The document outlines different theories and approaches to leadership that have been developed over time. It discusses early theories that focused on identifying leadership traits or behaviors. It then describes contingency theories that emphasize situational factors and matching leadership styles to situations, such as Fiedler's model and situational leadership theory. Current approaches discussed include transformational leadership, which inspires followers, and charismatic/visionary leadership, where the leader articulates an attractive vision. The document provides an overview of the evolution of leadership theories from a focus on traits to contingency-based approaches that consider situational factors.
This document contains a learning outline for a chapter on leadership from a management textbook. The outline covers several topics: early leadership theories like trait and behavioral theories; contingency theories like Fiedler's model and situational leadership; current approaches like transformational leadership; issues for modern leaders like managing power and developing trust; and concluding remarks on leadership being sometimes irrelevant. The document provides an overview of key concepts and models in the field of leadership studies.
This document contains a learning outline for a chapter on leadership from a management textbook. The outline covers various theories of leadership, including trait theories, behavioral theories, contingency theories like Fiedler's model and path-goal theory, and current approaches like transformational leadership. It also discusses leadership issues like power, trust, empowering employees, cross-cultural leadership, and when leadership may be irrelevant. The document provides definitions and comparisons of the different leadership concepts discussed in the textbook chapter.
This document is a learning outline for a chapter on leadership that contrasts managers and leaders, discusses early leadership theories like trait and behavioral theories, and contingency theories. It also covers current approaches like transformational and charismatic leadership. The outline addresses developing credibility and trust, empowering employees, cross-cultural leadership, gender differences, and when leadership may be irrelevant. The key points covered include different leadership styles, situational factors that influence leadership effectiveness, and universal elements versus cultural differences in leadership.
The document outlines leadership theories including:
- Early trait and behavioral theories that identified leadership characteristics but found no single style consistently effective.
- Contingency theories like Fiedler's model that propose effective leadership depends on matching style to situational factors. Hersey and Blanchard's model outlines four leadership styles aligned to follower readiness.
- Current approaches include transactional leadership to achieve goals, transformational leadership to inspire beyond self-interest, and charismatic/visionary leadership with enthusiastic personalities able to articulate inspiring visions.
The document outlines leadership theories including:
- Early trait and behavioral theories that identified leadership characteristics but found no single style consistently effective.
- Contingency theories like Fiedler's model that propose effective leadership depends on matching style to situational factors. Hersey and Blanchard's model outlines four leadership styles aligned to follower readiness.
- Current approaches include transactional leadership to achieve goals, transformational leadership to inspire beyond self-interest, and charismatic/visionary leadership with enthusiastic personalities able to articulate inspiring visions.
The document summarizes leadership theories from early trait and behavioral theories to more contemporary contingency theories. It discusses research on traits associated with successful leadership and four early behavioral theories: the University of Iowa studies identifying autocratic, democratic, and laissez-faire styles; the Ohio State studies identifying two dimensions of leader behavior; and the University of Michigan studies. Later sections cover contingency theories including Fiedler's model matching leadership styles to situations, situational leadership theory styles for different follower readiness levels, and the leader participation model determining decision-making involvement based on contingencies.
The document provides an outline for a chapter on leadership that discusses various theories and models of leadership, including: early trait and behavioral theories; contingency theories like Fiedler's model and situational leadership theory; contemporary views of transactional and transformational leadership; and issues for modern leadership like developing trust, ethics, empowerment, and cross-cultural leadership. It summarizes the key aspects of each leadership theory or model in 2-3 sentences and includes exhibits to illustrate concepts like the managerial grid and path-goal theory.
The document discusses various theories of leadership. It covers early trait theories, behavioral theories including the University of Iowa, Ohio State, and University of Michigan studies. Contingency theories like Fiedler's model, situational leadership theory, and path-goal theory are explained. Contemporary views of transactional vs transformational leadership and team leadership are mentioned. The learning outline provides context for leadership theories and issues leaders may face.
This document contains a learning outline for a chapter on leadership from a management textbook. The outline covers several topics: early leadership theories like trait and behavioral theories; contingency theories like Fiedler's model and situational leadership; current approaches like transformational leadership; issues for modern leaders like managing power and developing trust; and concluding remarks on leadership being sometimes irrelevant. The document provides an overview of key concepts and models in the field of leadership studies.
This document contains a learning outline for a chapter on leadership from a management textbook. The outline covers various theories of leadership, including trait theories, behavioral theories, contingency theories like Fiedler's model and path-goal theory, and current approaches like transformational leadership. It also discusses leadership issues like power, trust, empowering employees, cross-cultural leadership, and when leadership may be irrelevant. The document provides definitions and comparisons of the different leadership concepts discussed in the textbook chapter.
This document is a learning outline for a chapter on leadership that contrasts managers and leaders, discusses early leadership theories like trait and behavioral theories, and contingency theories. It also covers current approaches like transformational and charismatic leadership. The outline addresses developing credibility and trust, empowering employees, cross-cultural leadership, gender differences, and when leadership may be irrelevant. The key points covered include different leadership styles, situational factors that influence leadership effectiveness, and universal elements versus cultural differences in leadership.
The document outlines leadership theories including:
- Early trait and behavioral theories that identified leadership characteristics but found no single style consistently effective.
- Contingency theories like Fiedler's model that propose effective leadership depends on matching style to situational factors. Hersey and Blanchard's model outlines four leadership styles aligned to follower readiness.
- Current approaches include transactional leadership to achieve goals, transformational leadership to inspire beyond self-interest, and charismatic/visionary leadership with enthusiastic personalities able to articulate inspiring visions.
The document outlines leadership theories including:
- Early trait and behavioral theories that identified leadership characteristics but found no single style consistently effective.
- Contingency theories like Fiedler's model that propose effective leadership depends on matching style to situational factors. Hersey and Blanchard's model outlines four leadership styles aligned to follower readiness.
- Current approaches include transactional leadership to achieve goals, transformational leadership to inspire beyond self-interest, and charismatic/visionary leadership with enthusiastic personalities able to articulate inspiring visions.
The document summarizes leadership theories from early trait and behavioral theories to more contemporary contingency theories. It discusses research on traits associated with successful leadership and four early behavioral theories: the University of Iowa studies identifying autocratic, democratic, and laissez-faire styles; the Ohio State studies identifying two dimensions of leader behavior; and the University of Michigan studies. Later sections cover contingency theories including Fiedler's model matching leadership styles to situations, situational leadership theory styles for different follower readiness levels, and the leader participation model determining decision-making involvement based on contingencies.
The document provides an outline for a chapter on leadership that discusses various theories and models of leadership, including: early trait and behavioral theories; contingency theories like Fiedler's model and situational leadership theory; contemporary views of transactional and transformational leadership; and issues for modern leadership like developing trust, ethics, empowerment, and cross-cultural leadership. It summarizes the key aspects of each leadership theory or model in 2-3 sentences and includes exhibits to illustrate concepts like the managerial grid and path-goal theory.
The document discusses various theories of leadership. It covers early trait theories, behavioral theories including the University of Iowa, Ohio State, and University of Michigan studies. Contingency theories like Fiedler's model, situational leadership theory, and path-goal theory are explained. Contemporary views of transactional vs transformational leadership and team leadership are mentioned. The learning outline provides context for leadership theories and issues leaders may face.
Chapter 5-Leadership and Motivation.pdfabdulfetah2
Leadership and motivation are important management functions. The chapter discusses various theories of leadership, including:
1. Trait theories which examine personality traits of leaders. However, no universal traits predict leadership in all situations.
2. Behavioral theories propose leadership behaviors can be taught. Studies identified styles like democratic, autocratic, employee-oriented, and production-oriented.
3. Contingency theories state effective leadership depends on situational factors. Fiedler's model matches leadership styles to situations. Hersey and Blanchard's model prescribes leadership styles based on follower readiness.
L E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.
Who Are Leaders and What Is Leadership
Define leaders and leadership.
Explain why managers should be leaders.
Early Leadership Theories
Discuss what research has shown about leadership traits.
Contrast the findings of the four behavioral leadership
theories.
Explain the dual nature of a leader s behavior.
This document provides an overview of leadership theories including: trait theories which aimed to identify consistent leadership traits but proved inconclusive; behavioral theories which examined leadership styles but found no single best style; contingency theories which emphasize that effective leadership depends on matching style to situational factors; and models like Fiedler, situational, path-goal which provide frameworks for determining the best leadership approach based on aspects of the situation. It also outlines characteristics of different leadership approaches and styles.
This document summarizes several theories of leadership, including:
1. Trait theories, which consider personality traits that differentiate leaders from non-leaders, though no universal traits predict leadership in all situations.
2. Behavioral theories, which propose that specific behaviors differentiate leaders and that leadership traits can be taught.
3. Contingency theories like Fiedler's model, which argues that effective leadership depends on matching a leader's style to aspects of the situation.
4. Transformational leadership theories that focus on inspiring and developing followers through charisma, inspiration, intellectual stimulation and individual consideration.
This document discusses leadership theories and models. It begins by defining leadership and distinguishing between managers and leaders. It then covers early trait and behavioral leadership theories, including the Ohio State, University of Iowa, and University of Michigan studies. Contingency theories like Fiedler's model and the path-goal model are described next, along with how they incorporate situational factors. Transformational and charismatic leadership approaches are also covered. The document concludes by discussing topics like gender differences in leadership styles, empowerment, and how leadership may vary across cultures.
The document discusses various theories of leadership. It begins by defining leadership as the ability to influence others toward goals, and management as using authority to obtain compliance. It then covers trait theories that identify personality traits of leaders. Behavioral theories propose that specific behaviors differentiate leaders. Important behavioral studies identified two dimensions of leader behavior: initiating structure and consideration. Contingency theories note that leadership effectiveness depends on the environment. Fiedler's model and Hersey-Blanchard's model are discussed as contingency theories. The document also summarizes leader-member exchange theory and other contemporary leadership approaches.
This document provides an overview of leadership theories including:
- Early theories focused on identifying traits of leaders and behavioral styles. Research found situational factors strongly influence effectiveness.
- Contingency theories propose effective leadership depends on matching style to situational factors like task structure and follower readiness. Fiedler's model and situational leadership theory describe different leadership styles.
- The leader participation model provides contingencies to determine the appropriate level of follower participation in decision making.
This document provides an overview of leadership theories including:
- Early theories focused on identifying traits of leaders and behavioral styles. Research found situational factors strongly influence effectiveness.
- Contingency theories propose effective leadership depends on matching style to situational factors like task structure and follower readiness. Fiedler's model and situational leadership theory describe different leadership styles.
- The leader participation model provides contingencies to determine the appropriate level of follower participation in decision making.
The document summarizes several theories of leadership, including: trait theories, which propose that certain personality traits differentiate leaders from non-leaders; behavioral theories, which argue that leadership can be learned through behaviors; contingency theories like Fiedler's model that leadership effectiveness depends on matching leader style to the situation; and situational theories like path-goal theory that the leader's role is to help followers achieve goals. It also discusses leader-member exchange theory and Vroom and Yetton's leader-participation model.
The document discusses various theories and approaches to leadership. It defines leadership as influencing others towards goals, and distinguishes leadership from management by focusing on vision versus tasks. Early theories examined traits of leaders and different leadership styles. Contingency theories state there is no single best style, and the situation determines the most effective approach. More recent approaches include transformational leadership that inspires change, and visionary leadership that articulates an attractive future. Developing trust, empowering followers, and acting ethically are also discussed as important leadership components.
The document outlines learning topics about leadership theories covered in a chapter, including:
- Early theories focused on identifying leadership traits but had mixed results, while behavioral theories examined leadership styles.
- Contingency theories like Fiedler's model and situational leadership theory propose effective leadership depends on matching style to the situation or followers' readiness.
- Current approaches include transactional leaders who clarify goals, and transformational leaders who inspire followers through vision and risk-taking.
- Modern issues involve managing sources of leader power and developing credibility/trust with followers.
This document provides an overview of Chapter 11 from the textbook "Organizational Behavior" by Stephen P. Robbins. The chapter covers basic approaches to leadership. It begins by contrasting leadership and management. It then summarizes trait theories of leadership and their limitations. It also describes behavioral, contingency, and situational theories of leadership including Fiedler's contingency model, path-goal theory, and leader-member exchange theory. The learning objectives are provided which students are expected to understand after reading the chapter.
Fiedler's contingency theory states that a leader's style is fixed and cannot be trained, unlike other leadership theories discussed. The chapter covers various leadership theories including trait, behavioral, contingency, path-goal, and leader-member exchange. It examines factors like leadership styles, follower readiness, and situational favorableness that impact leadership effectiveness.
This document discusses several theories of leadership, including:
1. Trait theories which examine personality traits that may relate to leadership abilities but have limitations in generalizing across situations.
2. Behavioral theories proposed by Ohio State and University of Michigan studies which examine specific leadership behaviors but these also do not generalize across contexts.
3. Contingency theories like Fiedler's model which consider how a leader's style interacts with situational factors, and theories like path-goal which say a leader's style should change to fit the situation.
4. Other theories discussed include cognitive resource theory, leader-member exchange theory, and situational leadership theory.
This document summarizes leadership theories and models discussed in Chapter 16 of a management textbook. It begins by defining leaders and leadership, then compares early theories like the University of Iowa, Ohio State, and University of Michigan studies. Contingency theories covered include Fiedler's model, situational leadership theory, and the path-goal model. Contemporary issues discussed are leader-member exchange theory, transformational leadership, and ethical leadership. The document concludes by reviewing twenty-first century views of leadership concepts like power, trust, empowerment across cultures, and becoming an effective leader.
This document summarizes leadership theories and models discussed in Chapter 16 of a management textbook. It begins by defining leaders and leadership, then compares early theories like the University of Iowa, Ohio State, and University of Michigan studies. Contingency theories covered include Fiedler's model, situational leadership theory, and the path-goal model. Contemporary issues discussed are leader-member exchange theory, transformational leadership, and ethical leadership. The document concludes by describing twenty-first century views of leadership concepts like power, trust, empowerment across cultures, and becoming an effective leader.
The document discusses theories of leadership over time from early trait and behavioral theories to contemporary views. It covers three contingency theories - Fiedler's contingency model, situational leadership theory, and the path-goal model. Contemporary views discussed include transactional leadership, transformational leadership, charismatic leadership, and visionary leadership. The document also covers leadership issues such as managing power, developing trust, empowering employees, and leading across cultures.
The document discusses different theories of leadership including trait theory, behavioral theories, situational theories and contemporary perspectives like transformational leadership. It summarizes several models of situational leadership including Fiedler's contingency model, the leadership continuum model, path-goal theory, and Hersey and Blanchard's situational leadership model. It also discusses leadership substitutes theory and addresses ethical questions about leadership and gender.
Business management by robbinson book presentationhufugmailcom
The document outlines several leadership theories discussed in a chapter on leadership. It begins by defining leaders and leadership, and explaining why managers should be leaders. Early leadership theories from the 1920s-1960s are then contrasted, including trait theories focusing on leader characteristics and behavioral theories examining how leaders interact with groups. Contingency theories introduced in the 1960s-1970s are explained next, such as Fiedler's contingency model and situational leadership theory. The document concludes by differentiating transactional and transformational leadership styles.
This chapter discusses various theories of leadership. It covers trait theories, which examine personal characteristics of leaders, and behavioral theories, which focus on leaders' behaviors and consideration of followers. Situational theories like Fiedler's contingency model and path-goal theory propose that leadership effectiveness depends on situational factors. Transformational leadership aims to inspire and intellectually stimulate followers. Servant leadership emphasizes service to others, while superleadership develops followers' self-management skills. The chapter also examines leader-member exchange theory and substitutes for leadership.
This document summarizes key concepts in leadership and followership. It defines leadership as guiding and directing others, and followership as being guided by a leader. Various leadership theories are outlined, including behavioral theories focusing on styles (e.g. democratic, autocratic), contingency theories examining how leadership effectiveness depends on situational factors, and newer theories like transformational leadership. The roles of managers and leaders are compared. Effective followership is also discussed.
This document discusses two contingency theories of leadership: Fiedler's Contingency Theory and Path-Goal Theory. Fiedler's theory proposes that a leader's effectiveness depends on their leadership style and the favorability of the situation. It uses the Least Preferred Coworker scale to assess leadership style as either task-oriented or relationship-oriented. Path-Goal Theory suggests that a leader's style should support subordinate goals and motivation by clarifying paths to goals and offering rewards and support. Both theories examine how situational factors impact the most effective leadership approach.
Chapter 5-Leadership and Motivation.pdfabdulfetah2
Leadership and motivation are important management functions. The chapter discusses various theories of leadership, including:
1. Trait theories which examine personality traits of leaders. However, no universal traits predict leadership in all situations.
2. Behavioral theories propose leadership behaviors can be taught. Studies identified styles like democratic, autocratic, employee-oriented, and production-oriented.
3. Contingency theories state effective leadership depends on situational factors. Fiedler's model matches leadership styles to situations. Hersey and Blanchard's model prescribes leadership styles based on follower readiness.
L E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.
Who Are Leaders and What Is Leadership
Define leaders and leadership.
Explain why managers should be leaders.
Early Leadership Theories
Discuss what research has shown about leadership traits.
Contrast the findings of the four behavioral leadership
theories.
Explain the dual nature of a leader s behavior.
This document provides an overview of leadership theories including: trait theories which aimed to identify consistent leadership traits but proved inconclusive; behavioral theories which examined leadership styles but found no single best style; contingency theories which emphasize that effective leadership depends on matching style to situational factors; and models like Fiedler, situational, path-goal which provide frameworks for determining the best leadership approach based on aspects of the situation. It also outlines characteristics of different leadership approaches and styles.
This document summarizes several theories of leadership, including:
1. Trait theories, which consider personality traits that differentiate leaders from non-leaders, though no universal traits predict leadership in all situations.
2. Behavioral theories, which propose that specific behaviors differentiate leaders and that leadership traits can be taught.
3. Contingency theories like Fiedler's model, which argues that effective leadership depends on matching a leader's style to aspects of the situation.
4. Transformational leadership theories that focus on inspiring and developing followers through charisma, inspiration, intellectual stimulation and individual consideration.
This document discusses leadership theories and models. It begins by defining leadership and distinguishing between managers and leaders. It then covers early trait and behavioral leadership theories, including the Ohio State, University of Iowa, and University of Michigan studies. Contingency theories like Fiedler's model and the path-goal model are described next, along with how they incorporate situational factors. Transformational and charismatic leadership approaches are also covered. The document concludes by discussing topics like gender differences in leadership styles, empowerment, and how leadership may vary across cultures.
The document discusses various theories of leadership. It begins by defining leadership as the ability to influence others toward goals, and management as using authority to obtain compliance. It then covers trait theories that identify personality traits of leaders. Behavioral theories propose that specific behaviors differentiate leaders. Important behavioral studies identified two dimensions of leader behavior: initiating structure and consideration. Contingency theories note that leadership effectiveness depends on the environment. Fiedler's model and Hersey-Blanchard's model are discussed as contingency theories. The document also summarizes leader-member exchange theory and other contemporary leadership approaches.
This document provides an overview of leadership theories including:
- Early theories focused on identifying traits of leaders and behavioral styles. Research found situational factors strongly influence effectiveness.
- Contingency theories propose effective leadership depends on matching style to situational factors like task structure and follower readiness. Fiedler's model and situational leadership theory describe different leadership styles.
- The leader participation model provides contingencies to determine the appropriate level of follower participation in decision making.
This document provides an overview of leadership theories including:
- Early theories focused on identifying traits of leaders and behavioral styles. Research found situational factors strongly influence effectiveness.
- Contingency theories propose effective leadership depends on matching style to situational factors like task structure and follower readiness. Fiedler's model and situational leadership theory describe different leadership styles.
- The leader participation model provides contingencies to determine the appropriate level of follower participation in decision making.
The document summarizes several theories of leadership, including: trait theories, which propose that certain personality traits differentiate leaders from non-leaders; behavioral theories, which argue that leadership can be learned through behaviors; contingency theories like Fiedler's model that leadership effectiveness depends on matching leader style to the situation; and situational theories like path-goal theory that the leader's role is to help followers achieve goals. It also discusses leader-member exchange theory and Vroom and Yetton's leader-participation model.
The document discusses various theories and approaches to leadership. It defines leadership as influencing others towards goals, and distinguishes leadership from management by focusing on vision versus tasks. Early theories examined traits of leaders and different leadership styles. Contingency theories state there is no single best style, and the situation determines the most effective approach. More recent approaches include transformational leadership that inspires change, and visionary leadership that articulates an attractive future. Developing trust, empowering followers, and acting ethically are also discussed as important leadership components.
The document outlines learning topics about leadership theories covered in a chapter, including:
- Early theories focused on identifying leadership traits but had mixed results, while behavioral theories examined leadership styles.
- Contingency theories like Fiedler's model and situational leadership theory propose effective leadership depends on matching style to the situation or followers' readiness.
- Current approaches include transactional leaders who clarify goals, and transformational leaders who inspire followers through vision and risk-taking.
- Modern issues involve managing sources of leader power and developing credibility/trust with followers.
This document provides an overview of Chapter 11 from the textbook "Organizational Behavior" by Stephen P. Robbins. The chapter covers basic approaches to leadership. It begins by contrasting leadership and management. It then summarizes trait theories of leadership and their limitations. It also describes behavioral, contingency, and situational theories of leadership including Fiedler's contingency model, path-goal theory, and leader-member exchange theory. The learning objectives are provided which students are expected to understand after reading the chapter.
Fiedler's contingency theory states that a leader's style is fixed and cannot be trained, unlike other leadership theories discussed. The chapter covers various leadership theories including trait, behavioral, contingency, path-goal, and leader-member exchange. It examines factors like leadership styles, follower readiness, and situational favorableness that impact leadership effectiveness.
This document discusses several theories of leadership, including:
1. Trait theories which examine personality traits that may relate to leadership abilities but have limitations in generalizing across situations.
2. Behavioral theories proposed by Ohio State and University of Michigan studies which examine specific leadership behaviors but these also do not generalize across contexts.
3. Contingency theories like Fiedler's model which consider how a leader's style interacts with situational factors, and theories like path-goal which say a leader's style should change to fit the situation.
4. Other theories discussed include cognitive resource theory, leader-member exchange theory, and situational leadership theory.
This document summarizes leadership theories and models discussed in Chapter 16 of a management textbook. It begins by defining leaders and leadership, then compares early theories like the University of Iowa, Ohio State, and University of Michigan studies. Contingency theories covered include Fiedler's model, situational leadership theory, and the path-goal model. Contemporary issues discussed are leader-member exchange theory, transformational leadership, and ethical leadership. The document concludes by reviewing twenty-first century views of leadership concepts like power, trust, empowerment across cultures, and becoming an effective leader.
This document summarizes leadership theories and models discussed in Chapter 16 of a management textbook. It begins by defining leaders and leadership, then compares early theories like the University of Iowa, Ohio State, and University of Michigan studies. Contingency theories covered include Fiedler's model, situational leadership theory, and the path-goal model. Contemporary issues discussed are leader-member exchange theory, transformational leadership, and ethical leadership. The document concludes by describing twenty-first century views of leadership concepts like power, trust, empowerment across cultures, and becoming an effective leader.
The document discusses theories of leadership over time from early trait and behavioral theories to contemporary views. It covers three contingency theories - Fiedler's contingency model, situational leadership theory, and the path-goal model. Contemporary views discussed include transactional leadership, transformational leadership, charismatic leadership, and visionary leadership. The document also covers leadership issues such as managing power, developing trust, empowering employees, and leading across cultures.
The document discusses different theories of leadership including trait theory, behavioral theories, situational theories and contemporary perspectives like transformational leadership. It summarizes several models of situational leadership including Fiedler's contingency model, the leadership continuum model, path-goal theory, and Hersey and Blanchard's situational leadership model. It also discusses leadership substitutes theory and addresses ethical questions about leadership and gender.
Business management by robbinson book presentationhufugmailcom
The document outlines several leadership theories discussed in a chapter on leadership. It begins by defining leaders and leadership, and explaining why managers should be leaders. Early leadership theories from the 1920s-1960s are then contrasted, including trait theories focusing on leader characteristics and behavioral theories examining how leaders interact with groups. Contingency theories introduced in the 1960s-1970s are explained next, such as Fiedler's contingency model and situational leadership theory. The document concludes by differentiating transactional and transformational leadership styles.
This chapter discusses various theories of leadership. It covers trait theories, which examine personal characteristics of leaders, and behavioral theories, which focus on leaders' behaviors and consideration of followers. Situational theories like Fiedler's contingency model and path-goal theory propose that leadership effectiveness depends on situational factors. Transformational leadership aims to inspire and intellectually stimulate followers. Servant leadership emphasizes service to others, while superleadership develops followers' self-management skills. The chapter also examines leader-member exchange theory and substitutes for leadership.
This document summarizes key concepts in leadership and followership. It defines leadership as guiding and directing others, and followership as being guided by a leader. Various leadership theories are outlined, including behavioral theories focusing on styles (e.g. democratic, autocratic), contingency theories examining how leadership effectiveness depends on situational factors, and newer theories like transformational leadership. The roles of managers and leaders are compared. Effective followership is also discussed.
This document discusses two contingency theories of leadership: Fiedler's Contingency Theory and Path-Goal Theory. Fiedler's theory proposes that a leader's effectiveness depends on their leadership style and the favorability of the situation. It uses the Least Preferred Coworker scale to assess leadership style as either task-oriented or relationship-oriented. Path-Goal Theory suggests that a leader's style should support subordinate goals and motivation by clarifying paths to goals and offering rewards and support. Both theories examine how situational factors impact the most effective leadership approach.
Safety Moment-Unsafe Act and Unsafe Condition.pptxInnocent Bhaikwa
The document discusses unsafe acts and unsafe conditions, which are the two main causes of accidents. Unsafe acts refer to violations of rules or procedures by workers, while unsafe conditions are hazards in the workplace that could cause injury. Most accidents are caused by human failure through unsafe acts rather than equipment failures. Common unsafe acts include taking shortcuts, lack of training, or ignoring safety procedures. Unsafe conditions may include poor lighting, oxygen deficiencies, or improperly guarded machinery. To reduce unsafe acts and conditions, workplaces should conduct regular inspections, provide safety training, and promote a culture of reporting issues.
The document discusses the importance of maintaining a positive attitude towards workplace safety. It states that positive safety attitudes can help create an accident-free work environment with higher efficiency, quality work, and improved employee morale. Meanwhile, negative safety attitudes can increase the risk of injuries and impact job performance. The document provides tips for improving a negative safety attitude, such as recognizing when it's negative, addressing the underlying issues, and remaining self-aware of one's thoughts and conversations. It also lists behaviors for maintaining a positive safety attitude, as well as common negative attitudes to avoid like carelessness, complacency, distraction, fatigue, strong emotions, and recklessness.
This document outlines a presentation on leadership and academic advising. It begins by asking questions about the nature of leadership, including whether leaders are born or made, and whether leadership depends on one's position. It then defines leadership as a social influence process that can be direct or indirect. The presentation discusses academic advising as a form of leadership and proposes servant leadership as an appropriate model. It identifies key skills for advisors, such as self-awareness, communication, and motivating others. Throughout, it emphasizes that leadership requires feeling, thinking and acting differently to achieve outcomes.
This document outlines an agenda for a session on psychological safety in the workplace. It will cover the relationship between employees and their roles, health and safety issues related to psychological safety, factors impacting it, and real issues that can undermine it. It will also discuss relevant policies, training, legislation, and strategies to promote psychological safety, including ensuring freedom of speech and addressing absenteeism, turnover, and presenteeism. The goal is for employees to feel safe sharing ideas and contributing without fear of punishment.
The document provides guidance on proper lifting techniques to prevent back injuries. It recommends planning the lift by assessing the load and path, lifting with straight back and bent knees, and not twisting. For heavy loads, use lifting equipment or get help. Other tips include splitting heavy loads, pushing rather than lifting, and storing heavier items at waist level. The document emphasizes making changes to jobs and equipment to reduce lifting, such as using conveyors, mobile storage, and adjustable shelves, as safer alternatives to injury-prone lifting techniques alone.
The document discusses two near-miss incidents that occurred at Ordnance Factory Ambajhari in 2022. The first incident involved the collapse of a false ceiling in a rest room due to corrosion of supporting wires. The second incident involved the collapse of an overhead electric cable tray due to corrosion and monkey activity. Both incidents did not result in injury but had potential to. The document emphasizes the importance of reporting and investigating near-misses to identify hazards and prevent future accidents. It provides details of the incidents and recommends corrective actions like structure repairs and inspections.
This document provides guidelines on ergonomics for a laboratory service. It outlines percentages for various ergonomic considerations including a 5% allowance for minor issues, 25% focus on workstation setup, 75% on movement and posture, and 95% compliance for priority areas to prevent injury. The document appears to be a final draft that was print ready on January 28, 2011.
EMS - Environmental Management Introduction Training Presentation.pdfInnocent Bhaikwa
This document provides an overview of environmental management. It defines an environmental management system and lists its key elements. It describes tools for environmental management like environmental impact assessments and life cycle assessments. It outlines relevant environmental legislation. It explains that an environmental management system documents policies, processes, and controls to create environmentally friendly products and meet requirements. The document lists benefits of environmental management systems and guidelines for implementation, including establishing objectives and involving management.
This document outlines the topics covered in a fire safety training course, including fire science, fire safety inspections, evacuation plans, fire extinguishers, and other fire protection features. The course covers elements of the fire tetrahedron, different types of fires and fuels, smoke, and combustible vs flammable materials. It discusses performing fire safety inspections and common workplace hazards. Evacuation plans, fire drills, and what to do if trapped in a fire are also outlined. The document reviews fire extinguisher inspections, maintenance/recordkeeping, types, sizes, and proper usage. Finally, it briefly mentions sprinklers, alarms, detectors, fire doors, and suppression systems.
This document outlines fire risk evaluation and reduction levels for different construction phases from lowest to highest risk. It shows the basic risk levels for wet trades, building works, mechanical, electrical and plumbing first fixes, superstructure, and substructure work. It also lists added risks that increase the risk level like temporary or permanent fire and life safety systems, controlled versus uncontrolled floors, and removal of packing materials. Risk reduction factors are outlined but some like fire extinguishers alone are not seen as very effective.
This document contains 14 dimensions that can be used to define and evaluate the safety culture at Zithulele Hospital. These dimensions include leadership, culture, systems, accountability, adaptability, awareness, communication, competency, discipline, empowerment, engagement, justice, learning, reporting, trust, and vigilance. For each dimension, a brief statement is provided to describe what a positive safety culture would look like for that dimension.
1) This safety risk assessment from One Direct Maintenance Ltd identifies hazards associated with glazing work including manual handling, working at heights, use of tools and hazardous substances.
2) Existing controls include training, use of personal protective equipment, safe storage and transport of materials, and control of work areas. Additional controls such as further inspections and monitoring are recommended.
3) Hazards are evaluated based on potential severity and probability of harm. Risk levels are determined both before and after controls are implemented, with the aim of achieving tolerable or low risk for all hazards.
This document provides a safety risk assessment for plastering and floor screed work conducted by One Direct Maintenance Ltd. It identifies six main hazards: 1) manual handling, 2) working at heights, 3) use of power tools, 4) exposure to chemicals and dust, 5) customer liaison, and 6) removal of waste materials. For each hazard, it evaluates the risk level before and after controls and identifies additional controls. Personal protective equipment requirements are listed. A contingency plan outlines actions for three events: unauthorized entry, utility failures, and poor communication between teams. The risk assessment aims to reduce risk levels to tolerable levels through training and documented safety procedures.
This document provides a safety risk assessment for carpentry activities conducted by One Direct Maintenance Ltd. It identifies 10 potential hazards associated with carpentry work including manual handling, use of hand tools, hazardous substances, noise, and working at heights. For each hazard, the document lists the risk level before controls, existing controls to reduce the risk, additional controls that could be implemented, and responsibilities for actions. It also includes a section on required personal protective equipment and a contingency plan for issues like unauthorized entry, electricity failure, or poor communication during work.
Hearing loss is a growing concern affecting 1 in 16 people worldwide. It can be caused by long-term noise exposure, aging, family history, illnesses, medications, lifestyle factors like smoking, and earwax buildup. Signs of hearing loss include muffled speech, difficulty understanding words, needing to turn up the volume, and withdrawing from conversations. To prevent further hearing loss, people should wear ear protection in loud environments, have regular hearing tests, avoid putting objects in the ear, and treat ear infections promptly.
The document discusses how sound travels through the ear and is processed into electrical signals in the cochlea's hair cells. It explains that exposure to loud noises over long periods can damage these hair cells, which is painful, progressive, and permanent. Using hearing protection like flange earplugs or earmuffs can prevent damage from noises over 85dB and 95-105dB respectively.
This document addresses common myths about hearing protection. It dispels the myths that earplugs are too hard to insert, can poke your eardrum, or cause ear infections if dirty. It explains that with practice, comfortable styles can be easily inserted without risk of injury. While earplugs may muffle sounds, they often make warning signals easier to hear. If a style blocks important sounds, the user should try a different type of hearing protector. The document emphasizes finding a protection method that the individual will consistently wear around loud noises.
Workers often complain that hearing protection is uncomfortable or prevents them from hearing important sounds, but these are common myths. While hearing protection may feel different, it is important to continue wearing it to prevent further hearing loss, as even a mild initial loss can develop over time with additional noise exposure. The right style of properly fitted hearing protection should be comfortable enough for all-day use and will allow workers to still hear necessary sounds while reducing harmful background noise levels. Hearing aids also do not replace the need for hearing protection.
- Video recording of this lecture in English language: https://youtu.be/kqbnxVAZs-0
- Video recording of this lecture in Arabic language: https://youtu.be/SINlygW1Mpc
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
micro teaching on communication m.sc nursing.pdfAnurag Sharma
Microteaching is a unique model of practice teaching. It is a viable instrument for the. desired change in the teaching behavior or the behavior potential which, in specified types of real. classroom situations, tends to facilitate the achievement of specified types of objectives.
Basavarajeeyam is a Sreshta Sangraha grantha (Compiled book ), written by Neelkanta kotturu Basavaraja Virachita. It contains 25 Prakaranas, First 24 Chapters related to Rogas& 25th to Rasadravyas.
These simplified slides by Dr. Sidra Arshad present an overview of the non-respiratory functions of the respiratory tract.
Learning objectives:
1. Enlist the non-respiratory functions of the respiratory tract
2. Briefly explain how these functions are carried out
3. Discuss the significance of dead space
4. Differentiate between minute ventilation and alveolar ventilation
5. Describe the cough and sneeze reflexes
Study Resources:
1. Chapter 39, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 34, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 17, Human Physiology by Lauralee Sherwood, 9th edition
4. Non-respiratory functions of the lungs https://academic.oup.com/bjaed/article/13/3/98/278874
Title: Sense of Smell
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the primary categories of smells and the concept of odor blindness.
Explain the structure and location of the olfactory membrane and mucosa, including the types and roles of cells involved in olfaction.
Describe the pathway and mechanisms of olfactory signal transmission from the olfactory receptors to the brain.
Illustrate the biochemical cascade triggered by odorant binding to olfactory receptors, including the role of G-proteins and second messengers in generating an action potential.
Identify different types of olfactory disorders such as anosmia, hyposmia, hyperosmia, and dysosmia, including their potential causes.
Key Topics:
Olfactory Genes:
3% of the human genome accounts for olfactory genes.
400 genes for odorant receptors.
Olfactory Membrane:
Located in the superior part of the nasal cavity.
Medially: Folds downward along the superior septum.
Laterally: Folds over the superior turbinate and upper surface of the middle turbinate.
Total surface area: 5-10 square centimeters.
Olfactory Mucosa:
Olfactory Cells: Bipolar nerve cells derived from the CNS (100 million), with 4-25 olfactory cilia per cell.
Sustentacular Cells: Produce mucus and maintain ionic and molecular environment.
Basal Cells: Replace worn-out olfactory cells with an average lifespan of 1-2 months.
Bowman’s Gland: Secretes mucus.
Stimulation of Olfactory Cells:
Odorant dissolves in mucus and attaches to receptors on olfactory cilia.
Involves a cascade effect through G-proteins and second messengers, leading to depolarization and action potential generation in the olfactory nerve.
Quality of a Good Odorant:
Small (3-20 Carbon atoms), volatile, water-soluble, and lipid-soluble.
Facilitated by odorant-binding proteins in mucus.
Membrane Potential and Action Potential:
Resting membrane potential: -55mV.
Action potential frequency in the olfactory nerve increases with odorant strength.
Adaptation Towards the Sense of Smell:
Rapid adaptation within the first second, with further slow adaptation.
Psychological adaptation greater than receptor adaptation, involving feedback inhibition from the central nervous system.
Primary Sensations of Smell:
Camphoraceous, Musky, Floral, Pepperminty, Ethereal, Pungent, Putrid.
Odor Detection Threshold:
Examples: Hydrogen sulfide (0.0005 ppm), Methyl-mercaptan (0.002 ppm).
Some toxic substances are odorless at lethal concentrations.
Characteristics of Smell:
Odor blindness for single substances due to lack of appropriate receptor protein.
Behavioral and emotional influences of smell.
Transmission of Olfactory Signals:
From olfactory cells to glomeruli in the olfactory bulb, involving lateral inhibition.
Primitive, less old, and new olfactory systems with different path
Muktapishti is a traditional Ayurvedic preparation made from Shoditha Mukta (Purified Pearl), is believed to help regulate thyroid function and reduce symptoms of hyperthyroidism due to its cooling and balancing properties. Clinical evidence on its efficacy remains limited, necessitating further research to validate its therapeutic benefits.
Title: Sense of Taste
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the structure and function of taste buds.
Describe the relationship between the taste threshold and taste index of common substances.
Explain the chemical basis and signal transduction of taste perception for each type of primary taste sensation.
Recognize different abnormalities of taste perception and their causes.
Key Topics:
Significance of Taste Sensation:
Differentiation between pleasant and harmful food
Influence on behavior
Selection of food based on metabolic needs
Receptors of Taste:
Taste buds on the tongue
Influence of sense of smell, texture of food, and pain stimulation (e.g., by pepper)
Primary and Secondary Taste Sensations:
Primary taste sensations: Sweet, Sour, Salty, Bitter, Umami
Chemical basis and signal transduction mechanisms for each taste
Taste Threshold and Index:
Taste threshold values for Sweet (sucrose), Salty (NaCl), Sour (HCl), and Bitter (Quinine)
Taste index relationship: Inversely proportional to taste threshold
Taste Blindness:
Inability to taste certain substances, particularly thiourea compounds
Example: Phenylthiocarbamide
Structure and Function of Taste Buds:
Composition: Epithelial cells, Sustentacular/Supporting cells, Taste cells, Basal cells
Features: Taste pores, Taste hairs/microvilli, and Taste nerve fibers
Location of Taste Buds:
Found in papillae of the tongue (Fungiform, Circumvallate, Foliate)
Also present on the palate, tonsillar pillars, epiglottis, and proximal esophagus
Mechanism of Taste Stimulation:
Interaction of taste substances with receptors on microvilli
Signal transduction pathways for Umami, Sweet, Bitter, Sour, and Salty tastes
Taste Sensitivity and Adaptation:
Decrease in sensitivity with age
Rapid adaptation of taste sensation
Role of Saliva in Taste:
Dissolution of tastants to reach receptors
Washing away the stimulus
Taste Preferences and Aversions:
Mechanisms behind taste preference and aversion
Influence of receptors and neural pathways
Impact of Sensory Nerve Damage:
Degeneration of taste buds if the sensory nerve fiber is cut
Abnormalities of Taste Detection:
Conditions: Ageusia, Hypogeusia, Dysgeusia (parageusia)
Causes: Nerve damage, neurological disorders, infections, poor oral hygiene, adverse drug effects, deficiencies, aging, tobacco use, altered neurotransmitter levels
Neurotransmitters and Taste Threshold:
Effects of serotonin (5-HT) and norepinephrine (NE) on taste sensitivity
Supertasters:
25% of the population with heightened sensitivity to taste, especially bitterness
Increased number of fungiform papillae
Recomendações da OMS sobre cuidados maternos e neonatais para uma experiência pós-natal positiva.
Em consonância com os ODS – Objetivos do Desenvolvimento Sustentável e a Estratégia Global para a Saúde das Mulheres, Crianças e Adolescentes, e aplicando uma abordagem baseada nos direitos humanos, os esforços de cuidados pós-natais devem expandir-se para além da cobertura e da simples sobrevivência, de modo a incluir cuidados de qualidade.
Estas diretrizes visam melhorar a qualidade dos cuidados pós-natais essenciais e de rotina prestados às mulheres e aos recém-nascidos, com o objetivo final de melhorar a saúde e o bem-estar materno e neonatal.
Uma “experiência pós-natal positiva” é um resultado importante para todas as mulheres que dão à luz e para os seus recém-nascidos, estabelecendo as bases para a melhoria da saúde e do bem-estar a curto e longo prazo. Uma experiência pós-natal positiva é definida como aquela em que as mulheres, pessoas que gestam, os recém-nascidos, os casais, os pais, os cuidadores e as famílias recebem informação consistente, garantia e apoio de profissionais de saúde motivados; e onde um sistema de saúde flexível e com recursos reconheça as necessidades das mulheres e dos bebês e respeite o seu contexto cultural.
Estas diretrizes consolidadas apresentam algumas recomendações novas e já bem fundamentadas sobre cuidados pós-natais de rotina para mulheres e neonatos que recebem cuidados no pós-parto em unidades de saúde ou na comunidade, independentemente dos recursos disponíveis.
É fornecido um conjunto abrangente de recomendações para cuidados durante o período puerperal, com ênfase nos cuidados essenciais que todas as mulheres e recém-nascidos devem receber, e com a devida atenção à qualidade dos cuidados; isto é, a entrega e a experiência do cuidado recebido. Estas diretrizes atualizam e ampliam as recomendações da OMS de 2014 sobre cuidados pós-natais da mãe e do recém-nascido e complementam as atuais diretrizes da OMS sobre a gestão de complicações pós-natais.
O estabelecimento da amamentação e o manejo das principais intercorrências é contemplada.
Recomendamos muito.
Vamos discutir essas recomendações no nosso curso de pós-graduação em Aleitamento no Instituto Ciclos.
Esta publicação só está disponível em inglês até o momento.
Prof. Marcus Renato de Carvalho
www.agostodourado.com