifically, it aims to show how certain behaviors may mediate the relationship between personality traits and leader effectiveness. The document provides background on the trait approach and behavior approach to studying leadership. It discusses extraversion and expressed control as personality traits consistently linked to leader effectiveness. Change-oriented and relational-oriented behaviors are identified as aspects of transformational leadership. The study then proposes a model where specific behaviors mediate the effect of personality traits on leader effectiveness. It aims to address gaps in prior research by focusing on specific traits and behaviors in an integrated model.
Briefly described your healthcare organization, including its cult.docxjasoninnes20
This document describes the development of an improved measure of ethical leadership. It summarizes existing measures and identifies their limitations, such as not including all key indicators of ethical leadership or including behaviors not directly relevant to ethical leadership. It then describes the new Ethical Leadership Questionnaire (ELQ) developed by the authors to address these limitations by focusing on the most essential qualities of ethical leadership independently of other leader behaviors. The authors assess the validity of the ELQ by examining its relationship to leader-member exchange quality and work unit performance. The results help evaluate the ELQ and provide insights into the benefits of ethical leadership.
Running head RESEARCH PAPER OUTLINE1RESEARCH PAPER OUTLINE5.docxtodd521
Running head: RESEARCH PAPER OUTLINE 1
RESEARCH PAPER OUTLINE 5
Research Paper Outline: Servant Leadership
Introduction
· Definition and the history of the term servant leadership and example of how servant leadership works.
Research Hypothesis
· Hypothesis 1- Servant leadership leads to better organizational performance.
· Hypothesis 2- Political skills and servant leadership work together leading to employee creativity and positive workplace culture.
· Hypothesis 3- Servant leadership increases employee satisfaction.
Research methodology
· Sampling of 50 random junior employees and corporate managers from three companies in the United States to interview them on servant leadership.
Literature review
· Annotated bibliography 1
· Annotated bibliography 2
· Annotated bibliography 3
· Annotated bibliography 4
· Annotated bibliography 5
· Annotated bibliography 6
· Annotated bibliography 7
Findings
· Evidence of servant leadership across the sample of individuals evaluated
· General information observed regarding servant leadership
Research limitations
· Failed in establishing causality hence creating a gap that needs to be addressed in future through the application of different study designs.
· The study of servant leadership is part of the large topic that cannot be summarized into a small-paged paper. Therefore limited information was touched on regarding the subject matter.
Recommendations
· Recommendation 1- Managers should embrace servant leadership because of the benefits it brings to the organizations they lead.
· Recommendation 2- Employees should support servant leaders when they set examples for them.
· Recommendation 3- Excellent collaboration between the servant leader and the employees they are leading should be created for servant leadership to succeed.
Conclusion
· Summary of what is understood by the term servant leadershipsummary of the paper’s main points.
References
Giambatista, R., McKeage, R., & Brees, J. (2020). Cultures of Servant Leadership and Their Impact. The Journal of Values-Based Leadership, 13(1), 12. Retrieved from: https://scholar.valpo.edu/jvbl/vol13/iss1/12/
Chiniara, M., & Bentein, K. (2016). Linking servant leadership to individual performance: Differentiating the mediating role of autonomy, competence and relatedness need satisfaction. The Leadership Quarterly, 27(1), 124-141.
DeConinck, J., & DeConinck, M. B. (2017). The relationship between servant leadership perceived organizational support, performance, and turnover among business to business salespeople. Archives of Business Research, 5(10).
Eva, N., Robin, M., Sendjaya, S., van Dierendonck, D., & Liden, R. C. (2019). Servant leadership: A systematic review and call for future research. The Leadership Quarterly, 30(1), 111-132.
Gandolfi, F., & Stone, S. (2018). Leadership, leadership styles, and servant leadership. Journal of Management Research, 18(4), 261-269.
Jaiswal, N. K., & Dhar, R. L. (2017). The influence of servan.
1. Traditional Approaches to Leaders’ Impact on OrganizationsSTatianaMajor22
1. Traditional Approaches to Leaders’ Impact on Organizations
Scores of research studies are built on the assumption that effective leadership is a key component essential for organizational success. From the battlefield to the boardroom, we are told, wins and losses are determined by decisions and behaviors of those who lead. The plethora of leadership-training programs may be an indicator that many perceive (or even assume) that there is a direct relationship between leaders and organization performance. In The Leadership Gap: Building Capacity for Competitive Advantage, Weiss and Molinaro (2005) established their premise by stating “leadership has become the primary source of competitive advantage in organizations around the world” (p. 4). These authors used case-study methods to reinforce the ideas that organizations’ lack of leadership capacity can be addressed through leadership development.
But both in research and organizations, there are those who challenge the “effective leadership = enhanced performance” supposition (Dihn, Lord, Gardner, Meuser, Liden, & Hu, 2014; Storey, 2010).
LePine, Zhang, Crawford, and Rich (2016) conducted a three-part study to test relationships among charismatic leadership, stress, and performance. Subjects were members of the United States Marine Corps. Findings suggested that charismatic leader behavior negated the negative effects of stressors on performance according to assessments by the leaders or their supervisors. And these authors found that high-level stressors were more positively viewed when charismatic leader behaviors were exhibited. However, the researchers discovered that charismatic leader behavior did not influence how Marines perceived stressors. An underlying assumption in LePine, Zhang, Crawford, and Rich’s (2016) research was that leaders do affect performance. The results, while not conclusive enough to reject the assumption, did open avenues for new dialogue and recommendations for further testing.
Dihn, Lord, Gardner, Meuser, Liden, and Hu (2014) suggested that the preponderance of research on leadership behaviors and traits may have led to assumptions about an overstated influence of the individual. In Module 1 we examined the evolution of leadership approaches from the early modern era to the postmodern era. We know that context—such as environment, capital, and goals—influences organizational design, structure, and management/leadership practices. We learned that a stable organization relies on controls to gain efficiency. Leader-centric thinking was readily accepted in the modern organization. And, research studies were designed around those assumptions, perhaps even reinforcing those assumptions.
More recently, organizations shifted structures, philosophies, and operating procedures to adapt to social, economic, political, and technological pressures. Even so, leadership researchers continued to outpace other scholars who investigated additional variables that might impact org ...
O impacto da liderança transacional e transformacional sobre a cidadania org...Psicologia_2015
This document summarizes a research study that investigated the impact of transactional and transformational leadership styles on organizational citizenship behaviors. The study surveyed 213 workers who completed scales measuring leadership style and organizational citizenship. Regression analysis showed that transactional leadership positively predicted behaviors related to creating a favorable external climate, while transformational leadership positively predicted creative suggestions, external climate, self-training, and colleague cooperation. Transformational leadership had a greater predictive impact on organizational citizenship behaviors than transactional leadership. The conclusion was that transformational leaders are better able to motivate subordinates to engage in extra-role behaviors beyond their job requirements.
Running head DOCTORAL RESEARCH ANNOTATED BIBLIOGRAPHY .docxsusanschei
Running head: DOCTORAL RESEARCH: ANNOTATED BIBLIOGRAPHY 1
DOCTORAL RESEARCH: ANNOTATED BIBLIOGRAPHY
Walden University
Faraji Edwards
Week 1 Assignment: PhD in Management: Leadership, & Power
(MGMT – 8410-1)
Ayman, R., &Korabik, K. (2010). Leadership: Why gender and culture matter. American Psychologist, 65(3), 157-170.
Majority of the leadership studies conducted in the past usually concentrated on white people. However, there exists other diverse issues affecting affecting the diversity in leadership. In this journal article, Ayman & Korabik (2010) expound on how variables of culture, gender and ethnicity affect leadership. Consequently, the authors conduct a survey on leaders from different cultural and racial backgrounds. The results of the study indicate that leaders of color and women leaders firmly grasped their ethnic and sexual orientation characters contrasted and White male leaders (Ayman & Korabik, 2010). These social personalities together with lived encounters connected with minority status were seen as affecting their activity of leadership, displaying both difficulties and qualities (Ayman & Korabik, 2010). Differences in the leadership profile of this different leadership test with the Anglo bunch in the GLOBE considers propose the significance of inspecting assorted qualities in leadership (Ayman & Korabik, 2010). Conceptualizations of leadership should be comprehensive of the social characters and lived encounters that leaders and devotees both convey to the connections of leadership.
Maner, J. K., & Mead, N. L. (2010). The essential tension between leadership and power: When leaders sacrifice group goals for the sake of self-interest. Journal of Personality and Social Psychology, 99(3), 482-497.
Issues of bounded rationality, mismanagement of firm resources among others are the major shortcomings witnessed in the leadership arena. There comes a time when leaders act contrary to the set principles or ignore vital information, the latter of which results to the organization deviating from its goals. At times, leaders might sacrifice team goals to pursue their selfish interests, requiring the effective use of defined frameworks to keep them in check. In a research conducted by Maner & Mead, (2010), the authors suggest the use of both linkage and climate theory to observe and analyze leadership. The study uses random sampling and experimentations to determine whether leaders often wield power with the intention of promoting self interests or team goals. However, the study is subject to various limitations. For instance, Maner & Mead, (2010), acknowledge that the studies used were designed to be rigorous, controlling group decisions in lab tests. In the real settings, group decision making is dynamic and uncontrolled.
Dixon, M. L., & Hart, L. K. (2010). The impact of Path-Goal leadership styles on work group effectiveness and turnover intention. Journal of Managerial Issues, 22(1), 52-69.
In this ...
1 The Evolution of Leadership Theory Although the pra.docxaryan532920
1
The Evolution of Leadership Theory
Although the practice of leadership has changed considerably over time, the
need for leaders and leadership has not (Bass, 1990a; Kouzes & Posner, 1995).
Already in 1990, Bass (1990a) found a proliferation of leadership books (over 3,
300). Since the publication of Burns’s (1978) seminal work on transforming
leadership the number of leadership programs at various higher education
institutions has grown to over 900 (Mangan, 2002). Clearly, interest in the field
remains high. This review, although not exhaustive, traces the historical evolution
of leadership theory from its initial focus on Great Man and trait theory to the
contemporary study of transformational leadership theory offered by Bass.
Although the theoretical underpinnings of leadership theory have changed over
time, in many ways the basic functions of leadership–providing direction, decision
making, establishing goals, communicating, resolving conflict–have not (K. E.
Clark & Clark, 1990). Examining the historical development of leadership theories
provides some necessary perspective as well as context within which to appreciate
the increasing interest in transformational leadership (Bennis, 1976).
Leadership Traits
The historical evolution of the study of leaders and leadership derives from
Galton’s Great Man theory (K. E. Clark & Clark, 1990). Royalty, battlefield
heroes, and other wealthy and successful individuals were thought to possess
inherent talents and abilities that set them apart from the population at large and
2
which enabled them to achieve great success. Great Man theory subsequently gave
rise to trait theory in the 1920s and 1930s, which generally unsuccessfully
attempted to identify traits that made leaders different from other individuals. The
underlying assumption of the theory was that leaders surely had to possess some
universal characteristics that made them leaders. For the most part, traits were
viewed as “givens”–something that was there at birth–inborn, fixed, and
applicable to, and in, any circumstance. The shortcomings of the theory though,
were that it did not take into account the myriad different circumstances faced by
leaders nor the vast differences in the types of individuals being led. Likewise, no
attempt was made to actually measure the leader’s performance (Hollander &
Offermann, 1990). Researchers in the field subsequently refocused their efforts
away from who a leader was to what leaders did and attempted to identify
observable leader behaviors (Sashkin & Burke, 1990).
Leadership Behaviors
The behavioral approach makes an effort to identify exactly what good leaders
do on the job and then draws correlations between those specific behaviors and
their leadership effectiveness (Yukl, 2002). Research in this area basically
identified two different dimensions of leadership behavior (although labeled
differently depending on ...
This purpose of this research is to examine the philosophical challenges of human resources
management in the 2ist century and contribute to the knowledge of organization development. The study will
examine the impact of internal environmental changes on management, and empirically test the constructs of
performance leadership as it relates to organizational performance and discuss the many emerging challenges
that corporate culture posed to current day performance leadership.
For the Good or the Bad Interactive Effects of Transformation.docxAKHIL969626
For the Good or the Bad? Interactive Effects of Transformational
Leadership with Moral and Authoritarian Leadership Behaviors
Sebastian C. Schuh • Xin-an Zhang •
Peng Tian
Received: 16 July 2012 / Accepted: 7 September 2012 / Published online: 24 September 2012
� Springer Science+Business Media B.V. 2012
Abstract Although the ethical aspects of transformational
leadership have attracted considerable attention, very little is
known about followers’ reactions to the moral and immoral
conduct of transformational leaders. Against this background,
this study examined whether and how transformational lead-
ership interacts with moral and authoritarian leadership
behaviors in predicting followers’ in-role and extra-role
efforts. Building on attribution theory, we hypothesized that
the positive and negative effects of these leadership behaviors
would be particularly pronounced for highly transformational
leaders given that this leadership style elicits strong attention
and sense-making efforts among followers. We tested our
model in a sample of 228 individuals comprising 114 leader–
follower dyads from a wide range of organizations and
industries. In line with our hypotheses, results revealed that for
highly transformational leaders, moral leadership behaviors
related positively to employees’ in-role and extra-role efforts
whereas authoritarian leadership behaviors related negatively
to employees’ in-role and extra-role efforts. In contrast, moral
and authoritarian leadership behaviors did not significantly
affect followers’ reactions to leaders low in transformational
leadership. Taken together, these findings suggest that trans-
formational leadership, contrary to its largely positive per-
ception in the literature, can be a rather mixed blessing.
Implications for theory, future research, and managerial
practice are discussed.
Keywords Authentic transformational leadership �
Authoritarian leadership � Extra-role performance �
In-role performance � Moral leadership �
Pseudo-transformational leadership
When it comes to severe wrongdoings in the organizational
domain, it is not uncommon that leaders who had been
praised as visionary and transformational play a crucial
role (Bass 2008). Indeed, whereas transformational lead-
ership has often been regarded as a leadership behavior that
considers and emphasizes ethical standards (Burns 1978),
several scholars have questioned its inherent morality
(Bass and Steidlmeier 1999; Conger and Kanungo 1998;
Price 2003). Specifically, they have pointed out that
transformational leadership behaviors (e.g., vision, inspi-
ration, and role modeling; Bass 1985) do not have to be
applied in the interest of the common good. Indeed, these
behaviors seem to be equally effective in pursuing immoral
purposes and to increase the personal power and status of
the leader. As Price (2003) posited, transformational
behaviors are ‘‘morally neutral’’ (p. 70) and whether they
are used ...
TransformationalLeadershipAComparisonContrastandSynthesisofThreeResearchStudi...Lynn Allan Holland MS, BBA
This document compares and contrasts three studies that examined transformational and transactional leadership styles. It summarizes the research questions, literature reviews, sample populations, and limitations of each study. The Wright and Pandey (2010) and Bass et al. (2003) studies provide evidence that transformational leadership can predict performance, even in bureaucratic organizations. However, limitations in the Emery and Barker (2007) study mean its conclusions about transformational leadership increasing job satisfaction cannot be reliably inferred. Recommendations for further research include addressing limitations like voluntary response bias and using variables to better capture leadership styles.
“Exploring the Relationship between Personality and Job Performance” "New App...inventionjournals
This document explores the relationship between personality and job performance. It begins by reviewing previous studies that have investigated this relationship. Conscientiousness and extraversion are generally found to be positively correlated with job performance factors like productivity, while neuroticism and agreeableness are negatively correlated with leadership capabilities. The document then outlines the objectives and methodology of the study. The study aims to identify the meaning of personality and its relationship to job performance, discuss the Big Five personality theory, and investigate problems organizations face with personality testing. It reviews literature on the Big Five personality traits of neuroticism, extraversion, openness, agreeableness, and conscientiousness and their relationships with job performance dimensions like task performance and contextual performance.
This article summarizes a journal article that examines distributed leadership in higher education institutions. The authors interviewed 25 individuals from project teams to identify factors influencing distributed leadership at both the organizational and team levels. At the organizational level, they found leadership requires involvement with external stakeholders and alignment with the wider institution context. At the team level, critical internal conditions like autonomy and clear goals/responsibilities as well as processes like information sharing and coordination influence distributed leadership. The findings provide an integrated framework for understanding distributed leadership in higher education.
Leadership effectiveness a multi-factorial model dr. m. roussety mba, m led,...jameskandi
Dr. Maurice Roussety is an Executive Consultant at DST Advisory and Lecturer in Small Business, Franchising and Entrepreneurship at Griffith University in Queensland, Australia. Maurice holds a PhD from the Griffith University in Intellectual Property and Franchise Goodwill Valuation. He also holds a Master’s degree in Leadership and a Master of Business Administration.
This document discusses leadership approaches and their impact on achieving organizational change. It summarizes five stages in the development of leadership theory: 1) early trait theories that focused on leader characteristics; 2) behavioral theories that examined leader styles/behaviors; 3) situational and contingency theories that emphasized how the context influences leadership effectiveness; 4) charismatic and transformational leadership theories that focus on inspiring followers and managing change; 5) current theories incorporate insights from prior approaches and recognize the complex interplay between leaders, followers, and situations. The document analyzes strengths and limitations of different theories and how they have contributed to leadership research.
Resources Assigned readings, ERRs, the Internet,and other resources.docxkarlhennesey
Resources: Assigned readings, ERRs, the Internet,and other resources
Write
a no more than 3 page paper, in which you identify a total compensation plan for an organization focused on internal equity, and a total compensation plan for an organization focused on external equity.
Identify
advantages and disadvantages of internal and external equity for the organizations.
Explain
how each plan supports that organization's total compensation objective and the relationship of the organization's financial situation to its plan.
Draw conclusions based upon Electronic Reserve Readings in eCampus
, Martocchio (2009) and/or Milkovich and Newman (2008),
personal experience, and data collected from organizations.
Integrate Week 2 readings
,
Martocchio (2009) and/or Milkovich and Newman (2008),
throughout paper.
Direct quotations should be avoided.
Research should be summarized and synthesized using your own words
; be certain to cite sources of knowledge.
Format
your paper consistent with
APA 6
th
Edition
guidelines.
.
Resource Review Documenting the Face of America Roy Stryker and.docxkarlhennesey
Resource:
Review "Documenting the Face of America: Roy Stryker and the FSA/OWI Photographers," and Ch. 5 of
Oxford History of Art: Twentieth-Century American Art
.
Write
a 200- to 350-word summary responding to the following:
How was photography used as an instrument for social reform? What photograph do you think makes the most powerful social commentary? Why?
Submit
your assignment in a Microsoft
®
Word document using the Assignment Files tab above.
.
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A Systematic Literature Review of Servant Leadership Theoryi.docxransayo
A Systematic Literature Review of Servant Leadership Theory
in Organizational Contexts
Denise Linda Parris • Jon Welty Peachey
Received: 20 February 2012 / Accepted: 8 April 2012 / Published online: 22 April 2012
� Springer Science+Business Media B.V. 2012
Abstract A new research area linked to ethics, virtues,
and morality is servant leadership. Scholars are currently
seeking publication outlets as critics debate whether this
new leadership theory is significantly distinct, viable, and
valuable for organizational success. The aim of this study
was to identify empirical studies that explored servant
leadership theory by engaging a sample population in order
to assess and synthesize the mechanisms, outcomes, and
impacts of servant leadership. Thus, we sought to provide
an evidence-informed answer to how does servant leader-
ship work, and how can we apply it? We conducted a sys-
tematic literature review (SLR), a methodology adopted
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tematic, transparent, and reproducible manner. A disci-
plined screening process resulted in a final sample
population of 39 appropriate studies. The synthesis of these
empirical studies revealed: (a) there is no consensus on the
definition of servant leadership; (b) servant leadership
theory is being investigated across a variety of contexts,
cultures, and themes; (c) researchers are using multiple
measures to explore servant leadership; and (d) servant
leadership is a viable leadership theory that helps organi-
zations and improves the well-being of followers. This
study contributes to the development of servant leadership
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methodology for conducting SLRs in the field of manage-
ment, highlighting an effective method for mapping out
thematically, and viewing holistically, new research topics.
We conclude by offering suggestions for future research.
Keywords Leadership � Leadership theory � Servant
leadership � Systematic literature review
Introduction
Leadership is one of the most comprehensively researched
social influence processes in the behavioral sciences. This is
because the success of all economic, political, and organi-
zational systems depends on the effective and efficient
guidance of the leaders of these systems (Barrow 1977). A
critical factor to understanding the success of an organiza-
tion, then, is to study its leaders. Leadership is a skill used to
influence followers in an organization to work enthusiasti-
cally towards goals specifically identified for the common
good (Barrow 1977; Cyert 2006; Plsek and Wilson 2001).
Great leaders create a vision for an organization, articulate
the vision to the followers, build a shared vision, craft a path
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directions (Banutu-Gomez and Banutu-Gomez 2007; Kotter
2001). According to Schneider (1987), the most important
part in build.
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Running head RESEARCH PAPER OUTLINE1RESEARCH PAPER OUTLINE5.docxtodd521
Running head: RESEARCH PAPER OUTLINE 1
RESEARCH PAPER OUTLINE 5
Research Paper Outline: Servant Leadership
Introduction
· Definition and the history of the term servant leadership and example of how servant leadership works.
Research Hypothesis
· Hypothesis 1- Servant leadership leads to better organizational performance.
· Hypothesis 2- Political skills and servant leadership work together leading to employee creativity and positive workplace culture.
· Hypothesis 3- Servant leadership increases employee satisfaction.
Research methodology
· Sampling of 50 random junior employees and corporate managers from three companies in the United States to interview them on servant leadership.
Literature review
· Annotated bibliography 1
· Annotated bibliography 2
· Annotated bibliography 3
· Annotated bibliography 4
· Annotated bibliography 5
· Annotated bibliography 6
· Annotated bibliography 7
Findings
· Evidence of servant leadership across the sample of individuals evaluated
· General information observed regarding servant leadership
Research limitations
· Failed in establishing causality hence creating a gap that needs to be addressed in future through the application of different study designs.
· The study of servant leadership is part of the large topic that cannot be summarized into a small-paged paper. Therefore limited information was touched on regarding the subject matter.
Recommendations
· Recommendation 1- Managers should embrace servant leadership because of the benefits it brings to the organizations they lead.
· Recommendation 2- Employees should support servant leaders when they set examples for them.
· Recommendation 3- Excellent collaboration between the servant leader and the employees they are leading should be created for servant leadership to succeed.
Conclusion
· Summary of what is understood by the term servant leadershipsummary of the paper’s main points.
References
Giambatista, R., McKeage, R., & Brees, J. (2020). Cultures of Servant Leadership and Their Impact. The Journal of Values-Based Leadership, 13(1), 12. Retrieved from: https://scholar.valpo.edu/jvbl/vol13/iss1/12/
Chiniara, M., & Bentein, K. (2016). Linking servant leadership to individual performance: Differentiating the mediating role of autonomy, competence and relatedness need satisfaction. The Leadership Quarterly, 27(1), 124-141.
DeConinck, J., & DeConinck, M. B. (2017). The relationship between servant leadership perceived organizational support, performance, and turnover among business to business salespeople. Archives of Business Research, 5(10).
Eva, N., Robin, M., Sendjaya, S., van Dierendonck, D., & Liden, R. C. (2019). Servant leadership: A systematic review and call for future research. The Leadership Quarterly, 30(1), 111-132.
Gandolfi, F., & Stone, S. (2018). Leadership, leadership styles, and servant leadership. Journal of Management Research, 18(4), 261-269.
Jaiswal, N. K., & Dhar, R. L. (2017). The influence of servan.
1. Traditional Approaches to Leaders’ Impact on OrganizationsSTatianaMajor22
1. Traditional Approaches to Leaders’ Impact on Organizations
Scores of research studies are built on the assumption that effective leadership is a key component essential for organizational success. From the battlefield to the boardroom, we are told, wins and losses are determined by decisions and behaviors of those who lead. The plethora of leadership-training programs may be an indicator that many perceive (or even assume) that there is a direct relationship between leaders and organization performance. In The Leadership Gap: Building Capacity for Competitive Advantage, Weiss and Molinaro (2005) established their premise by stating “leadership has become the primary source of competitive advantage in organizations around the world” (p. 4). These authors used case-study methods to reinforce the ideas that organizations’ lack of leadership capacity can be addressed through leadership development.
But both in research and organizations, there are those who challenge the “effective leadership = enhanced performance” supposition (Dihn, Lord, Gardner, Meuser, Liden, & Hu, 2014; Storey, 2010).
LePine, Zhang, Crawford, and Rich (2016) conducted a three-part study to test relationships among charismatic leadership, stress, and performance. Subjects were members of the United States Marine Corps. Findings suggested that charismatic leader behavior negated the negative effects of stressors on performance according to assessments by the leaders or their supervisors. And these authors found that high-level stressors were more positively viewed when charismatic leader behaviors were exhibited. However, the researchers discovered that charismatic leader behavior did not influence how Marines perceived stressors. An underlying assumption in LePine, Zhang, Crawford, and Rich’s (2016) research was that leaders do affect performance. The results, while not conclusive enough to reject the assumption, did open avenues for new dialogue and recommendations for further testing.
Dihn, Lord, Gardner, Meuser, Liden, and Hu (2014) suggested that the preponderance of research on leadership behaviors and traits may have led to assumptions about an overstated influence of the individual. In Module 1 we examined the evolution of leadership approaches from the early modern era to the postmodern era. We know that context—such as environment, capital, and goals—influences organizational design, structure, and management/leadership practices. We learned that a stable organization relies on controls to gain efficiency. Leader-centric thinking was readily accepted in the modern organization. And, research studies were designed around those assumptions, perhaps even reinforcing those assumptions.
More recently, organizations shifted structures, philosophies, and operating procedures to adapt to social, economic, political, and technological pressures. Even so, leadership researchers continued to outpace other scholars who investigated additional variables that might impact org ...
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This document summarizes a research study that investigated the impact of transactional and transformational leadership styles on organizational citizenship behaviors. The study surveyed 213 workers who completed scales measuring leadership style and organizational citizenship. Regression analysis showed that transactional leadership positively predicted behaviors related to creating a favorable external climate, while transformational leadership positively predicted creative suggestions, external climate, self-training, and colleague cooperation. Transformational leadership had a greater predictive impact on organizational citizenship behaviors than transactional leadership. The conclusion was that transformational leaders are better able to motivate subordinates to engage in extra-role behaviors beyond their job requirements.
Running head DOCTORAL RESEARCH ANNOTATED BIBLIOGRAPHY .docxsusanschei
Running head: DOCTORAL RESEARCH: ANNOTATED BIBLIOGRAPHY 1
DOCTORAL RESEARCH: ANNOTATED BIBLIOGRAPHY
Walden University
Faraji Edwards
Week 1 Assignment: PhD in Management: Leadership, & Power
(MGMT – 8410-1)
Ayman, R., &Korabik, K. (2010). Leadership: Why gender and culture matter. American Psychologist, 65(3), 157-170.
Majority of the leadership studies conducted in the past usually concentrated on white people. However, there exists other diverse issues affecting affecting the diversity in leadership. In this journal article, Ayman & Korabik (2010) expound on how variables of culture, gender and ethnicity affect leadership. Consequently, the authors conduct a survey on leaders from different cultural and racial backgrounds. The results of the study indicate that leaders of color and women leaders firmly grasped their ethnic and sexual orientation characters contrasted and White male leaders (Ayman & Korabik, 2010). These social personalities together with lived encounters connected with minority status were seen as affecting their activity of leadership, displaying both difficulties and qualities (Ayman & Korabik, 2010). Differences in the leadership profile of this different leadership test with the Anglo bunch in the GLOBE considers propose the significance of inspecting assorted qualities in leadership (Ayman & Korabik, 2010). Conceptualizations of leadership should be comprehensive of the social characters and lived encounters that leaders and devotees both convey to the connections of leadership.
Maner, J. K., & Mead, N. L. (2010). The essential tension between leadership and power: When leaders sacrifice group goals for the sake of self-interest. Journal of Personality and Social Psychology, 99(3), 482-497.
Issues of bounded rationality, mismanagement of firm resources among others are the major shortcomings witnessed in the leadership arena. There comes a time when leaders act contrary to the set principles or ignore vital information, the latter of which results to the organization deviating from its goals. At times, leaders might sacrifice team goals to pursue their selfish interests, requiring the effective use of defined frameworks to keep them in check. In a research conducted by Maner & Mead, (2010), the authors suggest the use of both linkage and climate theory to observe and analyze leadership. The study uses random sampling and experimentations to determine whether leaders often wield power with the intention of promoting self interests or team goals. However, the study is subject to various limitations. For instance, Maner & Mead, (2010), acknowledge that the studies used were designed to be rigorous, controlling group decisions in lab tests. In the real settings, group decision making is dynamic and uncontrolled.
Dixon, M. L., & Hart, L. K. (2010). The impact of Path-Goal leadership styles on work group effectiveness and turnover intention. Journal of Managerial Issues, 22(1), 52-69.
In this ...
1 The Evolution of Leadership Theory Although the pra.docxaryan532920
1
The Evolution of Leadership Theory
Although the practice of leadership has changed considerably over time, the
need for leaders and leadership has not (Bass, 1990a; Kouzes & Posner, 1995).
Already in 1990, Bass (1990a) found a proliferation of leadership books (over 3,
300). Since the publication of Burns’s (1978) seminal work on transforming
leadership the number of leadership programs at various higher education
institutions has grown to over 900 (Mangan, 2002). Clearly, interest in the field
remains high. This review, although not exhaustive, traces the historical evolution
of leadership theory from its initial focus on Great Man and trait theory to the
contemporary study of transformational leadership theory offered by Bass.
Although the theoretical underpinnings of leadership theory have changed over
time, in many ways the basic functions of leadership–providing direction, decision
making, establishing goals, communicating, resolving conflict–have not (K. E.
Clark & Clark, 1990). Examining the historical development of leadership theories
provides some necessary perspective as well as context within which to appreciate
the increasing interest in transformational leadership (Bennis, 1976).
Leadership Traits
The historical evolution of the study of leaders and leadership derives from
Galton’s Great Man theory (K. E. Clark & Clark, 1990). Royalty, battlefield
heroes, and other wealthy and successful individuals were thought to possess
inherent talents and abilities that set them apart from the population at large and
2
which enabled them to achieve great success. Great Man theory subsequently gave
rise to trait theory in the 1920s and 1930s, which generally unsuccessfully
attempted to identify traits that made leaders different from other individuals. The
underlying assumption of the theory was that leaders surely had to possess some
universal characteristics that made them leaders. For the most part, traits were
viewed as “givens”–something that was there at birth–inborn, fixed, and
applicable to, and in, any circumstance. The shortcomings of the theory though,
were that it did not take into account the myriad different circumstances faced by
leaders nor the vast differences in the types of individuals being led. Likewise, no
attempt was made to actually measure the leader’s performance (Hollander &
Offermann, 1990). Researchers in the field subsequently refocused their efforts
away from who a leader was to what leaders did and attempted to identify
observable leader behaviors (Sashkin & Burke, 1990).
Leadership Behaviors
The behavioral approach makes an effort to identify exactly what good leaders
do on the job and then draws correlations between those specific behaviors and
their leadership effectiveness (Yukl, 2002). Research in this area basically
identified two different dimensions of leadership behavior (although labeled
differently depending on ...
This purpose of this research is to examine the philosophical challenges of human resources
management in the 2ist century and contribute to the knowledge of organization development. The study will
examine the impact of internal environmental changes on management, and empirically test the constructs of
performance leadership as it relates to organizational performance and discuss the many emerging challenges
that corporate culture posed to current day performance leadership.
For the Good or the Bad Interactive Effects of Transformation.docxAKHIL969626
For the Good or the Bad? Interactive Effects of Transformational
Leadership with Moral and Authoritarian Leadership Behaviors
Sebastian C. Schuh • Xin-an Zhang •
Peng Tian
Received: 16 July 2012 / Accepted: 7 September 2012 / Published online: 24 September 2012
� Springer Science+Business Media B.V. 2012
Abstract Although the ethical aspects of transformational
leadership have attracted considerable attention, very little is
known about followers’ reactions to the moral and immoral
conduct of transformational leaders. Against this background,
this study examined whether and how transformational lead-
ership interacts with moral and authoritarian leadership
behaviors in predicting followers’ in-role and extra-role
efforts. Building on attribution theory, we hypothesized that
the positive and negative effects of these leadership behaviors
would be particularly pronounced for highly transformational
leaders given that this leadership style elicits strong attention
and sense-making efforts among followers. We tested our
model in a sample of 228 individuals comprising 114 leader–
follower dyads from a wide range of organizations and
industries. In line with our hypotheses, results revealed that for
highly transformational leaders, moral leadership behaviors
related positively to employees’ in-role and extra-role efforts
whereas authoritarian leadership behaviors related negatively
to employees’ in-role and extra-role efforts. In contrast, moral
and authoritarian leadership behaviors did not significantly
affect followers’ reactions to leaders low in transformational
leadership. Taken together, these findings suggest that trans-
formational leadership, contrary to its largely positive per-
ception in the literature, can be a rather mixed blessing.
Implications for theory, future research, and managerial
practice are discussed.
Keywords Authentic transformational leadership �
Authoritarian leadership � Extra-role performance �
In-role performance � Moral leadership �
Pseudo-transformational leadership
When it comes to severe wrongdoings in the organizational
domain, it is not uncommon that leaders who had been
praised as visionary and transformational play a crucial
role (Bass 2008). Indeed, whereas transformational lead-
ership has often been regarded as a leadership behavior that
considers and emphasizes ethical standards (Burns 1978),
several scholars have questioned its inherent morality
(Bass and Steidlmeier 1999; Conger and Kanungo 1998;
Price 2003). Specifically, they have pointed out that
transformational leadership behaviors (e.g., vision, inspi-
ration, and role modeling; Bass 1985) do not have to be
applied in the interest of the common good. Indeed, these
behaviors seem to be equally effective in pursuing immoral
purposes and to increase the personal power and status of
the leader. As Price (2003) posited, transformational
behaviors are ‘‘morally neutral’’ (p. 70) and whether they
are used ...
TransformationalLeadershipAComparisonContrastandSynthesisofThreeResearchStudi...Lynn Allan Holland MS, BBA
This document compares and contrasts three studies that examined transformational and transactional leadership styles. It summarizes the research questions, literature reviews, sample populations, and limitations of each study. The Wright and Pandey (2010) and Bass et al. (2003) studies provide evidence that transformational leadership can predict performance, even in bureaucratic organizations. However, limitations in the Emery and Barker (2007) study mean its conclusions about transformational leadership increasing job satisfaction cannot be reliably inferred. Recommendations for further research include addressing limitations like voluntary response bias and using variables to better capture leadership styles.
“Exploring the Relationship between Personality and Job Performance” "New App...inventionjournals
This document explores the relationship between personality and job performance. It begins by reviewing previous studies that have investigated this relationship. Conscientiousness and extraversion are generally found to be positively correlated with job performance factors like productivity, while neuroticism and agreeableness are negatively correlated with leadership capabilities. The document then outlines the objectives and methodology of the study. The study aims to identify the meaning of personality and its relationship to job performance, discuss the Big Five personality theory, and investigate problems organizations face with personality testing. It reviews literature on the Big Five personality traits of neuroticism, extraversion, openness, agreeableness, and conscientiousness and their relationships with job performance dimensions like task performance and contextual performance.
This article summarizes a journal article that examines distributed leadership in higher education institutions. The authors interviewed 25 individuals from project teams to identify factors influencing distributed leadership at both the organizational and team levels. At the organizational level, they found leadership requires involvement with external stakeholders and alignment with the wider institution context. At the team level, critical internal conditions like autonomy and clear goals/responsibilities as well as processes like information sharing and coordination influence distributed leadership. The findings provide an integrated framework for understanding distributed leadership in higher education.
Leadership effectiveness a multi-factorial model dr. m. roussety mba, m led,...jameskandi
Dr. Maurice Roussety is an Executive Consultant at DST Advisory and Lecturer in Small Business, Franchising and Entrepreneurship at Griffith University in Queensland, Australia. Maurice holds a PhD from the Griffith University in Intellectual Property and Franchise Goodwill Valuation. He also holds a Master’s degree in Leadership and a Master of Business Administration.
This document discusses leadership approaches and their impact on achieving organizational change. It summarizes five stages in the development of leadership theory: 1) early trait theories that focused on leader characteristics; 2) behavioral theories that examined leader styles/behaviors; 3) situational and contingency theories that emphasized how the context influences leadership effectiveness; 4) charismatic and transformational leadership theories that focus on inspiring followers and managing change; 5) current theories incorporate insights from prior approaches and recognize the complex interplay between leaders, followers, and situations. The document analyzes strengths and limitations of different theories and how they have contributed to leadership research.
Similar to Personality profiles of effective leadership performance ina.docx (20)
Resources Assigned readings, ERRs, the Internet,and other resources.docxkarlhennesey
Resources: Assigned readings, ERRs, the Internet,and other resources
Write
a no more than 3 page paper, in which you identify a total compensation plan for an organization focused on internal equity, and a total compensation plan for an organization focused on external equity.
Identify
advantages and disadvantages of internal and external equity for the organizations.
Explain
how each plan supports that organization's total compensation objective and the relationship of the organization's financial situation to its plan.
Draw conclusions based upon Electronic Reserve Readings in eCampus
, Martocchio (2009) and/or Milkovich and Newman (2008),
personal experience, and data collected from organizations.
Integrate Week 2 readings
,
Martocchio (2009) and/or Milkovich and Newman (2008),
throughout paper.
Direct quotations should be avoided.
Research should be summarized and synthesized using your own words
; be certain to cite sources of knowledge.
Format
your paper consistent with
APA 6
th
Edition
guidelines.
.
Resource Review Documenting the Face of America Roy Stryker and.docxkarlhennesey
Resource:
Review "Documenting the Face of America: Roy Stryker and the FSA/OWI Photographers," and Ch. 5 of
Oxford History of Art: Twentieth-Century American Art
.
Write
a 200- to 350-word summary responding to the following:
How was photography used as an instrument for social reform? What photograph do you think makes the most powerful social commentary? Why?
Submit
your assignment in a Microsoft
®
Word document using the Assignment Files tab above.
.
Resource Review Thelma Golden--How Art Gives Shape to Cultural C.docxkarlhennesey
Resource:
Review "Thelma Golden--How Art Gives Shape to Cultural Change," Ch. 9 and 11 of
Oxford History of Art: Twentieth-Century American Art
, and the Week Five Electronic Reserve Readings.
Write
a 200- to 350-word summary responding to the following:
How has art, in the context of the social justice movements of the twentieth century, challenged, and shaped American society?
Submit
in a Microsoft
®
Word document using the Assignment Files tab above
.
Resource Review Representational Cityscape, and Ch. 3 of Oxfo.docxkarlhennesey
Resource:
Review "Representational Cityscape," and Ch. 3 of
Oxford History of Art: Twentieth-Century American Art
Write
a 200- to 350-word summary responding to and discussing the following:
The work of Joseph Stella and other early American modernists, such as Marsden Hartley, Max Weber, and Georgia O'Keeffe and how they differed greatly in subject and style to the work of the Ashcan School, and include the following:
Where did this abstract style originate? Describe at least one art work in your summary.
Choose one art form or cultural development that originated elsewhere but which is currently a part of American culture.
Describe how this art form has directly affected you.
Submit
your assignment in a Microsoft
®
Word document using the Assignment Files tab above.
.
Resource Part 2 of Terrorism TodayYou work on a national se.docxkarlhennesey
Resource
: Part 2 of
Terrorism Today
You work on a national security team of intelligence analysts and you have been asked to give a threat analysis presentation to intelligence agents who are assigned to work in various regions around the world. Your small team is assigned to present on one region specifically.
Select
one of the following eleven regions:
The Persian Gulf
Create
a 2 slide Microsoft® PowerPoint® presentation with
detailed speaker notes
. Use complete sentences, with correct grammar and punctuation, to fully explain each slide as if you were giving an in-person presentation.
Address
the following in your presentation:
Explain the purpose of counterterrorism analysis
Format
your presentation following APA guidelines.
.
Resources Appendix A, The Home Depot, Inc. Annual Report in Fun.docxkarlhennesey
Resources:
Appendix A, The Home Depot, Inc. Annual Report in
Fundamentals of Financial Accounting
Write
a 1,050- word paper in which you address the following:
Does management’s assessment of the financial condition agree with your assessment from the Financial Statements Paper Part I? Explain your response. Support your answer using trend analysis, vertical analysis, or ratio analysis.
In the Annual Report, there are several concerns from management. Discuss these concerns, and identify other weaknesses not discussed by management. Then, recommend a course of action addressing these concerns.
Format
your paper consistent with APA guidelines
.
Resources Annotated Bibliography document. Research five websites t.docxkarlhennesey
This annotated bibliography document asks the researcher to find 5 websites containing math activities, manipulatives, and lesson plans on topics like fractions, decimals, or percentages. The researcher must then prepare an annotated bibliography of the 5 websites including a brief explanation for why each site is a valuable classroom resource and how it could be used.
Resources American History, Primary Source Investigator;Cente.docxkarlhennesey
Resources: American History, Primary Source Investigator;
Center for Writing Excellence (CWE) Microsoft® PowerPoint® tutorial
Create a Microsoft® PowerPoint® or another multimedia tool presentation of at least 8 slides on the presidencies of Kennedy and Johnson.
Include the following:
•A title slide
•An introduction slide ◦At least 2 slides on Kennedy's domestic and international policies
◦At least 2 slides on Johnson's domestic and international policies
◦A conclusion slide
◦A reference slide
Include detailed speaker's notes.
Incorporate maps, images, and video from the Primary Source Investigator and from outside sources.
Create a visual template to use on each slide throughout the presentation. Use color.
Format your presentation consistent with APA guidelines
.
Resource University of Phoenix Material Data SetDownload the.docxkarlhennesey
Resource:
University of Phoenix Material: Data Set
Download
the data set.
Review
the age and gender data in the data set.
Display
gender information in a chart and plot age data in a box plot.
Calculate
the appropriate measure of central tendency and variability for the age and gender. What conclusion can you draw from the data?
.
Resource Ch. 6 & 7 of Financial AccountingComplete Brief Ex.docxkarlhennesey
Resource:
Ch. 6 & 7 of
Financial Accounting
Complete
Brief Exercises BE6-2, BE6-3, BE6-4, BE7-3, BE7-8 & BE7-9.
Complete
Exercise E7-8.
Submit
as either a Microsoft
®
Excel
®
or a Microsoft
®
Word document.
*Due on 06/10/2015
.
Resource Films on DemandCrime and Punishment”Experiment Res.docxkarlhennesey
Resource:
Films on Demand
“Crime and Punishment”
“Experiment Research and Design”
“Selecting a Sample”
Resource: Types of Crime video in CJ Criminology
“Introduction to Crimes Kiosk”
Resource:
Criminology in the 21st Century
How Crimes are Measured
Utilize
FBI Uniform Crime Report data and select one offense, such as burglary, in two metropolitan areas.
Choose
metropolitan areas with different data.
Write
a 700- to 1,050-word paper comparing the occurrence of the offense in the selected areas. Identify the number of occurrences reported to the police for each area, and address the following questions:
Which area had more reported incidents?
What were the rates of the crime for each area?
Did the rates change over time in either area?
What factors might explain the differences in the rates?
Include
at least two peer reviewed references. I have attached the references that need to be used.
Format
your paper consistent with APA guidelines
.
Resource Managing Environmental Issues Simulation(or research a.docxkarlhennesey
Resource:
Managing Environmental Issues Simulation
(or research an instance where a city council may need to consider all angles for a local community and its surrounding natural environment.)
Write
a 1,050- to 1,400-word proposal to a local city council in which you propose deciding how to use money to best serve the environment within a community.
Address
the following:
Take the role of one of these stakeholders listed in the simulation
You have investments that total $250,000.
Decide how you would spend this money to improve the status of the environment in this community.
Explain how environmental justice plays a part in your proposal.
Explain to the council why they should choose your proposal.
.
Resource Ch. 9 of Introduction to Business Create a 5-to-7 slide .docxkarlhennesey
Resource: Ch. 9 of Introduction to Business
Create a 5-to-7 slide Microsoft PowerPoint presentation to teach your fellow students about the following IT applications:
Transaction processing systems
Knowledge management systems
Expert system and artificial intelligence
Enterprise resource planning systems
E-commerce systems
Include detailed speaker notes and examples.
Use images as well.
.
Resource Ch. 9 of Introduction to Business Complete the table in .docxkarlhennesey
Resource: Ch. 9 of Introduction to Business
Complete the table in Appendix E by describing the uses of following hardware and software components:
Legacy systems
Mainframe computers
Microprocessors
PCs
Network computers
World Wide Web and the Internet
Wired and wireless broadband technology
PC software
Networking software
Computer security software
.
Resource Ch. 3 of ManagementIdentify a time in your life wh.docxkarlhennesey
Resource:
Ch. 3 of
Management
Identify
a time in your life when you had to make a personal or professional decision, such as buying a home, changing jobs, enrolling in school, or relocating to another state or region.
Write
a 200- to 350-word description in which you discuss your decision-making process. Support your ideas with academic research. Include the following:
Describe each step of your process.
How similar was your decision-making process to the one described in the text?
How might your decision be different if you had used the same steps included in the text?
Format
your paper consistent with APA guidelines.
Click
the Assignment Files tab to submit your assignment.
.
Resource Significant Health Care Event Paper Grading Criteria.docxkarlhennesey
Resource:
Significant Health Care Event Paper Grading Criteria
Select
,from your Week One readings, a significant event or aspect that has changed or affected health care today. Examples include, but are not limited to, managed care, capitation, the multiple-payer system, excessive litigation, and so forth.
Write
a 700- to 1,050-word paper and discuss the following:
How does this significant event relate to the changes on health care?
In your opinion, has this event impacted the historical evolution of health care? If so, how? If not, could it?
Do you personally agree with the event’s significance, based on your beliefs and values? How so?
Format
your paper consistent with APA guidelines
.
Resource Ch. 3 of Financial AccountingComplete Exercises E3.docxkarlhennesey
Resource:
Ch. 3 of
Financial Accounting
Complete
Exercises E3-9 & E3-13.
Submit
as either a Microsoft
®
Excel
®
or Microsoft
®
Word document.
Click
the Assignment Files tab to submit your assignment.
A
Template
is provided for this weeks' assignment; please see materials.
****Due today before 8 pm central time
.
Resource University of Phoenix Material Appendix AIdentify.docxkarlhennesey
Resource:
University of Phoenix Material: Appendix A
Identify
a critical asset in your city or state that may be vulnerable to domestic terrorism.
Use
University of Phoenix Material: Appendix A to identify five threats against your critical asset. Consider both terrorist and non-terrorist threats and include at least one weapon of mass destruction.
Calculate
the risk for each threat and identify existing countermeasures.
Write
a 1,400- to 2,100-word proposal that assesses the current vulnerability of the critical asset. Consider the threats identified, the calculated risk, and existing countermeasures. Determine if the vulnerability is reasonable and offer additional countermeasures to mitigate the risk of attack.
Use
at least two sources for support.
Format
your paper consistent with APA guidelines, and include the University of Phoenix Material: Appendix A as an appendix.
University of Phoenix Material
Appendix A
Security Assessment
THREAT
Examples
RISK
COUNTERMEASURE
Probability
Criticality
Total
Bomb
3/10
8/10
11/20
Bomb dogs
Sniper attack
4/10
6/10
10/20
Spot scopes and increase officer presence
Biological weapon
1/10
9/10
10/20
Contamination equipment
Cyber virus
8/10
3/10
11/20
Enhanced virus protection and biometric access
.
Resource The Threat of Bioterrorism VideoWrite a 700 to 850-w.docxkarlhennesey
Resource:
The Threat of Bioterrorism Video
Write
a 700 to 850-word paper discussing the goals of biological terrorism and how the potential threat of terrorist activity effects the public’s perception of risk.
Include
the following information in your paper:
Provide at least two examples of potential and past biological threats.
Describe how the potential threat of bioterrorism affects society
Discuss ways to mitigate the public’s perception of risk of biological threats.
Format
your paper consistent with APA guidelines.
.
Resource Ch. 14 of Introduction to Psychology Create an 8 to 12 s.docxkarlhennesey
Psychological disorders are classified into major categories in the DSM-IV-TR including anxiety disorders, dissociative disorders, somatoform disorders, mood disorders, schizophrenia, personality disorders, and substance abuse disorders. The presentation should have a slide for each category describing the main characteristics and listing 3 examples of disorders that fall under each one. The DSM-IV-TR provides the standard framework for classifying psychological disorders.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
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This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Personality profiles of effective leadership performance ina.docx
1. Personality profiles of effective leadership performance in
assessment centers
Alissa Denzin Parra, Stephanie T. Lanzab, and Paul Bernthalc
aSelect International; bPennsylvania State University;
cDevelopment Dimensions International
ABSTRACT
Most research examining the relationship between effective
leadership and
personality has focused on individual personality traits.
However, profiles of
personality traits more fully describe individuals, and these
profiles may be
important as they relate to leadership. This study used latent
class analysis
to examine how personality traits combine and interact to form
subpopula-
tions of leaders and how these subpopulations relate to
performance
criteria. Using a sample of 2,461 executive-level leaders, six
personality
profiles were identified: Unpredictable Leaders with Low
Diligence (7.3%);
Conscientious, Backend Leaders (3.6%); Unpredictable Leaders
(8.6%);
Creative Communicators (20.8%); Power Players (32.4%); and
Protocol
Followers (27.1%). One profile performed well on all criteria in
an assess-
ment center; remaining profiles exhibited strengths and
weaknesses across
2. criteria. Implications and future directions for research are
highlighted.
Moving into the 21st century, organizations are facing
numerous challenges associated with the
changing nature of work. As organizations expand their
boundaries globally, rely on technology for
communication, and develop knowledge workers to be adaptive
in response to continually changing
work demands (Tannenbaum, 2002), it is apparent that
organizations will need to adjust their
strategies to achieve a competitive advantage. In today’s
dynamic work environment, it is recognized
that talented leaders can help overcome these challenges and
pave the way toward achieving this
goal. Talented leaders can direct and guide employees, teams,
and organizations to be successful and
to overcome these obstacles. Through their interaction with
subordinates and stakeholders, leaders
can profoundly influence followers’ behaviors and thereby
create a workforce primed for success
(Barling, Christie, & Hoption, 2010).
Initially guided by the trait approach of leadership, several
studies sought to discover character-
istics that define talented leaders. Early studies produced
inconsistent results (e.g., Bass, 1990; Mann,
1959; Stogdill, 1948), but there was renewed interest in
discovering traits associated with successful
leaders after the emergence of the five-factor model of
personality (Costa & McCrae, 1992). For
example, Judge and colleagues (2002) conducted a meta-
analysis demonstrating that leadership
effectiveness was related to various specific factors of
personality. Their findings revealed that
Extraversion and Conscientiousness are moderately and
4. clustering critical performance dimensions, revealing a more
complete picture of effective leadership
performance. Furthermore, past studies have primarily focused
on examining how personality relates
to overall performance (see Judge et al., 2002). However,
leadership performance contains many
elements that differentially relate to aspects of personality, and
certain types of leaders may excel in
terms of some criteria but not in others.
The present study sought to characterize different classes of
leaders based on their personality
profile and to determine how these classes relate to unique
performance criteria measured in an
assessment center. Specifically, we used a novel, person-
oriented approach, latent class analysis
(LCA; Collins & Lanza, 2010), to identify subgroups of leaders
defined by their personality profiles.
We then conducted analyses to assess how membership in
different personality classes relates to
assessment center performance dimensions, including Defining
the Strategy, Executing the Strategy,
and Building Partnerships and Translating the Message. This
study sought to address gaps in our
understanding of the complex link between leadership
personality and performance.
Trait approach to leadership
Beginning with the “great man” hypothesis (Carlyle, 1907),
several attempts have been made to
characterize an extraordinary leader. The trait approach to
leadership seeks to define personality
characteristics that are related to leadership effectiveness.
Personality traits differentiate individuals
based on their tendencies to think, feel, and behave (Ones,
5. Viswesvaran, & Dilchert, 2005) and
therefore can help to elucidate why a leader may be more or less
successful.
Prior studies examining personality traits have shown
inconsistent and sometimes null findings
(e.g., Bass, 1990; Mann, 1959; Stogdill, 1948). This has led to a
perhaps false consensus that
personality traits were poor predictors of leader outcomes
(Antonakis et al., 2012). One reason for
this may be the inconsistent use of labels to identify underlying
personality traits (Judge et al., 2002).
In an attempt to resolve these issues and synthesize across
previous studies, Judge and colleagues
(2002) conducted a meta-analysis examining how personality
relates to leadership effectiveness using
the five-factor model of personality as a framework. Overall,
Extraversion emerged as the most
consistent correlate of leadership effectiveness. This is similar
to other studies that demonstrated that
leaders tend to be sociable and dominant (e.g., Lord, DeVader,
& Alliger, 1986; Mann, 1959; Stogdill,
1948, 1974). Furthermore, Judge and colleagues (2002) also
found that Conscientiousness and
Openness to Experience were strong correlates of leadership. It
follows that leadership effectiveness
may result in part from a leader being organized and receptive
to hearing various perspectives before
making decisions.
In addition, DeRue and colleagues (2011) reiterated the
importance of individual differences in
predicting leader effectiveness. In a meta-analysis, they found
that variability in leader character-
istics, including gender, intelligence, and the Big Five,
accounted for 22% of the variance in leader
6. effectiveness. The majority of this variance was attributed to
Extraversion and Conscientiousness,
thereby highlighting the importance of these personality factors
(DeRue et al., 2011).
Although the majority of research has focused on how
personality traits relate to positive
outcomes, it is often the case that leaders derail on the job by
not living up to their full potential.
It has been estimated that approximately 47% of leaders end up
derailing (Hogan, Hogan, & Kaiser,
2010). Across several studies, personality defects have been
shown to be related to leader derailment,
including being low on Extraversion, Conscientiousness, and
Openness to Experience and exhibiting
a lack of integrity and honesty, egotism, and arrogance (Hogan
et al., 2010; Kaiser & Hogan, 2011;
Lipman-Blumen, 2006). These studies help to provide
perspective that leaders are not always
144 PARR ET AL.
successful but that personality can be a good mechanism to
determine the likelihood of success in
the role.
Although these recent meta-analyses and studies brought to the
forefront the importance of
focusing on how personality relates to leadership, personality
researchers have begun to stress the
need to examine not only traits individually but also personality
from a more holistic perspective
(Barrick & Mount, 2005). Furthermore, several leadership
researchers have called for future studies
7. to be more integrative and methodologically rigorous in their
approaches to studying leadership
(e.g., Antonakis et al., 2012; Avolio, 2007; Bennis, 1959;
DeRue et al., 2011; Hernandez, Eberly,
Avolio, & Johnson, 2011). The following section details how
this study meets this call to action.
Personality profiles and leadership effectiveness: A novel
approach
One method that can be used to identify personality profiles is
LCA, which categorizes individuals
into latent subgroups based on multiple observed scores
(Collins & Lanza, 2010). Unlike more
traditional variable-oriented approaches (e.g., multiple
regression), LCA recognizes heterogeneity in
the population and accounts for that heterogeneity by
identifying a set of underlying subgroups of
individuals who share common characteristics (Lanza, Collins,
Lemmon, & Schafer, 2007). LCA has
been highlighted as a sophisticated and robust tool appropriate
for organizational research. The
benefits of LCA include its flexibility, its ability to be used for
confirmatory or exploratory purposes,
and its ability to accommodate measurement error (Wang &
Hanges, 2011). Overall, LCA was noted
as a very promising method to apply in a wide range of
questions in organizational research (Wang
& Hanges, 2011). In the current study, we used LCA to identify
a set of personality profiles in a
sample of leaders and estimated the association between these
profiles and effectiveness in an
assessment center.
Research questions
8. The research questions guiding the study were as follows: (a)
What different personality profiles can
be identified in a sample of leaders? (b) What is the prevalence
rate for each leadership profile? (c)
How do these leadership profiles relate to various performance
criteria measured in an assessment
center? This study was primarily descriptive and investigative,
therefore specific hypotheses were not
stated.
Method
Participants and procedures
Data used in this study were collected by an external consulting
firm. Participants were 2,461
executive-level leaders from various organizations across the
United States. All participants were
identified as being at least second- or third-level leaders (e.g.,
directors, vice presidents) and reported
an average of 14 years of experience in leadership roles. The
majority of the sample was male (75%)
and White (80%). The average age was 44 (SD = 7).
In addition to this core sample, an independent sample was used
to validate the latent class
structure. Participants in this sample were 5,997 leaders from
organizations across different types of
industries. This sample comprised both lower level and higher
level leaders. As such, this sample
included a broader array of leaders and offered an adequate test
of the identified latent classes.
Participants completed a personality inventory. Subsequently,
everyone participated in a day-in-
the-life assessment center. Throughout the assessment,
9. participants assumed the role of an executive
in a fictitious organization to enact simulated work
performance. They engaged in a series of visual
and written exercises, including role-plays, presentations, and
in-baskets. Trained assessors rated
participants on various performance competencies after the
participants performed all of the
HUMAN PERFORMANCE 145
activities over the course of a full day. The trained assessors
made independent ratings and then had
an integration session to finalize all the competency ratings.
Materials
Personality
The Hogan Personality Inventory (HPI; Hogan & Hogan, 2007)
was used to assess personality. The
HPI contains 206 items that are scored as true or false. The HPI
results in seven primary scales:
Adjustment, Ambition, Sociability, Interpersonal Sensitivity,
Prudence, Inquisitiveness, and Learning
Orientation. The HPI is often used in personnel selection and
places an emphasis on constructs
relevant to job, career, and occupational performance (Hogan &
Hogan, 2007). Thus, this personality
inventory is appropriate to use in work settings and leadership
research. Due to the proprietary
nature of the test, we were not able to calculate the internal
consistency of the factors, but the HPI
manual reports alpha coefficients of .89, .86, .83, .71, .78, .78,
and .75 for Adjustment, Ambition,
Sociability, Interpersonal Sensitivity, Prudence, Inquisitiveness,
10. and Learning Orientation, respec-
tively (Hogan & Hogan, 1995).
Performance
Work performance (i.e., leadership effectiveness) was simulated
by having participants engage in a
series of real-life activities that are common to leaders. Eleven
performance competencies were rated
as part of the standard assessment procedure used by the
external consulting company implementing
the assessment center. The performance competencies are
related to dimensions that are necessary
for effective leadership, including gaining influence, coaching
subordinates, making decisions,
developing business strategies, and understanding financial
data. Experienced assessors rated each
competency on a scale from 1 (highly ineffective) to 3 (highly
effective).
The performance competencies were subjected to a factor
analysis using promax rotation. Results
suggested a three-factor solution with 45% of the variance
explained. Based on the factor loadings,
the three factors were labeled Defining the Strategy, Executing
the Strategy, and Building
Partnerships and Translating the Message. Defining the Strategy
is composed of competencies
related to understanding financial information and business
trends, as well as selecting strategies
to drive organizational growth. Executing the Strategy contains
competencies related to making day-
to-day decisions, driving plans to achieve goals, initiating
change, and building an environment in
which change can occur. Finally, Building Partnerships and
Translating the Message is composed of
competencies related to communicating effectively, persuading
11. others, coaching others, and net-
working. Performance factor scores were computed by taking
the average of each performance
competency measured in the assessment center. All
competencies were equally weighted when
calculating the overall performance factor. Reliabilities for the
three factors ranged from .50 to .55.
Data preparation and analyses
The first step in data analysis involved cleaning and preparing
the personality data. First, we chose to
base analyses on the five-factor model of personality because
this is widely used throughout
personality and industrial/organizational psychology research.
The HPI parallels the five-factor
model of personality (Digman, 1990; Hogan & Holland, 2003),
with the exception that in the HPI,
Extraversion is broken down into Ambition and Sociability and
Openness to Experience is broken
down into Inquisitiveness and Learning Orientation. There is
both empirical and conceptual support
for creating both factors (Hogan & Hogan, 1995). Furthermore,
extensive research has been con-
ducted to demonstrate the relationship between the HPI and the
five-factor model of personality as
measured by various inventories (e.g., Goldberg’s Big Five
factor markers, the NEO Personality
Inventory–Revised, the Interpersonal Adjective Scales; as
reported by Hogan & Holland, 2003). More
recently, Salgado, Moscoso, and Alonso (2013) showed that the
factor structure of the HPI resembles
146 PARR ET AL.
12. the five-factor model. Thus, we felt it was appropriate to use the
five-factor model terminology for
consistency. Ambition and Sociability scales were combined to
form an Extraversion scale, and
Inquisitiveness and Learning Orientation scales were combined
to form an Openness to Experience
scale. The reliabilities for the composite scales were .56 and .49
for Extraversion and Openness to
Experience, respectively.
Second, to prepare the data for LCA, personality scale scores
were transformed into three-level
indicators. Transforming the personality scale scores into
categories facilitates interpretation of the
profiles and enables a more meaningful way to examine
differences between profiles. Using the HPI
user manual as a guide, scores were categorized as high (above
the 65th percentile), moderate
(between the 36th and 64th percentiles), or low (below the 35th
percentile). This categorization
provides more differentiation, especially when comparing those
scoring high and low on the
personality variables.
Following data preparation, analyses were run in SAS 9.3.
Latent class models with one through
seven classes were run using SAS PROC LCA (Lanza Dziak,
Huang, Wagner, & Collins, 2013). For
each model, we used 100 random sets of starting values to
ensure that the model was identified.
Selection was conducted using fit statistics (e.g., G2, Akaike
information criterion [AIC], Bayesian
information criterion [BIC]), as well as interpretability of the
latent classes. Furthermore, to ensure
the stability and validity of our latent class structure, a
13. validation analysis was performed using a
separate sample of leaders. Similar procedures were used to find
this solution. Finally, using the
selected latent class model for our core sample, each
performance factor was examined as a distal
outcome in the latent class model to determine how personality
latent class membership predicted
performance. The LCA_distal SAS macro (Lanza, Tan, & Bray,
2013) was used for this part of the
analysis.
Results
Descriptive statistics for the personality traits and performance
factors are shown in Tables 1, 2, and
3, respectively. Table 1 presents means, standard deviations,
and intercorrelations among all the
personality traits and performance competencies. The
intercorrelations among the personality traits
are low to moderate, which is typical (Schmitt, 2014; Van Der
Linden, Te Nijenhuis, & Bakker,
2010). Table 2 shows the proportion of individuals coded as
low, moderate, and high on each
personality trait. A majority of the sample was identified as
high on both Extraversion and
Conscientiousness, which have been shown to be important for
leadership (e.g., DeRue et al.,
2011; Judge et al., 2002). Table 3 presents the means and
intercorrelations among the performance
factors. On average, individuals were rated as moderately
effective or less than effective (range =
1.86–2.00; see Table 2), which is typical of assessment center
scores because the majority of
assessment centers are geared toward development.
Furthermore, the correlations among factors
ranged from 0.11 to 0.34 (see Table 3), indicating that these are
14. mostly distinct performance factors.
Model selection
Model fit information for the models with one through seven
latent classes are shown in Table 4.
The AIC was smallest, indicating an optimal balance between fit
and parsimony, for seven classes,
whereas the BIC was smallest for four classes. After careful
inspection of models with four to seven
classes, we selected the six-class solution, which had low fit
statistics and good model interpretability
(G2 = 160.95, AIC = 290.95, BIC = 668.49, df = 177).
Table 5 shows the prevalence of each latent class and, for each
latent class, the probability of
having low, moderate, or high levels of each personality trait.
Latent classes were interpreted and
labeled based on these item-response probabilities. Individuals
in the first latent class were char-
acterized by low Emotional Stability, Agreeableness, and
Conscientiousness (0.76, 0.83, and 0.98,
respectively), and this class was therefore labeled as
Unpredictable Leaders with Low Diligence.
HUMAN PERFORMANCE 147
Ta
b
le
1.
M
ea
38. 148 PARR ET AL.
Approximately 7.3% of individuals belonged to this class.
Individuals in the second class, labeled
Conscientious, Backend Leaders (3.6%), were likely to be high
on Conscientiousness (0.95) but low
on Agreeableness (0.66) and Extraversion (0.86). The third
latent class (8.6%) was labeled
Unpredictable Leaders because they had high probabilities of
low Emotional Stability and
Agreeableness (0.51 and 0.61, respectively). Individuals in the
fourth latent class (20.8%), labeled
Creative Communicators, had high probabilities of high
Extraversion (0.74) and Openness to
Experience (0.60) but low Conscientiousness (0.56). The fifth
latent class (32.4%) was labeled
Power Players because members of this class had high
probabilities for high scores on all five
personality traits. This was the most common personality profile
among the leaders. Finally, the sixth
latent class (27.1%), Protocol Followers, comprised individuals
who were likely to be high on
Emotional Stability and Conscientiousness (0.71 and 0.74,
respectively).
Table 2. Descriptive statistics for personality traits.
Indicators of Latent Class Level Frequency (%)
Emotional Stability Low 434 (17.6%)
Moderate 685 (27.8%)
High 1,342 (54.5%)
Agreeableness Low 655 (26.6%)
39. Moderate 929 (37.7%)
High 877 (35.6%)
Conscientiousness Low 559 (22.7%)
Moderate 668 (27.1%)
High 1,234 (50.1%)
Extraversion Low 205 (8.3%)
Moderate 841 (34.2%)
High 1,404 (57.3%)
Openness Low 346 (14.2%)
Moderate 993 (40.6%)
High 1,106 (45.2%)
Note. N = 2,461.
Table 3. Means, standard deviations, and intercorrelations for
performance indicators.
Performance Factor M SD 1 2 3
1. Defining the Strategy 1.86 .64 .55
2. Executing the Strategy 2.00 .39 .34** .52
3. Building Partnerships & Translating the Message 1.98 .43
.11** .21** .50
Note. N = 2,461. Internal consistency values (Cronbach’s
alphas) appear in bold along the diagonal.
**p < .01.
Table 4. Comparison of baseline models.
No. of Classes df Likelihood Ratio G2 AIC BIC Entropy R2