...between The Big Five Personality Traits (Five Factor Model-FFM) and Transformational Leadership Yunita Agustian Minjalnis (1121200127) Fatima Al-Qadhibi (1121200083) Aurora Noor Aisa (1121200128) Vasantakumaren Seri Ramalo (1111200145) Assoc. Prof. Dr. Chong Chin Wei – DBA/PhD/MPhil Malaysia 26th December 2012 MULTIMEDIA UNIVERSITY INTRODUCTION Are you born to be a leader? Are you a “natural”? Or is leadership a set of behaviors and competencies that anyone can develop, given the right experiences, circumstances, and training? Since the 1960s, researchers have examined whether there is a relationship between the basic agreed-on factors that make up personality and leadership. The Big Five personality factors are Conscientiousness, Agreeableness, Neuroticism, Openness, and Extraversion, which some researchers have labelled the CANOE personality model as an easy aid to remembering each factor (Bligh, 2009). As Tejeda (2001) asserts, “the past two decades have witnessed a great deal of scholarly attention transformational leadership behavior, which is currently the most widely accepted leadership paradigm” (as cited in Rubin, Munz, & Bommer, 2005, p.845). Transformational leadership behavior represents the most active/effective form of leadership, a form in which leaders are closely engaged with followers, motivating them to perform beyond their transactional agreements. Barling, Weber, and Kelloway (1996) demonstrated that some transformational leadership behaviors can...
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...healthcare leadership alliance model. Journal of Healthcare Management, 53(6), 360. Biographical Sketch of Authors Author Mary E. Stefl, Ph.d received her B.A at Wittenberg University, then proceeded to the University of Cincinnati to complete her M.A and Ph. D. Currently, Stefl teaches quality control management, managerial empidemiology and leadership devlopement at Trinity University. Other than her academic achievements, Stefl also enhances her teaching with her experience as former chair of Accrediting Commission on Education for Health Services Administration (ACEHSA) and former chair member of the Board of Directors of the...
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...LEADERSHIP APPROACHES AND MODELS Introduction This paper introduces two models that support innovation in today’s business world. The Transformational Leadership Model and the Situational Model. Both models are described in depth and show how they can be used in today`s diverse workforce. The Discovery and Delivery Skills describes how the research in the Innovators DNA provides an inside look into how you can become more innovative. In today`s fast pace get it done era, innovation is key in the success of any business. Leadership is vitally important and to combine styles and models to achieve success is needed in today`s market. Discovery and Delivery is an area where every leader or potential leader must take a look at their own strengths and weakness and reevaluate what they need to do to improve. Leadership Models that Support Innovation in Organizations Transformational Leadership Model: Transformational leadership theory, started with the works of Burns and was later researched and supported by Bass. Bass took the concepts of Burns into a more operational working model that is commonly referred to as the Transformational Leadership Model. Five categories were established originally in the works of Bass and Avolio; they were idealized influence as: attributed charisma, behavioral charisma, inspirational motivation, intellectual stimulation and individualized consideration (Antonakis and House, 2014). With the five parts idealized influence/attributed...
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...with the five skills of discovery to promote growth within the company and to increase sales. This paper will discuss the different models that could be used to encourage innovation within Proctor and Gamble that will help innovative leaders in their roles and responsibilities. Lastly, this paper will also discuss how the information discussed correlates with the five skills of discovery. The leader’s actions will then be assessed and scored on how well they implemented change and shaped a culture that is more innovative in their organization. Supportive Leadership Model There is one model in particular that could be chosen to help increase the progression in the Proctor and Gamble organization. The Transformational leadership model could have been a great assesst in the development of new ideas in Proctor and Gamble. Proctor and Gamble first used the “closed innovation” model and then switched to the “open innovation” model to create growth within their organization. According to Venkatesh & Devi (2006), In 2003 Alan Lafley developed the “Connect and Development” model to generate ideas from scientist, engineers, and enterpauners and individuals outside the company. P&G already had some strong models in place to help with the change within their organization. The global context of the organization looked promising, but the transformational leadership model could have been implemented. According to Doyle (2010), a leader that uses the transformational leadership model “Raises...
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...March 2016 Student Name: Simrat Pal Singh Student ID: TIZ00001KI Submitted To: Mariana Morrison Theory This porter five forces was introduced by Michel e porter who was from Harvard business school in 1979, [ (porter five forces , 2016) ] these are about to find what level of competition in the industry and how we can develop our business, Porter five forces give us analysis what is the competition in the market and how market is influence by this porter five forces and these five forces helps us to find the position of that factors which influences the market These five forces can forecast about what profit organisation can achieve and how much success it will get, [ (model of five forces , 2016) ] The porter five forces are as follows 1. Suppliers power = if the supplier want to reduce the profit of the organisation then supplies increases the prices of product , suppliers can also effect the availability & reduce the quality of the product , [ (supplier power, 2016) ] if there is monopoly created by supplier in the market that it’s major factor to effect the costs of product [ (poertersupplier buyer, 2016) ] 2. Buyers power = customer is king , [ (bargaining-power-of-buyers-porters-five-forces-model, 2016) ] a buyers can force to businessman to reduce their product price and give them a good customer service , as per porter five forces analysis customer [ (buyer power, 2016) ] have bargain power and customer can put competition in the market...
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...CANADIAN ARMED FORCES LEADERSHIP AND STRUCTURE Abstract Leadership is at the core of any organization, especially the military. The Canadian Armed Forces, being a hierarchal organization, places a strong focus on leadership. Leadership principles and styles, as well as different leadership models, make up the foundation of the military ethos, and serve the common mission. Leaders in the Canadian Armed Forces are required to possess specific characteristics and focus on the well-being of their members, in order to achieve the commander’s intent. Introduction “As a leader you want to inspire you people to be so engaged and committed, to have accomplished so much that even when they are nighty-five years old, sitting in a rocking chair on the back porch, they will look back on their time under your leadership with the satisfaction of accomplishment and contribution, and a feeling that they have made a difference. What they will remember most is how you made them feel as they did their work ad focused on their job. Only then can your job as a leader be considered complete” General Rick Hillier (2010) Leadership is essential in any organization, especially the military. It is a complex and convoluted topic that has received a great deal of attention. It has been in the spotlight for quite some time, and been the focal point of many studies. Leadership has been defined in various ways. The Canadian Armed Forces (CAF) have defined leadership as “directly or indirectly...
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...The Leadership Quarterly 23 (2012) 809–821 Contents lists available at SciVerse ScienceDirect The Leadership Quarterly journal homepage: www.elsevier.com/locate/leaqua Personality predictors of leadership styles and the self–other agreement problem Reinout E. de Vries ⁎ VU University Amsterdam, Department of Social and Organizational Psychology, Van der Boechorststraat 1, 1081 BT, Amsterdam, The Netherlands a r t i c l e i n f o a b s t r a c t Whereas it has been acknowledged that personality plays an important role in leader emergence and effectiveness, most studies have shown weak relations between personality and leadership styles. In this study, it is argued that one of the reasons for this lack of association may lie in the low level of self–other agreement among leaders and subordinates. In this study both leaderand subordinate ratings of leader personality and leadership styles are employed to inspect the relations between HEXACO Honesty–Humility, Extraversion, Agreeableness, and Conscientiousness on the one hand and Ethical, Charismatic, Supportive, and Task-oriented leadership on the other. Using an instrumental variable procedure, strong direct effects of Honesty–Humility on Ethical leadership, Extraversion on Charismatic leadership, Agreeableness on Supportive leadership, and Conscientiousness on Task-oriented leadership were observed. The results imply that the relatively weak relations between personality and leadership styles in previous studies...
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...Leadership: Nature vs. Nurture Kathleen Jessee BUS318: Organizational Behavior Professor Thomas Tonkin May 25, 2015 Leadership: Nature vs. Nurture Even though leadership can be learned, science has found that most leaders have a genetic commonality. Interestingly, leadership means the most within an organizational context. Leader follower relationships are one of the ways leadership behavior evolves and is defined. The two most common leadership roles are the charismatic role and the instrumental role. The charismatic role empasises vision, inspires a sense of pride, and encourages respect between the leader and follower. The charismatic role is a transformational leadership model. Envolving the expanding the followers interests and facilitating followers to perform for the overall good of everyone. (Schermerhorn, 2012). Instrumental leaders show a propensity to develop strategy and set procuedures in motion. In addition, the instrumental leader uses all means available to the achievement of organizational goals. While science has shown that most successful leaders have both charisma and instrumental tendencies, these traits alone are not enough to become an effective leader. Reasearch literature has been full of information regarding the qualities of different leadership traits and how they influence change within an organization. It is important to note that, it would be irresponsible not to address how leaders develop mastery of the leadership skill set (Sahgal...
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...Bradham, a New Bern, North Carolina, druggist, who first formulated Pepsi-Cola. The company feels they have a strong, brilliant staff of individuals in leadership which consist of talent sustainability. The PepsiCo Company has four major divisions: 1. PepsiCo Americas Beverage 2. PepsiCo Americas Foods 3. PepsiCo Europe 4. PepsiCo Middle East and Africa Talent management is defined as the integrated process of ensuring that an organization has a continuous supply of highly productive individuals in the right job, at the right time (www.ere.net). PepsiCo tackles talent management from within the framework of talent sustainability (Silzer & Dowell, 2010). The company’s leadership-development approach is based on the principle that they need strong people in charge to be successful in the marketplace. They have a two point approach to the supervision and growth of their talent, which is: 1. Career Growth Model – this growth model is what PepsiCo uses to describe their approach to career growth within the company. This model has five critical components for developing and managing the talent throughout the organization with proven results, leadership capability, and functional excellence, as well as knowing the business cold and critical experiences. 2. Talent Management Model – this is the second major development framework in...
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...“Good leaders are known for standing by their principles” Kouzes and Posner (2012). For three decades, these two researchers have traveled around the world to discover the “truths” about leadership and have written about the development of skills needed to become authentic and effective leaders (Kouzes and Posner (2011). The first truth is individuals can make a difference which is in contrast the accepted belief where change is the purview of higher levels of the organization. The five practices to becoming an exemplary leader according to Kouzes and Posner (2011) include: “1. Model the way, 2. Inspire a shared vision, 3. Challenge the process, 4. Enable others to act, 5. Encourage the heart” (p.2). Furthermore, another truth is credibility...
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...operations by building greater speed and flexibility into the supply chain to deliver the right product to the right store at the right time in the appropriate proportions across the approximately 4,600 store network. On-Trend Targeted Product We identifies fashion trends timely and integrates these insights into on-trend product in our stores. Generic Strategy - Porter Porter’s generic strategies: low cost, differentiation, specialization. Key stakeholders & their influence. PEST model, macro environment. – Five Forces model, micro/industry environment. Porter's Five Forces Model And Three Generic Strategies Porter's Five Forces Model Porter's Five Competitive Forces model is a framework made by Michael Porter that is used by businesses when thinking about business strategy and the impact of Information technology. This model can help a business decide whether to, enter an industry or expand your business in the industry you are already working on. The five forces in the model are the following: Buyer Power, Supplier Power, and Threat of substitute products or services, Threat of new entrants, Rivalry among existing companies. The generic + strategy + trap Since the...
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...Entrepreneurial Leadership When it comes to entrepreneurial leadership, entrepreneurs Steve Case and James Kouzes share similar theories and philosophies oh how his leadership style works. Steve Case identifies a concise theory as the foundation of successful entrepreneurs, using the three P’s (people, passion, and perseverance). Cases believes that “if you have all three P’s in the right balance, almost anything is possible; on the hand if you don’t have the three P’s nothing is possible(Case)”. Out of all the technological, invention, innovative projects that Case has been apart of, he has been capable to test and prove accuracy of his 3 P’s theory and that it is truly a formula for success. Along with the three P’s, Case also believed that it necessary to “swing for the fences” and take risks that no one else would dare think about doing (Case). With the birth and growth of AOL, came ample success, as well has opened the gateway for additionally innovative technology. Case and his partners took risks that other companies refused to take, such as the “razor and blades” concepts, and once they finished one project, whether it succeeded or failed, they were also looking for the next project that would take the world by storm. (Case) Although, Kouzes approaches his philosophy from a different point of view, he uses the same elements as Case does with his three P’s. Kouzes utilizes a system which he calls “the five basic points that leaders should use motivation”. His five points...
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...Four Models of Leadership Lisa S. Patrick University of Phoenix Four Leadership Models There are theories that suggest characteristics, behaviors and relationships that inspire and create effective leaders and followers within organizations. The Trait Leadership Model, Behavior Leadership Model, Situational Leadership Model, and Charismatic Leadership Model provide assumptions built on theories from approaches that incorporate characteristics, leader behaviors, outcomes affected by situations and how leader relationships inspire change in an organization. Differences and similarities exist among these approaches and may address some of the contemporary leadership and challenges in organizations. Trait Leadership Model The Trait Model examined specific traits researchers believed were associated with leadership and focused on the innate characteristics that make good leaders. This body of research included theories that “leaders were born and not made” (Clawson, 2006, p. 379) in the “Great Man” Theory of Leadership. Kouzes (2003) believes that to view a few men and woman as innate greatness is wrong and that heroes do exists in organizations. Other Theorists like Stogdill’s Leadership Traits, Maccobys Leader, and John Gardner’s Leaders noted characteristics believed to make great leaders. Stogdill believed leaders were strong, task-oriented, confident, handled stress, and accepted responsibility for actions were qualities of a good leader (Clawson, 2006; Clemers...
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...Change Model for XYZ, Inc. expansion MGT435: Organizational Change (BFL1407A) March 3, 2014 Change Model for XYZ, Inc. expansion As the executive for XYZ, Inc. in looking at the company’s decision to begin its first international expansion by opening a store in Shanghai, China; I propose that take a look at which change model would fit best with what we want to achieve. Choosing the best change model to is key to the success of the change whether it be short term such as this one or long term such as the one that XYZ, Inc. plans on taking on in about one years’ time. According to J.W. Weiss, “While change models, per se, do not provide the "one best way" or "the truth" of diagnosing organizations, they offer both theoretical and practical ways to understand complex situations. Burke (2008) offered five uses of organizational models: * First, models help reduce the complexity of thousands of things "going on" into manageable categories. * Second, models help point out aspects of organizational activities and dimensions that demand attention. * Third, models highlight the interconnectedness of organizational properties like culture, structure, and strategy. * Fourth, models provide a common language and vocabulary. * Fifth, models offer a sequence of actions that users can follow in particular change situations. Change models offer theoretical and practical ways to better understand complex situations. For the short term small scale change...
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...com/MGT-521/MGT-521-Week-4-Knowledge-Check 1 . Which of the following describes the leadership style in which a leader tends to centralize authority, dictate work methods, make unilateral decisions, and limit employee participation? • A. Cultural style • B. Autocratic style • C. Democratic style • D. Laissez-faire style 2 . The ________ style of leadership describes a leader who tends to value employee participation, including in such areas as decision making and deciding on work methods and goals. • A. cultural • B. autocratic • C. democratic • D. laissez-faire 3 . Which of the following describes the leadership style in which the leader generally gives the group complete freedom to make decisions and complete the work in whatever way it sees fit? • A. Cultural style • B. Autocratic style • C. Democratic style • D. Laissez-faire style 4 . The ________ model proposed that the results of the least-preferred coworker questionnaire could determine whether someone was relationship or task oriented, and these results would determine effectiveness of group performance. • A. Fiedler contingency • B. situational leadership • C. leader participation • D. path-goal 5 . Which leadership model proposed that the final component in the model is the four stages of follower readiness, and different levels of follower readiness...
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