Presentation "COACHING FOR RESILIENCE - LEADERSHIP DEVELOPMENT UTILIZING CONCEPTS OF MEANING AND MOTIVATION" on November 1, 2013 at the International Leadership Association Global Conference, Montreal, Canada.
This document provides an overview of leadership principles and theories from a lecture. It begins by defining leadership as a process of influencing others to achieve common goals. It then discusses the history of leadership concepts dating back to Confucius and outlines six main schools of leadership theory that developed over the last 70 years: trait, behavioral, contingency, visionary, emotional intelligence, and competency. Each theory is described in 1-2 sentences. The document concludes with a timeline showing the evolution of leadership thought over time.
This document discusses transformational leadership style in the educational sector. It begins by introducing the need for transformational leadership within education due to increasing accountability pressures. It then reviews literature on transformational leadership and its key components of individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence. The document argues that transformational leadership is necessary for educational leaders to meet 21st century challenges and drive organizational change within schools.
Dr. Laura Galloway discusses theories of leadership. Older theories include trait theory, which posits that leaders have distinguishing characteristics, and behavioral theories, which focus on leadership style rather than inherent traits. More recent situational or contingency theory suggests that effective leaders adapt their style to specific situations based on follower ability and confidence. Transactional leadership centers on task completion through rewards and punishments, while transformational leadership inspires followers through a shared vision and personal commitment to mutual advantage beyond self-interest.
The empowering element of leading - CICAM fall 2010Ruth Garrett
Two Harvard professors argue that leadership is often discussed only in terms of economic performance rather than purpose. This narrow focus misses leadership's ability to forge meaning and purpose for an organization. While economic results are important, leaders should also focus on intentionally creating an understanding of the organization's meaningful purpose beyond money. Doing so allows leaders to tap into employees' needs to feel valued and valuable through aligning their values with the organization's goals and ideals.
This document discusses transformational leadership theory. Transformational leaders inspire and motivate followers to achieve extraordinary outcomes and develop their leadership capacity. Key components of transformational leadership include idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Benefits include increased innovation, efficiency and development of future leaders, while potential criticisms include a lack of conceptual clarity and the possibility of abuse of power.
Hi. i have research about the relationship between leadership lemodi11
This summary provides an overview of transformational leadership theory:
Transformational leadership is a process that changes and transforms people through exceptional influence. It involves engaging with followers in a way that raises motivation and morality in both leader and follower. In contrast to transactional leadership which focuses on exchanges, transformational leadership focuses on inspiring followers and helping them reach their fullest potential. Examples of transformational leaders include Gandhi and Ryan White. Research shows transformational leadership can result in positive psychological gains for both leaders and followers.
Power in the workplace; alternative to the iron fist 15 30 min presentation.Dr. Terry Oroszi
A 15-30 Minutes (speed and elaboration defined) PPT on the use of power in organizations identifying motivation, leadership and org theories/theorists. Use of images and "quote" in place of bullet points make it a more engaging and dramatic talk. The "quote" will remind the speaker of the content for the page.
The content is in the notes section.
This document describes a study that developed a scale to measure transformational leadership among extension personnel at lower levels of management in India. The researchers initially created 178 statements related to four dimensions of transformational leadership: idealized influence, individualized consideration, inspirational motivation, and intellectual stimulation. These statements were evaluated by experts and 174 relevant statements were selected. The statements were then administered to 109 extension personnel and analyzed using statistical methods. This resulted in a 90-statement Transformational Leadership Scale. The researchers also established the validity and reliability of the new scale.
This document provides an overview of leadership principles and theories from a lecture. It begins by defining leadership as a process of influencing others to achieve common goals. It then discusses the history of leadership concepts dating back to Confucius and outlines six main schools of leadership theory that developed over the last 70 years: trait, behavioral, contingency, visionary, emotional intelligence, and competency. Each theory is described in 1-2 sentences. The document concludes with a timeline showing the evolution of leadership thought over time.
This document discusses transformational leadership style in the educational sector. It begins by introducing the need for transformational leadership within education due to increasing accountability pressures. It then reviews literature on transformational leadership and its key components of individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence. The document argues that transformational leadership is necessary for educational leaders to meet 21st century challenges and drive organizational change within schools.
Dr. Laura Galloway discusses theories of leadership. Older theories include trait theory, which posits that leaders have distinguishing characteristics, and behavioral theories, which focus on leadership style rather than inherent traits. More recent situational or contingency theory suggests that effective leaders adapt their style to specific situations based on follower ability and confidence. Transactional leadership centers on task completion through rewards and punishments, while transformational leadership inspires followers through a shared vision and personal commitment to mutual advantage beyond self-interest.
The empowering element of leading - CICAM fall 2010Ruth Garrett
Two Harvard professors argue that leadership is often discussed only in terms of economic performance rather than purpose. This narrow focus misses leadership's ability to forge meaning and purpose for an organization. While economic results are important, leaders should also focus on intentionally creating an understanding of the organization's meaningful purpose beyond money. Doing so allows leaders to tap into employees' needs to feel valued and valuable through aligning their values with the organization's goals and ideals.
This document discusses transformational leadership theory. Transformational leaders inspire and motivate followers to achieve extraordinary outcomes and develop their leadership capacity. Key components of transformational leadership include idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Benefits include increased innovation, efficiency and development of future leaders, while potential criticisms include a lack of conceptual clarity and the possibility of abuse of power.
Hi. i have research about the relationship between leadership lemodi11
This summary provides an overview of transformational leadership theory:
Transformational leadership is a process that changes and transforms people through exceptional influence. It involves engaging with followers in a way that raises motivation and morality in both leader and follower. In contrast to transactional leadership which focuses on exchanges, transformational leadership focuses on inspiring followers and helping them reach their fullest potential. Examples of transformational leaders include Gandhi and Ryan White. Research shows transformational leadership can result in positive psychological gains for both leaders and followers.
Power in the workplace; alternative to the iron fist 15 30 min presentation.Dr. Terry Oroszi
A 15-30 Minutes (speed and elaboration defined) PPT on the use of power in organizations identifying motivation, leadership and org theories/theorists. Use of images and "quote" in place of bullet points make it a more engaging and dramatic talk. The "quote" will remind the speaker of the content for the page.
The content is in the notes section.
This document describes a study that developed a scale to measure transformational leadership among extension personnel at lower levels of management in India. The researchers initially created 178 statements related to four dimensions of transformational leadership: idealized influence, individualized consideration, inspirational motivation, and intellectual stimulation. These statements were evaluated by experts and 174 relevant statements were selected. The statements were then administered to 109 extension personnel and analyzed using statistical methods. This resulted in a 90-statement Transformational Leadership Scale. The researchers also established the validity and reliability of the new scale.
Dept. of master of public health, DPSRU, New Delhi
I Skillfully design the presentation with a dedication to look unique and accurate while presenting.
Early leadership theories focused on distinguishing qualities of leaders versus followers, while later theories examined situational factors and skills. There are generally considered to be eight major leadership theory types: great man theories which propose that great leaders are born rather than made; trait theories which argue that certain inheritable traits make one suited for leadership; contingency theories which emphasize that the best leadership style depends on environmental variables; situational theories which posit that leaders choose the optimal action based on circumstances; behavioral theories which maintain that leadership can be learned through teaching and observation; participative theories suggesting that effective leadership incorporates others' input; management theories focusing on supervision, organization, and performance-based rewards/punishments; and relationship theories emphasizing the connections between leaders and followers
DAV White Paper September 2015 - Leadership by Judy HoferJudy Hofer
This document discusses leadership theories and the differences between management and leadership. It provides definitions of management and leadership, noting that while they are different, they are also linked and complementary. Management focuses on administering and maintaining systems, while leadership focuses on initiating change and inspiring others. The document then outlines several major leadership theories that have emerged over time, including great man theory, trait theory, behavioral theory, participative theory, situational theory, contingency theory, and transactional theory. Each theory examines different factors that influence leadership effectiveness such as personality, behaviors, situational contexts, and relationships with followers.
This Presentation describes Characteristics of Transformational Leadership and attributes required for the same.Four Elements of Transformational Leadership is highlighted.
Leadership theory final 2017 by sohel ranaMizanur Rahman
1. Leadership takes different forms in different fields, known as command in the military, ministry in ecclesiastical fields, and governance in public life. Management is the term used in industry and commerce.
2. Trait theories of leadership that sought to identify universal leadership traits were unable to agree on a single list of traits and not all effective leaders demonstrated all traits, so this theory was replaced.
3. Management and leadership can be considered overlapping concepts, as successful managers also demonstrate leadership skills and successful leaders also manage well. The paradigm has shifted to focus more on leadership than just management.
Dr. William Allan Kritsonis earned his BA in 1969 from Central Washington University, Ellensburg, Washington. In 1971, he earned his M.Ed. from Seattle Pacific University. In 1976, he earned his PhD from the University of Iowa. In 1981, he was a Visiting Scholar at Teachers College, Columbia University, New York, and in 1987 was a Visiting Scholar at Stanford University, Palo Alto, California.
In June 2008, Dr. Kritsonis received the Doctor of Humane Letters, School of Graduate Studies from Southern Christian University. The ceremony was held at the Hilton Hotel in New Orleans, Louisiana.
Transformational leadership is a leadership style that inspires followers to accomplish more than expected through motivation. It believes in raising followers to higher levels of motivation and morality. There are 4 components of transformational leadership: idealized influence, inspirational motivation, individualized consideration, and intellectual stimulation. Transformational leadership can transform organizations by implementing a clear vision and inspiring passion throughout the organization. It focuses on developing future leaders and improving performance through motivation rather than negative reinforcement.
David Myers defines motivation as a need or desire that energizes behavior and directs it towards a goal. Motivation prompts a person to act in specific ways or develop inclinations for certain behaviors. There are two types of motivation: intrinsic motivation that comes from within and extrinsic motivation that comes from outside rewards or threats. The document also lists several theories of motivation including push and pull theory, incentive theory, McGregor's Theory X and Y, McClelland's needs theory, Maslow's hierarchy of needs, and Herzberg's two-factor theory.
The document discusses the basics of transformational leadership. It defines a leader as someone with a vision who communicates and implements that vision. It also outlines different leadership styles and tactics, and discusses the mind of a transformational leader. Specifically, it notes that transformational leaders lead by vision rather than tasks, and emphasizes qualities like thinking, preparation, and mentoring others. The final sections propose Project Vasundhara, which aims to transform society, the environment, and business through renewable energy and sustainable lifestyles. It encourages becoming a volunteer, donor, or teacher to spread the message of transformational leadership.
The document discusses transformational leadership and how to develop leadership skills. It defines transformational leadership and compares it to transactional leadership. It discusses key aspects of transformational leadership like idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. It also discusses developing vision, communicating vision charismatically, and becoming a transformational leader.
The document discusses the trait approach to leadership. It describes how early research in the early 20th century focused on identifying traits of great historical leaders. However, later research in the mid-20th century challenged this view, finding no universal set of traits. More recent research has associated certain personality traits with perceptions of leadership, including intelligence, self-confidence, determination, integrity and sociability. The Five-Factor model also links the "Big Five" personality traits of neuroticism, extraversion, openness, agreeableness, and conscientiousness to leadership. The trait approach focuses on identifying innate qualities of leaders rather than followers or situations.
This document provides an overview of effective communication in educational leadership. It begins with definitions of education management and leadership, distinguishing the two. Leadership is defined as involving social influence to structure groups, while management focuses more on maintaining operations. The document then discusses theories and concepts of communication, as well as the link between effective leadership and communication. The aim is to examine how successful leaders effectively communicate and analyze whether these methods apply universally or are context dependent. Limitations include not presenting new research and focusing primarily on developed countries.
Course outline template.docx with logoQurat ul Ain
This document outlines the course for Organizational Behaviour. The 3-credit course focuses on individual and group behavior within organizations, including leadership, change management, and team development. It examines behaviors at the individual, group, and organizational levels and concepts like motivation, communication, and leadership. The course uses lectures, discussions, assignments, quizzes, case studies and a project. It aims to help students understand workplace behaviors and apply theories of motivation and leadership. The grading policy and weekly topics are also outlined.
The document discusses three leadership theories: the Great Man theory proposes that great leaders are born, not made; the Management theory suggests that optimal performance can be achieved through rewards and punishments; Behavioral theories hypothesize that great leaders are made through observation, teaching and experience. It identifies different leadership styles such as autocratic, democratic, and laissez-faire.
Umme Habiba's presentation discusses behavioural ideals leadership models, specifically Blake and Mouton's Managerial Grid model from 1964. The model identifies five leadership styles based on concern for production and people - Country Club, Impoverished, Middle-of-the-Road, Produce or Perish, and Team. Blake and Mouton argued the ideal style is Team leadership, which balances high concern for both tasks and people. However, the presentation notes the model does not fully address adapting style to situations or a leader's personality.
The document discusses various theories and models of educational leadership. It outlines nine leadership theories that define the characteristics of an effective school leader, including the great man theory which focuses on innate leadership traits, and the contingency theory which emphasizes adaptive leadership dependent on the situation. The document also examines theories like transformational leadership which creates new ideas and perceptions to help institutions grow, and transactional leadership which focuses on shared and democratic decision-making. Overall, the theories outline different approaches to leadership and serve as frameworks for educators to develop their capabilities.
The document discusses the Great Man Theory of leadership established in the 19th century by Thomas Carlyle. It states that the theory argues great leaders are born with innate qualities that enable them to rise to leadership when needed. However, the theory was criticized by Herbert Spencer as being unscientific and that leaders are actually products of their environment. While the Great Man Theory remained popular, competing views emerged that leadership can be learned and developed based on circumstances. The question of whether leaders are born or made remains debated.
The document summarizes several motivational learning theories: the ARCS model of motivational design by John Keller, Maslow's hierarchy of needs, goal setting theory by Edwin Locke, and incentive theory. It was submitted by a group consisting of Christine du Toit, Maria Crowley, Mike Aling, and James Arnold.
This document discusses leadership in multicultural organizations. It provides background on the author's experience working in international locations. It then reviews various leadership theories and models, including those focused on transformational leadership, cultural dimensions, and leading across cultures. Key areas of difference in cultural values like individualism and long-term orientation between the US and China are also examined. The document explores how cultural factors may impact the effectiveness of different leadership behaviors.
Reflection Journal Three Path-Goal TheoryPlease read the fo.docxcarlt3
Reflection Journal Three: Path-Goal Theory
Please read the following article that has been posted at the Webcampus:
1. Helland, M. R., & Winston, B. E. (2005). Towards a deeper understanding of hope and leadership. Journal of Leadership & Organizational Studies, 12(2), 42-54.
Answer the following questions. Your answer must reflect your personal interpretation of the material you read.
1. How does hope influence motivation?
2. Describe how hope and goal setting/pursuit fits with the main concepts of path-goal theory.
3. Individuals with high levels of hope are likely to possess which subordinate characteristic(s) in the path-goal theory. Explain your answer.
Assignment requirements and format style
The following format is applied for this assignment:
· You need to have a minimum of (2) and maximum of (3) pages excluding cover page, references, any diagrams or appendix
· 12-point font, double-spaced, normal margins, page number, and font type: Times New Roman
· No TYPOS or spelling errors
· Hand written papers will not be accepted
· Please number the pages in the lower right hand corner
· All paragraphs must be indented 5 spaces
· All assignments must be submitted with the correct APA formatting and all sources cited according APA standards
· Subheadings should be used to break up topics in the paper, helping to organize the flow and facilitate reading.
Towards a Deeper Understanding of Hope and
Leadership
Martha R. Helland, PhD
Bruce E. Winston, PhD
Regent University
Recently a cognitive based theory of hope
developed within the field of positive psychology
has been discussed in relation to organizational
leadership. (Shorey & Snyder, 1997) Hope in
this context can be described as a positive
motivational state that contributes to leaders
and followers expending the requisite energy
necessary to pursue and attain organizational
goals. In an effort to further understand hope in
relation to leadership the authors identify
linkages between hope and theories of
motivation, goal setting and goal pursuit
commonly applied in leadership studies. This is
followed by a review of emerging leadership
concepts and theories that explicitly include the
concept of hope. Implications for theory are
discussed and questions for future research are
presented.
Few would argue that leaders are purveyors
of hope, for as Luthans and Avolio (2003)
acknowledge, &dquo;the force multiplier throughout
history has often been attributed to the leader’s
ability to generate hope,&dquo; (p. 253). Yet despite
this acknowledgment, little attention has been
paid to hope within leadership studies. This does
not mean that hope has been discounted as a
critical factor in effective leadership. It is simply
that hope, which is often considered an emotion,
has been difficult to define.
However, hope theory (Snyder, Irving &
Anderson, 1991 ) developed within the field of
positive psychology has recently provided
researchers with a definition of hope that is clear
and measurab.
The document discusses leadership theories and concepts. It provides an anecdote about Shelley Lazarus' mentorship under David Ogilvy which helped her advance her career. It then reviews various leadership theories such as trait theory, situational theory, transformational leadership, and discusses qualities of effective leaders like vision, passion for change, and being a teacher.
Power Base and LeadershipBritish historian of late 19th century,.docxChantellPantoja184
Power Base and Leadership
British historian of late 19th century, (Acton, 1887) said that "power tends to corrupt; absolute power corrupts absolutely," suggesting that a person's sense of morality lessens as his or her power increases. Do you agree? Considering this idea, is it ethical for leaders to try to increase their power? Is all power the same or are there different power bases and different corresponding influence techniques? How does the use of power impact the leader-follower relationship?
Choose any organization and describe the power base(s) in that organization. What types of techniques do leaders in use to influence team behavior in that organization? How does the leaders' approach affect team relationships? As a leader, how would you use power in your relationships with team members and why?
Reference:
Acton, L. (1887). Letter to Bishop Mandell Creighton. Retrieved January 1, 2011, from
http://www.quotationspage.com/quote/27321.html
To support your work and demonstrate achievement of learning outcomes, be sure to incorporate the key relevant material from your reading as well as outside academically credible resources. All sources should be credited using APA which includes both reference and applicable in-text citations. Also, it must have APA level headings. An example of headings from a previous assignment are:
Introduction (Name of paper)
Write the introduction
Emotional Intelligence Analysis
In this area...Write about the first area in the rubric which is ... Analyzed and outlined how the leader handled his or her emotions, how did the team deal with emotions and justified how leaders enhance team EI along with specific examples.
Leader Communication Style
In this area ..Write about the first area in the rubric which is.... Analyzed and described the leaders' communication style as whether persuasive, manipulative, or coercive.
Team Communication Style
In this area...Write about the first area in the rubric which is ... Analyzed and identified the most dominant communication style within the team. Analyzed and inferred how the leaders' communication style affects the team.
Philosophy, Style, and Action Steps
In this area..Write about the first area in the rubric which is ... Analyzed and identified the type of philosophy held by leaders and other members of the team, the type of leadership style being presented and the action steps which would help enhance the leadership style in the team.
Conclusion
Wrap up your paper reviewing the key aspects of your paper
Some reading from this week and thinks to research:
Describe a leader's power bases and how these are used to influence others.
Some Research Direction:
Be sure to review your reading to understand the concept of leadership power bases. One of the more popular works in this area was conducted by social psychologists John French and Bertram Raven, in 1959. They identified five bases of power:
Enjoy Learning about Types of Leadership Powe.
Dept. of master of public health, DPSRU, New Delhi
I Skillfully design the presentation with a dedication to look unique and accurate while presenting.
Early leadership theories focused on distinguishing qualities of leaders versus followers, while later theories examined situational factors and skills. There are generally considered to be eight major leadership theory types: great man theories which propose that great leaders are born rather than made; trait theories which argue that certain inheritable traits make one suited for leadership; contingency theories which emphasize that the best leadership style depends on environmental variables; situational theories which posit that leaders choose the optimal action based on circumstances; behavioral theories which maintain that leadership can be learned through teaching and observation; participative theories suggesting that effective leadership incorporates others' input; management theories focusing on supervision, organization, and performance-based rewards/punishments; and relationship theories emphasizing the connections between leaders and followers
DAV White Paper September 2015 - Leadership by Judy HoferJudy Hofer
This document discusses leadership theories and the differences between management and leadership. It provides definitions of management and leadership, noting that while they are different, they are also linked and complementary. Management focuses on administering and maintaining systems, while leadership focuses on initiating change and inspiring others. The document then outlines several major leadership theories that have emerged over time, including great man theory, trait theory, behavioral theory, participative theory, situational theory, contingency theory, and transactional theory. Each theory examines different factors that influence leadership effectiveness such as personality, behaviors, situational contexts, and relationships with followers.
This Presentation describes Characteristics of Transformational Leadership and attributes required for the same.Four Elements of Transformational Leadership is highlighted.
Leadership theory final 2017 by sohel ranaMizanur Rahman
1. Leadership takes different forms in different fields, known as command in the military, ministry in ecclesiastical fields, and governance in public life. Management is the term used in industry and commerce.
2. Trait theories of leadership that sought to identify universal leadership traits were unable to agree on a single list of traits and not all effective leaders demonstrated all traits, so this theory was replaced.
3. Management and leadership can be considered overlapping concepts, as successful managers also demonstrate leadership skills and successful leaders also manage well. The paradigm has shifted to focus more on leadership than just management.
Dr. William Allan Kritsonis earned his BA in 1969 from Central Washington University, Ellensburg, Washington. In 1971, he earned his M.Ed. from Seattle Pacific University. In 1976, he earned his PhD from the University of Iowa. In 1981, he was a Visiting Scholar at Teachers College, Columbia University, New York, and in 1987 was a Visiting Scholar at Stanford University, Palo Alto, California.
In June 2008, Dr. Kritsonis received the Doctor of Humane Letters, School of Graduate Studies from Southern Christian University. The ceremony was held at the Hilton Hotel in New Orleans, Louisiana.
Transformational leadership is a leadership style that inspires followers to accomplish more than expected through motivation. It believes in raising followers to higher levels of motivation and morality. There are 4 components of transformational leadership: idealized influence, inspirational motivation, individualized consideration, and intellectual stimulation. Transformational leadership can transform organizations by implementing a clear vision and inspiring passion throughout the organization. It focuses on developing future leaders and improving performance through motivation rather than negative reinforcement.
David Myers defines motivation as a need or desire that energizes behavior and directs it towards a goal. Motivation prompts a person to act in specific ways or develop inclinations for certain behaviors. There are two types of motivation: intrinsic motivation that comes from within and extrinsic motivation that comes from outside rewards or threats. The document also lists several theories of motivation including push and pull theory, incentive theory, McGregor's Theory X and Y, McClelland's needs theory, Maslow's hierarchy of needs, and Herzberg's two-factor theory.
The document discusses the basics of transformational leadership. It defines a leader as someone with a vision who communicates and implements that vision. It also outlines different leadership styles and tactics, and discusses the mind of a transformational leader. Specifically, it notes that transformational leaders lead by vision rather than tasks, and emphasizes qualities like thinking, preparation, and mentoring others. The final sections propose Project Vasundhara, which aims to transform society, the environment, and business through renewable energy and sustainable lifestyles. It encourages becoming a volunteer, donor, or teacher to spread the message of transformational leadership.
The document discusses transformational leadership and how to develop leadership skills. It defines transformational leadership and compares it to transactional leadership. It discusses key aspects of transformational leadership like idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. It also discusses developing vision, communicating vision charismatically, and becoming a transformational leader.
The document discusses the trait approach to leadership. It describes how early research in the early 20th century focused on identifying traits of great historical leaders. However, later research in the mid-20th century challenged this view, finding no universal set of traits. More recent research has associated certain personality traits with perceptions of leadership, including intelligence, self-confidence, determination, integrity and sociability. The Five-Factor model also links the "Big Five" personality traits of neuroticism, extraversion, openness, agreeableness, and conscientiousness to leadership. The trait approach focuses on identifying innate qualities of leaders rather than followers or situations.
This document provides an overview of effective communication in educational leadership. It begins with definitions of education management and leadership, distinguishing the two. Leadership is defined as involving social influence to structure groups, while management focuses more on maintaining operations. The document then discusses theories and concepts of communication, as well as the link between effective leadership and communication. The aim is to examine how successful leaders effectively communicate and analyze whether these methods apply universally or are context dependent. Limitations include not presenting new research and focusing primarily on developed countries.
Course outline template.docx with logoQurat ul Ain
This document outlines the course for Organizational Behaviour. The 3-credit course focuses on individual and group behavior within organizations, including leadership, change management, and team development. It examines behaviors at the individual, group, and organizational levels and concepts like motivation, communication, and leadership. The course uses lectures, discussions, assignments, quizzes, case studies and a project. It aims to help students understand workplace behaviors and apply theories of motivation and leadership. The grading policy and weekly topics are also outlined.
The document discusses three leadership theories: the Great Man theory proposes that great leaders are born, not made; the Management theory suggests that optimal performance can be achieved through rewards and punishments; Behavioral theories hypothesize that great leaders are made through observation, teaching and experience. It identifies different leadership styles such as autocratic, democratic, and laissez-faire.
Umme Habiba's presentation discusses behavioural ideals leadership models, specifically Blake and Mouton's Managerial Grid model from 1964. The model identifies five leadership styles based on concern for production and people - Country Club, Impoverished, Middle-of-the-Road, Produce or Perish, and Team. Blake and Mouton argued the ideal style is Team leadership, which balances high concern for both tasks and people. However, the presentation notes the model does not fully address adapting style to situations or a leader's personality.
The document discusses various theories and models of educational leadership. It outlines nine leadership theories that define the characteristics of an effective school leader, including the great man theory which focuses on innate leadership traits, and the contingency theory which emphasizes adaptive leadership dependent on the situation. The document also examines theories like transformational leadership which creates new ideas and perceptions to help institutions grow, and transactional leadership which focuses on shared and democratic decision-making. Overall, the theories outline different approaches to leadership and serve as frameworks for educators to develop their capabilities.
The document discusses the Great Man Theory of leadership established in the 19th century by Thomas Carlyle. It states that the theory argues great leaders are born with innate qualities that enable them to rise to leadership when needed. However, the theory was criticized by Herbert Spencer as being unscientific and that leaders are actually products of their environment. While the Great Man Theory remained popular, competing views emerged that leadership can be learned and developed based on circumstances. The question of whether leaders are born or made remains debated.
The document summarizes several motivational learning theories: the ARCS model of motivational design by John Keller, Maslow's hierarchy of needs, goal setting theory by Edwin Locke, and incentive theory. It was submitted by a group consisting of Christine du Toit, Maria Crowley, Mike Aling, and James Arnold.
This document discusses leadership in multicultural organizations. It provides background on the author's experience working in international locations. It then reviews various leadership theories and models, including those focused on transformational leadership, cultural dimensions, and leading across cultures. Key areas of difference in cultural values like individualism and long-term orientation between the US and China are also examined. The document explores how cultural factors may impact the effectiveness of different leadership behaviors.
Reflection Journal Three Path-Goal TheoryPlease read the fo.docxcarlt3
Reflection Journal Three: Path-Goal Theory
Please read the following article that has been posted at the Webcampus:
1. Helland, M. R., & Winston, B. E. (2005). Towards a deeper understanding of hope and leadership. Journal of Leadership & Organizational Studies, 12(2), 42-54.
Answer the following questions. Your answer must reflect your personal interpretation of the material you read.
1. How does hope influence motivation?
2. Describe how hope and goal setting/pursuit fits with the main concepts of path-goal theory.
3. Individuals with high levels of hope are likely to possess which subordinate characteristic(s) in the path-goal theory. Explain your answer.
Assignment requirements and format style
The following format is applied for this assignment:
· You need to have a minimum of (2) and maximum of (3) pages excluding cover page, references, any diagrams or appendix
· 12-point font, double-spaced, normal margins, page number, and font type: Times New Roman
· No TYPOS or spelling errors
· Hand written papers will not be accepted
· Please number the pages in the lower right hand corner
· All paragraphs must be indented 5 spaces
· All assignments must be submitted with the correct APA formatting and all sources cited according APA standards
· Subheadings should be used to break up topics in the paper, helping to organize the flow and facilitate reading.
Towards a Deeper Understanding of Hope and
Leadership
Martha R. Helland, PhD
Bruce E. Winston, PhD
Regent University
Recently a cognitive based theory of hope
developed within the field of positive psychology
has been discussed in relation to organizational
leadership. (Shorey & Snyder, 1997) Hope in
this context can be described as a positive
motivational state that contributes to leaders
and followers expending the requisite energy
necessary to pursue and attain organizational
goals. In an effort to further understand hope in
relation to leadership the authors identify
linkages between hope and theories of
motivation, goal setting and goal pursuit
commonly applied in leadership studies. This is
followed by a review of emerging leadership
concepts and theories that explicitly include the
concept of hope. Implications for theory are
discussed and questions for future research are
presented.
Few would argue that leaders are purveyors
of hope, for as Luthans and Avolio (2003)
acknowledge, &dquo;the force multiplier throughout
history has often been attributed to the leader’s
ability to generate hope,&dquo; (p. 253). Yet despite
this acknowledgment, little attention has been
paid to hope within leadership studies. This does
not mean that hope has been discounted as a
critical factor in effective leadership. It is simply
that hope, which is often considered an emotion,
has been difficult to define.
However, hope theory (Snyder, Irving &
Anderson, 1991 ) developed within the field of
positive psychology has recently provided
researchers with a definition of hope that is clear
and measurab.
The document discusses leadership theories and concepts. It provides an anecdote about Shelley Lazarus' mentorship under David Ogilvy which helped her advance her career. It then reviews various leadership theories such as trait theory, situational theory, transformational leadership, and discusses qualities of effective leaders like vision, passion for change, and being a teacher.
Power Base and LeadershipBritish historian of late 19th century,.docxChantellPantoja184
Power Base and Leadership
British historian of late 19th century, (Acton, 1887) said that "power tends to corrupt; absolute power corrupts absolutely," suggesting that a person's sense of morality lessens as his or her power increases. Do you agree? Considering this idea, is it ethical for leaders to try to increase their power? Is all power the same or are there different power bases and different corresponding influence techniques? How does the use of power impact the leader-follower relationship?
Choose any organization and describe the power base(s) in that organization. What types of techniques do leaders in use to influence team behavior in that organization? How does the leaders' approach affect team relationships? As a leader, how would you use power in your relationships with team members and why?
Reference:
Acton, L. (1887). Letter to Bishop Mandell Creighton. Retrieved January 1, 2011, from
http://www.quotationspage.com/quote/27321.html
To support your work and demonstrate achievement of learning outcomes, be sure to incorporate the key relevant material from your reading as well as outside academically credible resources. All sources should be credited using APA which includes both reference and applicable in-text citations. Also, it must have APA level headings. An example of headings from a previous assignment are:
Introduction (Name of paper)
Write the introduction
Emotional Intelligence Analysis
In this area...Write about the first area in the rubric which is ... Analyzed and outlined how the leader handled his or her emotions, how did the team deal with emotions and justified how leaders enhance team EI along with specific examples.
Leader Communication Style
In this area ..Write about the first area in the rubric which is.... Analyzed and described the leaders' communication style as whether persuasive, manipulative, or coercive.
Team Communication Style
In this area...Write about the first area in the rubric which is ... Analyzed and identified the most dominant communication style within the team. Analyzed and inferred how the leaders' communication style affects the team.
Philosophy, Style, and Action Steps
In this area..Write about the first area in the rubric which is ... Analyzed and identified the type of philosophy held by leaders and other members of the team, the type of leadership style being presented and the action steps which would help enhance the leadership style in the team.
Conclusion
Wrap up your paper reviewing the key aspects of your paper
Some reading from this week and thinks to research:
Describe a leader's power bases and how these are used to influence others.
Some Research Direction:
Be sure to review your reading to understand the concept of leadership power bases. One of the more popular works in this area was conducted by social psychologists John French and Bertram Raven, in 1959. They identified five bases of power:
Enjoy Learning about Types of Leadership Powe.
PersonalityLeadership LinkageThere is a link between an individ.docxmattjtoni51554
Personality/Leadership Linkage
There is a link between an individual’s personality and the leadership style with which individuals are most comfortable and therefore more likely to use. The connection between personality and leadership style has been well noted by several researchers and leadership specialists (Bass, 2000, 2008; Pillai, Schriesheim, & Williams, 1999; de Charon, 2003).
It is important to understand your natural leadership style…so you can capitalize on your natural leadership strengths (or be aware of and address your natural weaknesses) for your career development, self-fulfillment and success at the workplace.
Journal of Leadership Education Volume 8, Issue 2 – Fall 2009 114
The 16 personality types created by Myers and Briggs (Myers & McCaulley, 1985) and adapted by Keirsey and Bates (1984) are a combination of:
EI (extroversion or introversion)
EI are ways in which people gather energy. E types are people who recharge when they are around people. I types are those who need solitude to re-energize.
SN (sensing or intuition)
S types are those who thrive on facts and Ns are those who tend to make decisions based on hunches.
TF (thinking or feeling)
T types are logical and objective in the decisions they make and Fs are more subjective and take things personally.
PJ (perceiving or judging).
Ps like to keep their options open and Js prefer deadlines.
No type is better than the other. They are all just ways in which we interact with the world and make decisions. Understanding these differences can, however, provide insights.
Being a Leader
Everyone, at some time in life, is asked to be a leader, whether to lead a classroom discussion, coach a children’s soccer team, or direct a fund-raising campaign. Many situations require leadership. A leader may have a high profile (e.g., an elected public official) or a low profile (e.g., a volunteer leader in Big Brothers Big Sisters), but in every situation there are leadership demands placed on the individual who is the leader.
Being a leader is challenging, exciting, and rewarding, and carries with it many responsibilities. This chapter discusses different ways of looking at leadership and their impacts on what it means to be a leader.
DEFINING LEADERSHIP
At the outset, it is important to address a basic question: What is leadership? Scholars who study leadership have struggled with this question for many decades and have written a great deal about the nature of leadership (Antonakis, Cianciolo, & Sternberg, 2004; Bass, 1990; Conger & Riggio, 2007). In leadership literature, more than 100 different definitions of leadership have been identified (Rost, 1991). Despite these many definitions, a number of concepts are recognized by most people as accurately reflecting what it is to be a leader.
INTRODUCTION TO LEADERSHIP
Leadership has long intrigued humankind and has been the topic of extensive literature for centuries. The earliest writings include philosophies of leade.
This document discusses transformational leadership and motivation. It defines transformational leadership as a process that generates higher levels of motivation and commitment among followers through appealing to their values and ideals. The document outlines four components of transformational leadership: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. It also discusses several theories of motivation, including physical and psychological needs, expectancy-value theory, equity theory, and goal theory.
Discussion 1 Leadership Theory and Process Initially, the chuttenangela
Discussion 1: Leadership Theory and Process
Initially, the concept of leadership focused on an individual who organized a group of people to achieve a goal. Today, however, leadership is depicted in a different way. The field focuses not only on an individual leader, but also on members, supervisors, and followers representing a spectrum of diversity. During the evolution of leadership, several theories, models, and perspectives have emerged. As a human and social services professional, it is important to consider how different theories, models, and perspectives of leadership might be used to achieve professional and societal goals.
To prepare:
Consider the issue you selected for your Capstone Project (Homeless women and their children) (Organization is Natasha House, Inc.). Select a leadership theory, model, or perspective and think about how it might be applied to your issue.
With these thoughts in mind:
Post a brief description of your professional or societal issue and the leadership theory, model, or perspective you selected. Then, explain why you chose that theory, model, or perspective, and explain how it might be applied to your issue. Be specific, and use processes of that theory, model, or perspective to illustrate your point.
Be sure to support your postings and responses with specific references to the Learning Resources.
References
Homan, M. S. (2016). Promoting community change: Making it happen in the real world (6th ed.). Boston, MA: Cengage.
Chapter 6, “People—The Most Valuable Resource” (pp. 153–178)
Chapter 7, “Power” (pp. 179–205)
Laureate Education (Producer). (2009c). Leadership [Video file]. Baltimore, MD: Author. (See attached transcript)
Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009). Leadership: Current theories, research, and future directions. Annual Review of Psychology, 60, 421–449. doi:10.1146/annurev.psych.60.110707.163621
Hegtvedt, K. A., & Johnson, C. (2009). Power and justice: Toward an understanding of legitimacy. American Behavioral Scientist, 53(3), 376–399. doi:10.1177/0002764209338798
Kuhnert, K. W., & Lewis, P. (1987). Transactional and transformational leadership: A constructive/developmental analysis. Academy of Management Review, 12(4), 648–657. doi:10.2307/258070
...
Post #1Charismatic leaders are essentially very skilled commun.docxharrisonhoward80223
Post #1
Charismatic leaders are essentially very skilled communicators. They understand how to verbally express their thoughts and ideas to their followers on a deep, emotional level. They are able to articulate a compelling or captivating vision, and are able to arouse strong emotions in followers. Charisma is what helps leaders gain the love and support of their followers. They understand how to “work the room” while giving a speech. They pay much attention to the person they are talking to at any one moment, making that person feel like they are, for that time, the most important person in the world. Charismatic Leaders pay a great deal of attention in scanning and reading their environment, and are good at picking up the moods and concerns of both individuals and larger audiences. They then will hone their actions and words to suit the situation.
With communication being a prime trait for the charismatic leader, one way to develop this skill in through practice with public speaking. For example, charismatic leaders such as Obama or Martin Luther King Jr. were masters of public speaking. This is because leadership is a public act. Individuals have to be comfortable standing in front of large or small audiences and speaking with knowledge as well as conviction. This may take some time to practice and develop, especially for individuals who are introverted or have anxiety for public speaking. There are several communication training courses that can help sharpen the skill of public speaking but I believe that the most skill will come from getting comfortable with providing speeches. The more experience one gains from delivering speeches will help to build individual style.
References:
Leanne Atwater, Robert Penn, Linda Rucker. (1991). Personal qualities of charismatic leaders. Leadership & Organization Development Journal, Vol. 12 Issue: 2, pp.7-10
Conger, J. A., and R. N. Kanungo (1998). Charismatic Leadership in Organizations. Thousand Oaks, CA: Sage Publications.
Post #2
Charisma “the ability to communicate a clear, visionary, and inspirational message that captivates and motivates an audience” (Antonakis, Feneley, & Liechti 2012, p. 127). It is important to leadership because as a leader you should be able to persuade others, be able to use powerful and reasoned rhetoric, establish personal and moral credibility, and then rouse followers’ emotions and passions. “If a leader can do those three things well, he or she can then tap into the hopes and ideals of followers, give them a sense of purpose and inspire them to achieve great things” (Antonakis, et al, 2012, p. 127). I do agree that charisma can be learned, to some, charisma is something that comes easy to them due to their personality, they are extroverts, however to those who are introverts and being charismatic does not come naturally, the trait can be learned through the right training. This has been studied by Antonakis, et al, 2012, who trained leaders on charismatic leade.
Examination of Modern LeadershipModule 1 Leadership History, F.docxcravennichole326
Examination of Modern Leadership
Module 1: Leadership: History, Fundamentals, and the Modern Context
Module 1 content establishes the context for the entire course dedicated to the examination of modern and postmodern leadership. The introduction of critical theory and its use in ORG561 provides a framework for investigation. The context of social, economic, political, and technological environments informs an exploration of modern and postmodern leadership approaches. Emphasis on leader self-awareness sets the stage for reflection, introspection, and personal leadership development.
Learning Outcomes
1. Compare and contrast historical leadership concepts against modern and postmodern organization needs.
2. Analyze leadership approaches using a critical framework.
3. Construct a personal leadership biography.
For Your Success & Readings
A key to success in ORG561 is to start early, build, reflect, reinforce, build, reflect, and reinforce.
Begin each week’s study by reading and comprehending the learning outcomes. Learning outcomes are always revealed in assignments, discussions, and lectures. Likewise, learning outcomes are reflected in rubrics, which are used as objective measures for scoring and grading. Establish the learning outcomes as your checklist for success.
In Module 1 criticaltheory is introduced through the readings, lecture, discussion, and Critical Thinking Assignment. The critical approach provides new frameworks on which to research leadership. You may not be familiar with critical inquiry, so seize the opportunity to advance your analytic skills. You are expected to use one or more critical frames in each module of this course. Take the time this week to fully understand the reasoning and context of critical theory.
Studying the history of leadership requires reading publications from earlier eras. Notice that some of the required and recommended readings for Module 1 are not current publications, but these contribute to understanding the earlier periods of organization and leadership study.
Postmodern leadership literature expounds on the notion that self-awareness is a critical component required to lead. In ORG561, the thread of self-examination is woven throughout the course. You will have opportunities to move beyond reflection to develop a better understanding of personal assumptions and biases, skills and competencies, and professional development plans, all related to leadership. Embrace the opportunity!
Required
· Introduction and Chapters 1 & 2 in Leadership: A Critical Text
· Axley, S. R. (1990). The practical qualities of effective leaders. Industrial Management, 32(5), 29-31.
· Brocato, B., Jelen, J., Schmidt, T., & Gold, S. (2011). Leadership conceptual ambiguities.Journal of Leadership Studies, 5(1), 35-50. doi:10.1002/jls.20203
· Gandolfi, F., & Stone, S. (2016). Clarifying leadership: High-impact leaders in a time of leadership crisis. Revista De Management Comparat International, 17(3), 212-224.
· Blom, M. .
This document provides an overview of various leadership theories including:
1. Great Man theory which posits that great leaders are born, not made.
2. Trait theory which examines personality traits and characteristics that distinguish leaders.
3. Behavioural theories which emphasize observable behaviors rather than innate traits.
4. Situational theories propose the best leadership style depends on factors like the task and the followers' readiness level.
5. Relationship theories like transformational leadership focus on the connections between leaders and followers.
6. Additional theories discussed include servant leadership, emotional intelligence, and quantum/chaos theory.
Prior to beginning work on this discussion, read the articles Ethi.docxstilliegeorgiana
Prior to beginning work on this discussion, read the articles Ethical Leaders: An Essay About Being in Love (See Below)and Impact of Ethics on Leadership Standards, (see below) and watch Challenger: The Untold Story Part 7 of 10 (Links to an external site.).
Share what ethical situations came up in the video. Explain how the leader’s decision impacted the results of the Challenger’s mission. What ethical values did you take away from this video that you can apply in your own leadership?
Ethical Leaders: An Essay About Being in Love
flames M. Kouzes Barry Z. Posner
ABSTRACT. What it means to be an ethical leader is the focus of this paper. Leadership is more than an affair of the head, but fundamentally also one of the heart. Leaders are in love. Four esselltial and practical considerations are pres- ented for discovering, developing, and using this perspective.
What does it mean to be ethical? What does it mean to be a leader? What does it mean to be an ethical leader? Is it possible to be an unethical leader? These are just some of the questions that arise when thinking about the topic "ethical leadership." Ethical leadership has been seen as a process both of inquiry - asking questions about what is right and what is wrong - and a mode of conduct - setting an example for others about the rightness or wrongness of particular actions (Guy, 1990). Ethical leadership, as a way of thinking, says Enderle (1987), aims at two goals: to clarify and make explicit the ethical dimension of decisions and to formulate and justify ethical principles. From a similar applied ethics perspective, Nielsen (1990) proposes the idea of dialogic leadership as a process of elevating outcomes to a higher ethical plane (beyond merely win-win decisions). Leaders, as observed by Bennis and Nanus (1985), set the moral tone: "The leader is responsible for the set of ethics or norms that govern the behavior of people in the organization." Ethics and leadership may just go hand-in-hand (Hitt, 1990).
James M. Kouzes is President of The Tom Peters Group~Learning Systems (Palo Alto, CA) and Barry Z. Posner is Associate Dean (Academic Programs) and Professor of Management, Santa Clara University (Santa Clara, CA). They have written The Leader- ship Challenge: How to Get Extraordinary Things Done in Organizations (]ossey-Bass, 1987) and are currently explor- ing what people look for in leaders and the essence of effective working relationships.
!n this essay we want to expiore yet another dimension of ethical leadership which comes out of our continuing studies of peop!e's personal best leadership experiences (Kouzes and Posner, 1987). In addition, rather than taking a particular philosophi- cal approach, which others who are really better qualified than we are have done, we want to offer some practical suggestions for being an_ ethical leader - which emanates not so much from the head as it does from the heart.
"Love 'era and lead 'era"
On September 4, 1986, the Mili ...
The document describes the development and testing of a leadership style assessment tool. It outlines the conceptual framework, literature review, methodology, sample, data collection, item analysis, reliability testing, and factor analysis that were used to create and validate the tool. The tool is based on Goleman's six leadership styles and emotional intelligence theory. It was administered to 126 MBA students to identify their dominant leadership styles. Reliability testing found a Cronbach's alpha of 0.569, indicating moderate internal consistency. Two items were removed after item analysis.
Relevance Of Personality And PsychopathyCarmen Martin
This document discusses leadership styles and organizational culture. It begins by defining leadership and describing Blake and Mouton's managerial grid model, which identifies five leadership styles based on concern for production and people. It then analyzes the leadership styles of Coach Krzyzewski and Coach Knight, concluding that Krzyzewski exemplifies team management while Knight alternates between country club management and authority-compliance. The document also examines organizational culture and the impact of different leadership approaches.
Scanned by CamScannerNew Era in Leadership ResearchThe.docxanhlodge
Scanned by CamScanner
New Era in Leadership Research
The theories presented in this chapter constitute the newest era in our understanding of leadership (following trait, behavior, and contingency; see Chapter 3). They were introduced in the late 1970s and currently dominate both academic and practitioner approaches to leadership. They have brought much-needed new life and enthusiasm to the field, which around the 1970s and 1980s was criticized for being irrelevant, trivial, and inconsequential (see McCall and Lombardo, 1978). Max Weber introduced the concept of charisma in the 1920s, and social historian James McGregor Burns presented transformational leadership, which has a charismatic component (1978). Bernard Bass (Bass, 1985) proposed a business-oriented version of transformational leadership, launching decades of empirical-based investigations. Since then, researchers have developed the concept of charisma for application to organizational contexts and proposed models of leadership that emphasize vision and large-scale change in organizations. The focus on values and a more spiritual aspect of leadership was also introduced in the 1970 with Greenleaf’s work and has extended to authentic leadership. The newest developments borrow from positive psychology, a concept with roots in the humanistic approach of the 1960s and proposed in the 1980s (Seligman, 2002) and positive organizational behavior, its application to organizational behavior (Cameron, Dutton, and Quinn, 2003).
The approaches provide several advantages over other views of leadership presented in this book:
· They allow us to look at a different aspect of leaders and their role as inspirational visionaries and builders of organizational cultures (Hunt, 1999).
· They highlight the importance of followers’ emotional reactions (Chemers, 1997).
· They focus on leaders at top levels who are the subject of study in strategic leadership (covered in Chapter 7), thereby allowing for a potential integration of upper-echelon research with transformational and charismatic leadership.
· They address the “heart” as well as the “mind” emphasizing the affective and the cognitive aspects of leadership.
Although the models have many differences, their common themes are inspiration, vision, and focus on the relationship and emotional connection between leaders and followers. Addressing the relationship with followers relates them to the exchange and relationship development models presented in Chapter 3. The current models, however, go beyond the study of that relationship by highlighting inspiration and vision and therefore are applicable at all levels of leadership. As opposed to previous concepts, these models do not rely on the principles of contingency and prescribe a one “best” approach to leading others, a factor that may limit their applicability.
Charismatic Leadership: A Relationship Between Leaders and Followers
The word charisma means “an inspired and divine gift.” Those who have th.
This document provides an introduction to the concepts of spiritual intelligence and spiritual leader development. It begins by discussing the growing interest that companies have in integrating spirituality into their management and leadership strategies. It then reviews definitions of intelligence and discusses emotional intelligence as a recognized form of intelligence. The document proposes that spiritual intelligence is also a distinct form of intelligence and reviews different perspectives on defining spiritual intelligence. The main objectives are to argue that a theory of spiritual intelligence requires understanding different levels of being, and to explore how this can inform models of spiritual leader development.
Spiritual Intelligence: The ability to behave with wisdom and compassion, while maintaining inner and outer peace regardless of the situation.
Spiritual Intelligence must show up in our actions an our behaviors.
Post #1Practical ApproachAuthentic leadership is both a practi.docxharrisonhoward80223
Post #1
Practical Approach
Authentic leadership is both a practical and theoretical approach to leadership. As a practical approach, authentic leaders are those that lead passionately and with purpose, act with self-discipline based on strong values, and create quality relationships (Northouse, 2016, p. 197). In other words, they have a vision and work diligently toward it, do what’s right, develop trusting and compassionate connections with others, and are self-driven.
Theoretical Approach
As a theoretical approach, authentic leadership is defined as “’a pattern of leadership behavior that draws upon and promotes both positive psychological capability and a positive ethical climate, to foster greater self-awareness, an internalized moral perspective, balancing processing of information, and relational transparency on the part of leaders working with followers, fostering positive self development’” (Northouse, 2016, p. 201). In other words, leaders can be authentic when they strongly aware of who they are, use ethical decision-making, consider all perspectives, and communicate openly with others.
Similarities
The similarities between the practical and theoretical approach are that both include the use of ethics, integrity, self-discipline and self-knowledge, and transparent relationships. Both view authentic leadership as an ongoing process.
Differences
The differences are that the practical approach is an intrapersonal perspective in that it outlines the qualities of authentic leaders and how to develop them. On the other hand, the theoretical approach is a developmental perspective that identifies the components that define and create authentic leadership.
Personal Meaning
When I think of authentic leadership, I think of leadership born of strong character and virtue, in the service of the common good. The idea of character meaning, “I must value my character, be invested in it, see it as an end in itself” (The Picket Line, n.d.). The practice of virtue in authentic leadership means being honest, trustworthy, diligent, responsible, humble, and just (The Picket Line, n.d.). When leadership is based on strong character and virtue it will lead to trusting and open connections with others. This is similar to the high-quality exchanges that Leader-Member Exchanges theory suggests should be developed.
Strategies
One strategy that leaders can use for authenticity is to continually seek personal mastery. Personal mastery is “a set of specific principles and practices that enables a person to learn, create a personal vision, and view the world objectively” (Grimsley, n.d.). As authentic leadership stems from knowing oneself, the discipline of personal mastery will help leaders reflect on life experiences to broaden their awareness of how things really are and to deepen their understanding of self.
Another strategy that can be used is being open to the ideas, feedback, and criticisms of others. There is much to learn if leaders can humble themselves.
and here is anotherWhether you are a manager, a potential future m.docxhirstcruz
and here is another
Whether you are a manager, a potential future manager, or an employee within an organization, you will benefit from becoming competent in the four functions of management.
Robbins and Judge (2013) discussed the four functions of management in the POLC model:
P
lanning,
O
rganizing,
L
eading, and
C
ontrolling. You also practiced with these four functions in your Learning Activity. Think about a time in your work, or in your personal or school experience where you have used all four functions of management. You may choose different experiences if no one experience covered all functions.
Checklist:
Describe that experience to your classmates using research support from the text or another viable source (you may not use Wikipedia).
Which function do you believe managers use most often?
What could have made the leadership function a better experience?
Review an
example of an initial posting
in response to the checklist items above. Read about leadership by clicking on the document attached below.
READING
Management versus Leadership Leadership means a person could be alone in his or her initial vision, and it implies some risk. These people are innovators. Their job is to inspire others to see and believe in the vision and goals of the organization or initiative.
Management means responsibility for administration of a plan or carrying out the plan or initiative through others. Leadership…What is it? According to Dubrin (2010), leaders inspire others to follow them in realizing goals. Depending on the organization or team of people being led, the definition can have different nuances. A famous U.S. football quarterback once said that a leader is the one willing to “take the blame” (as cited in Dubrin, 2010, p. 3). Leaders can move whole nations to action. One example of this is Winston Churchill’s famous radio broadcasts (as Prime Minister) in the United Kingdom during World War II (1939– 1945). On the brink of defeat in the campaign against Germany, Churchill refused to be conquered or accept anything less than total surrender from the enemy. His broadcasts and speeches inspired the entirety of the nation to keep on fighting. However, Churchill also risked ridicule at the very beginning of the war when he warned the public of the threat of Hitler’s ambitions in Europe. Sometimes a leader can be a visionary such as Steve Jobs at Apple®. Jobs pioneered a vision of streamlined products that interacted in a user-friendly manner. His penchant for simplified or sleek design of the company products in response to consumer needs drove industry growth and inspired competitors.
References Dubrin, A. J. (2010). Leadership: Research findings, practice, and skills (6th ed.). Mason, OH: Cengage.
Leadership Skills Executive skills needed by leaders according to Hackman and Walton (1986) are: being able to see and communicate the big picture or the end goal to others, negotiating for needed resources, making good decisions .
Abstract—This paper provide to what I learned in Managerial Psychology class and how to involve in real life. People can see sort of theory and model and their descriptions. I'm going to show you 6 critical topic behind descriptions and how to behave making them.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
How to Build a Module in Odoo 17 Using the Scaffold Method
Thomas mengel coaching for resilience - leadership development utilizing concepts of meaning and motivation
1. COACHING FOR RESILIENCE - LEADERSHIP DEVELOPMENT UTILIZING CONCEPTS OF MEANING AND
MOTIVATION
Abstract:
Resilience is the ability to bounce back after a critical blow or crisis. It includes the motivation to rise
from the ashes and to (re-)engage in meaningful living. Hence, developing resilience is crucial for both
individuals and organizations. In this presentation, I will demonstrate how understanding human
motivation in general and the Reiss Motivation Profile in particular can be utilized to coach for more
resourceful resilience in leadership development.
Summary:
Resilience is the ability to bounce back after a critical blow or crisis. It includes the motivation to rise
from the ashes (Masten, 2009). Motivation addresses the initiation, intensity, and persistence of human
behavior (Geen, 1995). Understanding and being able to influence the factors that initiate, sustain, and
change human behavior, are crucial to understanding and building resilience in particular as well as to
leadership development in general. Developing resilience is crucial for both individuals and
organizations.
Interestingly, Maslow’s (1943) theory of motivation, although based on the often disputed
psychodynamics introduced by Freud and Adler, still has a strong influence on leadership and leadership
development (Shriberg, Shriberg, & Kumari, 2005). Surprisingly, the importance of Frankl’s (1959)
research on “Man’s search for meaning”, and of Reiss’ (2000) presentation of “The 16 basic desires that
motivate our actions” has not yet been fully recognized (Mengel, 2008). Frankl’s and Reiss’ work lead
beyond Freud’s and Adler’s emphasis on pleasure and power and they set a new scholarly milestone
based on scientific study rather than on an intuitive understanding and development of concepts of
motivation. The human “Will to meaning”, the centerpiece of Frankl's (1988) motivational theory, and
its application within Frankl's Existential Analysis, can serve as one significant component of building
resilience and developing leadership.
In particular, based on Frankl’s work Gary T. Reker (1996) has developed a scientific instrument –
Sources of Meaning Profile (SOMP) – which allows individuals to identify and prioritize the following
areas of meaningful engagement and value actualization:
Leisure activities
Meeting basic needs
Creative activities
Personal relationships
Personal achievement
Personal growth
2.
Religious activities
Social causes
Altruism
Enduring values/ideals
Traditions & Culture
Legacy
Financial security
Humanistic concerns
Hedonistic activities
Material possessions
Relationship with nature
Similarly, Reiss' (2000, 2008) model of 16 basic desires is only slowly finding its way into motivational
theory in general and into leadership and leadership development in particular. The 16 motivators, goals
and values include:
Acceptance (the desire to avoid criticism and rejection),
Beauty (the desire for beauty and aesthetic appeal),
Curiosity (the desire for truth and knowledge),
Eating (the desire for a variety of food),
Family (the desire to raise children and to nurture),
Expedience (the desire for purposefulness),
Idealism (the desire for social justice),
Interdependence (the desire for interdependence),
Order (the desire for structure),
Physical Exercise (the desire to move one’s muscles),
Power (the desire for influence of will,
Saving (the desire to collect),
Social Contact (the desire for friendship),
Status (the desire for prestige),
Tranquility (the desire for inner peace), and
Vengeance (the desire to get even).
Given that the resulting Reiss Motivational Profile is a scientifically based profile of human desires and
strivings, this approach can effectively complement Frankl's existential approach in the context of
building resilience and of leadership development.
This presentation will first introduce these two approaches to motivation and discuss how they may
serve as a basis for meaningful leadership practice and development. In particular, it will show how the
Sources of Meaning Profile (SOMP; Reker, 1996), a scientifically developed instrument based on Frankl's
work, allows individuals to identify and prioritize areas of meaningful engagement and value
actualization. Furthermore, the presentation will demonstrate how the Reiss Motivational Profile (RMP)
and the respective strivings and values of an individual may allow for a 'balanced' evaluation of
capacities for resilience and leadership. Both, the SOMP and the RMP-strivings and values, are
integrated into a coherent leadership development and coaching process based on an Existential and
3. Motivation Analysis. Finally, the application of the Existential and Motivation Analysis will be described
presenting the case of the coaching client Sam Someone.
References:
Frankl, V. E. (1959). Man’s search for meaning: An introduction to logotherapy. Boston, MA: Beacon Press.
Frankl, V. E. (1969). The will to meaning: Foundations and applications of logotherapy. New York, NY: The World
Publishing Company.
Geen, R. G. (1995). Human motivation: A social psychological approach. Belmont, CA: Cole.
Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50, pp. 370-396.
Masten, A. S. (2009). Ordinary Magic: Lessons from research on resilience in human development. Education
Canada. Canadian Education Association, 49 (3): 28–32.
Mengel, T. (2008). Motivation. in: Gosling, J. and Martura no, A. (eds.) (2008). Key Concepts in Leadership Studies.
Milton Park, Oxfordshire, UK: Routledge. pp. 111-114.
Reiss, S. (2000). Who am I? -The 16 basic desires that motivate our behavior and define our
personality. New York: Jeremy P. Tarcher/Putnam.
Reiss, S. (2008). The normal personality - A new way of thinking about people. Cambridge; New York:
Cambridge University Press.
Reker, G. T. (1996). Manual – Sources of Meaning Profile Revised. Peterborough, Ontario, Canada:
Student Psychologists Press.
Shriberg, A., Shriberg, D. L., & Kumari, R. (2005). Practicing leadership. Principles and applications (3rd
ed.). Hoboken, NJ: John Wiley & Sons.
4. COACHING FOR RESILIENCE
–
LEADERSHIP DEVELOPMENT UTILIZING
CONCEPTS OF MEANING AND MOTIVATION
Thomas Mengel, PhD
Professor of Leadership Studies, University of New Brunswick;
CEO, Reiss Profile Canada Corp.
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5. Overview
• Meaning and Motivation: Values (Viktor
Frankl) and desires (Steven Reiss)
• Existential and Motivational Analysis
(EMotiAn) – The Case of Sam Someone
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6. Viktor Frankl: “Man’s Search for Meaning”
(1985)
Frankl suggested that we discover meaning
• in what we do by realizing creative values (e.g.,
creating something at work or in our learning
environment),
• in what we experience by realizing experiential values
(e.g., experiencing meaningful relationships in our
personal and professional lives), and
• in what we believe and think by realizing attitudinal
values (e.g., developing new and healthy attitudes
when suffering professional setbacks or personal
crises).
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7. Gary T. Reker (1996): Sources of Meaning
Profile (SOMP)
to identify and prioritize the following areas of
meaningful engagement and value actualization:
1
2
3
4
5
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9
Leisure activities
Meeting basic needs
Creative activities
Personal relationships
Personal achievement
Personal growth
Religious activities
Social causes
Altruism
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Enduring values/ideals
Traditions & Culture
Legacy
Financial security
Humanistic concerns
Hedonistic activities
Material possessions
Relationship with nature
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9. 16 basic desires (strivings) based on Reiss 2000
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10. 16 basic desires (strivings) based on Reiss 2000
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11. Sam Someone
Sam came into a self leadership seminar trying to better
understand his current frustrations about life and
leadership and to identify what to do about them.
• 35 year old manager of a sales-team in major
insurance company.
• married and has two children at the age of 5 and 7.
• degree in social work and a teacher certificate.
• Because he could not find work in his trained
profession he started selling insurances and worked
his way up into his current position.
• While he is quite successful and earmarked by his
superiors as a high potential, he does not feel to be ‘at
the right spot’.
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12. Strivings and values of Sam Someone (Based on Reiss, 2000)
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13. Sources of Meaning Profile of Sam Someone
(Based on Reker, 1996)
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14. Potential areas of tension for Sam Someone
Sam’s desires, values,
sources of meaning
Requirements of Sam’s
professional context
Thinking, theory, learning about
many things
Practical knowledge, focused on
financial management
Service orientation, participative
leadership
Directive leadership, goal and
achievement orientation
Time for family, work-life balance
Long hours, extensive travelling,
career-orientation
Engagement in community projects
(church and village)
Long hours, extensive travelling,
career-orientation
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15. Context, desires and values of Sam Someone
However, Sam also realized that his professional context
was conducive to satisfying the following desires and
living the respective values:
• Enjoying meaningful relationships with colleagues and
customers
• Helping customers and team members to achieve financial
security
• Figuring out innovative solutions for customers and his sales
team members
• Securing a livelihood for himself and his family
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16. Two main options of self and leadership development
forSam Someone
• Transitioning into a corporate training department
• Exploring leadership opportunities in community
based non-profit organizations
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17. Selected option
•
•
•
•
Conversations between Sam, HR, and VP sales
Transitioning into a corporate training department
Senior Coach, Director of mentoring program
Exploring leadership opportunities in community based
non-profit organizations as a future option
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18. References and contacts
Frankl, V. (1985). Man’s Search for Meaning. Pocket Books, New York
Mengel, T. (2012). ‘High Potential’ can be deceiving – Utilizing the Reiss
Motivational Profile® in HR and Leadership Development. FMI Journal
June 2012.
Mengel, T. (2012). Leading with ‘emotional’ intelligence – Existential and
Motivational Analysis in leadership and leadership development. Journal
on Educational Psychology 5(4):24-31.
Reiss, S. (2008). The Normal Personality. A New Way of Thinking About
People. Cambridge University Press, New York.
Reiss, S. (2000). Who am I? The 16 Basic Desires That Motivate Our
Actions and Define Our Personality. Berkley Books, New York.
Reker, G. T. (1996). Manual-Sources of Meaning Profile-Revised. Student
Psychologists Press, Peterborough.
tmengel@unb.ca; www2.unb.ca/~tmengel; www.reissprofile.ca
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