This is the 2nd presentation as part of PM Awareness Sessions I\'ve made for my company\'s (ITEC) staff to increase their awareness of PM best practices.
This is the 2nd presentation as part of PM Awareness Sessions I\'ve made for my company\'s (ITEC) staff to increase their awareness of PM best practices.
Leadership In Higher Education by Gary Matkin, UCIGary Matkin
The purpose of this presentation is to create an open but critical view of what leadership in higher education is, how it is talked about, and how deans and directors might change their behavior to become more effective in their leadership roles. The presentation also addresses the special features of leadership needed in higher education as we enter troubled times.
The purpose of this presentation is to create an open but critical view of what leadership in higher education is, how it is talked about, and how deans and directors might change their behavior to become more effective in their leadership roles. The presentation also addresses the special features of leadership needed in higher education as we enter troubled times.
UV3051 This technical note was prepared by ProfessorTaunyaCoffman887
UV3051
This technical note was prepared by Professor James G. Clawson. Copyright 1989 by the University of Virginia
Darden School Foundation, Charlottesville, VA. All rights reserved. To order copies, send an e-mail to
[email protected] No part of this publication may be reproduced, stored in a retrieval system, used in a
spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or
otherwise—without the permission of the Darden School Foundation. Rev. 12/99.
LEADERSHIP THEORIES
Leadership has been widely studied over a long period of time, yet it remains an elusive
phenomenon to understand and develop. This note offers an overview of some of the major
leadership theories. The theories are grouped according to the research approaches that
characterize them. The six categories are the trait, behavioral, power and influence, situational,
charismatic, and transformational approaches. Simple direct statements of the main assumptions
and conceptual points related to each theory comprise the bulk of the note.
Trait Approach
The trait approach—one of the earliest used to study leadership—emphasizes the
personal traits of leaders. The underlying assumption is that certain people possess innate
characteristics that make them better leaders than others.
The “Great Man” theory of leadership
Leaders are born, not made. Leadership ability arises from innate, internal traits. Some
people have them, and some don’t. It is our job to figure out what these characteristics are so we
can use them to identify potential leaders. No amount of training or coaching will make a leader
out of someone who does not possess these traits.
Stogdill’s leadership traits
Bass, Bernard M. Bass & Stogdill’s Handbook of Leadership. New York: The Free Press,
1981. This book summarizes more than 3,000 books and articles on leadership, spanning the
period from 1947 to 1980. Most attempts to pursue the “Great Man” avenue of research found
difficulty in identifying specific traits. Stogdill, however, was able to summarize some common
traits among effective leaders:
The leader is characterized by a strong drive for responsibility and task completion,
vigor and persistence in pursuit of goals, venturesomeness and originality in
problem solving, drive to exercise initiative in social situations, self-confidence and
sense of personal identity, willingness to accept consequences of decision and
For the exclusive use of P. Korlagunta, 2022.
This document is authorized for use only by Pramodh Korlagunta in MANA 5360-020-Fall 2022 taught by Cynthia St John, University of Texas at Arlington from Aug 2022 to Sep 2022.
UV3051
-2-
action, readiness to absorb interpersonal stress, willingness to tolerate frustration
and delay, ability to influence other persons’ behavior, and capacity to structure
social interaction systems to the purpose at hand.
“Great Man” theory ...
Leadership In Higher Education by Gary Matkin, UCIGary Matkin
The purpose of this presentation is to create an open but critical view of what leadership in higher education is, how it is talked about, and how deans and directors might change their behavior to become more effective in their leadership roles. The presentation also addresses the special features of leadership needed in higher education as we enter troubled times.
The purpose of this presentation is to create an open but critical view of what leadership in higher education is, how it is talked about, and how deans and directors might change their behavior to become more effective in their leadership roles. The presentation also addresses the special features of leadership needed in higher education as we enter troubled times.
UV3051 This technical note was prepared by ProfessorTaunyaCoffman887
UV3051
This technical note was prepared by Professor James G. Clawson. Copyright 1989 by the University of Virginia
Darden School Foundation, Charlottesville, VA. All rights reserved. To order copies, send an e-mail to
[email protected] No part of this publication may be reproduced, stored in a retrieval system, used in a
spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or
otherwise—without the permission of the Darden School Foundation. Rev. 12/99.
LEADERSHIP THEORIES
Leadership has been widely studied over a long period of time, yet it remains an elusive
phenomenon to understand and develop. This note offers an overview of some of the major
leadership theories. The theories are grouped according to the research approaches that
characterize them. The six categories are the trait, behavioral, power and influence, situational,
charismatic, and transformational approaches. Simple direct statements of the main assumptions
and conceptual points related to each theory comprise the bulk of the note.
Trait Approach
The trait approach—one of the earliest used to study leadership—emphasizes the
personal traits of leaders. The underlying assumption is that certain people possess innate
characteristics that make them better leaders than others.
The “Great Man” theory of leadership
Leaders are born, not made. Leadership ability arises from innate, internal traits. Some
people have them, and some don’t. It is our job to figure out what these characteristics are so we
can use them to identify potential leaders. No amount of training or coaching will make a leader
out of someone who does not possess these traits.
Stogdill’s leadership traits
Bass, Bernard M. Bass & Stogdill’s Handbook of Leadership. New York: The Free Press,
1981. This book summarizes more than 3,000 books and articles on leadership, spanning the
period from 1947 to 1980. Most attempts to pursue the “Great Man” avenue of research found
difficulty in identifying specific traits. Stogdill, however, was able to summarize some common
traits among effective leaders:
The leader is characterized by a strong drive for responsibility and task completion,
vigor and persistence in pursuit of goals, venturesomeness and originality in
problem solving, drive to exercise initiative in social situations, self-confidence and
sense of personal identity, willingness to accept consequences of decision and
For the exclusive use of P. Korlagunta, 2022.
This document is authorized for use only by Pramodh Korlagunta in MANA 5360-020-Fall 2022 taught by Cynthia St John, University of Texas at Arlington from Aug 2022 to Sep 2022.
UV3051
-2-
action, readiness to absorb interpersonal stress, willingness to tolerate frustration
and delay, ability to influence other persons’ behavior, and capacity to structure
social interaction systems to the purpose at hand.
“Great Man” theory ...
Case Study 7- A Bold Step into the Modern Economy & A Remote Solution for a G...
Project Organization and Leadership
1. College of Engineering
Civil Division
GE – 402
5- Project Organization
5-2 Project Leadership
Submitted by : Abdulmalik Al-Suiena Group ( 2 )
2/20/2010 Author: Dr. Tomas U. Ganiron Jr 1
2. 5-2 Project Leadership
Leadership
Vision Characteristics
2/20/2010 Author: Dr. Tomas U. Ganiron Jr 2
3. Defining Leadership
Leadership is a dynamic relationship based on mutual
influence and common purpose between leaders and
collaborators in which both are moved to higher levels of
motivation and moral development as they affect real,
intended change.
Joseph Rost, Leadership for the 21st Century
2/20/2010 Author: Dr. Tomas U. Ganiron Jr 3
4. 5-2 Project Leadership
Leadership
Vision Characteristics
2/20/2010 Author: Dr. Tomas U. Ganiron Jr 4
5. The Locus of Leadership
Leader characteristics
-Honesty
-Competence Locus
-Being forward-looking
Situation
-Strength of character Characteristics
Figure : Locus of Leadership
-Humility and self-understanding
Follower characteristics
Maturity
-The willingness to seek consultation
Dynamic followership
Situation characteristics
- Responsibility for others
Task structure
Organization’s culture
Group characteristics
2/20/2010 Author: Dr. Tomas U. Ganiron Jr 5
6. The Five Practices of Exemplary Leadership
1. Model the way
2. Inspire a shared vision
3. Challenge the process
4. Enable others to act
5. Encourage the heart
Based on “The Leadership Challenge” by Jim Kouzes and
Barry Posner
2/20/2010 Author: Dr. Tomas U. Ganiron Jr 6
7. 1. Model the way
A- Set the example
A – 1 Be clear about your values and beliefs
A – 2 Make certain that people abide by agreed-upon
values
A – 3 Practice what you preach
B - Plan small wins
B – 1 Divide tasks into small chunks
B – 2 Reduce items to their essentials
B – 3 Don’t generally push people into change
2/20/2010 Author: Dr. Tomas U. Ganiron Jr 7
8. 2. Inspire a shared vision.
A - Envision the future
B - Enlist others
B - 1 Describe to others the kind of future you can create together
B - 2 Communicate a positive outlook
B - 3 Know your followers
B - 4 Be emotionally intelligent
2/20/2010 Author: Dr. Tomas U. Ganiron Jr 8
9. 3. Challenge the process
A - Always search for opportunities to improve and
innovate
A – 1 Communicate
A – 2 Use outsight
B - Experiment and be brave enough to fail.
C - Establish a process for creating new ideas
C – 1 Honor all who come up with great new ideas.
D - View each failure as a learning opportunity
2/20/2010 Author: Dr. Tomas U. Ganiron Jr 9
10. 4. Enable others to act
A - Foster collaboration
A – 1 Involve followers in participating in the decisions that affect
them
B - Strengthen others
B – 1 Give people the autonomy to make their own decisions
B – 2 Foster mutual respect and trust
B – 3 Make it possible for others to succeed
Willingness
to perform
PERFORMANC
E
Opportunit
Capacity
y
to perform
to perform
2/20/2010 Author: Dr. Tomas U. Ganiron Jr 10
11. 5. Encourage the heart
A - Recognize contributions
A – 1 Reward people for a job well done
A – 2 Link rewards to achievements
B - Celebrate accomplishment
B – 1 Celebrate moments of accomplishment immediately
B – 2 Celebrate when project milestones are met
2/20/2010 Author: Dr. Tomas U. Ganiron Jr 11
12. Summary
Voluntary.
Leadership is about integrity, visioning, competence, humility and a willingness to
“love”.
Adjust to the situation.
Leadership is self-development.
Leadership is development of others.
Challenge - Inspire - Enable - Model - Encourage.
2/20/2010 Author: Dr. Tomas U. Ganiron Jr 12
13. 5-2 Project Leadership
Leadership
Vision Characteristics
2/20/2010 Author: Dr. Tomas U. Ganiron Jr 13
14. Establishing a Project Vision
Where there is no vision, people die
Proverbs
Module Overview
# Levels of vision
# Project vision defined
# Tips and tricks for writing a good project vision
2/20/2010 Author: Dr. Tomas U. Ganiron Jr 14
15. Levels of Vision
* - A description of the future, stated in
the present tense.
* - May also be called a mission, goal,
or objective.
* - A vision is “a goal with a soul.”
Corporate
Departmental
Project
2/20/2010 Author: Dr. Tomas U. Ganiron Jr 15
16. Summary
A - Project visions are not always necessary
B - When needed, project visions:
B – 1 Are narrower than corporate visions
B – 2 Can be hard to write
2/20/2010 Author: Dr. Tomas U. Ganiron Jr 16