Presentatie shared leadership
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Shared leadership is a new approach that views leadership as a social process between people rather than the actions of individual leaders. It depends on how people work together to make sense of situations, not on a single person. Shared leadership considers leadership as an interaction issue, not qualities of certain people. It involves both leading and following as a team process. Shared leadership seems suitable for "collaboration 2.0", which is relationship-oriented, passionate, creative, and generates something new through authentic communication and an integrated team/individual identity.
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Shared leadership
The document discusses shared leadership, which involves distributing leadership among team members rather than having a single leader. It provides examples of benefits like deeper communication, shared purpose, and social support, as well as potential challenges like longer decision-making and shared blame. The document also outlines prerequisites for shared leadership, like commitment from senior leadership, and ways to implement it through transformation of mindsets, organizational structures, and culture.
Shared leadership in teams and organizations
This document discusses shared leadership, which refers to leadership being shared among team members rather than a single vertical leader. It notes that both shared and vertical leadership are important for performance. Shared leadership is useful when expertise is distributed or for large, complex groups. Factors like team characteristics, tasks, and environment influence whether shared leadership is effective. Future research should define shared leadership and examine how and when it succeeds as well as developing leadership capabilities in teams.
Shared Leadership: A Tool for Innovation, Engagement, and Inclusion
For years, nonprofit leaders have questioned the utility of traditional models of top-down staff leadership structures. But the growing body of research on alternatives – from co-directorship to distributed leadership to self-organizing teams – has been difficult to sort through. In this highly participatory session, participants will explore emerging models, the research on what works (and what doesn’t), and how capacity builders can help organizations adopt leadership structures that work. As the session exercises build upon the previous ones, participants are asked to attend the full session.
Session offered at the 2015 conference of the Alliance for Nonprofit Management by Mike Allison (Michael Allison Consulting), Sean Thomas-Breitfeld (Building Movement Project), and Max Freund (LF Leadership).
Shared leadership and task delegation
Shared leadership and task delegationJaved Iqbal Student of M.S (Teacher Education) at University of Tennessee USA
This document discusses task delegation and shared leadership. It defines shared leadership as a dynamic process where leadership is distributed among team members rather than focused on a single leader. It also defines task delegation as authorizing someone to act as a representative. The document outlines how to delegate tasks effectively using the SMART or SMARTER method, making the task specific, measurable, agreed upon, realistic, time-bound, ethical, and recorded. It also discusses forming committees in schools to distribute leadership and tasks among staff. The overall purpose is to explain how shared leadership and proper task delegation can help run schools effectively.Shared leadership theory
Shared leadership is a team leadership approach where influence and power are distributed among team members, rather than concentrated in a single appointed leader. It involves team members leading one another towards achieving shared goals through providing feedback that motivates and influences the team's direction. Shared leadership can be measured through members rating each other's leadership behaviors and through social network analysis to assess patterns of influential relationships. Potential advantages include united responsibility, employee involvement in decisions, and increased creativity and satisfaction, while disadvantages include difficulty executing and requiring significant changes to organizational structure and decision-making.
Teamflow – The Magic Of Collaboration Web Version
The document summarizes research into modeling the collaboration patterns of The Rolling Stones band to develop a training method called "Team Flow". Key aspects of Team Flow include shared leadership, authentic communication, complementary qualities among team members, shared passion for their work, and developing a synergetic team identity. The researcher conducted action research with various organizations to develop exercises and tools to train teams in achieving higher performance through Team Flow states of collaboration.
Shared Leadership in Teams: Expanding Traditional Approaches to Leadership to...
Shared Leadership in Teams: Expanding Traditional Approaches to Leadership to...Organization Development Network of Western New York
Why and how is leadership evolving to increasingly be more shared, distributed and networked, what might be the advantages for teams and organizations and what are potential approaches to build systems of shared leadership?Shared Leadership: Research Theory Overview
Brief summary of academic research on shared and distributed leadership for session on "Shared Leadership: A Tool for Innovation, Engagement, and Inclusion" at 2015 Alliance for Nonprofit Management conference. Prepared by Max Freund (max@lfleadership.com). Full presentation at http://bit.ly/sharedleadership-anm15
Recommended
Shared leadership
The document discusses shared leadership, which involves distributing leadership among team members rather than having a single leader. It provides examples of benefits like deeper communication, shared purpose, and social support, as well as potential challenges like longer decision-making and shared blame. The document also outlines prerequisites for shared leadership, like commitment from senior leadership, and ways to implement it through transformation of mindsets, organizational structures, and culture.
Shared leadership in teams and organizations
This document discusses shared leadership, which refers to leadership being shared among team members rather than a single vertical leader. It notes that both shared and vertical leadership are important for performance. Shared leadership is useful when expertise is distributed or for large, complex groups. Factors like team characteristics, tasks, and environment influence whether shared leadership is effective. Future research should define shared leadership and examine how and when it succeeds as well as developing leadership capabilities in teams.
Shared Leadership: A Tool for Innovation, Engagement, and Inclusion
For years, nonprofit leaders have questioned the utility of traditional models of top-down staff leadership structures. But the growing body of research on alternatives – from co-directorship to distributed leadership to self-organizing teams – has been difficult to sort through. In this highly participatory session, participants will explore emerging models, the research on what works (and what doesn’t), and how capacity builders can help organizations adopt leadership structures that work. As the session exercises build upon the previous ones, participants are asked to attend the full session.
Session offered at the 2015 conference of the Alliance for Nonprofit Management by Mike Allison (Michael Allison Consulting), Sean Thomas-Breitfeld (Building Movement Project), and Max Freund (LF Leadership).
Shared leadership and task delegation
Shared leadership and task delegationJaved Iqbal Student of M.S (Teacher Education) at University of Tennessee USA
This document discusses task delegation and shared leadership. It defines shared leadership as a dynamic process where leadership is distributed among team members rather than focused on a single leader. It also defines task delegation as authorizing someone to act as a representative. The document outlines how to delegate tasks effectively using the SMART or SMARTER method, making the task specific, measurable, agreed upon, realistic, time-bound, ethical, and recorded. It also discusses forming committees in schools to distribute leadership and tasks among staff. The overall purpose is to explain how shared leadership and proper task delegation can help run schools effectively.Shared leadership theory
Shared leadership is a team leadership approach where influence and power are distributed among team members, rather than concentrated in a single appointed leader. It involves team members leading one another towards achieving shared goals through providing feedback that motivates and influences the team's direction. Shared leadership can be measured through members rating each other's leadership behaviors and through social network analysis to assess patterns of influential relationships. Potential advantages include united responsibility, employee involvement in decisions, and increased creativity and satisfaction, while disadvantages include difficulty executing and requiring significant changes to organizational structure and decision-making.
Teamflow – The Magic Of Collaboration Web Version
The document summarizes research into modeling the collaboration patterns of The Rolling Stones band to develop a training method called "Team Flow". Key aspects of Team Flow include shared leadership, authentic communication, complementary qualities among team members, shared passion for their work, and developing a synergetic team identity. The researcher conducted action research with various organizations to develop exercises and tools to train teams in achieving higher performance through Team Flow states of collaboration.
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Why and how is leadership evolving to increasingly be more shared, distributed and networked, what might be the advantages for teams and organizations and what are potential approaches to build systems of shared leadership?Shared Leadership: Research Theory Overview
Brief summary of academic research on shared and distributed leadership for session on "Shared Leadership: A Tool for Innovation, Engagement, and Inclusion" at 2015 Alliance for Nonprofit Management conference. Prepared by Max Freund (max@lfleadership.com). Full presentation at http://bit.ly/sharedleadership-anm15
Shared Leadership Webinar
The document discusses shared leadership, defining it as distributing authority, responsibility, and accountability more broadly across an organization. It describes shared leadership existing on a spectrum from leader-led models to ones where many people exercise leadership as appropriate. Shared leadership can help organizations address adaptive challenges by developing leadership capacity in many. The benefits include a more empowered and engaged staff, improved decision-making, and a deeper leadership bench. Challenges include the significant time and financial commitment required.
Shared Leadership Session: Alliance for Nonprofit Management
This document discusses shared leadership in nonprofits. It defines shared leadership as distributing authority, responsibility, and accountability more broadly across an organization through structures, communication, and processes that encourage greater staff participation in leadership. Benefits include leveraging more people's talents, aligning values, improving creativity and problem-solving, and creating more investment and accountability among teams. The document provides examples of shared leadership models and discusses elements like decision-making processes, communication strategies, and culture that influence successful implementation.
Shared leadership (chppd)
Shared leadership relies on interdependent relationships, creativity, and a variety of approaches. It values passion, deference to others' knowledge and skills, resourcefulness, and partnerships. Recognition and rewards are provided through positive reinforcement and empowerment within a safe environment without "turfism." Problems are the responsibility of all team members, who have opportunities to share, participate, and take ownership. Shared leadership develops a culture of trust, respect, and cooperation through open conversation and seeking employee opinions. It moves away from "command and control" towards distributing knowledge and power to build relationships and develop ethical principles for individual and professional growth. The pitfalls of shared leadership include a lack of focus on outcomes, laziness, loss of innovation, and
NITLE Shared Academics: Fostering a Collaborative Culture: Smart Change and S...
This document discusses fostering a collaborative culture through shared leadership. It begins by outlining some key questions around why cultivate collaboration, how to foster smart change and shared leadership, and how to measure effectiveness. It then provides rationales for cultivating collaboration such as leveraging resources and improving outcomes. It discusses different types of change and approaches to shared leadership. It suggests measuring collaboration through indicators like commitment, trust and return on investment. Overall, the document promotes a collaborative approach with shared leadership to create positive organizational change.
Shared leadership skills
1. The document discusses using action learning to develop shared leadership skills. It describes action learning as working in groups to address real organizational problems while developing leadership competencies through reflective questioning.
2. Key elements of action learning that build shared leadership include focusing on complex problems requiring diverse perspectives, group sizes that allow full participation, and reflective questioning that emphasizes listening to others.
3. Studies found that action learning projects helped organizations generate solutions to complex issues by developing capabilities like engaging across boundaries, understanding interdependencies, and effective teamwork.
Shared Leadership: Boost Potential By Sharing Authority & Lean Management
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Its aims at boosting potential of any organization and stay ahead of competition.
EDUCARNIVAL 2014 at IIT Delhi- Shared leadership explore, empower, excel by ...
This document discusses the benefits of shared leadership in schools. It argues that traditionally, leadership has been confined to the principal, but shared leadership empowers teachers to take on both formal and informal leadership roles. This can cultivate leadership skills in teachers and provide opportunities for professional growth without having to leave the classroom. When teachers are given leadership responsibilities and authority, it leads to benefits like improved collaboration, accountability, and student outcomes. The document outlines various ways schools can identify potential teacher leaders and create structures to promote shared leadership.
Leader Member Exchange Theory
Leader-Member Exchange Theory proposes that leaders form different types of relationships with subordinates, ranging from high-quality exchanges with an "in-group" characterized by trust and informal high-interaction to lower-quality and more formal and distant relations with an "out-group". When leaders and followers have good exchanges, both individuals and the organization as a whole accomplish more and prosper.
LMX
This document discusses the leader-member exchange (LMX) theory, which focuses on the quality of relationships between leaders and individual followers. LMX theory proposes that relationships fall into one of two categories: in-groups, which have high-quality relationships with more trust and support, and out-groups, which have lower-quality relationships based primarily on formal job requirements. Members of the in-group receive greater responsibilities, rewards, and attention from leaders compared to out-group members, who receive less attention and rewards and are managed through formal rules. As a result, in-group members typically have higher productivity and job satisfaction than out-group members.
Lmx theory
The LMX theory focuses on the quality of the relationship between leaders and individual subordinates rather than groups. It recognizes that leaders form two types of relationships - an in-group who receive special treatment and privileges in exchange for high performance, and an out-group who only meet basic expectations. High-quality leader-member relationships are created through trust, respect, empathy and persistence, and result in greater employee satisfaction, performance and retention. While LMX emphasizes the importance of individualized relationships, it has been criticized for potentially creating unfairness and not fully explaining how to develop high-quality exchanges.
Lmx leader
Here are some recommendations for the leader based on LMX theory:
1. Clearly communicate expectations to all subordinates up front so roles are well-defined from the start. This prevents perceptions of unfair treatment between groups.
2. Look for opportunities to develop relationships with out-group members by giving them meaningful tasks and responsibilities. Over time, some out-group members could transition to the in-group through demonstrated competence and compatibility.
3. Be aware of potential equity issues that arise from favoring an in-group. Make efforts to acknowledge out-group contributions and avoid actions that reinforce their alienation, such as excluding them from important decisions or opportunities.
4. Select subordinates based not just on technical skills but also inter
Chpt 8 Exchange, Theory Approach
Leader-Member Exchange (LMX) theory proposes that leaders form different quality relationships with each subordinate, ranging from high-quality exchanges with an "in-group" to lower-quality exchanges with an "out-group." Early research found that in-group members receive more support and responsibilities. Later studies showed high-quality LMX relationships result in better job attitudes and performance. LMX theory describes leadership as developing through three phases - stranger, acquaintance, and mature partnership - moving from lower- to higher-quality exchanges over time. The theory focuses on the dyadic relationship between each leader and member.
Indepth710_FINAL
This document compares and contrasts transformational leadership and shared leadership theories, applying them to a nursing leader enacting cultural change in a surgical department. Transformational leadership is endorsed by the Magnet model and involves inspiring followers through vision and role modeling. Shared leadership involves two or more team members participating in leadership. The nursing leader selects transformational leadership with an emphasis on shared leadership to involve followers in change efforts and build sustainability through converting followers into leaders of change. Trust, competence, fairness and engagement are key factors in transformational leadership's effectiveness in enacting cultural change.
Shauna martin edl 601 lmx_initial response
LMX theory addresses leadership as a process of interactions between leaders and followers. Early studies found leaders form different quality relationships ("in-groups" and "out-groups") with followers, with in-groups having high-quality exchanges like trust and influence. Later studies showed high-quality LMX leads to less turnover and better performance. Critics argue LMX can seem unfair and lacks standardized measures. Further research examined how perceptions of LMX quality can differ between leaders and followers.
Relational Leadership
This document discusses relational leadership, which focuses on purposefully, inclusively, empoweringly, and ethically guiding a group through a process of positive change. Relational leadership values understanding diverse viewpoints, developing all group members' talents, examining exclusionary practices, and involving external stakeholders. It emphasizes ethical and values-driven leadership through example, as well as intentional cooperation, reflection, and meaning-making. Relational leaders create commitment through participation, manage team politics, and work within existing structures to collaboratively make fair decisions and achieve common goals.
Module 3 leadership theories
The document discusses and compares transformational leadership and servant leadership theories. Transformational leadership was initially introduced by James MacGregor Burns in 1978 and focuses on motivating followers to achieve high performance. Servant leadership was introduced by Robert K. Greenleaf in 1971 and prioritizes serving followers' needs first to help them grow. Both styles share similarities like considering individuals and building community, but transformational leadership can be learned while servant leadership is more of a lifestyle. The document provides examples of applying these leadership styles for school leaders to enhance staff and student success.
Transformational Leadership
Visionary leaders cultivate and communicate a shared vision, act with moral purpose to empower followers and raise them to higher levels, and foster resonance by valuing others and creating a positive environment where sustainable change can occur through developing new hierarchies and leadership within. Excellent schools have strong cultures with clear purposes that engage inhabitants in decision-making without self-interest, and leaders consistently call on teachers to do right things that prioritize values over self-interest.
Ch10
This document summarizes several theories of leadership behavior and leader-member relationships. It discusses:
1) Early theories focused on distinguishing leaders based on traits but did not agree on relevant traits. Later theories examined leadership styles, including those focused on concern for production vs people.
2) Transformational leadership aims to motivate members to exceed expectations by changing their values. It identifies a continuum of effectiveness for eight leadership styles.
3) Situational theory proposes that leader effectiveness depends on leader-member relations, task structure, and position power. Fiedler suggested choosing directive or permissive styles based on these conditions.
4) Leader-Member Exchange theory found leaders treat in-group, out-group
LMX_Thoeory_Vini
LMX theory focuses on the two-way relationships between leaders and followers. It suggests that leaders form two subgroups of followers - an in-group who receive more support and opportunities, and an out-group who receive only basic job-related support. Relationships between leaders and followers differ in quality, and the same leader may have different relationships with different subordinates. The theory holds that leaders should aim to develop high-quality relationships with as many subordinates as possible.
Co-Creating a Sustainable Caring-Centric Leadership Paradigm
This document describes Kaiser Permanente's efforts to develop a new caring-centric leadership paradigm utilizing Caritas processes and mentoring. There was high turnover in leadership requiring new managers to be hired and oriented. A structured mentoring program was created matching new leaders with experienced mentors. The program focuses on caring science principles and values-based leadership development through didactic training, practical application, and regular mentor meetings over a 90 day period. The goal is to develop extraordinary caritas leaders and provide a strong foundation for new managers to learn and lead in a caring environment.
Leaderhip
This document discusses various approaches to leadership, including trait approaches that seek to identify personal characteristics of leaders, behavioral approaches that examine leader behaviors, and situational approaches proposing that effective leadership depends on the situation. It describes several situational leadership models including Fiedler's contingency model linking leadership effectiveness to the leader's style and situational control, Hersey and Blanchard's model tying leadership style to follower readiness, and path-goal theory concerning how leaders influence subordinate motivation. The document also briefly defines charismatic leadership.
The other team-models - beyond forming and storming
The 2013 version of a talk about team-models from tuckman via several j-curve models to the drexler/sibbet model. Applicable for everyone who works in a team, runs a team or wants to build a team
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Shared Leadership Webinar
The document discusses shared leadership, defining it as distributing authority, responsibility, and accountability more broadly across an organization. It describes shared leadership existing on a spectrum from leader-led models to ones where many people exercise leadership as appropriate. Shared leadership can help organizations address adaptive challenges by developing leadership capacity in many. The benefits include a more empowered and engaged staff, improved decision-making, and a deeper leadership bench. Challenges include the significant time and financial commitment required.
Shared Leadership Session: Alliance for Nonprofit Management
This document discusses shared leadership in nonprofits. It defines shared leadership as distributing authority, responsibility, and accountability more broadly across an organization through structures, communication, and processes that encourage greater staff participation in leadership. Benefits include leveraging more people's talents, aligning values, improving creativity and problem-solving, and creating more investment and accountability among teams. The document provides examples of shared leadership models and discusses elements like decision-making processes, communication strategies, and culture that influence successful implementation.
Shared leadership (chppd)
Shared leadership relies on interdependent relationships, creativity, and a variety of approaches. It values passion, deference to others' knowledge and skills, resourcefulness, and partnerships. Recognition and rewards are provided through positive reinforcement and empowerment within a safe environment without "turfism." Problems are the responsibility of all team members, who have opportunities to share, participate, and take ownership. Shared leadership develops a culture of trust, respect, and cooperation through open conversation and seeking employee opinions. It moves away from "command and control" towards distributing knowledge and power to build relationships and develop ethical principles for individual and professional growth. The pitfalls of shared leadership include a lack of focus on outcomes, laziness, loss of innovation, and
NITLE Shared Academics: Fostering a Collaborative Culture: Smart Change and S...
This document discusses fostering a collaborative culture through shared leadership. It begins by outlining some key questions around why cultivate collaboration, how to foster smart change and shared leadership, and how to measure effectiveness. It then provides rationales for cultivating collaboration such as leveraging resources and improving outcomes. It discusses different types of change and approaches to shared leadership. It suggests measuring collaboration through indicators like commitment, trust and return on investment. Overall, the document promotes a collaborative approach with shared leadership to create positive organizational change.
Shared leadership skills
1. The document discusses using action learning to develop shared leadership skills. It describes action learning as working in groups to address real organizational problems while developing leadership competencies through reflective questioning.
2. Key elements of action learning that build shared leadership include focusing on complex problems requiring diverse perspectives, group sizes that allow full participation, and reflective questioning that emphasizes listening to others.
3. Studies found that action learning projects helped organizations generate solutions to complex issues by developing capabilities like engaging across boundaries, understanding interdependencies, and effective teamwork.
Shared Leadership: Boost Potential By Sharing Authority & Lean Management
Shared Leadership Lean Framework combines Agile Leadership, Lean Startup and Open Kanban to enable innovation and visionary leadership in an organization play in harmony with management restrictions and policies.
Its aims at boosting potential of any organization and stay ahead of competition.
EDUCARNIVAL 2014 at IIT Delhi- Shared leadership explore, empower, excel by ...
This document discusses the benefits of shared leadership in schools. It argues that traditionally, leadership has been confined to the principal, but shared leadership empowers teachers to take on both formal and informal leadership roles. This can cultivate leadership skills in teachers and provide opportunities for professional growth without having to leave the classroom. When teachers are given leadership responsibilities and authority, it leads to benefits like improved collaboration, accountability, and student outcomes. The document outlines various ways schools can identify potential teacher leaders and create structures to promote shared leadership.
Leader Member Exchange Theory
Leader-Member Exchange Theory proposes that leaders form different types of relationships with subordinates, ranging from high-quality exchanges with an "in-group" characterized by trust and informal high-interaction to lower-quality and more formal and distant relations with an "out-group". When leaders and followers have good exchanges, both individuals and the organization as a whole accomplish more and prosper.
LMX
This document discusses the leader-member exchange (LMX) theory, which focuses on the quality of relationships between leaders and individual followers. LMX theory proposes that relationships fall into one of two categories: in-groups, which have high-quality relationships with more trust and support, and out-groups, which have lower-quality relationships based primarily on formal job requirements. Members of the in-group receive greater responsibilities, rewards, and attention from leaders compared to out-group members, who receive less attention and rewards and are managed through formal rules. As a result, in-group members typically have higher productivity and job satisfaction than out-group members.
Lmx theory
The LMX theory focuses on the quality of the relationship between leaders and individual subordinates rather than groups. It recognizes that leaders form two types of relationships - an in-group who receive special treatment and privileges in exchange for high performance, and an out-group who only meet basic expectations. High-quality leader-member relationships are created through trust, respect, empathy and persistence, and result in greater employee satisfaction, performance and retention. While LMX emphasizes the importance of individualized relationships, it has been criticized for potentially creating unfairness and not fully explaining how to develop high-quality exchanges.
Lmx leader
Here are some recommendations for the leader based on LMX theory:
1. Clearly communicate expectations to all subordinates up front so roles are well-defined from the start. This prevents perceptions of unfair treatment between groups.
2. Look for opportunities to develop relationships with out-group members by giving them meaningful tasks and responsibilities. Over time, some out-group members could transition to the in-group through demonstrated competence and compatibility.
3. Be aware of potential equity issues that arise from favoring an in-group. Make efforts to acknowledge out-group contributions and avoid actions that reinforce their alienation, such as excluding them from important decisions or opportunities.
4. Select subordinates based not just on technical skills but also inter
Chpt 8 Exchange, Theory Approach
Leader-Member Exchange (LMX) theory proposes that leaders form different quality relationships with each subordinate, ranging from high-quality exchanges with an "in-group" to lower-quality exchanges with an "out-group." Early research found that in-group members receive more support and responsibilities. Later studies showed high-quality LMX relationships result in better job attitudes and performance. LMX theory describes leadership as developing through three phases - stranger, acquaintance, and mature partnership - moving from lower- to higher-quality exchanges over time. The theory focuses on the dyadic relationship between each leader and member.
Indepth710_FINAL
This document compares and contrasts transformational leadership and shared leadership theories, applying them to a nursing leader enacting cultural change in a surgical department. Transformational leadership is endorsed by the Magnet model and involves inspiring followers through vision and role modeling. Shared leadership involves two or more team members participating in leadership. The nursing leader selects transformational leadership with an emphasis on shared leadership to involve followers in change efforts and build sustainability through converting followers into leaders of change. Trust, competence, fairness and engagement are key factors in transformational leadership's effectiveness in enacting cultural change.
Shauna martin edl 601 lmx_initial response
LMX theory addresses leadership as a process of interactions between leaders and followers. Early studies found leaders form different quality relationships ("in-groups" and "out-groups") with followers, with in-groups having high-quality exchanges like trust and influence. Later studies showed high-quality LMX leads to less turnover and better performance. Critics argue LMX can seem unfair and lacks standardized measures. Further research examined how perceptions of LMX quality can differ between leaders and followers.
Relational Leadership
This document discusses relational leadership, which focuses on purposefully, inclusively, empoweringly, and ethically guiding a group through a process of positive change. Relational leadership values understanding diverse viewpoints, developing all group members' talents, examining exclusionary practices, and involving external stakeholders. It emphasizes ethical and values-driven leadership through example, as well as intentional cooperation, reflection, and meaning-making. Relational leaders create commitment through participation, manage team politics, and work within existing structures to collaboratively make fair decisions and achieve common goals.
Module 3 leadership theories
The document discusses and compares transformational leadership and servant leadership theories. Transformational leadership was initially introduced by James MacGregor Burns in 1978 and focuses on motivating followers to achieve high performance. Servant leadership was introduced by Robert K. Greenleaf in 1971 and prioritizes serving followers' needs first to help them grow. Both styles share similarities like considering individuals and building community, but transformational leadership can be learned while servant leadership is more of a lifestyle. The document provides examples of applying these leadership styles for school leaders to enhance staff and student success.
Transformational Leadership
Visionary leaders cultivate and communicate a shared vision, act with moral purpose to empower followers and raise them to higher levels, and foster resonance by valuing others and creating a positive environment where sustainable change can occur through developing new hierarchies and leadership within. Excellent schools have strong cultures with clear purposes that engage inhabitants in decision-making without self-interest, and leaders consistently call on teachers to do right things that prioritize values over self-interest.
Ch10
This document summarizes several theories of leadership behavior and leader-member relationships. It discusses:
1) Early theories focused on distinguishing leaders based on traits but did not agree on relevant traits. Later theories examined leadership styles, including those focused on concern for production vs people.
2) Transformational leadership aims to motivate members to exceed expectations by changing their values. It identifies a continuum of effectiveness for eight leadership styles.
3) Situational theory proposes that leader effectiveness depends on leader-member relations, task structure, and position power. Fiedler suggested choosing directive or permissive styles based on these conditions.
4) Leader-Member Exchange theory found leaders treat in-group, out-group
LMX_Thoeory_Vini
LMX theory focuses on the two-way relationships between leaders and followers. It suggests that leaders form two subgroups of followers - an in-group who receive more support and opportunities, and an out-group who receive only basic job-related support. Relationships between leaders and followers differ in quality, and the same leader may have different relationships with different subordinates. The theory holds that leaders should aim to develop high-quality relationships with as many subordinates as possible.
Co-Creating a Sustainable Caring-Centric Leadership Paradigm
This document describes Kaiser Permanente's efforts to develop a new caring-centric leadership paradigm utilizing Caritas processes and mentoring. There was high turnover in leadership requiring new managers to be hired and oriented. A structured mentoring program was created matching new leaders with experienced mentors. The program focuses on caring science principles and values-based leadership development through didactic training, practical application, and regular mentor meetings over a 90 day period. The goal is to develop extraordinary caritas leaders and provide a strong foundation for new managers to learn and lead in a caring environment.
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Leadership theories can be categorized into trait, behavioral, contingency and emerging approaches. Trait theories focus on innate qualities and traits that distinguish leaders. Behavioral theories emphasize specific leader behaviors and styles. Contingency theories stress that leadership effectiveness depends on matching a leader's style to the situation. Emerging approaches include charismatic, visionary, transformational and transactional leadership. Effective leadership requires a combination of factors and depends on the interplay between leaders, followers and situations.
Ppt Ch 2
Leadership is the result of complex interactions between the leader, followers, and situation. Studying only leaders provides an incomplete view, as followers and the context influence outcomes. Effective leadership depends on understanding how the leader, followers, and elements of the situation intersect and influence each other. The nature of leadership is continually evolving as followers take on more active roles and situations increase in complexity.
+Unm paper mentoring future leaders copy
This document discusses qualities of effective leadership. It examines different theories of leadership, including trait theory, which suggests that individuals become leaders because of innate traits they possess. Behavioral theories look at what leaders do rather than inherent qualities. Transformational leadership is discussed as a style that inspires followers and transforms organizations. Transformational leaders are described as charismatic figures who establish a vision and inspire commitment to higher goals from followers.
+Unm paper mentoring future leaders copy
This document discusses qualities of effective leadership. It describes transformational leadership as inspiring followers to achieve higher goals and change organizations. Transformational leaders provide vision, intellectual stimulation, and individualized consideration. They adapt to changing environments by regularly revisiting the organization's mission and assessing performance through reflection. The document also discusses traits like drive and integrity that effective leaders possess. Overall, it emphasizes that effective leadership requires qualities like shared vision, open communication, empowering followers, and continual learning and improvement.
Unm paper mentoring future leaders
This document discusses principles of effective leadership according to Dr. Peter F. Drucker. It examines various theories of leadership, including trait theory, behavior theory, and transformational leadership. Transformational leaders inspire followers, challenge assumptions, and are focused on long-term vision. The document outlines qualities of effective transformational leaders, such as establishing a clear mission and vision, empowering others, and continually adapting to change. It advocates for reflective practice and sharing leadership throughout an organization.
Leadership
The document discusses various theories and styles of leadership. It begins by defining leadership and the relationship between leadership and management. It then covers several theories of leadership, including: trait theory, behavioral theory, contingency theory, path-goal theory, and the managerial grid. It also discusses different leadership styles such as autocratic, democratic, laissez-faire, and participative styles. The objectives are to discuss different leadership theories and styles.
A research paper on leadership
This document summarizes a research paper on current theories, research, and future directions in leadership. It discusses several prominent leadership theories including authentic leadership, cognitive leadership, complexity leadership theory, new-genre leadership, shared leadership, leader-member exchange theory, e-leadership, leadership and followership, spirituality and leadership, and cross-cultural leadership. For each theory, it provides an overview and discusses important future research directions. The document also outlines the methodologies used in leadership research such as library research, interviews, and participant observation.
leadership
Leadership is defined in three sentences as the process of encouraging others to work towards objectives through interpersonal influence and communication. The document then discusses various theories of leadership including trait theory, behavioral theories, contingency/situational theories, and contemporary theories like transformational and charismatic leadership. It provides examples of different leadership characteristics and styles.
Leadership
What is Leadership?
Leadership is a process by which an executive can direct, guide and influence the behavior and work of others towards accomplishment of specific goals in a given situation. Leadership is the ability of a manager to induce the subordinates to work with confidence and zeal.
Leadership is the potential to influence behaviour of others. It is also defined as the capacity to influence a group towards the realization of a goal. Leaders are required to develop future visions, and to motivate the organizational members to want to achieve the visions.
Leadership Latest
The document discusses various theories of leadership including:
- Trait theory which focuses on personal qualities that differentiate leaders.
- Behavioral theories including Ohio State studies identifying consideration and initiating structure as key dimensions.
- Contingency theories which propose that leadership style depends on situational factors. Fiedler's contingency model assesses situational favorability.
- Transformational leadership inspires followers through idealized influence, inspiration, intellectual stimulation and individualized consideration.
Introduction to leadership study .pptx
Leadership studies is a multidisciplinary academic field of study that focuses on leadership in organizational contexts and in human life. Leadership studies has origins in the social sciences (e.g., sociology, anthropology, psychology), in humanities (e.g., history and philosophy), as well as in professional and applied fields of study (e.g., management and education). The field of leadership studies is closely linked to the field of organizational studies.
As an academic area of inquiry, the study of leadership has been of interest to scholars from a wide variety of disciplinary backgrounds. Today, there are numerous academic programs (spanning several academic colleges and departments) related to the study of leadership. Leadership degree programs generally relate to: aspects of leadership, leadership studies, and organizational leadership (although there are a number of leadership-oriented concentrations in other academic areas).
01 B.pdf( all leadership & management(.pdf
1. Leadership is defined as a process of social influence where a person guides others towards a common goal. It involves influencing a group through processes like vision-setting, role modeling, and attention to individual needs.
2. Leadership can emerge from formal positions but also informally as individuals gain influence over a group. Effective leaders communicate well, seek input, and initiate new ideas to motivate followers.
3. While leadership and management both aim for goal achievement, leadership is focused on adaptive change through mutual influence, whereas management seeks order and consistency through coordinated activities. Both are important for organizations.
Leadership styles
Leadership refers to the ability of an individual to influence others towards achieving a common goal. Effective leadership involves both managing tasks and developing relationships. There are various leadership styles such as authoritarian, democratic, and laissez-faire that differ in how decisions are made and involvement of group members. A leader's effectiveness also depends on contingencies like the situation and maturity of followers.
Leadership 1
This document discusses various theories of organizational leadership. It defines leadership as influencing others to achieve shared objectives. It distinguishes leadership from management, noting that leaders inspire followers towards a vision while managers focus on tasks. The document then summarizes several leadership theories: trait theories focus on leaders' qualities; behavioral theories examine consideration and initiating structure; and contingency theories emphasize that leadership style depends on follower readiness and the situation. It provides examples of various behavioral and contingency theories and their predictions on effective leadership approaches.
leadership
The presentation discusses various aspects of leadership including definitions, characteristics, styles, and theories. It defines leadership as a process of social influence where a person enlists others to accomplish a common task. Leadership traits, behaviors, and contingency/situational factors that determine effectiveness are examined. Four key factors that influence leadership are identified as the leader, followers, communication, and the situation. Common leadership styles discussed include authoritarian, democratic, and laissez-faire. Theories covered include the trait, behavioral, contingency, and situational approaches to understanding leadership.
Leadership Theories
This is a document that will give you in depth knowledge about the leadership theories. It explains transformational and transactional leadership theories in detail and even shows the relationship between them.
Chapter 1 on Leadership
This chapter introduces the concept of leadership and how it differs from management. It defines leadership as an influence relationship among leaders and followers intended to create real change. Leadership involves people, influence, change, shared purpose, and personal responsibility. The biggest challenge for today's leaders is adapting to a changing world that demands a new leadership paradigm focused on empowerment, collaboration, diversity, and higher purpose over control and personal ambition. While management focuses on maintaining stability and efficiency, leadership is about creating vision, inspiring others, and driving change within a culture of integrity. Both management and leadership skills are generally needed for organizations to be effective.
Week 1 Development of Leadership Theory(1) (2).ppt
This document discusses various theories and perspectives on leadership. It begins by covering trait theories, which examine personal characteristics that differentiate leaders from followers. It then discusses behavioral theories that focus on observable leader behaviors. Situational theories are presented that contend there is no single best leadership style and that effectiveness depends on the situation. Transformational and charismatic leadership models are introduced that emphasize inspiring followers and pursuing organizational goals. Additional perspectives on servant leadership and leader-member exchange are also summarized.
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Presentatie shared leadership
- 1. Shared Leadership A new leadership approach Michael Makowski
- 2. Shared Leadership Leadership can be explored as a social process - something that happens between people. It is not so much what leaders do, as something that arises out of social relationships. As such it does not depend on one person, but on how people act together to make sense of the situations that face them. Pearce and Conger
- 3. Leadership Leadership has been described as the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task. Leadership is about leaders and followers.
- 4. Pearce and Conger Shared Leadership Leaderhip: - focus on individuals taking decisions and aligning the organization to follow decisions in order to reach strategic goals - group processes and teamwork
- 5. About the followers: Transactional leadership is effective in the case of dependent followers. Transformative Leadership needs independent followers and independent followers won’t accept transactional leadership. Only followers with a consciousness of inter- dependency will be able to apply shared leadership.
- 6. PersonalLeadershipPath(Covey) Dependence Independence Interdependence Followers (state of maturity) Transactional leadership Transformational leadership Shared leadership Leaders apply
- 7. The changing philosopy of control •Hierarchical versus decentralised: •Incapable vs committed •Detailed rules vs output •Folowing vs seeking responsibility •Remember: McGregor X vs Y
- 8. Personal capacities en knowledge of the persons involved highlow Space to take leadership tasks over high Shared leadership Directive leadership Leadership struggle / competition Leadership vacuum Leadership space
- 9. Part 2 Shared Leadership and generative collaboration Steve Jobs
- 11. University of Applied Sciences Ground: Relational Field Ceiling and Walls: Mindsets and Beliefs The Interaction Space of Team Flow Energy: Shared Passion Acoustics: Authentical Communication Functionalities: Complementary Qualities Construction: Shared Leadership Appearance: Synergetic Identity
- 12. Shared Leadership The shared leadership concept considers leadership as an interaction issue and not as qualities of certain persons. It is leading and following in a team process, and this Is not connected to leaders.
- 13. Shared leadership and generative collaboration There is a difference between effective collaboration (collaboration 1.0) and generative collaboration (collaboration 2.0) Shared leadership seems to be a suitable ‘style of leadership’ for collaboration 2.0
- 14. Collaboration 2.0 Passion and inspiration oriented Creativity Relationship oriented Generating something new Shared leadership Authentical communication Appreciating differences and diversity Team identity and individual identity should be integrated (synergy)