Transformational Leadership and Change: How Leaders Influence Their Followers' Motivation Through Organizational Justice Carl Deschamps, researcher, Universite Libre de Bruxelles, and Solvay Brussels SchoolEconomics and Management, Brussels, Belgium; Natalie Rinfret, PhD, CRHA, professor, Ecole nationale d ‘administration publique, Chaire La Capitale en leadership dans le secteur public, Quebec, Canada; Marie Claude Lagace, researcher, Ecole nationale d'administration publique, Chaire La Capitale
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36(3): 247-253 (2 013) A Proposed Leadership Competency Model for Effective Organizational Change Intervention Rein Coetzee¹, Jan Visagie¹ and Wilfred Ukpere² 1School of Human Resources Science, North-West University, Potchefstroom, South Africa 2Department of Industrial Psychology and People Management, Faculty of Management, University of Johannesburg, South Africa KEYWO RDS Lea dership. Leadership Competencies. Leadership Models. Leadership in Change. Leading Cha nge. Organisational
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Leadership and Teamwork: The Effects of Leadership and Job Satisfaction on Team Citizenship Seokhwa Yun1 Seoul National University Jonathan Cox Houston, TX Henry P. Sims, Jr. Sabrina Salam University of Maryland This study examined how leadership related to citizenship behavior within teams. Leadership was hypothesized to influence team organizational citizenship behavior (TOCB) either directly or indirectly through job satisfaction. Longitudinal data were collected in three waves. Leader
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problems exist. After careful analysis, one can conclude that the core problem is lack of effective Leadership. This issue gives rise to conflict within the branch office and hampers the efficiency of the staff and the success of the organization. While this can be viewed as the core problem, there are other issues which plague this office. They include lack of motivation, clash of personality, poor communication, lack of job knowledge, poor job selection and low self efficacy. Literature Review
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1. Understanding the links and differences between management and leadership 1.1 Discuss the concept of leaders as effective managers Leadership and management go hand in hand but is not the same thing, but are linked and compliment each other. There has been debate about the difference between leadership and management. With some believing there is no distinction, while others that they should be separated in two defined roles. A common definition is: Management is about the
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Reflection Paper Content Analysis Evaluation Form This instrument is designed to assess learning progress and behavioral change through analysis of written statements in reflection papers. The open-ended nature of the writing is intended to encourage self-directed reflection and expression of both feelings and thoughts. The categories represent major objectives of the Pathways to Leadership: Emerging and New Administrator Workshop* classified according to the Awareness—Acceptance—Action (AAA)
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Reflection Paper Content Analysis Evaluation Form This instrument is designed to assess learning progress and behavioral change through analysis of written statements in reflection papers. The open-ended nature of the writing is intended to encourage self-directed reflection and expression of both feelings and thoughts. The categories represent major objectives of the Pathways to Leadership: Emerging and New Administrator Workshop* classified according to the Awareness—Acceptance—Action (AAA)
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and embrace change to become a more efficient leader. The article takes the real life experiences of managers in different organisations citing as examples to explain in the detail about the concept of becoming a better leader. The article on self leadership basically points out the importance of personal choices and decisions taken to move a person in the right direction of being an efficient leader. The concepts of this article are explained using a mix theories and examples. The importance of lessons
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Resource Development Review (Jamie L. Callahan, Editor) Title of the Article: The Role of Self-Reflection, Emotional Management of Feedback and Self- Regulation Processes in Self-Directed Leadership Development Author: Paul L. Nesbit No. of Pages: 18 pages SUMMARY The self- directed leadership development is conceptualized within a framework of emphasizing a self understanding phase and self-change phase that are dependent on the integrated operation of three skills concerning one’s
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Emotional Intelligence Leadership Success. Seth Ramachandiran Theoretical Paper submitted for the OB Class. Abstract: The theoretical paper defines and analyses the impacts of the Emotional Intelligence on leadership and success. Emotional intelligence, Leadership and success are very subjective terms and can be interpreted in various ways.. Hence an attempt is made to define them and set the boundaries of the analysis. Firstly the foundations of emotional intelligence are established and
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