Roshan Thiran has developed a model for leadership development based on over 25 years of research. The model identifies two key factors in developing world-class leaders: organizational infrastructure and individual development. Individual development occurs in four phases - foundational, formative, practical, and executing leadership. Each phase focuses on developing different leadership skills and experiences based on the individual's age and life experiences. Character development, gaining self-awareness and vision, building competencies, and dealing with crucible moments are some of the important aspects of individual leadership development highlighted in the model.
MISC - Becoming The Best in The World by Roshan ThiranRoshan Thiran
Attached is the presentation by Roshan Thiran during the launch of the Talent Acceleration Programme for MISC at the KL Convention Centre on July 10th, 2017
Adam examines the Future Trends of Leadership Development white paper from the Centre for Creative Leadership and presents his own thoughts on the future of the industry.
Organizational Leadership Role In Achieving Excellence Finalempowermena
A presentation by Fahmi Abdein on What is organizational excellence and what is the leadership role and responsibilities in achieving excellence. Current state of leadership in the Middle East, and what is missing.
Presentation for the ASHRM conference in Bahrain, May 2010
MISC - Becoming The Best in The World by Roshan ThiranRoshan Thiran
Attached is the presentation by Roshan Thiran during the launch of the Talent Acceleration Programme for MISC at the KL Convention Centre on July 10th, 2017
Adam examines the Future Trends of Leadership Development white paper from the Centre for Creative Leadership and presents his own thoughts on the future of the industry.
Organizational Leadership Role In Achieving Excellence Finalempowermena
A presentation by Fahmi Abdein on What is organizational excellence and what is the leadership role and responsibilities in achieving excellence. Current state of leadership in the Middle East, and what is missing.
Presentation for the ASHRM conference in Bahrain, May 2010
The Science of Building Leaders FrameworkRoshan Thiran
This document provides the Science of Building leaders research framework developed by Roshan Thiran on the various elements of how a leader is built. For more information, email Roshan.thiran@gmail.com
July 2019 Breakfast Buzz session: Developing great leaders on the job:
Does your organization have supervisors, managers or leaders of any kind? If so, this session is developed just for you!
First, some bad news: No, good leaders are not born and don't suddenly "just get it". But you already knew that. Poor leadership is expensive and effective leadership skills must be learned. Anyone who leads, supervises or manages people or resources require focused direction, support and development to become effective in generating organizational results through the work of others. But research shows that 60% of today’s frontline leaders have not received any development, despite being responsible for supervising 80% of the workforce.
The great news: Research also shows that the best place for leaders to learn is on the job, doing the work they were hired to do, and with the people they were hired to do it with. Given the right opportunity and direction, they can become better leaders and effective coaches and mentors without disrupting regular business operations. No more sending people to expensive and time-consuming leadership development programs! And we can put an end to the long and boring online learning courses that everyone dreads and try their best to get through as quickly as possible!
How? This is what we will share in the July Breakfast Buzz! We will discuss effective ways to help working adults learn and change their behaviors to become effective leaders; the best mix of formal, social and on-the-job learning activities; the role of HR, executives and direct supervisors; new and simple learning technology that saves time and is more engaging and effective; and answer questions you may have on the particular culture, behavior and needs of your organization and developing leaders.
Leaderonomics India Roundtable Sessions - Presentation SlidesRoshan Thiran
In February 2019, Roshan Thiran (Leaderonomics Group CEO) together with Parthiban Vijaraghavan and Riddhi Parikh (from Leaderonomics India) conducted roundtable sessions with India business leaders and HR directors in Hyderabad, Bangalore and also in Mumbai. Attached are the slides presented by both Roshan and also Parthi/Riddhi.
Outlines an emerging Leadership program for present and future leaders as applied in an educational, non profit, military, business or any leadership setting. However, this foundational training is universally applied knowledge that can be systematically applied in any setting where people work together to accomplish goals. Topics: teaming, storming, leadership, participation and teamwork attributes, the Deming cycle, cycle of respect, types of power as well as conflict resolution and goal setting.
Author John Schmied proposes that "foundational leadership training is key to future advancement & educational development". Akin to Maslow's hierarchy of needs in personal life, foundational knowledge, skills and abilities (KSA's) are key basic learning necessary for for a person's ability to progress successfully in any setting.
Author's leadership background: Military command, non profit leadership, public educational leadership, Director STEM environmental summer camps,Diving and Salvage Officer, Oceanographic operations, Ship Operations, Ice Operations, CG Maritime Law Enforcement, Personnel & Recruiting.
A leader is one who is committed to taking individuals along towards the fruition of a certain mission and creates an environment in which people can be actively involved. There is no magic in the way in which inspirational leaders operate. However an inspirational leader is considered more effective and efficient than a good leader. So, who is an inspirational leader? What are the qualities that set a good leader apart from an inspirational leader? How can a good leader be transformed into an inspirational leader? Here is presentation that answers all these questions.
Leadership was always a mysterious talent to me, until I did a research to know what makes a leader and are leaders born or made.
This presentation is the result of my research. You can also see a video that goes with this presentation on YuouTube under the URL
http://www.youtube.com/watch?v=UDp87fxfXoM
Discovering Values: The Key to Unlocking Employee EngagementCynthia Scott
Overview
Values are the driving force behind personal action and a beacon of focus during turbulent times. Successful organizations recognize the business case for value clarity, and they know that connecting personal values to organizational strategy is the vital link to employee engagement, innovation, commitment, performance, decision making—and a competitive advantage.
In this presentation personal, team, and organizational values are explored and the Values Edge model is introduced. Values Edge facilitates values discovery and see its application through a real-world global alignment case study. You will learn about the role values play in shaping individual behavior, why values clarification is critical to success, and how they can be linked to enhance organizational performance.
What You Will Learn
• How values are formed and shaped
• Why values matter in the workplace
• How to balance personal and work values
• The role values play in motivating positive behavior
• Business benefits of values clarification
• How to handle values-based conflict
• The importance of linking personal and organizational values
Who Should Attend
• Supervisors
• Managers
• Front-line leaders
• Human resources professionals
• Organizational coaches
Leadership and Management Development Training (Tonex Training Review)Bryan Len
Leadership. Leadership is the most important factors behind any organization’s development. It plays vital role. And, Leadership is a complex process, which needs various skills and attributes.
Leadership and management development training course will help you learn such qualities. This course helps you build your own style of leadership.
HOW TONEX TRAINING CAN HELP LEADERSHIP MANAGEMENT DEVELOPMENT ?
The leadership and management development training course is dedicatedly designed to teach you how to win your team over to your goals without directing them. You don’t need to be a bad, tyrannical ruler type boss to implement your goals.
Tonex helps you develop skills by which you can influence your team members, peers, and superiors to accomplish the goals you have in mind.
Thousands of attendees who participated in Tonex leadership and management courses, have recognized Tonex as a the best one in management training services. So, why not you, why not now ?
WHO SHOULD JOIN THIS COURSE ?
Department heads, Deans, and directors.
Team leaders, project managers, middle managers, supervisors, executives and team members
Corporate, division, or organizational level executives, managers
LEARN ABOUT
Learn to Define leadership and management
Understanding the characteristics of effective leadership
Developing effective management techniques
Mastering problem solving and decision making
Enhance communication skills
Develop the skills to lead high-functional teams
Many other.
COURSE OUTLINE
Leadership And Management Development Overview
Effective Leadership
The Nature of Management
Leadership And Management
Managerial Traits And Skills
Basic Leadership Skills
Advanced Leadership Skills
Strategic Leadership
Ethical Leadership
Culture And Leadership
Final Thoughts On Leadership
TONEX REALLY WORKS !
25 Years Experience, Up To 98% Positive Feedback, Over 20k Developers in 50 Countries Can’t Go Wrong For You. I Strongly Recommend Tonex Training.
Request more information, Visit tonex.com for course and workshop detail.
Leadership and Management Development Training (Tonex Training Review)
https://www.tonex.com/training-courses/leadership-and-management-development/
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.
MGMT331 LESSON 1Leader as a Visionary LESSON TO.docxAASTHA76
MGMT331 | LESSON 1
Leader as a Visionary
LESSON TOPICS
· History of Leadership
· Leadership Traits and Behaviors
· Situational Leadership
· Effective Task Leadership and the Leadership Process
KEY TERMS
· Behavior Theory
· Contingency Model
· Environmental Factors
· Functional Model
· “Great Man” Theory
· Leadership Process Model
· Least-preferred Coworker Model (Fiedler’s Contingency Model)
· Path-Goal Model
· Relationship Theory
· Situational Leadership Model
· Trait Theory
INTRODUCTION
In this lesson, we will survey the history of leadership and how various leadership theories have evolved over time into what is now perceived as one of today’s most prominent determinants of strategic organizational success and, additionally, a pertinent area for managerial development and growth. The demands for leadership today, along with the prevalence of continued research efforts in the field, clearly demonstrate the need for exploration of leader traits and behaviors. We will also consider how theories regarding certain situations, tasks, and follower behaviors have shaped the current state, and direction, of leadership research and practice.
History of Leadership
Have you ever faced a challenging situation? Have you ever guided others in accomplishing a common goal despite tough circumstances? The earliest research on leadership grew from studying excellent leaders who seemed to emerge amidst difficult situations, surmounting challenges, to unite followers to reach a common goal.
THEORIES
GREAT MAN THEORY
The “great man” theory asserted that born leaders possessed inherent qualities attributing to their success. Many trait theorists followed that line of reasoning and sought to identify common traits and skills leaders share. Those identified traits and skills have also evolved over time.
RELATIONSHIP THEORIES
Not only were researchers interested in the qualities great leaders were born with, they were also interested in their behaviors relative to the specific situations they faced. Leadership theorists eventually realized that follower behaviors and motivations were just as relevant as leader behaviors and skills. Therefore, they adopted a more proactive stance by suggesting that leaders could develop skills, traits, and styles and select the best style, or styles, based on situational factors. Additionally, relationship theories recognize that the motivation of both leaders and followers stems from the synergy between them. Awareness and nurturing of the follower-leader relationship result in truly effective leadership, cultivated by a team mentality of “we,” as opposed to “I.” Together, followers and leaders accomplish goals. As you reflect upon the evolution of leadership theories, do you think that leaders are born, made, or, perhaps, a combination of both? Do you think successful leadership requires an individual or a team?
Some believe Winston Churchill was born a leader, with inherent traits such as excellent communicatio.
The Science of Building Leaders FrameworkRoshan Thiran
This document provides the Science of Building leaders research framework developed by Roshan Thiran on the various elements of how a leader is built. For more information, email Roshan.thiran@gmail.com
July 2019 Breakfast Buzz session: Developing great leaders on the job:
Does your organization have supervisors, managers or leaders of any kind? If so, this session is developed just for you!
First, some bad news: No, good leaders are not born and don't suddenly "just get it". But you already knew that. Poor leadership is expensive and effective leadership skills must be learned. Anyone who leads, supervises or manages people or resources require focused direction, support and development to become effective in generating organizational results through the work of others. But research shows that 60% of today’s frontline leaders have not received any development, despite being responsible for supervising 80% of the workforce.
The great news: Research also shows that the best place for leaders to learn is on the job, doing the work they were hired to do, and with the people they were hired to do it with. Given the right opportunity and direction, they can become better leaders and effective coaches and mentors without disrupting regular business operations. No more sending people to expensive and time-consuming leadership development programs! And we can put an end to the long and boring online learning courses that everyone dreads and try their best to get through as quickly as possible!
How? This is what we will share in the July Breakfast Buzz! We will discuss effective ways to help working adults learn and change their behaviors to become effective leaders; the best mix of formal, social and on-the-job learning activities; the role of HR, executives and direct supervisors; new and simple learning technology that saves time and is more engaging and effective; and answer questions you may have on the particular culture, behavior and needs of your organization and developing leaders.
Leaderonomics India Roundtable Sessions - Presentation SlidesRoshan Thiran
In February 2019, Roshan Thiran (Leaderonomics Group CEO) together with Parthiban Vijaraghavan and Riddhi Parikh (from Leaderonomics India) conducted roundtable sessions with India business leaders and HR directors in Hyderabad, Bangalore and also in Mumbai. Attached are the slides presented by both Roshan and also Parthi/Riddhi.
Outlines an emerging Leadership program for present and future leaders as applied in an educational, non profit, military, business or any leadership setting. However, this foundational training is universally applied knowledge that can be systematically applied in any setting where people work together to accomplish goals. Topics: teaming, storming, leadership, participation and teamwork attributes, the Deming cycle, cycle of respect, types of power as well as conflict resolution and goal setting.
Author John Schmied proposes that "foundational leadership training is key to future advancement & educational development". Akin to Maslow's hierarchy of needs in personal life, foundational knowledge, skills and abilities (KSA's) are key basic learning necessary for for a person's ability to progress successfully in any setting.
Author's leadership background: Military command, non profit leadership, public educational leadership, Director STEM environmental summer camps,Diving and Salvage Officer, Oceanographic operations, Ship Operations, Ice Operations, CG Maritime Law Enforcement, Personnel & Recruiting.
A leader is one who is committed to taking individuals along towards the fruition of a certain mission and creates an environment in which people can be actively involved. There is no magic in the way in which inspirational leaders operate. However an inspirational leader is considered more effective and efficient than a good leader. So, who is an inspirational leader? What are the qualities that set a good leader apart from an inspirational leader? How can a good leader be transformed into an inspirational leader? Here is presentation that answers all these questions.
Leadership was always a mysterious talent to me, until I did a research to know what makes a leader and are leaders born or made.
This presentation is the result of my research. You can also see a video that goes with this presentation on YuouTube under the URL
http://www.youtube.com/watch?v=UDp87fxfXoM
Discovering Values: The Key to Unlocking Employee EngagementCynthia Scott
Overview
Values are the driving force behind personal action and a beacon of focus during turbulent times. Successful organizations recognize the business case for value clarity, and they know that connecting personal values to organizational strategy is the vital link to employee engagement, innovation, commitment, performance, decision making—and a competitive advantage.
In this presentation personal, team, and organizational values are explored and the Values Edge model is introduced. Values Edge facilitates values discovery and see its application through a real-world global alignment case study. You will learn about the role values play in shaping individual behavior, why values clarification is critical to success, and how they can be linked to enhance organizational performance.
What You Will Learn
• How values are formed and shaped
• Why values matter in the workplace
• How to balance personal and work values
• The role values play in motivating positive behavior
• Business benefits of values clarification
• How to handle values-based conflict
• The importance of linking personal and organizational values
Who Should Attend
• Supervisors
• Managers
• Front-line leaders
• Human resources professionals
• Organizational coaches
Leadership and Management Development Training (Tonex Training Review)Bryan Len
Leadership. Leadership is the most important factors behind any organization’s development. It plays vital role. And, Leadership is a complex process, which needs various skills and attributes.
Leadership and management development training course will help you learn such qualities. This course helps you build your own style of leadership.
HOW TONEX TRAINING CAN HELP LEADERSHIP MANAGEMENT DEVELOPMENT ?
The leadership and management development training course is dedicatedly designed to teach you how to win your team over to your goals without directing them. You don’t need to be a bad, tyrannical ruler type boss to implement your goals.
Tonex helps you develop skills by which you can influence your team members, peers, and superiors to accomplish the goals you have in mind.
Thousands of attendees who participated in Tonex leadership and management courses, have recognized Tonex as a the best one in management training services. So, why not you, why not now ?
WHO SHOULD JOIN THIS COURSE ?
Department heads, Deans, and directors.
Team leaders, project managers, middle managers, supervisors, executives and team members
Corporate, division, or organizational level executives, managers
LEARN ABOUT
Learn to Define leadership and management
Understanding the characteristics of effective leadership
Developing effective management techniques
Mastering problem solving and decision making
Enhance communication skills
Develop the skills to lead high-functional teams
Many other.
COURSE OUTLINE
Leadership And Management Development Overview
Effective Leadership
The Nature of Management
Leadership And Management
Managerial Traits And Skills
Basic Leadership Skills
Advanced Leadership Skills
Strategic Leadership
Ethical Leadership
Culture And Leadership
Final Thoughts On Leadership
TONEX REALLY WORKS !
25 Years Experience, Up To 98% Positive Feedback, Over 20k Developers in 50 Countries Can’t Go Wrong For You. I Strongly Recommend Tonex Training.
Request more information, Visit tonex.com for course and workshop detail.
Leadership and Management Development Training (Tonex Training Review)
https://www.tonex.com/training-courses/leadership-and-management-development/
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.
MGMT331 LESSON 1Leader as a Visionary LESSON TO.docxAASTHA76
MGMT331 | LESSON 1
Leader as a Visionary
LESSON TOPICS
· History of Leadership
· Leadership Traits and Behaviors
· Situational Leadership
· Effective Task Leadership and the Leadership Process
KEY TERMS
· Behavior Theory
· Contingency Model
· Environmental Factors
· Functional Model
· “Great Man” Theory
· Leadership Process Model
· Least-preferred Coworker Model (Fiedler’s Contingency Model)
· Path-Goal Model
· Relationship Theory
· Situational Leadership Model
· Trait Theory
INTRODUCTION
In this lesson, we will survey the history of leadership and how various leadership theories have evolved over time into what is now perceived as one of today’s most prominent determinants of strategic organizational success and, additionally, a pertinent area for managerial development and growth. The demands for leadership today, along with the prevalence of continued research efforts in the field, clearly demonstrate the need for exploration of leader traits and behaviors. We will also consider how theories regarding certain situations, tasks, and follower behaviors have shaped the current state, and direction, of leadership research and practice.
History of Leadership
Have you ever faced a challenging situation? Have you ever guided others in accomplishing a common goal despite tough circumstances? The earliest research on leadership grew from studying excellent leaders who seemed to emerge amidst difficult situations, surmounting challenges, to unite followers to reach a common goal.
THEORIES
GREAT MAN THEORY
The “great man” theory asserted that born leaders possessed inherent qualities attributing to their success. Many trait theorists followed that line of reasoning and sought to identify common traits and skills leaders share. Those identified traits and skills have also evolved over time.
RELATIONSHIP THEORIES
Not only were researchers interested in the qualities great leaders were born with, they were also interested in their behaviors relative to the specific situations they faced. Leadership theorists eventually realized that follower behaviors and motivations were just as relevant as leader behaviors and skills. Therefore, they adopted a more proactive stance by suggesting that leaders could develop skills, traits, and styles and select the best style, or styles, based on situational factors. Additionally, relationship theories recognize that the motivation of both leaders and followers stems from the synergy between them. Awareness and nurturing of the follower-leader relationship result in truly effective leadership, cultivated by a team mentality of “we,” as opposed to “I.” Together, followers and leaders accomplish goals. As you reflect upon the evolution of leadership theories, do you think that leaders are born, made, or, perhaps, a combination of both? Do you think successful leadership requires an individual or a team?
Some believe Winston Churchill was born a leader, with inherent traits such as excellent communicatio.
A synthesis of the empirical, qualitative data research conducted with large Brazilian company executives.
By Anderson de Souza Sant’Anna, Marly Sorel Campos and Samir Lofti Vaz. (Vale Leadership Development Core)
We are all used to the concept of Intelligence quotient (IQ) for years, which is the outcome of standardized tests that are developed to measure and analyse the cognitive abilities of individuals, but according to Daniel Coleman is IQ enough measurement for people abilitiy to deliver on the job. Hence the concept of EQ, which is the ability to monitor one's own and other people's emotions, to discriminate between different emotions and use the emotional information to guide thinking and behaviors.
This presentation though not exhaustive, will provide insights into how best people and especially leaders are to cultivate their EQ for better relationship building and understanding.
Personal Leadership Training plan AttributesColumbia South.docxSusanaFurman449
Personal Leadership Training plan : Attributes
Columbia Southern University
Dr. Mark Friske
Current Issues in Leadership
LDR 6302-22.01.00
10/14/2022
Introduction
Personal leadership style
personal leadership style attributes
Characteristics of a democratic leader
Charismatic leadership style
Charismatic leader
Transformational leadership style
Transformational leader
Charismatic vs. transformational
Impacts of transformational leadership
Reflection
Personal leadership style
Democratic leadership style
Embraces diversity and open dialogue as core values.
The leader's role is to provide direction and exercise authority.
Commands respect and admiration from those who follow you.
Moral principles and personal beliefs underpin all choices.
Seek out a wide range of perspectives (Cherry, 2020).
Behaviorist theory is the one that fits my style of leadership the best.
Being the change you wish to see in the world is crucial, in my opinion. According to Johann Wolfgang von Goethe, "Behavior is the mirror in which everyone exhibits their picture." My main priorities are the well-being of the team members and developing effective solutions via cooperative effort.
personal leadership style attributes
Active participant
Each person is given a fair chance to speak their mind, and there is no pressure to conform to any one viewpoint.
Values other standpoints
I find it fascinating to hear the perspectives of others. To me, it's crucial that everyone in the team pitches in to find the most effective answer. To me, it's important to give everyone a voice on the team since they all have something unique to offer.
Characteristics of democratic leader
Attribute:
Talk About It
Subcontract Work
Get Other People's Opinions
Friendly
Approachable
Trustworthy
Participative
Motivate Originality
Regard for Others
Build Confidence
Life example
Working as a Management Analyst in the realm of government spending, I am frequently required to communicate with the Program Management Team of a third party firm. No collimated staff members prevent me from personally performing some of the work necessary to maintain an accurate external organization ledger. As a result, I need to be approachable, polite, and nice to my coworkers so that they would feel comfortable confiding in me and trusting me with their ideas. By consistently soliciting feedback from staff and management, I want to foster a culture of collaboration. This fosters innovation on the team and opens minds to new points of view.
Charismatic leadership style
They have excellent communication skills.
Passionate in furthering Their Cause.
Professionals have a lot of experience in their field.
Act with a level head (Siangchokyoo, et al. 2020).
Leadership traits and behavior are under scrutiny.
Win Over Huge Crowds.
Possible drawbacks
Frustratingly Diminished Clarity
Not Enough People to Make It Happen
Charismatic leader
Charismatic leader example:
pr.
MSL 6000, Psychological Foundations of Leadership 1 .docxShiraPrater50
MSL 6000, Psychological Foundations of Leadership 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Summarize the major psychological foundations of leadership.
1.1 Describe various foundational traits of leadership.
1.2 Articulate the importance of correlating personal leadership traits and models.
4. Evaluate various leadership models.
4.1 Analyze various leadership models.
4.2 Relate leadership models to a successful leader.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 1
Unit I Essay
1.2
Unit Lesson
Chapter 1
Unit I Essay
4.1
Unit Lesson
Chapter 3
Unit I Essay
4.2
Unit Lesson
Chapter 3
Unit I Essay
Reading Assignment
In addition to a physical copy of the textbook, each unit contains the eTextbook version of the assigned
reading chapters. If preferred, click on Unit I in the course navigation menu to access the online version of the
assigned chapters.
Chapter 1: What Does It Mean to Be a Leader?, pp. 3–24
Chapter 3: Contingency Approaches to Leadership, pp. 65–88
UNIT I STUDY GUIDE
Leadership Approaches and Models
MSL 6000, Psychological Foundations of Leadership 2
UNIT x STUDY GUIDE
Title
Unit Lesson
Welcome to Unit I! There are many types of leaders in the business world today; some are successful at
leading their team to accomplish organizational goals, while others are not. Leadership is a popular and
sought-after asset in business today. Therefore, it is important to understand what is required for one to
become a good leader and acknowledge the important aspects of leadership. Being that leadership is
complex and often misunderstood, those who are seeking to become effective leaders must possess a desire
to establish meaningful relationships with others while leading with a vision. Daft (2018) describes leadership
as the “ability to support and inspire the people who are needed to achieve organizational goals” (p. 5).
This course covers the history and psychology
of leadership studies, leadership vision,
culture, courage, morals, and values. Our
focus will be on leadership concepts and
theories and correlating that knowledge into
practical use. At the bottom of each study
guide, there will be activities that focus on self-
assessment, goal setting, and overcoming
barriers—all related to how you can apply what
you learn in the course to your everyday life.
The activities are not graded but will assist in
developing your own leadership skills.
Let’s get started, as your next step in becoming a leader awaits.
When we consider the psychology of leadership, the psychodynamic or systematic approach to studying
human behavior, there are a myriad of ways of looking at leadership. The underlining forces that affect
leaders’ ability to lead include their personalities, their feelings and emotions, and how they relate to others.
Leaders’ persona ...
MSL 6000, Psychological Foundations of Leadership 1 .docxgertrudebellgrove
MSL 6000, Psychological Foundations of Leadership 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Summarize the major psychological foundations of leadership.
1.1 Describe various foundational traits of leadership.
1.2 Articulate the importance of correlating personal leadership traits and models.
4. Evaluate various leadership models.
4.1 Analyze various leadership models.
4.2 Relate leadership models to a successful leader.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 1
Unit I Essay
1.2
Unit Lesson
Chapter 1
Unit I Essay
4.1
Unit Lesson
Chapter 3
Unit I Essay
4.2
Unit Lesson
Chapter 3
Unit I Essay
Reading Assignment
In addition to a physical copy of the textbook, each unit contains the eTextbook version of the assigned
reading chapters. If preferred, click on Unit I in the course navigation menu to access the online version of the
assigned chapters.
Chapter 1: What Does It Mean to Be a Leader?, pp. 3–24
Chapter 3: Contingency Approaches to Leadership, pp. 65–88
UNIT I STUDY GUIDE
Leadership Approaches and Models
MSL 6000, Psychological Foundations of Leadership 2
UNIT x STUDY GUIDE
Title
Unit Lesson
Welcome to Unit I! There are many types of leaders in the business world today; some are successful at
leading their team to accomplish organizational goals, while others are not. Leadership is a popular and
sought-after asset in business today. Therefore, it is important to understand what is required for one to
become a good leader and acknowledge the important aspects of leadership. Being that leadership is
complex and often misunderstood, those who are seeking to become effective leaders must possess a desire
to establish meaningful relationships with others while leading with a vision. Daft (2018) describes leadership
as the “ability to support and inspire the people who are needed to achieve organizational goals” (p. 5).
This course covers the history and psychology
of leadership studies, leadership vision,
culture, courage, morals, and values. Our
focus will be on leadership concepts and
theories and correlating that knowledge into
practical use. At the bottom of each study
guide, there will be activities that focus on self-
assessment, goal setting, and overcoming
barriers—all related to how you can apply what
you learn in the course to your everyday life.
The activities are not graded but will assist in
developing your own leadership skills.
Let’s get started, as your next step in becoming a leader awaits.
When we consider the psychology of leadership, the psychodynamic or systematic approach to studying
human behavior, there are a myriad of ways of looking at leadership. The underlining forces that affect
leaders’ ability to lead include their personalities, their feelings and emotions, and how they relate to others.
Leaders’ persona.
Psychological Foundations of Leadership 1 Course LearningTatianaMajor22
Psychological Foundations of Leadership 1
Course Learning Outcomes for Unit VI
Upon completion of this unit, students should be able to:
6. Examine characteristics leaders exhibit to achieve organizational objectives.
6.1 Examine knowledge management.
6.2 Explain the benefit for a learning organization to develop a strategy toward effectively
competing with ecommerce.
6.3 Examine the need for a leadership development program to guide a learning organization
toward sustainability.
Course/Unit
Learning Outcomes
Learning Activity
6.1
Unit Lesson
Chapter 13
Unit VI Case Study
6.2
Unit Lesson
Chapter 13
Unit VI Case Study
6.3
Unit Lesson
Chapter 13
Chapter 15
Unit VI Case Study
Required Unit Resources
Chapter 13: Strategic Leadership and Knowledge Management
Chapter 15: Leadership Development and Succession
Unit Lesson
Introduction
Welcome to Unit VI! As our vibrant learning continues, we will now examine essential characteristics for
leaders needed to drive organizational success. As we continue to reflect upon the psychological foundations,
we are led to consider characteristics that directly correlate to each of these dimensions. For the purposes of
initiation, please pause and think about a successful leader who influenced and guided an organization that
you were a part of. What characteristics did they display? Perhaps they displayed authenticity, self-
confidence, and exceptional verbal skills? Logically, one will contemplate these characteristics in the context
of key leadership functions, two of which we will examine in this unit.
For the purposes of this lesson, we will first identify critical characteristics needed for the formulation and
execution of business strategy, and we will contemplate the role of knowledge management. Second, we will
explore important characteristics needed for successful development and execution of leadership
development programs. Finally, we will conclude with an examination of how these characteristics in these
important activities relate to the psychological foundations of leadership.
UNIT VI STUDY GUIDE
Leadership Characteristics for
Organizational Success
Psychological Foundations of Leadership 2
UNIT x STUDY GUIDE
Title
Strategy
We continue to learn that the success of any business necessitates a clearly expressed vision and mission
statement that leaders utilize in order to gain followership and influence activities that lead to the attainment of
organizational goals. Given that one of the critical functions of organizational leadership is the development of
strategy, it is essential to translate the vision and mission statement into a viable plan for execution. DuBrin
(2019) posits that strategy is the mechanism that supports the planning process, which provides inspiration
and direction. Recognizing that leaders must possess essential characteristics to gain followership for this
strategy, let’s consider three most critica ...
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Purpose:
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Similar to The Science of Building Leaders Framework (20)
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6. Our Research on Organisational Factors
Our Diagnostics Model
Note: The 4 constraints model is based on the work of
Roshan Thiran who spent more than 25 years studying
various successful and failed organisations. The model is
copyrighted to him and has been used in many successful
organisational growth, transformation and scaling projects
• Leaders with NO clarity
7. 23-35
EXECUTING
>36
FOUNDATIONAL
0-20
EMERGING
21-35
Developing character, values, experiences
Formative leadership skills and experiences
Shaped by environment, friends and mini wins
Character – Values finalisation
Identity Formation
Development of vision, purpose and leadership POV
Crucible moments/stress defines vision & POV
Test phase for leadership styles
Formation of Leadership competencies required for vision
Cementing vision, purpose and leadership POV
Executing phase of leadership
Mastery of decision-making
Legacy Phase of Leadership – teaching, give back
Sharing of Leadership POV to next generation
The journey of leadership development as we see it
The Science of Building Leaders
8. Foundational
Leadership
The Science of Building Leaders
FOUNDATIONAL EMERGING EXECUTING
Age 0 - 12 13 - 18 25 - 34 35 - 50 > 5019 - 24
EMERGING EXECUTING
Formative
Leadership
Practical
Leadership
Leadership
POV
Executing
Leadership
Teacher & Builder
Of Leaders
Develop ‘moral’ character
and ‘performance’ character
Value
development
First leadership
experiences
Intelligence
development
First role models
encountered
‘Value’
stabilisation
Developing vision for self
and clear sense of purpose
Developing vision for
organisation
Build technical/functional
competencies to support vision
Practicing leadership – build initial
success stories (traits, competence)
Developing
basic leadership
competence
Self-awareness
Develop clear
goals and
aspirations
‘Change’ according
to vision/goal Knowledge
transfer
Mentor to
others
Connect the
‘dots’
Enhance decision-
making skills
Builders of
communities
of love
Clear leadership
POV
Sense of what leadership is for self
(strengths, styles, skills)
“Agency”
Stress/ Trauma
Competition
Identity Formation
Crucible Moments
9. Secure base
First leadership
experiences
First role models
encountered
Competition
Practical leadership – build initial success
stories (traits, competence)
Build technical/functional
competencies to support
vision
Value Stabilisation
Develop clear
goals and
aspirations
Sense of what leadership is for self (strengths,
styles, skills)
Clear leadership
POV
Enhance decision making skills
Builders of
communities of
love
Connect the ‘dots’
Mentor to others /
Knowledge
transfer
‘Change’
according to
vision/goal
Knowledge
transfer
Agency
Stress / Trauma
Developing basic
leadership competence
Develop ‘moral’, ‘performance’ and
‘intellectual’ character
Developing vision
for self and clear
sense of purpose
Developing vision for
organisation
Age 0-12 19-2413-18 25-34 35-50 >50
Foundational
Leadership
FOUNDATIONAL EMERGING EXECUTING
Formative
Leadership
Practical
Leadership
Leadership
POV
Executing
Leadership
Teacher & Builder
Of Leaders
Self-awareness
& identity
formation
Crucible Moments
Intelligence
development
Living the values
Character /
values formation
First job & and
boss
Mentoring experiencesSecure base
Self-awareness
and vision
Intelligence and
capabilities
development
Agency
Critical events
All three types of character
development are essential in
a well-rounded person.
Character informs the values
people hold dear, and these
together determine their
actions throughout their lives.
From an early age, the
feeling that you have a
secure base, someone to
turn to when things are bad
makes you feel encouraged
to try different things. The
feeling should persist
throughout one’s life, with
mentors, colleagues, bosses
and friends and relatives
taking on this role in different
situations. The individual
should also form a secure
base for others around them.
The importance of developing self-
awareness as well as a vision for
oneself is crucial in determining a
drive and direction for an individual.
This will also affect other aspects of
leadership development, such as
capabilities development.
The ability to act independently and
according to one’s own will is another
crucial element to leadership.
A love of learning is something that
needs to be developed early on.
Various leadership skills and
competencies (capabilities), will
have to be developed at various
stages of one’s life, according to the
vision they have for themselves and
what is required to achieve that.
Critical events that occur in one’s life
shape the person that they become.
Their character is key in determining
how they choose to deal with these
events, usually negative – especially
their intellectual character.
The Science of Building Leaders
This model is copyrighted to Roshan Thiran and is based on more than 20 years of research amongst global leaders of top
Fortune 500 companies and numerous Asian leaders in all fields (business, NGOs & successful organisations of all kind)