Chapter 9 Charismatic and Transformational Leadership Chapter 9 Learning Outcomes • • • • • • • • • • • • • Describe personal meaning and how it influences attributions of charismatic qualities. Briefly explain Max Weber’s conceptualization of charisma. Describe the behavioral qualities that differentiate charismatic from noncharismatic leaders. Explain the locus of charismatic leadership. Discuss the effects of charismatic leadership on followers. Describe the characteris
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Servant Leadership: A Philosophy and Set of Practices Lori Kleeberg BSN, RN CMSRN Pfeiffer University Abstract Servant leadership is a distinct leadership concept and needs further studying. It is a unique leadership philosophy that places the followers as the top priority. The attitudes, dimensions, characteristics, and virtues of a servant leader in the discussed publications all have shared themes. Self-interest of the servant leader is not important and does not motivate this type
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Leadership Style Faye D. Baker HCS/475 – Leadership and Performance Development December 16, 2013 Shawn Matheson, MBA, LNHA, FACHA Leadership Style Transformational leadership is particularly important in the health care industry in today’s modern world because of past reputations. Some time ago the health care industry went through negative change. The health care industry was known as uncaring and cold toward patients. Transformational leadership
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A Political Perspective on Leadership Emergence, Stability, and Change in Organizational Networks Author(s): John Bryson and George Kelley Source: The Academy of Management Review, Vol. 3, No. 4 (Oct., 1978), pp. 713-723 Published by: Academy of Management Stable URL: http://www.jstor.org/stable/257927 Accessed: 04-07-2015 06:28 UTC Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at http://www.jstor.org/page/ info/about/policies/terms
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TOPIC: LEADERSHIP STYLES CONTENts page INTRODUCTION 3 UNDERSTANDING ON LEADERSHIP STYLES 3-9 DISCUSSION ON LEADERSHIP STYLE OF A LEADER 10-11 THAT IS APPARENT IN THE EFFECTIVE PROVISION OF HEALTHCARE
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Over the past five weeks, learning about leadership in a diverse society has given me clarity of the tools I need to become a more effective leader. In the short few weeks we focused on self-assessing leadership theories, management, time management, personality traits, conflict handling style, and emotional intelligence according to my type of leadership. Self-assessing each of these components has given me the proper tools to improve my leadership and I am intrigued about what I found out about
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Introduction 2 2.1 Report Topic 2 2.2 Limitations 2 2.3 Sources of Data 2 2.4 Organisation of Report 2 3.0 The Lack of Appropriate Planning for Change………………………………………..3 3.1 Lack of Contingency Planning 3 4.0 Insufficient Investment in Leadership and Team Building 4 4.1 Transactional Leadership 4 4.2 Transformational Leadership 5 5.0 Transformational Leadership, Work Engagement and Emotional Intelligence 6 5.1 Work Engagement………………………………………………………………………...….6 5.1.1 Application to Case 6 5
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alongside our NATO allies. Everything we do in the Air Force is based off of our code of ethics known as the Air Force core values. These three core values are: Integrity first, Service before self, and Excellence in all we do. The Air Force leadership believes with these three values ingrained in every Airman that every organizational unit has the power to achieve great mission accomplishments. “Core values, the deeply held beliefs that serve to guide the behavior and decision making of an organization’s
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Zaleznik change and help them cope published an HBR article with the as they struggle through it deceptively mild title "Managers and Leaders: Are They Different?" The piece caused an uproar in business schools. It argued that the theoreticians of scientific management, with their organizational diagrams and time-and-motion studies, were missing half the picture-the half filled with inspiration, vision, and the full spectrum of human drives and desires. The study of leadership hasn't
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Leadership Models The dynamics of leadership-follower relationships has grown in the last two decades because of a growing discussion in leadership literature (Popper & Mayseless, 2002) as cited in Avolio. Many companies, which were small 20 years ago have emerged as leaders in the market, overtaking their once larger competitors. These firms internally have revamped the way they do business. They have focused on making changes to their managerial process, thereby creating a competitive
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