... One of the major approaches to studying leadership is the dyadic approach. The dyadic approach focuses on the relationship between a subordinate or a follower and a leader. The leader’s impact makes the subordinate energized and achieves positive result. Leadership behavior is the source of main focus. The subordinate or follower’s attitude, motivation, and behavior represent the process. The dyadic approach of leadership rejects the traditional view of studying leader behaviors in relation to the entire group in favor of studying how each group member negotiates his role with the leader. According to dyadic approach, two assumptions are implicit in the traditional group view of leadership: (1) Group members are highly similar along dimension of perception and reaction, such that all group members may be dealt with conceptually, as well as operationally, as a single entity; (2) Leaders relate to each group member in a similar manner. Both these assumptions are seen as unjustified (Vecchio, 1979). There are three major models to examining dyadic leadership approach. First one is the vertical dyad link (VDL). It examines differentiated dyads’ level of analysis, and uses negotiating skill as the key component (DeMerchant, 2010). The relationship between leaders and each subordinate or follower varied significantly. The established relationship between leader and a subordinate or follower was predictive of future performance (DeMerchant, 2010a). ...
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...in the soda dispenser. His behavioral patterns made the crew scared of reporting issues to him in order to avoid being scolded. At the end of the journey when the crew hit shore although under Alfonzo the best ever grades were recorded for certifications the rear admiral Sullivan relieved captain Alfonzo of his duties because of the alienated crew, and strained relationship between the captain and the crew. This was the first ever dismissal of a trident submarine commander. In relation to the Dyadic theory we can highlight the difficulties associated with the Michael Alfonzo case study. Although the leadership method employed produced best results the relations between crew and commander was not existent. Dyadic refers to the individualized relationship between a leader and each follower in a work unit. Dyadic theory is an approach to leadership that attempts to explain why leaders vary their behavior with different followers (Richard L. Draft, 2008, p. 16). There are four stages in the Dyadic approach,...
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...AN EVALUATION OF CONCEPTUAL WEAKNESSES IN TRANSFORMATIONAL AND CHARISMATIC LEADERSHIP THEORIES Gary Yukl* State University of New York at Albany Theories of transformational and charismatic leadership provide important insights about the nature of effective leadership. However, most of the theories have conceptual weaknesses that reduce their capacity to explain effective leadership. The conceptual weaknesses are identified here and refinements are suggested. The issue of compatibility between transformational and charismatic leadership is also discussed. Finally, some methodological problems involving construct validation and theory testing are identified, and suggestions for future research are provided. INTRODUCTION In the 1970s, behavioral theories of leadership effectiveness were dominant. Examples include path-goal theory (House & Mitchell, 1974), LMX theory (Graen & Cashman, 1975), and normative decision theory (Vroom & Yetton, 1973). Since the late 1980s, theories of transformational and charismatic leadership have been ascendant. Versions of transformational leadership have been proposed by several theorists, including Bass (1985, 1996); Bennis and Nanus (1985), Burns (1978), Sashkin (1988), and Tichy and Devanna (1986, 1990). Building on the ideas of Weber (1947), refined versions of charismatic leadership have been proposed by several theorists, including Conger (1989), Conger and Kanungo (1987, 1998), House (1977), and Shamir, House, and Arthur (1993). Unlike...
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...a manner in which a leader aspires to persuade his or her team to launch and achieve organizational goal. Managers have subordinates and the power over others. This is a formal authority given to them by the organization, and the subordinates work and follow what the manager tells them. Management is a transactional style, and the subordinates follow managers because they believe it will increase his or her salary or reward. Managers are work focus; they are paid to get things done often with great constraints of time and money. They usually pass this work focus to the subordinates. Managers also seek to avoid conflict. Leaders do not have subordinates but have followers and aspiring people to work and achieve organizational goal. Leaders have charismatic and transformational styles that attract people, and followers feel that they have not just gained extrinsic rewards but somehow feel they have made their lives better. They are always good with people, and quiet styles are very effective at creating value. Yukl (1998), discussed the difference between leadership and management based on their main function: Leadership • Produce order and consistency through such processes as planning, budgeting, organizing, staffing, and problem solving Management • Produce movement and constructive or adaptive change through such processes as establishing direction through visioning, aligning people, motivating, and inspiring. The LMX theory focuses on a dyad, that is, the relationship...
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...Gary Yukl is Professor of Management and Leadership at the State University of New York in Albany, and a board member of the Leadership Quarterly journal. He is a well-known scholar and author on leadership. Leadership in Organizations was first published in 1981. This fifth edition was published in 2002, and the formerly 19 chapters have been consolidated into 15 (which includes a new chapter on ethical leadership and diversity). This has been done in order to accommodate a 15-week course. Each chapter covers a particular aspect of leadership research study, with a concluding summary and questions for further discussion. Key terms are highlighted, and there is at least one case study at the end of each chapter. The book is accompanied by an instructor’s manual which is used in conjunction with the case studies and also contains exercises and role-playing activities. The 508 pages of Leadership in Organizations include an extensive references section. Leadership in Organizations has a specific focus on managerial leadership in large organisations and is an attempt at bridging the gulf between academics and management practitioners. However, as each chapter begins with a list of learning objectives, the bias appears to tend towards a more academic audience (particularly students of the subject), rather than towards practising managers. The author covers a broad survey of theory and research of leadership in formal organisations of the last 50...
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...transformational leaders ‘have qualitatively different and quantitatively greater effects on their followers than the effects of exchange leaders’ (Gupta & Krishnan 2004, p.7). This essay builds on the existing literature about these two theories and will try to draw a parallel between LMX and transformational leadership, i.e. it will reveal the different and similar qualities of supervisor-subordinate relationships. Specifically, the essay focuses on the mechanism that each style of leadership uses in developing these relationships. That will actually help to find out some differences and similarities. This paper initially revisits the main aspects of transformational leadership and LMX leadership theories and then discusses them in relation to their capacity to develop differing qualities of supervisor-subordinate relationships. In ‘Leader-Member Exchange, Transformational Leadership, and Value System’ Krishnan (2005) noted that according to Burns, ‘the result of transforming leadership is a relationship of mutual stimulation and elevation that converts followers into leaders and convert leaders into moral agent’, which means that both leaders and team members offer one another. In this case, leaders serve their followers, create conditions for their further development, and make them feel free and independent in their work. Burns also claimed that ‘leaders and followers raise one another to higher levels of morality and motivation’, i.e. the transformational leadership...
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...Test Bank Description of the Test Bank This test bank consists of 300 multiple-choice items grouped by chapter and topic. Most of the items were selected from the test bank used with the prior edition of the book, but some are new and some are revisions of earlier items. The test items measure specific knowledge about the concepts, theories, research findings, and action guidelines in this edition of the book. Most items deal with major concepts and issues rather than with trivial or obscure points. However, the items are not intended to measure the ability to evaluate, synthesize, or integrate the material. To assess this type of knowledge, it is necessary to supplement the objective exams with other measures such as essay exams and papers. The review questions at the end of each chapter provide one source of essay questions, and they also provide guidance to students in studying for multiple choice exams. Students who take the time to develop answers for the review questions should be able to answer most items correctly. Written analyses of cases provide another opportunity to evaluate how well students understand the concepts and theories. When giving instructions for a test drawn from this set of items, remind students to read each item carefully and examine each response choice before selecting the best one. Careless reading is a common source of error in this type of exam. Remind students to notice when an item is worded negatively (e.g., "Which of the...
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...Robins & Boldero (2003) propose that dyadic relationships will become more intimate and trusting as the level of consistent commensurability of a person’s actual self, and perceptions of the other’s view of his or her actual self, increases. The implication for the development of authentic leader–member relationships in unconstrained settings is that followers and leaders will be most likely to form trusting and close relationships with persons who see them as they see themselves, i.e.—persons who see their true selves. Moreover, when ought selves serve as the source of commensurability, the follower will conclude the leader bhas the same standards as meQ (Robins & Boldero, 2003, p. 64), producing interpersonal feelings of justification. Finally, when the ideal selves serve as the source of commensurability, the follower will conclude that the leader bhas the same ideals and aspirations as meQ (p. 64) and experience feelings of cooperation and alliance. Thus, the highest levels of interpersonal trust, intimacy, cooperation, and goal alignment will be achieved when the follower and leader have congruent actual, ought and ideal selves. We believe such high levels of consistent commensurability are especially conducive to the formation of authentic leader–follower relationships, as both parties share similar ought and ideal selves, and accurately present and perceive their actual selves. Particularly relevant to our focus on follower self-regulation are instances where...
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... Servant leadership is positioned as a new field of research for leadership scholars. This review deals with the historical background of servant leadership, its key characteristics, the available measurement tools, and the results of relevant studies that have been conducted so far. An overall conceptual model of servant leadership is presented. It is argued that leaders who combine their motivation to lead with a need to serve display servant leadership. Personal characteristics and culture are positioned alongside the motivational dimension. Servant leadership is demonstrated by empowering and developing people; by expressing humility, authenticity, interpersonal acceptance, and stewardship; and by providing direction. A high-quality dyadic...
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...Journal of Management http://jom.sagepub.com/ Servant Leadership: A Review and Synthesis Dirk van Dierendonck Journal of Management 2011 37: 1228 originally published online 2 September 2010 DOI: 10.1177/0149206310380462 The online version of this article can be found at: http://jom.sagepub.com/content/37/4/1228 Published by: http://www.sagepublications.com On behalf of: Southern Management Association Additional services and information for Journal of Management can be found at: Email Alerts: http://jom.sagepub.com/cgi/alerts Subscriptions: http://jom.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav Citations: http://jom.sagepub.com/content/37/4/1228.refs.html >> Version of Record - Jun 8, 2011 OnlineFirst Version of Record - Sep 2, 2010 What is This? Downloaded from jom.sagepub.com at OhioLink on February 1, 2013 Journal of Management Vol. 37 No. 4, July 2011 1228-1261 DOI: 10.1177/0149206310380462 © The Author(s) 2011 Reprints and permission: http://www. sagepub.com/journalsPermissions.nav Servant Leadership: A Review and Synthesis Dirk van Dierendonck Erasmus University Servant leadership is positioned as a new field of research for leadership scholars. This review deals with the historical background of servant leadership, its key characteristics, the available measurement tools, and the results of relevant studies that have been conducted so far. An...
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...EXECUTIVE SUMMARY Leadership is a process and not a position that involves interactions between leaders and followers at different situations. To understand leadership, this paper will review some of the leadership theories which may be applicable on a leader. The paper will talk about a senior supervisor, Mr.X from ABC Company, a well-known financial institute. ABC Company is Canada’s fifth largest bank and one of the Big Five banks. The introduction of the paper will give a brief background on the leader and the company. Followed by that it will outline some of the leadership theories that best apply to the leader. The report will discuss leader-member exchange theory, situational leadership model, path-goal theory and the action-observation-reflection model. To understand the principles better, relevant examples will be provided. The paper will also mention a situation where the author of this report may have acted differently than the leader. The report will conclude with appropriate recommendations for overall improvement in the leadership process. In this paper, the names of the organisation and the leader have been changed to ABC Company and Mr.X to maintain confidentiality. INTRODUCTION ABC Company claims that its senior executives set the strategic direction for the company and provide leadership to more than 44,000 employees as they help our 11 million clients (ABC Company 2015). In this huge company, Mr.X has been a senior supervisor in...
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...later relocated due to the Bureau of Indian Affairs’ Indian Relocation Program of the 1950’s. Because the relocation program failed to keep promises it made to Native Americans, Wilma became an activist fighting for the rights of Native Americans (Wallis). Wilma Mankiller was the first female elected Deputy Chief and later became the first female in modern history to lead a major Native American tribe by becoming the first Principal Chief of the Cherokee Nation of Oklahoma in 1987. With an enrolled population of over 140,000 members and an annual budget of more than $75 million, her accomplishment is equal to that of a chief executive office of a major corporation (Yannuzzie). Her areas of expertise include community development, public relations, tribal governance, leadership and writing. During her time in office, Wilma faced many challenges and turned them into accomplishments. She bettered the lives of her people by building health clinics, bringing water and electricity to poor communities, and supporting small businesses. These things meant a great deal too many people, but Wilma also tackled big issues like the male-domination of the Cherokee Nation, which went against traditional Cherokee values (Mankiller and Steinem). She also spoke out against Native American stereotypes and worked to make the mainstream image of Native Americans one of regular people with the same wants and needs as everyone else. And in doing this she worked to build the confidence of her people...
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...participation, as well as creativity from my colleagues. 2. I as well as my people set up focal points for jobs to be completed. 3. I possess the abilities as well as sources required in order to carry out my duties efficiently. 4. I fix trouble as it happens, as well as think about the best interests of all involved. 5. I inspire motivation, participation, as well as creativity from my colleagues. 6. My people set up focal points for jobs to be completed. 7. I assign duty, responsibility as well as power efficiently. 8. I inspire my people in order to do their best on the job In the first question, I have scored 10 marks and in second obtained 14. It demonstrates that I am more tasks focused compared to having strong public relation, however 10 marks show that I may upgrade in this area. In the third question, which really asks that how influential as well as professional I am, I obtained 94 out of 120 marks. It demonstrates that I have abilities in order to impact my subordinates as well as group members. Though, the fourth question was little bit of frustrating in the sense that I obtained 12 out of 20. It indicates that I must work...
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...Introduction Art Ciasca is the CEO of Suncoast Mental Health (SMH). Mr. Ciasca is a dynamic and respected leader in the field of mental health. Art’s contributions to the community have been nothing short of extraordinary. He has served on a number of advisory boards, and has been instrumental in the success of several community-based social programs. Prior to Mr. Ciasca’s position at SMH he served as Director of Development for SafeSpace, a non-profit domestic violence and abuse organization. His impact on domestic violence prevention and awareness has been remarkable. It was truly a pleasure and an honor to interview Mr. Ciasca. Mr. Ciasca has a Bachelor’s degree in Education and a Master’s degree in Health Services Administration. He began his career as a teacher and coach in Ohio. He then moved to Florida and accepted a position in the recreation department for the city of Oak Park. In 1986, the Indian River Community Mental Health (which eventually became New Horizons) hired Mr. Ciasca to run a program for adults with severe and persistent mental illness. After working his way up to management, his career path then led him to the aforementioned SafeSpace position. Mr. Ciasca’s position at SMH entails directing the operations of 65 employees in four counties. This paper will begin with a transcription of the interview, then comparisons will be made to the various leader styles and approaches covered from MAN 6296, and conclude with an analysis of Mr. Ciasca’s leadership...
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...Rivkin, Stefan Diestel, Klaus-Helmut Schmidt* The positive relationship between servant leadership and employees’ psychological health: A multi-method approach** Servant leadership is thought to encourage socially responsible and moral behaviors. In the present article, we test the positive relationship between servant leadership and employees’ psychological health. We argue that servant leadership is positively related to employees’ health because servant leaders shape employees’ needs and create work environments that fulfill these needs. We examine the proposed relationship of servant leadership (a) competing for variance with different well-known stressors, (b) in multiple samples, (c) at the within- and between-person level, and (d) in relation to long- and short-term indicators of strain. On the basis of this multi-method approach we seek to demonstrate that our results are invariant across different methodological conditions. In Study 1 (N=443), we simultaneously tested the between-person level relationships of servant leadership and job ambiguity to emotional exhaustion and depersonalization as the core symptoms of burnout. In Study 2 (N=75), we simultaneously tested the relationships of person-level servant leadership and day-level emotional dissonance to day-level ego depletion and need for recovery as outcomes. The results of both studies demonstrate that servant leadership is negatively related to strain and accounts for unique variance in short- and long-term indicators...
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