...CHAPTER 4 Leadership Behaviors, Attitudes, and Styles The purpose of this chapter is to provide the reader with an understanding of basic leadership behavior and attitudes, as well as styles. Some of the information goes back to classic studies conducted in the 1950s and 1960s, and some is recent. Several other topics are featured: servant leadership, and how leaders use 360-degree feedback to fine-tune their behaviors, entrepreneurial leadership styles, and gender differences in leadership. CHAPTER OUTLINE AND LECTURE NOTES This chapter covers pioneering information about leadership behaviors and attitudes that served as the basis for studies of leadership styles and contingency theories of leadership. A sampling of these styles is presented as well as current information about behaviors, attitudes, and styles. An effective leader is one who facilitates group members’ attaining productivity, quality, and satisfaction. I. THE CLASSIC DIMENSIONS OF CONSIDERATION AND INITIATING STRUCTURE The Ohio State studies developed questionnaires about leaders that included self-assessments and assessments by subordinates. This research became the foundation for most of the future research about leadership behavior, attitudes, and styles. Two dimensions (as identified by factor analysis) accounted for 85 percent of the variance in descriptions of leadership behavior. Consideration is the degree to which the leader creates an environment of emotional support, warmth, friendliness...
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...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 Downloaded from jom.sagepub.com at The Hebrew University Library Authority on June 29, 2011 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 overall conceptual model of servant leadership is presented. It is argued that leaders...
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...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 overall conceptual model of servant leadership...
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...distinction between effective and ineffective followers is that the latter exhibit courage, honesty, enthusiasm, intelligence, and self-reliance. This is dissimilar to ineffective followers who withhold information, whereas effective followers contribute and share opinions, which is an advantage to the organization especially if certain issues are not covered. Overall, exemplary followers share all of the qualities of effective and successful leaders. Kelly’s concept of servant followership is regarded as an important contribution to organization behavior literature. This is due to his theory that “servant followership is more important than leadership” because the majority of people spend most of their time in subordinate roles rather than leadership positions. Kelly utilizers the term ‘exemplary’ to describe the ideal servant follower and according to him, there are two dimensions to describe followers who score high within an organization: independent, critical thinking, and active engagement. The first dimension of active followership encompasses independence, critical thinking, and active engagement, which is effective in an organization. Active followers affect their organization positively because they take...
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...Organizational leadership 3 marks 1) What do you mean by “charisma”? Ans: Charisma is a trait found in individuals whose personalities are characterized by powerful charm and magnetism (attractiveness) and superior capabilities of interpersonal communication and persuasion. According to Weber, charisma is a pure form of authority based on the gift of divine grace. The term charisma is applied to a certain quality of an individual personality by virtue of which he is considered extraordinary and treated as endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities. 2) Who is a charismatic leadership? Ans: Charismatic leadership is a leadership based on the leader’s ability to communicate and behave in ways that reach followers on a basic, emotional way, to inspire and motivate. 3) Define the term “transactional leadership”. Ans: A transactional leader is one who guides and motivates his follows in the direction of establish goals by clarifying role and task requirements. It involves exchange relationship between leader and the followers. It is a perception for mediocrity and that transformational leadership leads to superior performance in organization facing demands for renewal and change. 4) Differentiate between transformational and transactional leadership. Ans: ...
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...Becoming an effective leader Workbook Contents |ILM Unit specification |Page 3 | |Leadership versus management |Page 5 | |Action centred leadership |Page 6 | |Mintzberg on the role of the manager |Page 8 | |Situational leadership questionnaire |Page 10 | |Six leadership styles |Page 18 | |Overview of authentic leadership |Page 24 | |Developing leaders |Page 25 | |How managers are judged |Page 28 | |Competencies: the pros and cons |Page 30 | ILM UNIT SPECIFICATION |Title: ...
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...This dissertation will discuss Angela Merkel’s Leadership style and ethics during the Euro crisis. It will also compare Angela Merkel’s leadership style to servant leadership style. It will also describe how servant leadership may or may not change the outcomes of the Euro crisis. In the closure of the dissertation, I will discuss my own leadership philosophy. Angela Merkel Angela Merkel is the Chancellor of Germany. Last fall, she was elected to her third term as chancellor of Germany, making her one of the only two European Union leaders that survived the economic crisis (The Guardian, 2013). Angela Merkel was named by Forbes in 2014 as the most powerful women in the world (Forbes, 2014). Angela Merkel’s leadership style is pragmatic and methodical (The Guardian, 2013). Anne Applebaum (2013) states “She reigns. She doesn’t tell people what to do, she doesn’t give orders, and she isn’t bossy or pushy. She doesn’t throw Germany’s weight around or make demands. She simply sets parameters, and then lets everybody else make ‘choices’ themselves.” Merkel’s leadership style is prudent, democratic, and modest. Merkel prefers discussion, deliberation and consensus (Zeeb, 2013). The Germans call her “Mutti” (mummy), because she understands what her country wants and makes sure her country gets it (Zeeb, 2013 & The Guardian, 2013). Angela Merkel is a no nonsense leader that is well respected. Merkel and the Euro Debt Crisis The European sovereign debt crisis...
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...RENAISSANCE LEADERSHIP Transforming Leadership for the 21st Century J. Martin Hays and Choule Youn Kim THE AUSTRALIAN NATIONAL UNIVERSITY Key Words: |Leadership |Management Education |Future Trends | |Leadership Development |The New Millennium |Leadership Competencies | ABSTRACT Conventional leaders and leadership of the past are insufficient to meet the demands of the 21st Century. As we enter the new millennium, our world is characterised by unprecedented complexity, paradox, and unpredictability. Change is rapid and relentless. Today’s leaders face demands unlike any ever before faced. Standard leadership approaches that have served us well throughout much of history are quickly becoming liabilities. Conventional wisdom regarding leadership and many of its habits must be unlearned. The strong, decisive, charismatic, and independent leader and leadership we have idealised, strived to be, depended upon, and longed for may prove counter-productive in the new millennium and undermine a sustainable future. The challenges and opportunities of the 21st Century call for a new type of leader and leadership, indeed an entirely new and different way of thinking about leadership and of developing future leaders. This paper explores the nature of the nascent millennium and the leader and leadership qualities and capabilities...
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...i PERSONAL LEADERSHIP DEVELOPMENT PLAN For ARIC W HALL Completed in Partial Fulfillment of the Requirements of OM 7170 – The Developing Leader Capella University August, 2004 Address: City, State, Zip: Phone: E-Mail: Instructor: Ina von Ber, PhD ii Abstract Title Personal Leadership Development Plan for Aric W Hall Abstract This leadership development plan is tailored for its author and is not a research paper in the traditional sense. The author begins with his personal framework for leadership. Included are the results of several leadership assessment tools, information from coaching and personal feedback, and insights into the author’s goals for career and leadership development. The report concludes with a few thoughts on future development and evaluating the progress of personal development. Hall, p. i Table of Contents Table of Contents Introduction Leadership Framework Assessment Assessment Tools EQ In-Action Profile Campbell Leadership Descriptor Myers-Briggs Type Indicator Coaching & Feedback Developmental Activities Evaluating Progress Appendix: My Assessment Outcomes Bibliography i 1 1 4 4 4 6 7 8 9 10 13 14 Hall, p. 1 Introduction Everyone needs to have a career development plan. In my case, that should include a leadership development plan. This particular plan begins with a leadership framework that encapsulates what I value in leadership. I am also happy to report that a large portion of the leadership assessment data incorporated herein...
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...Introduction Leadership? What is it? What all does it encompass? Can you define it? Over decades, leadership has been a very fluid concept. Various scholars and researches (maybe influenced by the leaders of their respective times) define the term differently with each definition possessing unique features, qualities and its significance to the society as whole. For example, in 1930s, E.S. Bogardus defined it as “a process in which the activities of many are organized to move in a specific direction by one leader”. This definition signifies ‘Directional leadership’, which is to say one-leading-many. In 1990s, however, J.Rost’s definition on the other hand was “Leadership is an influence relationship between leaders and followers who intend real changes that reflect their mutual purposes” i.e. mutual influence for mutual benefits. The question arises which one is correct? If any? The answer is both in their respective domains. Leadership is a vast and multifaceted concept that is ever evolving with time. Thus, it is not important to chase the definition of the concept but to concentrate on its essence. The most important essence of leadership is follower-ship, since without followers one cannot be a leader. The word ‘leadership’ misleads into believing that the leader is the central figure in the concept, it is in fact the followers who are of the utmost importance. It is imperative for a successful leader to understand the needs of the followers and to empower, inspire them...
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...Comprehensive Leadership “People ask me, would you rather be feared or loved, um easy, I want people to be afraid of how much they love me.”, Michael Scott, General Manager-The Office. This was the first thing I thought of when assigned a comprehensive leadership paper, and I figured something funny always draws the reader in. I want to start my paper with my leadership interview. As I mentioned in class, I wanted to get more of an honest interview with my sweet, yet beleaguered new Plant Manager. He is not only a wonderful man, but also being assigned to our facility to develop and nurture a not yet defined “culture”; he has done so with patience and class. On his first day, he spoke to all of us in our break area, stating he wanted to know who we were, what our spouse’s name was, what some of our hobbies were, and where we saw ourselves in the scheme of our corporation. What challenges I foresee my manager facing is not the newer employees in our facility, but the manufacturers and line men that have been working for thirty plus years. It has been my experience that if you can really get through to the old timers, you have won half the battle trying to change the culture because they are the influencers. Do you think leadership develops with experience? Experience is the only way I have gotten better with anything I have done. To be more specific the more I failed, the better I got at what I had set my goal to. Are there one or two experiences you look back on...
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...leadershipELAF 683 LEADERSHIP FROM THE BOARDROOM TO THE CLASSROOM: EFFECTIVE PRACTICES IN BUSINESS AND EDUCATIONAL LEADERSHIP Introduction Purpose and Direction for the Paper: This paper intends to discuss leadership from a business perspective leading to effective practices that are both documented in business and educational leadership. It will present a historical perspective on leadership from the kings of the 16th Century to a discussion on theory (administrative and leadership). The paper will transition to discuss effective practices and common characteristics of effective leaders tying the concepts from business thought to educational leadership. Finally, a discussion will be presented detailing current educational and economic trends for schools for the 21st century and a summary of the leadership that will be required. A Business and Educational Leadership Perspective: A Required Change Niccolo Machiavelli, the 16th century author of The Prince (1981), stated, “The whole Kingdom . . . is governed by one man; everyone else is his servant” (p. 22). Since its first printing in 1516, The Prince has been the inspiration for many managerial texts and has been utilized as a guide for leaders throughout the centuries, including several today. In a Machiavellian or so-called “top-down” managerial philosophy, a chief executive officer (CEO) defines and controls the power of the organization. The workforce serves the mission as determined by management, which oftentimes has...
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...using multi systemic therapy. The company has an adoption and foster care program that began in 1999. The company also has implemented a Specialized Crisis Services in 2003 with trained counselors that are available 24 hours a day. They implemented a mentoring program and MYPAC (Mississippi Youth Programs Around the Clock). Finally, there is YVLifeSet, a transition to adulthood program. Patrick Lawler and Youth Villages has served more than 23,000 families across thirteen states. U.S. News & World Report recognized Lawler as one of "America's Best Leaders" by U.S. News & World Report in conjunction with the Center for Public Leadership at Harvard University's John F. Kennedy School of Government. Youth Villages only objective is to help our nation's most vulnerable and troubled children. A2. Leadership Practices Describe three leadership practices of the primary leader of the...
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...Leadership: Inherent or developed? Gary Mason Regent University June 26, 2016 Leadership: Inherent or developed? Introduction Leadership is required in nearly every aspect of our lives; it is so important that leadership, and the traits that make up leadership, have been studied extensively for decades. In industry the viability of the organization depends so heavily on leadership that many companies fail, not due to a poor product, or bad marketing but simply due to poor leadership since “…leadership…may affect work team processes and results”. (Santos, Caetano, & Tavares, 2015, p. 470) Although “nearly $15 billion is spent yearly…” (Prager, 2016, p. 30) on leadership development programs “study after study says leadership development is not effective, senior leaders don’t believe it works”! (Prager, 2016, p. 30) With the amount of money being spent on leadership development, clearly there is a belief that it is possible to train someone to become a leader. Still, “86% of HR and business leaders see leadership shortfalls as a top-three issue”. (Prager, 2016, p. 32) If leadership development is important enough to spend $15 billion dollars a year to provide, yet 86% of business leaders and Human Resource officers still consider the development of leadership skills a significant issue because of remaining shortfalls in leadership in spite of the investment, there is plainly a disconnect. But, what attributes or skills are recognized as good leadership traits? According...
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...The collaboration between emotional intelligence and the leadership A Case study of SAGA Corporation Presented By: Muhammad Adnan College: London College of Business Supervisor Name: Joy Joseph Submission Date: Declaration This work has not previously been accepted in substance for any degree and is not being concurrently submitted in candidature for any degree. |Signed | |(Candidate) | |Date | | | STATEMENT 1 This thesis is the result of my own investigations, except where otherwise stated. The correction services have been used, the extent and nature of the correction is clearly marked in a footnote(s). Other sources are acknowledged by footnotes giving explicit references. A bibliography is appended. |Signed | |(Candidate) | |Date | | | STATEMENT 2 I hereby give consent for my thesis, if accepted, to be available for photocopying and for inter-library loan, and for the title and summary to be made available to outside organizations. |Signed | ...
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