The document discusses key concepts related to leadership. It covers:
1. The difference between leadership and management, with leadership focusing more on inspiration and vision while management focuses on processes and administration.
2. The nature of leadership as getting others to cooperate in accomplishing goals through persuasion, example, and motivation.
3. Different types of leaders, including formal leaders appointed to positions and emergent informal leaders who evolve based on expertise and influence.
4. Ways of identifying potential leaders such as assessing leadership traits and using personality assessments like the Myers-Briggs Type Indicator.
This document discusses key concepts around leadership including:
- The differences between leaders and managers, with managers focusing on planning, organizing and controlling while leaders focus on influencing others.
- The three skills that make an effective leader - technical, human and conceptual skills.
- The five types of power leaders can utilize - legitimate, reward, coercive, referent and expert power and their likely responses from followers.
- Two contingency models of leadership - Fiedler's contingency model and Hersey-Blanchard's situational leadership model which discuss adjusting leadership styles to situational factors.
- The differences between transformational and transactional leadership styles.
- Various leadership styles such as autocratic, democratic and laissez
This document provides an overview of leadership theories and approaches. It discusses the nature of leadership and how it involves influencing people to achieve goals. Contemporary leadership theories focus on aspects like globalization, ethics, and social changes. Recent approaches emphasize humility and developing others. Behavioral approaches examine how leader behaviors like task orientation and consideration impact effectiveness. Contingency theories stress that the best leadership style depends on follower readiness and situational favorability. The document compares theories like Hersey and Blanchard's situational theory and Fiedler's contingency theory.
leadership presentation for improving leadership skillBIKRAMMUDULI1
This document discusses leadership theories and frameworks. It begins by defining leadership and distinguishing between managers and leaders. It then covers classic theories like trait theory and behavioral theories such as Ohio State studies. Modern frameworks discussed include Fiedler's contingency model, path-goal theory, and transformational leadership. It also identifies skills effective leaders need such as communication, problem solving, and motivating others.
Leadership involves inspiring others to accomplish important tasks. Contemporary leadership faces challenges like short timeframes and complex problems. Leaders use power to influence others for the common good rather than personal gain. Important leadership traits include drive, confidence, and integrity. Leadership styles vary in their concern for tasks versus people. Contingency theories suggest the most effective leadership style depends on situational factors like follower readiness and control over the situation.
This document discusses leadership theories and frameworks. It begins by defining leadership and presenting classic leadership studies. It then discusses trait theories, behavioral theories like Ohio State studies and University of Michigan studies, and contingency theories like Fiedler's model and path-goal theory. It also covers charismatic, transformational, and transactional leadership. Finally, it identifies skills effective leaders need like communication, problem solving, and managing conflict.
This document discusses various theories of leadership. It defines leadership as influencing a group toward goals, versus management which uses authority to obtain compliance. Trait theories examine personality traits that differentiate leaders, like extroversion and emotional intelligence. Behavioral theories propose specific skills can be taught. Contingency theories note the importance of situational factors. Models discussed include Fiedler, situational leadership theory, path-goal theory, and charismatic/transformational leadership. Trust and cultural factors also impact leadership effectiveness.
1) There are several theories of leadership including trait, behavioral, contingency, and contemporary theories. Trait theories focus on identifying distinguishing traits between leaders and non-leaders. Behavioral theories propose that specific, teachable behaviors differentiate leaders.
2) Contingency theories emphasize that leadership effectiveness depends on matching a leader's style to the context. For example, Fiedler's contingency model matches leader styles to situational favorableness. Hersey and Blanchard's model matches leader styles to follower readiness.
3) Contemporary theories examine charismatic, transformational, authentic, ethical, and trust-based leadership. Transformational leaders inspire and motivate followers through idealized influence, inspiration, intellectual stimulation and individualized
This document provides an overview of leadership theories and frameworks. It discusses classic studies on trait, behavioral, and contingency theories of leadership. It also outlines modern theories including Fiedler's contingency model, situational leadership theory, path-goal theory, charismatic leadership, and the differences between transactional and transformational leaders. Finally, it identifies skills needed for effective leadership such as communication, problem solving, managing conflict, and motivating others.
This document discusses key concepts around leadership including:
- The differences between leaders and managers, with managers focusing on planning, organizing and controlling while leaders focus on influencing others.
- The three skills that make an effective leader - technical, human and conceptual skills.
- The five types of power leaders can utilize - legitimate, reward, coercive, referent and expert power and their likely responses from followers.
- Two contingency models of leadership - Fiedler's contingency model and Hersey-Blanchard's situational leadership model which discuss adjusting leadership styles to situational factors.
- The differences between transformational and transactional leadership styles.
- Various leadership styles such as autocratic, democratic and laissez
This document provides an overview of leadership theories and approaches. It discusses the nature of leadership and how it involves influencing people to achieve goals. Contemporary leadership theories focus on aspects like globalization, ethics, and social changes. Recent approaches emphasize humility and developing others. Behavioral approaches examine how leader behaviors like task orientation and consideration impact effectiveness. Contingency theories stress that the best leadership style depends on follower readiness and situational favorability. The document compares theories like Hersey and Blanchard's situational theory and Fiedler's contingency theory.
leadership presentation for improving leadership skillBIKRAMMUDULI1
This document discusses leadership theories and frameworks. It begins by defining leadership and distinguishing between managers and leaders. It then covers classic theories like trait theory and behavioral theories such as Ohio State studies. Modern frameworks discussed include Fiedler's contingency model, path-goal theory, and transformational leadership. It also identifies skills effective leaders need such as communication, problem solving, and motivating others.
Leadership involves inspiring others to accomplish important tasks. Contemporary leadership faces challenges like short timeframes and complex problems. Leaders use power to influence others for the common good rather than personal gain. Important leadership traits include drive, confidence, and integrity. Leadership styles vary in their concern for tasks versus people. Contingency theories suggest the most effective leadership style depends on situational factors like follower readiness and control over the situation.
This document discusses leadership theories and frameworks. It begins by defining leadership and presenting classic leadership studies. It then discusses trait theories, behavioral theories like Ohio State studies and University of Michigan studies, and contingency theories like Fiedler's model and path-goal theory. It also covers charismatic, transformational, and transactional leadership. Finally, it identifies skills effective leaders need like communication, problem solving, and managing conflict.
This document discusses various theories of leadership. It defines leadership as influencing a group toward goals, versus management which uses authority to obtain compliance. Trait theories examine personality traits that differentiate leaders, like extroversion and emotional intelligence. Behavioral theories propose specific skills can be taught. Contingency theories note the importance of situational factors. Models discussed include Fiedler, situational leadership theory, path-goal theory, and charismatic/transformational leadership. Trust and cultural factors also impact leadership effectiveness.
1) There are several theories of leadership including trait, behavioral, contingency, and contemporary theories. Trait theories focus on identifying distinguishing traits between leaders and non-leaders. Behavioral theories propose that specific, teachable behaviors differentiate leaders.
2) Contingency theories emphasize that leadership effectiveness depends on matching a leader's style to the context. For example, Fiedler's contingency model matches leader styles to situational favorableness. Hersey and Blanchard's model matches leader styles to follower readiness.
3) Contemporary theories examine charismatic, transformational, authentic, ethical, and trust-based leadership. Transformational leaders inspire and motivate followers through idealized influence, inspiration, intellectual stimulation and individualized
This document provides an overview of leadership theories and frameworks. It discusses classic studies on trait, behavioral, and contingency theories of leadership. It also outlines modern theories including Fiedler's contingency model, situational leadership theory, path-goal theory, charismatic leadership, and the differences between transactional and transformational leaders. Finally, it identifies skills needed for effective leadership such as communication, problem solving, managing conflict, and motivating others.
The document discusses various topics related to leadership including early leadership theories, contingency theories of leadership, contemporary views of leadership, and leadership issues in the 21st century. It provides definitions of key leadership terms like leader and the process of leading. It also summarizes early leadership theories like trait theory and behavioral theory. Contingency theories discussed include Fiedler's contingency model and path-goal theory. The document also contrasts transactional and transformational leadership styles.
This document discusses various leadership styles and theories. It describes authoritarian, participative, and free rein styles of leadership based on authority. Additionally, it covers task-oriented and people-oriented leadership styles. Transactional leadership uses rewards and punishments, while transformational leadership inspires followers through idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Contingency theory states that leadership effectiveness depends on situational factors like task structure and leader-member relations. Overall, the document provides an overview of different conceptual frameworks for understanding leadership styles and approaches.
Ongamo joe marshal - basic approaches to leadershipOngamoJoeMarshal
Ongamo Joe Marshal had worked with Asia TV under "chin sing film company ltd" as casting director and also recently he participated in arranging the kickboxing and k1 fights arranged by Asia TV in Hongkong.
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
This document discusses various leadership theories and concepts. It defines leadership as influencing others beyond expectations and describes effective leaders as those who influence, guide, and build goal-oriented teams. The document then summarizes theories such as Path-Goal theory, which states that leaders clarify paths and rewards to motivate followers, and Fiedler's contingency theory, which matches leadership styles to situational factors. Finally, it outlines four leadership behaviors in Path-Goal theory: directive, supportive, participative, and achievement-oriented.
Lesson 11 - Leadership on Management Dynamicsramtibay
This document discusses various topics related to leadership. It begins by defining leadership as the ability to influence people toward goals. It distinguishes leadership from management, noting that management focuses on stability and problem-solving while leadership focuses on vision and change. It then covers contemporary leadership approaches, leadership traits, behavioral approaches like Ohio State studies, and leader-follower relationship approaches including situational and contingency theories. Finally, it discusses charismatic and transformational leadership as well as six paradoxes of post-pandemic leadership such as being a humble hero, tech-savvy humanist, and globally-minded localist.
The document discusses various theories and approaches to leadership. It defines leadership as influencing others towards goals, and distinguishes leadership from management by focusing on vision versus tasks. Early theories examined traits of leaders and different leadership styles. Contingency theories state there is no single best style, and the situation determines the most effective approach. More recent approaches include transformational leadership that inspires change, and visionary leadership that articulates an attractive future. Developing trust, empowering followers, and acting ethically are also discussed as important leadership components.
This document discusses leadership and different leadership styles. It begins by defining leadership as influencing and supporting others to work enthusiastically toward achieving objectives. It then discusses:
1. The differences between managers and leaders. Managers direct work while leaders inspire others through vision.
2. Traits of effective leaders such as honesty, drive and skills in technical, human and conceptual areas.
3. Behavioral styles including positive, negative, autocratic, consultative and participative.
4. Contingency models for selecting a leadership style based on the situation, including Fiedler's model of leader-member relations, task structure and power, and Blanchard's model of employee development level.
This document summarizes several theories and approaches to leadership, including:
1) Situational leadership theories like Fiedler's Contingency Theory, Path-Goal Theory, and Vroom's Decision Tree Approach that propose the most effective leadership style depends on situational factors.
2) The Leader-Member Exchange (LMX) Approach which focuses on unique relationships between leaders and individual subordinates.
3) Trait, behavioral, and power-based perspectives on leadership attributes and styles.
Session 2 - Early Leadership Theories.pptxssuserde1c26
Early theories of leadership focused on traits, behaviors, and situations. Trait theories proposed that great leaders possess certain innate qualities and traits, but this approach was criticized for failing to identify a definitive list of traits. Behavioral theories examined task-oriented and relationship-oriented leadership styles, but found no universal best style. Situational theories like Hersey-Blanchard and Fiedler's contingency theory proposed that leadership style should match aspects of the situation like employee readiness or task structure, position power, and leader-member relations. More recent models emphasize leadership capabilities and skills over traits, behaviors, or situations.
theories of leadership, organizational behavior, management, x y theory of leadership, leader membership theory, group approach by kurt lewin, hasrey and blenchard's contingency, features of leadership, trait theory of leadership, ohio state thoery of leadership
theories of leadership, organizational behavior, management, x y theory of leadership, leader membership theory, group approach by kurt lewin, hasrey and blenchard's contingency, features of leadership, trait theory of leadership, ohio state thoery of leadership
This document discusses different approaches to studying leadership, including leader-centered approaches, follower-centered approaches, and interactive approaches. Leader-centered approaches examine traits, behaviors, and power, and look at things like trait theory, behavioral models focusing on task and relations orientations, and sources of position and personal power. Follower-centered approaches consider self-leadership and leadership substitutes that can neutralize a leader's influence. Interactive approaches study situational leadership models based on follower readiness, empowerment, and transformational leadership through leader-follower interactions.
The document discusses various theories and aspects of leadership. It covers trait theories, behavioral theories, contingency theories like Fiedler's model and situational leadership. It also discusses transformational leadership and its key characteristics of vision, charisma, and empowerment. Current issues in leadership development discussed include emotional intelligence, gender differences in leadership styles, and Peter Drucker's view of "old-fashioned" leadership based on hard work.
Leadership & their importance in an organizationAliceNjoroge6
This document provides an overview of leadership concepts including definitions of leadership, key leadership theories, leadership styles, and responsibilities of team leaders. It discusses that leadership involves influencing others to achieve goals and can be learned. Theories covered include trait theory, situational theory, behavioral theory, and Hersey-Blanchard situational leadership. The Hersey-Blanchard model matches four leadership styles (telling, selling, participating, and delegating) to four levels of follower maturity. Responsibilities of team leaders include guiding team members, providing structure, focusing on performance, and clarifying roles. Authority of team leaders depends on the scope of their duties within the organizational structure.
1) Leadership involves influencing others and directing task-related activities, which requires an unequal distribution of power between leaders and followers.
2) Early approaches to studying leadership traits and behaviors found some common traits among effective leaders but also that leadership style must fit the situation.
3) Contingency models of leadership emphasize that the most effective leadership varies based on follower readiness, task structure, and other situational factors.
4) Transactional leaders focus on clarifying tasks and rewards, while transformational leaders inspire and motivate followers through personal vision and charisma.
The document discusses motivation and leadership theories. It defines motivation as an internal drive to meet needs. Several motivation theories are outlined, including Maslow's hierarchy of needs and McClelland's theory of needs. Leadership is defined as influencing others towards goals. Different leadership styles are discussed, including directive, supportive, participative, and achievement-oriented styles. The relationship between leadership styles and situational factors like subordinate and task characteristics is also examined. Qualities of successful leaders and ways to improve leadership skills are presented.
This document discusses several theories of leadership:
1. Trait theory of leadership, which focuses on innate personal qualities and characteristics of leaders. It describes several frameworks of trait theory including Katz, Stogdill, and McCain.
2. Behavioral theories that attempt to isolate behaviors that differentiate effective vs ineffective leaders, including the Ohio State studies, Michigan studies, and Managerial Grid theory.
3. Contingency theory including Fiedler's model of leadership style and situational control, and the path-goal theory.
4. Hersey-Blanchard situational leadership theory which proposes changing leadership styles based on follower maturity.
5. Other topics covered include transactional
Leadership is the ability to effectively and responsibly engage with people, processes, and programs to achieve organizational, team or individual goals.
Supervision is the set of activities carried out by a person in order to oversee the productivity and progress of employees who report directly to that person in an organization.
Supervision is a management activity and supervisors have a management role in the organization.
The document summarizes several theories of leadership:
1. The Fiedler Contingency Model proposes that a leader's effectiveness depends on how their leadership style matches the situation, with styles being either task-oriented or relationship-oriented.
2. Path-Goal Theory suggests leaders should help subordinates achieve goals by clarifying the path and reducing obstacles. Four leadership behaviors are described.
3. Other contingency models discussed include the Leader Participation Model and Attribution Theory of Leadership. Transformational leadership aims to inspire followers while transactional leadership focuses on goals and task requirements.
The document is a dictionary of behavioural competencies for jobs at a university. It defines competencies as observable skills, knowledge and traits needed for job performance. Each competency includes a definition and proficiency scale with behavioral indicators for different levels. The dictionary can be used for recruitment, development and performance management. It provides competencies and scales for skills like adaptability, analytical thinking, client focus, communication, and continuous learning to help assess and develop employees.
This document provides information about competencies and behavioral indicators for various positions within the Bassett Unified School District. It includes a competency dictionary that defines competencies and lists them at different mastery levels. For each competency, behavioral indicators are provided as examples of behaviors associated with that competency at each level. The document aims to provide a framework for assessing competencies and positioning employees at the appropriate mastery level based on exhibited behaviors. It covers competencies such as accountability, adaptability, conflict management, and continuous learning among others.
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Similar to Ki nang lanh dao (tai lieu trinh chieu cho CEO)
The document discusses various topics related to leadership including early leadership theories, contingency theories of leadership, contemporary views of leadership, and leadership issues in the 21st century. It provides definitions of key leadership terms like leader and the process of leading. It also summarizes early leadership theories like trait theory and behavioral theory. Contingency theories discussed include Fiedler's contingency model and path-goal theory. The document also contrasts transactional and transformational leadership styles.
This document discusses various leadership styles and theories. It describes authoritarian, participative, and free rein styles of leadership based on authority. Additionally, it covers task-oriented and people-oriented leadership styles. Transactional leadership uses rewards and punishments, while transformational leadership inspires followers through idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Contingency theory states that leadership effectiveness depends on situational factors like task structure and leader-member relations. Overall, the document provides an overview of different conceptual frameworks for understanding leadership styles and approaches.
Ongamo joe marshal - basic approaches to leadershipOngamoJoeMarshal
Ongamo Joe Marshal had worked with Asia TV under "chin sing film company ltd" as casting director and also recently he participated in arranging the kickboxing and k1 fights arranged by Asia TV in Hongkong.
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
This document discusses various leadership theories and concepts. It defines leadership as influencing others beyond expectations and describes effective leaders as those who influence, guide, and build goal-oriented teams. The document then summarizes theories such as Path-Goal theory, which states that leaders clarify paths and rewards to motivate followers, and Fiedler's contingency theory, which matches leadership styles to situational factors. Finally, it outlines four leadership behaviors in Path-Goal theory: directive, supportive, participative, and achievement-oriented.
Lesson 11 - Leadership on Management Dynamicsramtibay
This document discusses various topics related to leadership. It begins by defining leadership as the ability to influence people toward goals. It distinguishes leadership from management, noting that management focuses on stability and problem-solving while leadership focuses on vision and change. It then covers contemporary leadership approaches, leadership traits, behavioral approaches like Ohio State studies, and leader-follower relationship approaches including situational and contingency theories. Finally, it discusses charismatic and transformational leadership as well as six paradoxes of post-pandemic leadership such as being a humble hero, tech-savvy humanist, and globally-minded localist.
The document discusses various theories and approaches to leadership. It defines leadership as influencing others towards goals, and distinguishes leadership from management by focusing on vision versus tasks. Early theories examined traits of leaders and different leadership styles. Contingency theories state there is no single best style, and the situation determines the most effective approach. More recent approaches include transformational leadership that inspires change, and visionary leadership that articulates an attractive future. Developing trust, empowering followers, and acting ethically are also discussed as important leadership components.
This document discusses leadership and different leadership styles. It begins by defining leadership as influencing and supporting others to work enthusiastically toward achieving objectives. It then discusses:
1. The differences between managers and leaders. Managers direct work while leaders inspire others through vision.
2. Traits of effective leaders such as honesty, drive and skills in technical, human and conceptual areas.
3. Behavioral styles including positive, negative, autocratic, consultative and participative.
4. Contingency models for selecting a leadership style based on the situation, including Fiedler's model of leader-member relations, task structure and power, and Blanchard's model of employee development level.
This document summarizes several theories and approaches to leadership, including:
1) Situational leadership theories like Fiedler's Contingency Theory, Path-Goal Theory, and Vroom's Decision Tree Approach that propose the most effective leadership style depends on situational factors.
2) The Leader-Member Exchange (LMX) Approach which focuses on unique relationships between leaders and individual subordinates.
3) Trait, behavioral, and power-based perspectives on leadership attributes and styles.
Session 2 - Early Leadership Theories.pptxssuserde1c26
Early theories of leadership focused on traits, behaviors, and situations. Trait theories proposed that great leaders possess certain innate qualities and traits, but this approach was criticized for failing to identify a definitive list of traits. Behavioral theories examined task-oriented and relationship-oriented leadership styles, but found no universal best style. Situational theories like Hersey-Blanchard and Fiedler's contingency theory proposed that leadership style should match aspects of the situation like employee readiness or task structure, position power, and leader-member relations. More recent models emphasize leadership capabilities and skills over traits, behaviors, or situations.
theories of leadership, organizational behavior, management, x y theory of leadership, leader membership theory, group approach by kurt lewin, hasrey and blenchard's contingency, features of leadership, trait theory of leadership, ohio state thoery of leadership
theories of leadership, organizational behavior, management, x y theory of leadership, leader membership theory, group approach by kurt lewin, hasrey and blenchard's contingency, features of leadership, trait theory of leadership, ohio state thoery of leadership
This document discusses different approaches to studying leadership, including leader-centered approaches, follower-centered approaches, and interactive approaches. Leader-centered approaches examine traits, behaviors, and power, and look at things like trait theory, behavioral models focusing on task and relations orientations, and sources of position and personal power. Follower-centered approaches consider self-leadership and leadership substitutes that can neutralize a leader's influence. Interactive approaches study situational leadership models based on follower readiness, empowerment, and transformational leadership through leader-follower interactions.
The document discusses various theories and aspects of leadership. It covers trait theories, behavioral theories, contingency theories like Fiedler's model and situational leadership. It also discusses transformational leadership and its key characteristics of vision, charisma, and empowerment. Current issues in leadership development discussed include emotional intelligence, gender differences in leadership styles, and Peter Drucker's view of "old-fashioned" leadership based on hard work.
Leadership & their importance in an organizationAliceNjoroge6
This document provides an overview of leadership concepts including definitions of leadership, key leadership theories, leadership styles, and responsibilities of team leaders. It discusses that leadership involves influencing others to achieve goals and can be learned. Theories covered include trait theory, situational theory, behavioral theory, and Hersey-Blanchard situational leadership. The Hersey-Blanchard model matches four leadership styles (telling, selling, participating, and delegating) to four levels of follower maturity. Responsibilities of team leaders include guiding team members, providing structure, focusing on performance, and clarifying roles. Authority of team leaders depends on the scope of their duties within the organizational structure.
1) Leadership involves influencing others and directing task-related activities, which requires an unequal distribution of power between leaders and followers.
2) Early approaches to studying leadership traits and behaviors found some common traits among effective leaders but also that leadership style must fit the situation.
3) Contingency models of leadership emphasize that the most effective leadership varies based on follower readiness, task structure, and other situational factors.
4) Transactional leaders focus on clarifying tasks and rewards, while transformational leaders inspire and motivate followers through personal vision and charisma.
The document discusses motivation and leadership theories. It defines motivation as an internal drive to meet needs. Several motivation theories are outlined, including Maslow's hierarchy of needs and McClelland's theory of needs. Leadership is defined as influencing others towards goals. Different leadership styles are discussed, including directive, supportive, participative, and achievement-oriented styles. The relationship between leadership styles and situational factors like subordinate and task characteristics is also examined. Qualities of successful leaders and ways to improve leadership skills are presented.
This document discusses several theories of leadership:
1. Trait theory of leadership, which focuses on innate personal qualities and characteristics of leaders. It describes several frameworks of trait theory including Katz, Stogdill, and McCain.
2. Behavioral theories that attempt to isolate behaviors that differentiate effective vs ineffective leaders, including the Ohio State studies, Michigan studies, and Managerial Grid theory.
3. Contingency theory including Fiedler's model of leadership style and situational control, and the path-goal theory.
4. Hersey-Blanchard situational leadership theory which proposes changing leadership styles based on follower maturity.
5. Other topics covered include transactional
Leadership is the ability to effectively and responsibly engage with people, processes, and programs to achieve organizational, team or individual goals.
Supervision is the set of activities carried out by a person in order to oversee the productivity and progress of employees who report directly to that person in an organization.
Supervision is a management activity and supervisors have a management role in the organization.
The document summarizes several theories of leadership:
1. The Fiedler Contingency Model proposes that a leader's effectiveness depends on how their leadership style matches the situation, with styles being either task-oriented or relationship-oriented.
2. Path-Goal Theory suggests leaders should help subordinates achieve goals by clarifying the path and reducing obstacles. Four leadership behaviors are described.
3. Other contingency models discussed include the Leader Participation Model and Attribution Theory of Leadership. Transformational leadership aims to inspire followers while transactional leadership focuses on goals and task requirements.
Similar to Ki nang lanh dao (tai lieu trinh chieu cho CEO) (20)
The document is a dictionary of behavioural competencies for jobs at a university. It defines competencies as observable skills, knowledge and traits needed for job performance. Each competency includes a definition and proficiency scale with behavioral indicators for different levels. The dictionary can be used for recruitment, development and performance management. It provides competencies and scales for skills like adaptability, analytical thinking, client focus, communication, and continuous learning to help assess and develop employees.
This document provides information about competencies and behavioral indicators for various positions within the Bassett Unified School District. It includes a competency dictionary that defines competencies and lists them at different mastery levels. For each competency, behavioral indicators are provided as examples of behaviors associated with that competency at each level. The document aims to provide a framework for assessing competencies and positioning employees at the appropriate mastery level based on exhibited behaviors. It covers competencies such as accountability, adaptability, conflict management, and continuous learning among others.
This two-day course on business analysis introduces key concepts and skills. Day 1 covers understanding business needs, planning requirements development, gathering requirements through interviews and workshops, formulating requirements, and ensuring shared understanding of requirements. Reaching consensus is important for sign-off. Business analysis involves understanding the strategic context, stakeholders, and applying a structured process to effectively capture and communicate requirements.
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This document provides a detailed 7-step process for planning an audit from scratch when auditing an area that has not been routinely audited before. The steps include: 1) initial audit planning; 2) assessing risks and obtaining subject matter expertise; 3) leveraging the COSO framework; 4) making an initial document request; 5) preparing for a planning meeting; 6) preparing the audit program; and 7) obtaining multiple levels of review and approval of the audit program before beginning fieldwork. Following these steps helps auditors develop a comprehensive audit scope and program to evaluate both the design and operating effectiveness of key controls for important processes that support the organization's objectives.
The document discusses how AI skills are accelerating globally based on an analysis of LinkedIn member profile and job posting data, with skills related to generative AI like ChatGPT growing the fastest; while executives are optimistic that generative AI can increase productivity, professionals are most interested in using AI to reduce administrative tasks and focus on more engaging work; the report also explores how generative AI is starting to be used in different industries and occupations, both reducing routine tasks while creating demand for new specialized skills.
Technological convergence over the next decade is expected to drive unprecedented economic growth through the combining of five major innovation platforms: artificial intelligence, public blockchains, multiomic sequencing, energy storage, and robotics. As these platforms converge, they are projected to transform industries and accelerate global GDP growth to over 7% annually, compared to the 3% historical average. Artificial intelligence in particular is seen as the central catalyst, with its adoption potentially generating over $220 trillion in new equity value by 2030 and annual returns over 40%. This convergence of technologies is presented as a new wave of general purpose technologies that could dwarf the economic impacts of previous industrial revolutions.
Advanced Product Quality Planning (APQP) is a methodology used to develop products and processes to help ensure they will meet customer requirements. It involves 5 phases - Planning, Product Design and Development, Process Design and Development, Product and Process Validation, and Production. The goal is to plan thoroughly at each stage, address potential issues proactively, and validate designs before production to facilitate communication and customer satisfaction.
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1. An organization's structure must be aligned with its strategy to achieve goals. Structure supports strategy.
2. There are different types of organizational structures including functional, divisional, process, and matrix. A functional structure groups employees by department while a divisional structure separates larger companies into smaller divisions.
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1. Organizations must tie DEI efforts directly to business outcomes in order to truly prioritize them and avoid failure. Embedding diversity initiatives throughout the organization is key to success.
2. Companies that focus on diversity efforts using data financially outperform those that do not. Research shows benefits like boosting creativity and innovation as well as increased profits.
3. When DEI is interwoven with how success is measured and the CDO is given resources and support, initiatives are more likely to achieve lasting impact and change.
150+ KPI for All Departement [Comperhensive List].pdfnguyenanvuong2007
The document provides a comprehensive list of over 150 key performance indicators (KPIs) for various departments and functions including marketing, social media, sales, operations, customer service, finance, management, project management, HR, IT, and recruitment. It includes example KPIs such as marketing qualified leads, cost per acquisition, net promoter score, social media reach and engagement, lead conversion rate, revenue per employee, customer satisfaction score, budget variance, and time to hire. The KPIs are intended to help employers measure and track important metrics for goal setting, decision making and performance improvement.
The document discusses a list of 100 productivity tips that were compiled from hundreds of online articles. The tips are organized into categories like time management, distractions, email, etc. Each tip provides its utility score out of 100 and difficulty. The document explains that the tips were ranked based on these scores to produce a definitive top 100 list. It encourages the reader to try out different tips to see which ones work best for improving their productivity.
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Discover the benefits of partnering with IT job recruiters for your project management job search. Learn how their industry expertise, exclusive job opportunities, streamlined processes, personalized career guidance, negotiation support, and long-term career development can enhance your prospects in the competitive IT sector.
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Harvard Business Review: How TA is transforming with AI and automationPragasit Thitaram
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People are every organization’s greatest asset, and having the right mix of skills and experience is key to sustained business success. Harvard Business Review Analytic Services conducted a global survey of 326 respondents familiar with their organization’s talent acquisition process, and present their findings on the future of the industry.
The Most Common Workplace Assessments — and Making Them Usefulexperienceprosarah
In today's rapidly evolving work environment, workplace assessments are pivotal at every career stage, playing a crucial role in recruiting, matching roles and responsibilities, training and development, succession planning, motivation, teamwork enhancement, and leadership development. The presentation "The Most Common Workplace Assessments — and Making Them Useful" delves into the significance and application of these assessments to unlock team potential.
Workplace assessments form a substantial part of a $500-million industry, growing at a rate of 10% annually. They are categorized into two main types: competence and behavioral assessments. Competence assessments evaluate skills and knowledge through various tests such as job knowledge quizzes, cognitive ability tests, skills assessments, and physical ability tests. Behavioral assessments, including the Myers-Briggs Type Indicator (MBTI), Hogan Personality Inventory, DiSC Behavior Inventory, IPIP-NEO, and Kolbe Index, focus on personality traits and soft skills.
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Effective use of assessments leads to numerous benefits such as improved hiring processes, increased employee motivation, reduced turnover, enhanced training and development programs, and better promotion decisions. The presentation concludes by highlighting that workplace assessments are powerful tools for growth and should be used intentionally for best results.
The call to action encourages viewers to read the blog post for more insights on transforming their teams into powerhouses of productivity and passion.
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Ki nang lanh dao (tai lieu trinh chieu cho CEO)
1. The Certified CEO Program
Data Collected By: Hamed Ali Mohamed
Leadership Skills
القيادية المهارات أساسيات
M 13
P 2
الثاني الجزء
2. Planning Ahead — Study Questions
1. What is the nature of leadership?
2. What are the important leadership traits and
behaviors?
3. What are the contingency approaches to
leadership?
4. What are current issues in personal
leadership development?
3. Learning Dashboard
1. The Nature of Leadership
1. Leadership and power
2. Leadership and vision
3. Leadership as service
2. Leadership Traits and Behaviors
1. Leadership traits
2. Leadership behaviors
3. Classic leadership styles
4. Learning Dashboard
3. Contingency Approaches to Leadership
1. Fiedler’s contingency model
2. Hersey-Blanchard situational model
3. Path-goal theory
4. Leader-member exchange theory
5. Leader-participation model
4. Personal Leadership Development
1. Charismatic and transformational leadership
2. Emotional intelligence and leadership
3. Gender and leadership
4. Moral leadership
5. Drucker’s “old-fashioned” leadership
5. Takeaway 1: The Nature of Leadership
• Leadership
– The process of inspiring others to work hard to
accomplish important tasks
Contemporary leadership challenges:
Shorter time
frames for
accomplishing
things
High
performance
expectations
Complex,
ambiguous, and
multidimensional
problems
Scarce resources
7. Takeaway 1: The Nature of Leadership
• Power
– Ability to get someone else to do something you
want done or make things happen the way you
want
– Power should be used to influence and control
others for the common good rather seeking to
exercise control for personal satisfaction
8. Takeaway 1: The Nature of Leadership
• Two sources of managerial power:
Position
power
Personal
power
9. Takeaway 1: The Nature of Leadership
• Position power
– Based on a manager’s official status in the
organization’s hierarchy of authority
Sources of position power:
Reward power
• Capability to offer
something of value
Coercive power
• Capability to punish
or withhold positive
outcomes
Legitimate power
• Organizational
position or status
confers the right to
control those in
subordinate positions
10. Takeaway 1: The Nature of Leadership
• Personal power
– Based on the unique personal qualities that a
person brings to the leadership situation
Sources of personal power:
Expert power
• Capacity to influence
others because of one’s
knowledge and skills
Referent power
• Capacity to influence
others because they
admire you and want to
identify positively with
you
12. Takeaway 1: The Nature of Leadership
• Visionary leadership
– Vision
• A future that one hopes to create or achieve
in order to improve upon the present state of
affairs
– Visionary leadership
• A leader who brings to the situation a clear
and compelling sense of the future as well
as an understanding of the actions needed
to get there successfully
13. Takeaway 1: The Nature of Leadership
• Servant leadership
–Commitment to serving others
–Followers more important than leader
–“Other centered” not “self-centered”
–Power not a “zero-sum” quantity
–Focuses on empowerment, not power
14. Takeaway 1: The Nature of Leadership
• Empowerment
– The process through which managers enable
and help others to gain power and achieve
influence
– Effective leaders empower others by
providing them with:
Information Responsibility Authority Trust
15. Takeaway 2: Leadership Traits and Behaviors
Important
traits for
leadership
success
Drive
Self-
confidence
Creativity
Cognitive
ability
Business
knowledge
Motivation
Flexibility
Honesty
and
integrity
16. Takeaway 2: Leadership Traits and Behaviors
• Leadership behavior
– Leadership behavior theories focus on how
leaders behave when working with followers
– Leadership styles are recurring patterns of
behaviors exhibited by leaders
– Basic dimensions of leadership behaviors:
• Concern for the task to be accomplished
• Concern for the people doing the work
17. Takeaway 2: Leadership Traits and Behaviors
Task concerns
• Plans and defines work to
be done
• Assigns task
responsibilities
• Sets clear work standards
• Urges task completion
• Monitors performance
results
People concerns
• Acts warm and supportive
toward followers
• Develops social rapport
with followers
• Respects the feelings of
followers
• Is sensitive to followers’
needs
• Shows trust in followers
19. Takeaway 2: Leadership Traits and Behaviors
• Classic leadership styles:
– Autocratic style
• Emphasizes task over people
– Human relations style
• Emphasizes people over task
– Laissez-faire style
• Shows little concern for task
– Democratic style
• Committed to task and people
20. Takeaway 3: Contingency Approaches to
Leadership
Contingency Model
– Good leadership depends on a match
between leadership and situational demands
– Determining leadership style:
• Low LPC task-motivated leaders
• High LPC relationship-motivated leaders
– Leadership is part of one’s personality, and
therefore relatively enduring and difficult to
change
– Leadership style must be fit to the situation
21. Takeaway 3: Contingency Approaches to
Leadership
Fiedler’s contingency model (cont.)
– Diagnosing situational control:
• Quality of leader-member relations (good or poor)
• Degree of task structure (high or low)
• Amount of position power (strong or weak)
– Task oriented leaders are most successful in:
• Very favorable (high control) situations
• Very unfavorable (low control) situations
– Relationship-oriented leaders are most successful in:
• Situations of moderate control
23. Takeaway 3: Contingency Approaches to
Leadership
Hersey-Blanchard situational leadership
model
–Leaders adjust their styles depending on
the readiness of their followers to
perform in a given situation
• Readiness — how able, willing and
confident followers are in performing tasks
24. Figure 14.4 Leadership implications of the Hersey-
Blanchard situational leadership model
25. Takeaway 3: Contingency Approaches to
Leadership
Hersey-Blanchard leadership styles:
–Delegating
• Low-task, low-relationship style
• Works best in high readiness-situations
–Participating
• Low-task, high-relationship style
• Works best in low- to moderate-readiness
situations
26. Takeaway 3: Contingency Approaches to
Leadership
Hersey-Blanchard leadership styles:
–Selling
• High-task, high-relationship style
• Work best in moderate- to high-readiness
situations
–Telling
• High-task, low-relationship style
• Work best in low-readiness situations
27. Takeaway 3: Contingency Approaches to
Leadership
House’s path-goal leadership theory
–Effective leadership deals with the paths
through which followers can achieve goals
–Leadership styles for dealing with path-
goal relationships:
• Directive leadership
• Supportive leadership
• Achievement-oriented leadership
• Participative leadership
29. Takeaway 3: Contingency Approaches to
Leadership
House’s leadership styles:
Directive
leadership
• Communicate
expectations
• Give directions
• Schedule work
• Maintain
performance
standards
• Clarify leader’s
role
Supportive
leadership
• Make work
pleasant
• Treat group
members as
equals
• Be friendly and
approachable
• Show concern for
subordinates’
well-being
Achievement-
oriented
leadership
• Set challenging
goals
• Expect high
performance
levels
• Emphasize
continuous
improvement
• Display
confidence in
meeting high
standards
Participative
leadership
• Involve
subordinates in
decision making
• Consult with
subordinates
• Ask for
subordinates’
suggestions
• Use subordinates’
suggestions
30. Takeaway 3: Contingency Approaches to
Leadership
When to use House’s leadership styles:
– Use directive leadership when job assignments
are ambiguous
– Use supportive leadership when worker self-
confidence is low
– Use participative leadership when performance
incentives are poor
– Use achievement-oriented leadership when task
challenge is insufficient
31. Takeaway 3: Contingency Approaches to
Leadership?
Substitutes for leadership
–Factors in the work setting that direct the
work efforts without the involvement of the
leader
• Follower characteristics
– Ability, experience, independence
• Task characteristics
– Routine, feedback
• Organization characteristics
– Clarity of plans, formalized rules and procedures
32. Takeaway 3: Contingency Approaches to
Leadership
Leader-Member Exchange Theory
(LMX)
–Not all people are treated the same by
leaders in leadership situations
• “In groups”
– High LMX
• “Out groups”
– Low LMX
33. Takeaway 3: Contingency Approaches to
Leadership
Leader-Member Exchange Theory (LMX)
– Nature of the exchange is based on
presumed characteristics by the leader
High LMX
relationship:
• favorable personality
• competency
• compatibility
Low LMX relationship:
• low competency
• unfavorable personality
• low compatibility
35. Takeaway 3: Contingency Approaches to
Leadership
Vroom-Jago leader-participation theory
–Helps leaders choose the method of
decision making that best fits the nature of
the problem situation
–Basic decision-making choices:
• Authority decision
• Consultative decision
• Group decision
37. Takeaway 3: Contingency Approaches to
Leadership
Decision-making options in the Vroom-Jago
leader-participation theory:
Decide
alone
Consult
individually
Consult
with group
Facilitate Delegate
38. Takeaway 3: Contingency Approaches to
Leadership
Contingency factors in the Vroom-Jago
leader-participation theory:
Decision quality
• Who has the
information
needed for
problem
solving
Decision
acceptance
• Importance of
subordinate
acceptance to
eventual
implementation
Decision time
• Time available
to make and
implement the
decision
39. Takeaway 3: Contingency Approaches to
Leadership
According to Vroom-Jago leader-
participation theory, a leader should use
authority-oriented decision methods when
– The leader has greater expertise to solve a
problem
– The leader is confident and capable of acting
alone
– Others are likely to accept and implement the
decision
– Little or no time is available for discussion
40. Takeaway 3: Contingency Approaches to
Leadership
According to Vroom-Jago leader-participation
theory, a leader should use group-oriented
and participative decision methods when …
– the leader lacks sufficient information to solve a
problem by himself/herself
– the problem is unclear and help is needed to
clarify the situation
– acceptance of the decision and commitment by
others is necessary for implementation
– adequate time is available for true participation
41. Takeaway 3: Contingency Approaches to
Leadership
Benefits of participative
decision methods:
• Help improve decision
quality
• Help improve decision
acceptance
• Helps develop
leadership potential
Potential disadvantages
of participative decision
methods:
• Lost efficiency
• Not particularly useful
when problems must
be solved immediately
42. Takeaway 4: Personal Leadership
Development
• Super-leaders
– Persons whose vision and strength of
personality have an extraordinary impact on
others
• Charismatic leaders
– Develop special leader-follower
relationships and inspire
others in extraordinary ways
43. Takeaway 4: Personal Leadership
Development?
Transformational leader
–Someone who is truly inspirational as a
leader and who arouses others to seek
extraordinary performance
accomplishments
44. Takeaway 4: Personal Leadership
Development
Characteristics
of
transformational
leaders:
Vision
Charisma
Aspiration
Empowerment
Intellectual
stimulation
Integrity
45. Takeaway 4: Personal Leadership
Development
• Emotional intelligence
– The ability of people to manage emotions in
social relationships
– Characteristics of the emotionally intelligent
leader:
• High self-awareness
• Motivated and persistent
• High social awareness
• Good self management
• Good relationship management
46. Takeaway 4: Personal Leadership
Development
Gender and leadership
–Gender similarities hypothesis
• Males and females have similar
psychological properties
• Men and women can be equally effective
leaders
• Men and women are sometimes perceived
as
using different styles of leadership
47. Takeaway 4: Personal Leadership
Development
–Women tend to use interactive leadership
• A style that shares qualities with
transformational leadership
• Leaders with this style are democratic,
participative, and inclusive.
–Men tend to use transactional leadership
–Interactive leadership provides a good fit
with
the demands of a diverse workforce and
the new workplace
48. Takeaway 4: Personal Leadership
Development
Moral leadership
– Ethical leadership that is always “good” and “right”
– All leaders are expected to maintain high ethical
standards
– Long-term, sustainable success requires ethical
behavior
– Integrity involves the leader’s honesty, credibility, and
consistency in putting values into action
– Moral overconfidence is an overly positive view of
one’s strength of character
– Authentic leadership activates positive psychological
states to achieve self awareness and positive self-
regulation.
49. Takeaway 4: Personal Leadership
Development
Drucker’s “old-fashioned” leadership
–Leadership is more than charisma; it is
“good old-fashioned” hard work
50. Takeaway 4: Personal Leadership
Development
–Essentials of “old-fashioned” leadership:
• Defining and establishing a sense of mission
• Accepting leadership as a “responsibility”
rather than a rank
• Surround yourself with talented people
• Don’t blame others when things go wrong
• Keep your integrity, earn trust
• Don’t be clever, be consistent
53. Chapter Objectives
• Explain the difference between leaders and
managers
• Describe the nature of leadership and its
significance to an organization
• Address the application of servant
leadership in current organizations
• Recognize the different views of motivation
1/26/2022 Hamed Ali@
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55. Are original
Are a copy
Leaders
Managers
Innovate
Administer
Ask what and why
Ask how and when
Focus on people
Focus on systems
Do the right things
Do things right
Develop
Maintain
Longer term perspective
Short term perspective
Originate
Imitate
Leadership & Management
1/26/2022 Hamed Ali@
Hamed.Ali.Mohamed2@gmail.com 1-55
56. Nature of Leadership
Leadership is the process of getting the cooperation
of others in accomplishing a desired goal.
“mixture of persuasion, compulsion, and example
that makes men do what you want them to do.”
--Sir William Slim, commander of the British Army
“You know what makes leadership? It is the ability
to get men to do what they don't want to do and
like it.”
--Harry Truman
1/26/2022 Hamed Ali@
Hamed.Ali.Mohamed2@gmail.com 1-56
57. Types of Leaders
• Formal leaders are appointed branch manager or
committee chair or team captain and have the
advantage of formal authority (including the power
to reward and punish), but this only gives them
the opportunity to prove themselves effective at
leadership.
• Emergent, or informal leaders evolve based on
their expertise or referent power as it is expressed
in the process of group activity.
1/26/2022 Hamed Ali@
Hamed.Ali.Mohamed2@gmail.com 1-57
59. Leadership Traits
• Physical qualities of health, vitality, and
endurance;
• Personal attributes of personal magnetism,
cooperativeness, enthusiasm, ability to inspire,
persuasiveness, forcefulness, and tact;
• Character attributes of integrity, humanism,
self-discipline, stability, and industry; and
• Intellectual qualities of mental capacity, ability
to teach others, and a scientific approach to
problems.
1/26/2022 Hamed Ali@
Hamed.Ali.Mohamed2@gmail.com 1-59
60. Myers-Briggs Type Indicator (MBTI)
1. The most favored Energy Source:
– The way people prefer to interact with the world, and the way they
prefer to receive stimulation and energy.
(E) Extraversion <> (I) Introversion
2. The most favored Perceiving Mental Process:
– The way people prefer to get data.
(S) Sensing <> (N) Intuition
3. The favored Judging Mental Process:
– The way people prefer to make decisions
(T) Thinking <> (F) Feeling
4. The mental process leads to Outside World Orientation:
– The way people prefer to orient their lives
(J) Judging <> (P) Perceiving
1/26/2022 Hamed Ali@
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61. Classification of Leadership Style
I. People/Task Matrix Approaches
• The Leadership Grid
• Ohio State studies
• Hersey and Blanchard life-cycle theory
II. Situational Approaches
• Leadership continuum
• Other viewpoints
1/26/2022 Hamed Ali@
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62. People/Task Matrix approaches
The Leadership Grid
(1,9) Country Club
Management
Concern for Production
Concern
for
People
(9,9) Team Management, in
which individual objectives
are achieved in the process
of achieving organizational
goals,
(1,1) Impoverished
Management
(9,1) Authority
Compliance Management
(5,5) Middle of the Road
Management
1/26/2022 Hamed Ali@
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63. Ohio State studies
Findings:
•High IS – High C may not be the most effective
•High IS helps only if task is unstructured.
•High C helps only if there is no adequate alt.
source of satisfaction
L(IS)/H(C)
L(IS)/L(C)
H(IS)/H(C)
H(IS)/L(C)
High
Low
Consideration (C)
Low
High
Initiating
Structure (IS)
1/26/2022 Hamed Ali@
Hamed.Ali.Mohamed2@gmail.com 1-63
64. Hersey and Blanchard life-cycle
theory (or "maturity" theory)
"the most effective leadership progresses with time
through the four quadrants”
n High Initiating Structure, Low Consideration
n High Initiating Structure, High Consideration
n Low Initiating Structure, High Consideration
n Low Initiating Structure, Low Consideration
1/26/2022 Hamed Ali@
Hamed.Ali.Mohamed2@gmail.com 1-64
65. Situational Approaches
Contingency theory
The manager must develop a reward system, a leadership
style, or an organizational structure to be appropriate for
the unique combination of such factors as
• the nature of the subordinates,
• the technology of the business and the tasks that result,
• the rate of change in the organization,
• the degree of integration of functions required,
• the amount of time the manager has to accomplish the
assignment,
• the quality of the manager's relationship with
subordinates.
1/26/2022 Hamed Ali@
Hamed.Ali.Mohamed2@gmail.com 1-65
66. Leadership Continuum
"a continuum of leadership style extending from complete
retention of power by the manager to complete
freedom for subordinates"
• Autocratic ("Telling"). Manager makes decisions
with little or no involvement of non-managers.
• Diplomatic ("Selling). Manager makes decisions
without consultation but tries to persuade non-
managers to accept them.
• Consultative ("Consulting"). Manager obtains non-
managers' ideas and uses them in decision making.
• Participative ("Joining"). Manager involves non-
managers heavily in the decision (and may even
delegate it to them completely).
1/26/2022 Hamed Ali@
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67. Leadership continuum (cont.)
3 deciding forces:
• Forces in the manager
• Forces in the subordinate (or non-manager).
• Forces in the situation.
1/26/2022 Hamed Ali@
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68. Servant Leadership
• Practical philosophy which supports
people who choose to serve first,
• Then lead as a way of expanding service
to individuals and institutions.
1/26/2022 Hamed Ali@
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69. Other viewpoints:
14 types of executives by their behavior
"merely successful"
• Bureaucrat
• Zealot
• Machiavellian
• Missionary
• Climber
• Exploiter
• Temporizer
• Glad-Hander
1/26/2022 Hamed Ali@
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70. Other viewpoints:
14 types of executives by their behavior
"effective leaders"
• Entrepreneur
• Corporateur
• Developer
• Craftsman
• Integrator
• Gamesman
1/26/2022 Hamed Ali@
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71. "A leader is best when people barely
know he exists. Not so good when people
obey and acclaim him.
Worse when they despise him.
But of a good leader who talks little,
when his work is done and his aim fulfilled,
they will say, "We did it ourselves."
-- Lao Tsu, 600 B.C.
True Leader
1/26/2022 Hamed Ali@
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72. Motive & Motivation
Definition of Motive:
• “An inner state that energizes, activates, or moves, and
that directs or channels behavior toward goals.”
– Berelson & Steiner
Definition of Motivation:
• “The willingness to exert high levels of effort to reach
organizational goals, conditioned by the effort’s ability to
satisfy some individual need.” – Robbins
• “3 measures of resulting behavior: direction, strength,
and persistence” – Campbell
1/26/2022 Hamed Ali@
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73. Nature of the Individuals
• McGregor's Theory X and Theory Y (2
assumptions about basic nature)
1/26/2022 Hamed Ali@
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74. Nature of the Individuals
"Theory X":
• Management is responsible for organizing the elements
of productive enterprise--money, materials, equipment,
people--in the interest of economic ends.
• With respect to people, this is a process of directing their
efforts, motivating them, controlling their actions,
modifying their behavior to fit the needs of the
organization.
• Without this active intervention by management, people
would be passive--even resistant to organization needs.
They must therefore be persuaded, rewarded, punished,
controlled--their activities must be directed. This is
management's task....
1/26/2022 Hamed Ali@
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75. Nature of the Individuals
Additional beliefs of "Theory X":
• The average person is by nature indolent—he/she works
as little as possible.
• He/She lacks ambition, dislikes responsibility, prefers to
be led.
• He/She is inherently self-centered, indifferent to
organizational needs.
• He/She is by nature resistant to change.
• He/She is gullible, not very bright, the ready dupe of the
charlatan and the demagogue.
1/26/2022 Hamed Ali@
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76. "Theory Y"
• Management is responsible for organizing the
elements of productive enterprise--money,
materials, equipment, people--in the interest of
economic ends.
• People are not by nature passive or resistant to
organizational needs. They have become so as
a result of experience in organizations.
1/26/2022 Hamed Ali@
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77. "Theory Y"
• The motivation, the potential for development, the
capacity for assuming responsibility, the readiness to
direct behavior toward organization goals are all present
in people. Management does not have to put them
there. It is the responsibility of management to make it
possible for people to recognize and develop these
human characteristics for themselves.
• The essential task of management is to arrange
organizational conditions and methods of operation so
that people can achieve their own goals best by directing
their own efforts toward organizational objectives.
1/26/2022 Hamed Ali@
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78. “Theory X” v.s. “Theory Y”
“Theory X places exclusive reliance upon external
control of human behavior, while Theory Y relies
heavily on self-control and self-direction. It is
worth noting that this difference between
treating people as children and treating them as
adults.”
--McGregor
1/26/2022 Hamed Ali@
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79. Motivation Theories:
Content Theories:
Based on human needs and people’s effort to satisfy them
• Maslow's hierarchy of needs
• Herzberg's 2-factor theory
• McClelland’s Trio of Needs
Process Theories:
Assumes that behavioral choices are based on expected
outcomes
• Equity Theory (Adams)
• Expectancy Theory (Vroom)
• Porter-Lawler Extension
• Behavior Modification (Skinner)
1/26/2022 Hamed Ali@
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80. Maslow's hierarchy of needs.
(The appearance of one need usually rests upon the prior
satisfaction of another.)
• Physiological needs: air, water, food, shelter, sex
• Safety needs: safe work, with security that the
physiological needs will continue to be met (through job
tenure and medical, unemployment, and disability
insurance and retirement provisions)
• Love needs: affectionate relations with friends, family,
and people in general, and group acceptance
• Esteem needs: self-respect or self-esteem, and the
esteem of others (expressed in reputation, prestige, and
recognition)
• Self-actualization (or self-fulfillment) needs: the
desire to become everything one is capable of becoming
(to become actualized in what one is potentially)
1/26/2022 Hamed Ali@
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81. Herzberg's 2-factor Theory
• The growth or motivator factors that are intrinsic to
the job are [in order of decreasing importance]:
achievement, recognition for achievement, the work
itself, responsibility, and growth or advancement.
• The dissatisfaction-avoidance or hygiene factors
that are extrinsic to the job include [also in order of
decreasing importance]: company policy and
administration, supervision, interpersonal relationships,
working conditions, salary, status, and security.
1/26/2022 Hamed Ali@
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82. Applications of
Herzberg's 2-factor Theory
• Job Enrichment: To increase the content of
motivators in a job.
• Reducing the number and frequency of controls
• Making the worker responsible for checking
his/her own work
• Establishing a direct relationship between worker
and the customer (internal or external)
• Increasing authority and autonomy
1/26/2022 Hamed Ali@
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83. McClelland’s Trio of Needs
(Different people have different needs)
• Need for achievement: the drive or desire to
excel, to accomplish something better than has
been done in the past. (entrepreneurs)
• Need for power: the desire to control one’s
environment, including resources and people.
(managers)
• Need for affiliation: the need for human
companionship and acceptance. (coordinators,
integrators, counselors, and sales)
1/26/2022 Hamed Ali@
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84. Process Theories:
Process theories treat human needs as just
one part of the mechanism that people use
in choosing their behavior. These theories
place greater emphasis on the expectation
of favorable consequences or rewards.
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85. A. Equity Theory
“People want to be treated fairly relative to
the treatment of others.”
Input/outcome ratio:
• Inputs: person’s contribution to the organization
(education, experience, ability, effort, and
loyalty)
• Outcomes: pay, promotion, recognition, and
social relationships
1/26/2022 Hamed Ali@
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87. B. Expectancy Theory
• Effort-to-performance expectancy
• Performance-to-outcome expectancy
• Valence: Strength of a person’s desire for
these outcomes
1/26/2022 Hamed Ali@
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88. C. Porter-Lawler Extension
• Personal effort, abilities and traits, and role perceptions
(the employee's belief that certain tasks need to be done
to do his or her job effectively) determine performance.
• Performance, in turn, leads to intrinsic and extrinsic
rewards, as in the expectancy model.
• The perceived equity (fairness) of these rewards
determines the satisfaction the employee gains from the
work.
• This satisfaction colors the value placed on the rewards
anticipated for future cycles of work, and therefore it
influences future effort.
1/26/2022 Hamed Ali@
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89. D. Behavior Modification
(Reinforcement Theory)
Behavior is followed by an event (reinforcement) that
affects the probability that the behavior is repeated.
• Positive reinforcement increases the probability that desired
behavior will be repeated by providing a reward (praise,
recognition, raise, promotion, or other).
• Negative reinforcement, or avoidance, seeks to increase the
probability that desired behavior will be repeated by letting the
employee escape from undesired consequences.
• Punishment seeks to decrease the probability that undesired
behavior will be repeated by imposing penalties (undesired
consequences) such as reprimands, discipline, or fines.
• Extinction seeks to decrease the probability that undesired
behavior will be repeated by ignoring it and withholding
positive reinforcement.
1/26/2022 Hamed Ali@
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90. Motivating And Leading Technical
Professionals
General Nature of the Technical Professional
• Having a high need for achievement and deriving their
motivation primarily from the work itself.
• Desiring autonomy (independence) over the conditions,
pace, and content of their work.
• Tending to identify first with their profession and
secondarily with their company.
• Seeking to maintain their expertise, gained through long
and arduous study, and stave off obsolescence through
continuing education.
1/26/2022 Hamed Ali@
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91. Motivation Factors for Engineers
1. Type of work, interesting, diversified (45.0%)
2. Salary (33.9%)
3. Location, good place to live, family (31.2%)
4. Opportunity for advancement (29.8%)
5. Challenge, more responsibility, chance to use creative
ability (16.9%)
6. Reputation, prestige of company (13.7%)
7. Working conditions, personnel policies (11.7%)
8. Growing organization, growing field (6.9%)
9. Security, retirement plan, benefits (6.8%)
10.Opportunity to learn, broaden experience, training
programs (6.6%)
1/26/2022 Hamed Ali@
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92. Leading Technical Professionals
Dimensions of technical leadership
• Coach for peak performance
• Run organizational interference
• Orchestrate professional development
• Expand individual productivity through teamwork
• Facilitate self-management
1/26/2022 Hamed Ali@
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93. Leading Technical Professionals
Leading as orchestration -- McCall
• Technical competence.
• Controlled freedom.
• Leader as metronome.
• Work challenge.
1/26/2022 Hamed Ali@
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95. The Nature of Leadership
• Leadership
– The process by which a person use
influence over others and motivates and
directs their activities to achieve group or
organizational goals.
1/26/2022 Hamed Ali@
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96. The Nature of Leadership
• Leader
–An individual who is able to employ
influence over other people to help achieve
group or organizational goals
1/26/2022 Hamed Ali@
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98. Power: The Key to Leadership
• Legitimate Power :
• The authority that a manager has by virtue of
his or her position in the firm.
1/26/2022 Hamed Ali@
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99. Power: The Key to Leadership
• Reward Power:
– The ability of a manager to give or withhold tangible
and intangible rewards.
– Effective managers use reward power to signal to
employees that they are doing a good job.
1/26/2022 Hamed Ali@
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100. Power: The Key to Leadership
• Coercive Power:
–The ability of a manager to punish others.
• Examples:
• Oral warning
• Pay cuts
1/26/2022 Hamed Ali@
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101. Power: The Key to Leadership
• Expert Power:
–Power that is based on special knowledge,
skills, and expertise that the leader
possesses.
–Tends to be used in a guiding or coaching
manner
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102. Power: The Key to Leadership
• Referent Power واإلعجاب االقتداء قوة
:
–Power that comes from colleagues’ respect
and loyalty
–Possessed by managers who are likable and
whom subordinates wish to use as a role
model .
1/26/2022 Hamed Ali@
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103. Empowerment: An Component in
Modern Management
Empowerment:
• The process of giving employees at all levels in
the organization the authority to make
decisions, be responsible for their outcomes,
improve quality, and cut costs .
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104. Empowerment: An Component in
Modern Management
• Empowerment increases a manager’s ability to
get things done.
• Empowerment increases workers’ involvement,
motivation, and commitment
• Empowerment gives managers more time to
concentrate on their critical concerns
1/26/2022 Hamed Ali@
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105. Leadership Models القيادية النظريات
• Trait Model: السمات نظريات
– Attempt to identify personal characteristics that
cause for effective leadership.
– Research shows that certain personal
characteristics do appear to be connected to
effective leadership.
– Many “traits” are the result of skills and
knowledge and effective leaders do not
necessarily possess all of these traits.
1/26/2022 Hamed Ali@
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106. Leadership Models
• Behavioral Model السلوكية النظريات
:
–Identifies the two basic types of behavior
that many leaders engaged in to influence
their subordinates
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107. Leadership Models
• Behavioral Model:
– 1. Consideration : leaders show
subordinates they trust, respect, and care
about them
– Managers look out for the well-being of their
subordinates
– Do what they can to help subordinates feel
good and enjoy the work they perform
1/26/2022 Hamed Ali@
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108. Leadership Models
• Behavioral Model:
– 2. Initiating structure: leaders take steps to
make sure that work gets done, subordinates
perform their work acceptably, and the
organization is efficient and effective
– Managers assign tasks to groups and let
subordinates know what is expected of them
1/26/2022 Hamed Ali@
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109. Contingency Models of Leadership
الظرفية أو الموقفية النظريات
• Contingency Models:
– What makes a manager an effective leader in
one situation is not necessarily what that
manager needs to be equally effective in another
situation.
– Whether or not a manager is an effective leader
is the result of the relationship between what the
manager is like, what he does, and the situation
in which leadership takes place
1/26/2022 Hamed Ali@
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110. Contingency Models of Leadership
• Fiedler’s Model:
– Effective leadership is depending on both the
characteristics of the leader and of the
situation.
– Leader style is the continuing, characteristic
approach to leadership that a manager uses
and does not readily (quickly) change.
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111. Contingency Models of Leadership
• Fiedler’s Model
– Relationship-oriented style: العالقات نحو التوجه
/
العاملين
– leaders concerned with developing good
relations with their subordinates and to be liked
by them.
– Task-oriented style: ا
المهام نحو لتوجه
/
االنتاج
– leaders whose primary concern is to ensure that
subordinates perform at a high level so the job
gets done.
1/26/2022 Hamed Ali@
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112. House’s Path-Goal Theory
A contingency model of leadership proposing that
effective leaders can motivate subordinates to achieve
goals by:
1. Clearly identifying the outcomes that subordinates
are trying to obtain from their jobs.
2. Rewarding subordinates with these outcomes for
high-performance and attainment of work goals
3. Clarifying the paths leading to the attainment of
work goals
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113. Motivating with Path-Goal
• Path-Goal identifies four leadership
behaviors:
– Directive behaviors: set goals, assign tasks, show
how to do things.
– Supportive behavior: look out for the worker’s
best interest.
– Participative behavior: give subordinates a say in
matters that affect them.
– Achievement-oriented behavior: Setting very
challenging goals, believing in worker’s abilities.
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114. Motivating with Path-Goal
Which behavior to be used depends on the nature
of the subordinates and the kind of work they do
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115. Understanding Leadership
• What is leadership?
• Why is leadership important – why do we
need leaders?
• Leaders – born or bred?
Leadership Skills
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116. "Leadership is a function of knowing
yourself, having a vision that is well
communicated, building trust among
colleagues, and taking effective action
to realize your own leadership potential."
Prof. Warren Bennis
Leadership Skills
1/26/2022 Hamed Ali@
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117. Exercise In pairs
• Discuss examples you have come across of
strong and weak leadership
• You can use examples from employment,
academic studies or participation in sports clubs
and societies (keep anonymous)
Leadership Skills
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118. Early Theories:
Great Man Theories
• Leaders are exceptional people, born with innate qualities,
destined to lead
• Term 'man' was intentional - concept was primarily male,
military and Western
Trait Theories
• Research on traits or qualities associated with leadership
are numerous
• Traits are hard to measure. For example, how do we
measure honesty or integrity?
Leadership Theory
1/26/2022 Hamed Ali@
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119. Leadership Traits
Group Exercise:
• Choose leaders YOU admire
• What personality traits and skills do they
have?
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120. Traits
• Adaptable to situations
• Alert to social environment
• Ambitious and achievement
orientated
• Assertive
• Cooperative
• Decisive
• Dependable
• Dominant (desire to influence
others)
• Energetic (high activity level)
• Persistent
• Self-confident
• Tolerant of stress
• Willing to assume responsibility
Skills
• Clever (intelligent)
• Conceptually skilled
• Creative
• Diplomatic and tactful
• Fluent in speaking
• Knowledgeable about group task
• Organised (administrative ability)
• Persuasive
• Socially skilled
Stogdill, 1974
Leadership Traits and Skills
Leaders will also use:
Integrity, Honesty, Compassion,
Humility
1/26/2022 Hamed Ali@
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121. Functional Theories (John Adair, Action Centred
Leadership, 1970)
Leader is concerned with the interaction of 3 areas:
• Task – goal setting, methods and process
• Team – effective interaction/communication,
clarify roles, team morale
• Individual – attention to behaviour, feelings,
coaching, CPD
Leadership Theory
Behaviourist Theories (Blake and Mouton, Managerial grid, 1964)
• Leaders behaviour and actions, rather than their traits and skills e.g.
production orientated or people orientated
• Different leadership behaviours categorised as ‘leadership styles’ e.g.
autocratic, persuasive, consultative, democratic
• Doesn’t provide guide to effective leadership in different situations
1/26/2022 Hamed Ali@
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122. Situational/contingency Leadership (Hersey-Blanchard, 1970/80)
Leadership style changes according to the 'situation‘ and in response to the
individuals being managed – their competency and motivation
Leadership Theory
Competency Low competence Some
competence
High competence High competence
Motivation
Low
commitment/
Unable and
unwilling or
insecure
Variable
commitment/
Unable but
willing or
motivated
Variable
commitment/
Able but
unwilling or
insecure
High
commitment/
Able and willing
or motivated
Leadership style DIRECTIVE
(Telling)
COACHING
(Selling)
SUPPORTIVE
(Participating)
DELEGATORY
(Observing)
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123. Transformational Theory (Bass and Avolio,
1994)
• Leaders inspire individuals, develop trust, and
encourage creativity and personal growth
• Individuals develop a sense of purpose to benefit
the group, organisation or society. This goes
beyond their own self-interests and an exchange
of rewards or recognition for effort or loyalty.
New Leadership Theory
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125. 1. Guide/coordinate team members – encourage
teamwork and motivate individuals
2. Provide structure for team – set mission and purpose,
clarify roles and responsibilities, allocate tasks and set
objectives
3. Clarify working methods, practises and protocol
4. Focus on performance – anticipate challenges,
monitor performance, delegate and provide CPD
support
Key Team Leader Responsibilities
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126. • Accountability the state of being accountable, liable, or
answerable
• Responsibility (for objects, tasks or people) can be delegated
but accountability can not – buck stops with you!
• A good leader accepts ultimate responsibility:
– will give credit to others when delegated responsibilities
succeed
– will accept blame when delegated responsibilities fail
• Accountability can not operate fairly without the leader being
given full authority for the responsibilities concerned
• Authority is the power to influence or command thought, opinion
or behaviour
• Cross-functional team – less authority - more difficult to manage
Accountability, Responsibility, and Authority
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127. Team Leader authority will vary from role to role
dependent on the scope of duties and organisational
structure
A Team Leader may refer to line management or other
authorities for the following:
• HR (staff recruitment and training, performance and
discipline, racism or bullying)
• Policy and procedures (Health and Safety, changes to
working practises)
• Budget & resources (allocation and management)
• Organisational objectives (strategy, targets)
• Managing change (department restructure, office move)
• Line management (support and advice, own CPD)
Team Leader Authority
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128. Review your performance as a Leader
Individual Exercise:
1. Assess yourself as a Leader
• Conduct a SWOT analysis - Strengths, Weaknesses,
Opportunities, Threats
(Use the Results of Leadership Questionnaire you have been completed
prior to attending the session)
2. Develop an Action Plan to improve as a leader
• list 2 actions you will undertake to address Weaknesses or
capitalise on Opportunities identified
• Apply SMART targets to your actions – Specific,
Measurable, Achievable, Realistic, Time-bound
1/26/2022 Hamed Ali@
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129. What is
Shared
Leadership
?
Leadership is not
restricted to those
who hold designated
leadership roles
A dynamic,
interactive
influencing
process among
individuals in
groups
There is a
collective
shared
responsibility
for success of
the organisation
and its services
Acts of
leadership can
come from any
individual in
the
organisation, as
appropriate, at
different times
Self-leadership :
feeling confident to
contribute and act
Emphasises teamwork
and collaboration;
objective is to lead one
another to achieve
group goals
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131. 14-131
Learning Objectives
• Explain what leadership is, when leaders are
effective and ineffective, and the sources of
power that enable managers to be effective
leaders.
• Identify the traits that show the strongest
relationship to leadership, the behaviors
leaders engage in, and the limitations of the
trait and behavioral models of leadership.
1/26/2022 Hamed Ali@
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132. 14-132
Learning Objectives
• Explain how contingency models of leadership
enhance our understanding of effective
leadership and management in organizations.
• Describe what transformational leadership is,
and explain how managers can engage in it.
• Characterize the relationship between gender
leadership.
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133. 14-133
The Nature of Leadership
• Leadership
– The process by which a person exerts
influence over others and inspires,
motivates and directs their activities to
achieve group or organizational goals.
1/26/2022 Hamed Ali@
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134. 14-134
The Nature of Leadership
• Leader
– An individual who is able to exert influence
over other people to help achieve group or
organizational goals
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135. 14-135
The Nature of Leadership
• Personal Leadership Style
– The specific ways in which a manager chooses
to influence others shapes the way that
manager approaches the other principal tasks
of management.
– The challenge is for managers at all levels to
develop an effective personal management
style.
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136. 14-136
The Nature of Leadership
• Distinction between managers and leaders
– Managers establish and implement procedures
to ensure smooth functioning
– Leaders look to the future and chart the course
for the organization
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137. 14-137
Leadership Across Cultures
• Leadership styles may vary among
different countries or cultures.
– European managers tend to be more
people-oriented than American or Japanese
managers.
– Japanese managers are group-oriented,
while U.S managers focuses more on
profitability.
– Time horizons also are affected by cultures.
1/26/2022 Hamed Ali@
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139. 14-139
Power: The Key to Leadership
• Legitimate Power
– The authority that a manager has by virtue
of his or her position in the firm.
1/26/2022 Hamed Ali@
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140. 14-140
Power: The Key to Leadership
• Reward Power
– The ability of a manager to give or withhold
tangible and intangible rewards.
– Effective managers use reward power to
signal to employees that they are doing a
good job.
1/26/2022 Hamed Ali@
Hamed.Ali.Mohamed2@gmail.com
141. 14-141
Power: The Key to Leadership
• Coercive Power
– The ability of a manager to punish others.
• Examples: verbal reprimand, pay cuts,
and dismissal
• Limited in effectiveness and application;
can have serious negative side effects.
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Power: The Key to Leadership
• Expert Power
– Power that is based on special knowledge,
skills, and expertise that the leader
possesses.
– Tends to be used in a guiding or coaching
manner
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Power: The Key to Leadership
• Referent Power
– Power that comes from subordinates’ and
coworkers’ respect , admiration, and loyalty
– Possessed by managers who are likable
and whom subordinates wish to use as a
role model
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Empowerment: An Ingredient in
Modern Management
• Empowerment
– The process of giving employees at all levels
in the organization the authority to make
decisions, be responsible for their outcomes,
improve quality, and cut costs
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Empowerment: An Ingredient in
Modern Management
• Empowerment increases a manager’s
ability to get things done
• Empowerment increases workers’
involvement, motivation, and commitment
• Empowerment gives managers more time
to concentrate on their pressing concerns
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Leadership Models
• Trait Model
– Attempt to identify personal characteristics
that cause for effective leadership.
– Research shows that certain personal
characteristics do appear to be connected
to effective leadership.
– Many “traits” are the result of skills and
knowledge and effective leaders do not
necessarily possess all of these traits.
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Leadership Models
• Behavioral Model
– Identifies the two basic types of behavior
that many leaders engaged in to influence
their subordinates
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Leadership Models
• Behavioral Model
– Consideration: leaders show subordinates they
trust, respect, and care about them
– Managers look out for the well-being of their
subordinates
– Do what they can to help subordinates feel
good and enjoy the work they perform
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Leadership Models
• Behavioral Model
– Initiating structure: leaders take steps to
make sure that work gets done,
subordinates perform their work acceptably,
and the organization is efficient and
effective
– Managers assign tasks to groups and let
subordinates know what is expected of
them
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Contingency Models of Leadership
• Contingency Models
– What makes a manager an effective leader
in one situation is not necessarily what that
manager needs to be equally effective in
another situation
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Contingency Models of Leadership
• Contingency Models
– Whether or not a manager is an effective
leader is the result of the interplay between
what the manager
is like, what he does,
and the situation in
which leadership
takes place
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Contingency Models of Leadership
• Fiedler’s Model
– Effective leadership is contingent on both
the characteristics of the leader and of the
situation.
– Leader style is the enduring, characteristic
approach to leadership that a manager uses
and does not readily change.
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Contingency Models of Leadership
• Fiedler’s Model
– Relationship-oriented style: leaders
concerned with developing good relations
with their subordinates and to be liked by
them.
– Task-oriented style: leaders whose primary
concern is to ensure that subordinates
perform at a high level so the job gets done.
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Fiedler’s Model
• Situation Characteristics
– Leader-member relations – extent to which
followers like, trust, and are loyal to their
leader
– Task structure – extent to which the work to
be performed is clear-cut so that a leader’s
subordinates know what needs to be
accomplished and how to go about doing it
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Fiedler’s Model
• Situation Characteristics
– Position Power - the amount of legitimate,
reward, and coercive power leaders have
due to their position. When positional power
is strong, leadership opportunity becomes
more favorable.
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House’s Path-Goal Theory
A contingency model of leadership proposing that
effective leaders can motivate subordinates to
achieve goals by:
1. Clearly identifying the outcomes that
subordinates are trying to obtain from their
jobs.
2. Rewarding subordinates with these
outcomes for high-performance and
attainment of work goals
3. Clarifying the paths leading to the attainment
of work goals
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Motivating with Path-Goal
• Path-Goal identifies four leadership
behaviors:
– Directive behaviors: set goals, assign tasks,
show how to do things.
– Supportive behavior: look out for the worker’s
best interest.
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Motivating with Path-Goal
• Path-Goal identifies four leadership
behaviors:
– Participative behavior: give subordinates a
say in matters that affect them.
– Achievement-oriented behavior: Setting
very challenging goals, believing in worker’s
abilities.
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Motivating with Path-Goal
Which behavior to
be used depends
on the nature of
the subordinates
and the kind of
work they do
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The Leader Substitutes Model
• Leadership Substitute
– Acts in the place of a leader and makes
leadership unnecessary.
– Worker empowerment or self-managed
work teams reduce leadership needs.
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The Leader Substitutes Model
• Possible substitutes can be found in:
– Characteristics of the subordinates: their skills,
experience, motivation.
– Characteristics of context: the extent to which
work is interesting and fun.
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Transformational Leadership
Leadership that:
1. Makes subordinates aware of the importance of
their jobs are for the organization and how
necessary it is for them to perform those jobs
as best they can so that the organization can
attain its goals
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Transformational Leadership
2. Makes subordinates aware of their own
needs for personal growth,
development, and accomplishment
3. Motivates workers to work for the good
of the organization, not just for their
own personal gain or benefit
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Being a Charismatic Leader
• Charismatic Leader
– An enthusiastic, self-confident transformational
leader able to clearly communicate his vision of
how good things could be
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Being a Charismatic Leader
• Charismatic Leader
– Being excited and clearly communicating
excitement to subordinates.
– Openly sharing information with employees so
that everyone is aware of problems and the
need for change.
– Empowering workers to help with solutions.
– Engaging in the development of employees by
working hard to help them build skills.
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Intellectual Stimulation
• Intellectual Stimulation
– Manager leads subordinates to view problems
as challenges that they can and will meet and
conquer
– Manager engages and empowers subordinates
to take personal responsibility for helping to
solve problems
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Developmental Consideration
• Developmental Consideration
– Manager supports and encourages
subordinates, giving them opportunities to
enhance their skills and capabilities and
to grow and excel on the job
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Transactional Leadership
• Transactional Leaders
– Use their reward and coercive powers to
encourage high performance—they exchange
rewards for performance and punish failure.
– Push subordinates to change but do not seem
to change themselves.
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Gender and Leadership
• The number of women managers is rising
but is still relatively low in the top levels of
management.
• Stereotypes suggest women are supportive
and concerned with interpersonal relations.
Similarly, men are seen as task-focused.
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Gender and Leadership
• Research indicates that actually there is no
gender-based difference in leadership
effectiveness.
• Women are seen to be more participative
than men because they adopt the
participative approach to overcome
subordinate resistance to them as
managers and they have better
interpersonal skills.
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Emotional Intelligence and Leadership
• The Moods of Leaders:
– Groups whose leaders experienced positive
moods had better coordination
– Groups whose leaders experienced negative
moods exerted more effort
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Emotional Intelligence and Leadership
• Emotional Intelligence
– Helps leaders develop a vision for their firm.
– Helps motivate subordinates to commit to the
vision.
– Energizes subordinates to work to achieve the
vision.
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175. Workshop Content
Introduction
• Definition of Leadership
• Interpersonal Effectiveness
Leadership
• Attributes of a Leader
• Differences between management skills and
leadership skills
• Being a Leader
• Holistic Communications
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176. Workshop Content
Interpersonal Communications
• Personal Interactive Skills
• Jungian type personality indicators
• Self Evaluation
• Motivating
• Maslow’s Hierarchy of Needs
• Team building
• Coaching
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177. Workshop Content
Conflict Management
• Thomas-Kilmann Conflict Styles
• Self Evaluation
• Situations to use conflict styles and
consequences
• Confronting Conflict
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178. Workshop Content
Problem Solving and Decision Making
• Formal Techniques, eg. KT, Alamo, Cause
Mapping, etc
• Brainstorming
• Synergistic Decision Making
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179. Definition of Leadership
Leadership, according to Peter DeLisle, is the
ability to influence others, with or without
authority.
All successful endeavors are the result of
human effort; thus, the ability to influence
others is a derivation of
• Interpersonal Communications
• Conflict Management
• Problem solving
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180. Interpersonal Effectiveness
Interpersonal effectiveness is the capability
of an individual to do this, influence others,
competently.
Leadership is a direct function of three
elements of interpersonal effectiveness
• Awareness
• Ability
• Commitment
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182. Awareness
Awareness is a state of consciousness.
It is the ability to recognize yourself, others,
events and situations in real time.
It is the ability to assess the impact of actions
on situations and others, and be critically
self-reflective.
It is a development process that is a function
of experience, communication, self
discovery and feedback.
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183. Ability
Ability to learn and understand technical issues is
the basis of our careers.
Ability to lead is a function of influence:
• Ability to communicate
• Ability to resolve conflicts
• Ability to solve problems and make decisions
As a member of a team, we influence others in a
collaborative effort to find better ideas or solve
problems.
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184. Commitment
• For leaders, the “one thing” that leads to
maturity is the fully aware recognition that
one’s decisions make a difference, both
positively and negatively, in the lives of
others, and that any attempt to solve a
problem might have a decided negative
impact on some, while helping others.
• In no-win scenarios, one must still make a
hard decision.
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185. Commitment
Movie example – Untouchables
Moment of truth for Elliott Ness
Jimmy O’Neil asks
“What are you prepared to do?”
Ness replies
“Anything I have to do to make this thing right.”
O’Neil says
“Everyone knows where the problems are, but no
one is willing to do anything. You said you would
do anything you had to, to make it right. Now,
I’m willing to help you. You made the
commitment.”
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186. Attributes of a Leader
• Guiding vision: Effective leaders know
what they want to do, and have the strength
of character to pursue their objectives in the
face of opposition and in spite of failures.
The effective leader establishes achievable
goals.
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187. Attributes of a Leader
Passion: Effective leaders believe
passionately in their goals. They have a
positive outlook on who they are, and they
love what they do. Their passion for life is a
guiding star for others to follow, because
they radiate promise!
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188. Attributes of a Leader
• Integrity: Because they know who they are,
effective leaders are also aware of their
weaknesses. They only make promises they
can follow through on.
• Honesty: Leaders convey an aura of
honesty in both their professional and their
personal lives.
• Trust: Effective leaders earn the trust of
their followers and act on behalf of their
followers.
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189. Attributes of a Leader
• Curiosity: Leaders are learners. They wonder
about every aspect of their charge. They find out
what they need to know in order to pursue their
goals.
• Risk: Effective leaders take calculated risks when
necessary to achieve their objectives. If a mistake
is made, the effective leader will learn from the
mistake and use it as an opportunity to explore
other avenues.
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190. Attributes of a Leader
• Dedication: The effective leader is
dedicated to his or her charge, and will work
assiduously on behalf of those following. The
leader gives himself or herself entirely to the
task when it is necessary.
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191. Attributes of a Leader
• Charisma: This may be the one attribute that is
the most difficult to cultivate. It conveys maturity,
respect for your followers, compassion, a fine
sense of humor, and a love of humanity. The
result is that leaders have the capability to
motivate people to excel.
• Listening: Leaders Listen! This is the most
important attribute of all, listen to your followers.
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192. Leadership
• Leadership is the ability to develop a
vision that motivates others to move
with a passion toward a common goal
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193. Management
• Management is the ability to organize
resources and coordinate the execution
of tasks necessary to reach a goal in a
timely and cost effective manner
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197. Managers have the following attributes ,
they
– Consider alternatives to design
– Estimate costs involved
– Establish risks to the organization
– Develop a schedule for the project
– Include decision steps
– Manage change in an orderly fashion
– Keep the team motivated and informed
– Review responsibilities and goals with each
team player
– State clearly the basis for evaluation and
where each person fits into the organization
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198. Managers have the following attributes ,
they
– Monitor progress
– Set directions; set expected achievements for
each individual within the next work period.
Show the team members where they fit in
achieving unit goals.
– Perform administrative tasks
– Report to senior management
– Money and job security play a major role in
management effectiveness. They act as
deficiency motivators.
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199. Being a Leader
• If you want to get ahead, be a leader, you must
assume:
– That everything that happens to you results in a
situation that is in your control
– That the attitude you convey is what you are
judged on
– That what you think and do in your private life is
what you will reap in your public or corporate
life
– You are what you think and believe
– If you never meet a challenge you will never
find out what you are worth
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200. Recipe for being a Leader
• Take control of your life
• Assume responsibility for who you are
• Convey a positive and dynamic attitude in
everything you do
• Accept blame: learn from your own mistakes as
well as those of others. Take blame for everything
that happens in your unit
• Give credit wherever it is due
• Be compassionate when you review your team
members' progress or lack thereof
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201. Recipe for Being a Leader
• Think great thoughts. Small thinking is why
companies go broke
• Turn disasters into opportunities. Turn every
obstacle into a personal triumph
• Determine your "real" goals then strive to achieve
them
• When you want to tell someone something
important, do it personally
• Don’t be afraid to get your hands dirty doing what
you ask others to do. Make coffee
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202. Recipe for Being a Leader
• Listen effectively
• Encourage teamwork and participation
• Empower team members
• Communicate effectively
• Emphasize long-term productivity
• Make sound and timely decisions
• Treat each person as an individual
• Know yourself and your team
• Protect your team
• Have vision, courage and commitment
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203. Holistic Communications
image (noun)
1. Form, semblance; counterpart as regards
appearance (That person is the image of an
engineer.)
2.simile, metaphor; mental representation; idea,
conception; character of thing or person as
perceived by the public.
Image includes everything: the way you talk and
dress, the way you act, your attitude to others
at work and play.
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204. Holistic Communications
• Do you give warm fuzzies? Do you smile a lot? Do you
feel dynamic and energized, and show it? Do you feel
comfortable in a group?
• Or: do you hand out cold pricklies? Do you frown a lot?
Do you feel tired and drained of energy, and show it? Do
you feel uncomfortable in a group?
• When people think about you, do they equate your image
with a dynamic, interested, competent person? Are you
the sort of a person who makes things happen, at home,
at work, or at play?
• Or: do people think you are merely occupying a spot in
the universe? That you are waiting for the next
millennium? Are you the sort of person who waits for
someone else to make things happen?
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205. Holistic Communications
What are your personal career objectives?
1.to identify problems and create winning solutions to
solve them?
2. to lead effectively, with inspiration; to motivate?
3.to be in control of your world; to make things
happen for you?
4. to manage your personal resources effectively?
5. to be president of your own company?
6. to be a millionaire, if you aren't already?
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206. The way you stand or sit
• indicates whether you are an open person, easily
approachable
• says whether you are friendly
• tells others whether you could be a good team
player
• suggests that you are frank and honest
• tells others what you really think of them
• shows whether you are a part of the team
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207. The way you dress
• indicates whether you have conventional ideas or
whether you are a radical
• shows how neat you are
• suggests whether you will fit in with the company's
image
• makes a statement about whether or not you care
enough to find out about the company, its image
and its objectives
• shows indirectly whether you are confident,
whether or not you believe in yourself.
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208. The way you write
• Conveys whether you are warm and friendly or appear cool
and reserved
• Tells whether you are dynamic and energetic or whether
you are lethargic and procrastinate
• Conveys an image of you as either intuitive in solving
problems, or logical, solving problems step by step
• Says whether you want to communicate with others or not
• Says whether you try to avoid conflict or seek it
• Says whether you are materialistic or idealistic
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209. Holistic Communications
Conclusions
• Communication is a holistic concept; everything
we do conveys something about ourselves
• If you want to achieve greatness in your chosen
objectives you must communicate holistically. It is
not enough to write well or to know a lot of big
words. You must be able to project an image that
will lead to success
• You can change the way you appear to others by
changing your behavior pattern
• If you want to change your behavior pattern, you
must change everything about yourself.
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210. What is the bottom line for you?
• You are in control of your environment. You
can make every setback an opportunity for
success
• You can be anything you can be! Whatever
you want to be is entirely up to you
• You can become the person you want to be.
Dress like that person, talk like that person,
act like that person, write like that person,
and that will be you.
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211. Interpersonal Communications
Carl Jung was a Swiss born psychiatrist, and a
colleague of Sigmund Freud, who practiced
in the first half of the 20th century.
Jung formulated a classification of personality
in terms of types of characteristics, such an
introvert and extrovert
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212. Personal Interactive Skills
On the basis of Jung’s classification of
personality, Katherine Briggs and her
daughter, Isobel Briggs-Myer, developed a
procedure for evaluating personality
characteristics.
A number of tests exist for giving Myers-Briggs
type indicators.
The types are divided into four pairs of
preferences.
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213. Personality Indicators
• Are you energized around people? Do you like to
meet people and seek opportunities to do so? Do
you think out loud? Do you talk to plants and
discuss problems with animals? This is Extrovert
behavior.
• Alternatively, do you find you would rather work
alone, without interruption. Does meeting too
many people tend to tire you out? Would you
sooner not answer the phone - let the answering
machine do it for you. Would you rather have a
problem written down for you than stated
verbally? This is typical Introvert behavior.
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214. Personality Indicators
• intuitive: type N, creative, about 25% ingenious,
future-oriented, fantasizes, imaginative
• Sensing: type S, practical, about 75% experience-
oriented, utility, sensible
• Do you see the world in terms of your senses? Do
you like the facts before starting work? Do you like
dealing with the details of a project rather than the
overall plan? You are likely Sensing.
• Or do you think in terms of the big picture, in terms
of concepts and ideas, rather than the information
involved? Put down intuitive.
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215. Personality Indicators
• Thinking: type T, impersonal, 50% (however, 60%M)
objective judgments, logical orientation, rules, laws, justice,
firmness
• Feeling: type F, personal, 50% (however, 60%F) emotional
judgments, value-oriented, persuasion, sympathy, devotion
• Note: both types can react with the same emotional
intensity.
• Do you tend to follow the rules regardless of how you feel?
Do you hide your feelings and get on with the job? That's
Thinking.
• Or do you inject a personal note into things you do, even
let your emotions take over, sometimes. That's Feeling
type behavior.
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217. Self Evaluation
What is my personality type?
Take the test.
Be as honest as you can, only you will see
the results.
List the answers on the chart.
Evaluate the results.
Do you concur?
Do you understand yourself?
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218. Motivating
Abraham Maslow was an American born
psychologist, researcher and educator who
practiced during the middle third of the 20th
century.
Maslow created his now famous hierarchy of
needs based on his observations that
some needs take precedence over others.
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221. Building a Team
Why would someone want to become part of a team?
An effective team helps one feel they are:
• Doing something worthwhile for themselves and
the organization
• Enjoying a more satisfying work life
• More in control of their jobs
• Making contributions which are well used
• Learning new skills
• Recognized and respected
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222. Building a Team
When a team is operating well the leader and the
members:
• Are clear on team goals and are committed to
them
• Feel ownership for problems rather than blaming
them on others
• Share ideas
• Listen to and show respect for others
• Talk more about “we” and less about “I” and “me”
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223. Building a Team
• Understand and use each others know-how
• Know about each other’s personal lives
• Give each other help and support
• Show appreciation for help received
• Recognize and deal with differences and
disagreements
• Encourage development of other team members
• Are loyal to the group, its members, the leader and
the organization
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224. Building a Team
• Make decisions based on facts not on
emotion or personalities
• Play a variety of roles – serve as leader,
teacher or coach
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225. Coaching
The goal of coaching is not to provide
direction, but to enable team members to
work together to help one another find
direction.
Coaching is the foundation for continuous
improvement.
Coaching is a practical skill anyone can learn.
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226. Coaching
1. Identify an opportunity to help someone
expand on his or her skills, knowledge
and abilities
Coaching is a chance to help someone
enhance his or her performance and add
value to the organization/team.
Sometimes, people may ask for
coaching, but don’t wait for that to
happen. Act on opportunities for
coaching at any time.
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227. Coaching
2. Confirm that the person is ready for
coaching.
Before trying to coach, make sure the person
is open to it. If a person seems hesitant,
try explaining the benefits, but don’t insist
on coaching someone who simply isn’t
receptive. To ensure a win-win situation,
find out if the person is willing before
proceeding to coach.
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228. Coaching
3. Ask questions and offer information to
help clarify the situation.
Much of coaching involves helping people
clarify situations in their own minds.
Often, the best way to do this is by asking
open-ended questions that encourage
them to think through the situation aloud.
Begin questions with words like what,
when, where, who and how much.
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229. Coaching
4. Help the person identify possible actions.
The best coaching enables people to think
and act on their own. As you help
someone identify immediate actions,
you’re also preparing the person to work
through similar issues without your help.
Offer guidance as he or she develops a
plan.
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230. Coaching
5. Gain agreement on a course of action.
In coaching, you help someone plan how to
handle a situation. To be certain that the
session results in positive action, you need
to gain the person’s commitment to a
specific plan of action.
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231. Coaching
6. Offer your support.
The ultimate goal of coaching is to enable a person
to act independently. Most people need
assurance and support before they can reach
that goal. As a coach, you need to let the
person know you’re available to give further
assistance – or further coaching- when it is
needed. Coaching isn’t a quick fix or a one-time
shot, it’s an extended relationship.
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236. Thomas-Kilmann Conflict Styles
• Avoiding (Uncooperative and unassertive)
Neglects own concerns as well as those of other
parties: does not raise or address conflict issues.
• Accommodating (Cooperative and unassertive)
Seeks to satisfy other person's concerns at the
expense of own.
• Competing (Uncooperative and assertive)
Opposite of accommodating. Uses whatever
seems appropriate to win.
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237. Thomas-Kilmann Conflict Styles
• Collaborating (Cooperative and assertive)
Opposite of avoiding. Works with other
party to find a solution that satisfies both
own and other party's concerns.
• Compromising (Middle ground) Seeks to
find a middle ground to partially satisfy
both parties.
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238. When to Avoid
• When an issue is trivial.
• When there is no chance of getting what you want.
• When the potential damage of confrontation is
greater than the benefits if resolution.
• When you need to gather more information.
• When others can resolve the conflict more
effectively.
• When you need to cool down, reduce tension, and
regain perspective or composure.
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239. When to Accommodate
• When you realize you are wrong.
• When the issue is much more important to
the other person than you.
• When you need a future favor (credit).
• When continuing the competition would
damage the cause.
• When subordinates need to develop - to
learn from our mistakes.
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240. When to Compete
• When quick, decisive action is necessary.
• On important issues for which unpopular
courses of action need implementing.
• On issues vital to the group welfare, when
you know you are right.
• When protection is needed against people
who take advantage of noncompetitive
behavior.
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241. When to Collaborate
• When both sets of concerns are too important to
be compromised.
• When it is necessary to test your assumptions or
better to understand the viewpoint of the other
party.
• When there is a need to combine ideas from
people with different perspectives.
• When commitment can be increased by
incorporating the concerns of everyone into the
proposal.
• When there is a history of bad feeling.
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242. When to Compromise
• When goals are important but not worth the effort
of potential disruption from more aggressive
players.
• When two opponents with equal power are
strongly committed to mutually exclusive goals.
• When temporary settlements are needed on
complex issues.
• When expedient solutions are needed under time
pressures.
• As back-up when collaboration or competition
fail.
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243. Negative Consequences of
Competing
• Eventually being surrounded by "yes
people."
• Fear of admitting error, ignorance, or
uncertainty.
• Reduced communication.
• Damaged relationships.
• Lack of commitment from others.
• More effort during implementation to sell
the solution.
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244. Negative Consequences of
Collaborating
• Too much time spent on insignificant
issues.
• Ineffective decisions can be made by
people with limited knowledge of the
situation.
• Unfounded assumptions about trust.
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245. Negative Consequences of
Compromising
• No one is completely satisfied.
• Solutions tend to be short-lived.
• Cynical climate: perception by both parties
that it is a "sellout."
• Larger issues, principles, long-term values
and the welfare of the company can be lost
by focusing on trivia or the practicality of
implementation.
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246. Negative Consequences of
Avoiding
• Decisions made by default.
• Unresolved issues.
• Self-doubt created through lack of esteem.
• Creative input lost.
• Lack of credibility.
• Anger and hostility generated in
subsequent discussions.
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247. Negative Consequences of
Accommodating
• Decreased influence, respect, or recognition
by too much deference.
• Laxity in discipline.
• Frustration as own needs are not met.
• Self-esteem undermined.
• Best solution may be lost.
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248. Conflict Control
• Use avoidance to ignore the issue.
• Use accommodating style to allow the
other person to resolve the issue.
• Structure the interaction so that a triggering
event is unlikely to occur.
• Strengthen the barriers that inhibit the
expression of conflict.
• Avoid dealing with the person with whom
you are in conflict.
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249. Steps for Confronting Conflict
• Explain the situation as you see it.
• Describe how it is affecting your
performance or the performance of others.
• Ask for the other viewpoint to be explained,
and listen to the response.
• Agree on the issues independent of
personalities.
• Explore and discuss the issues, without
reference to the problem.
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250. Steps for Confronting Conflict
• Agree on what each person will do to
resolve the issues.
• Try to agree on the problem. If there is no
agreement, discuss issues some more.
• Explore possible solutions.
• Agree on what each person will do to solve
the problem.
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251. Problem Solving & Decision Making
A number of formal, structural problem
solving and decision making techniques
are taught in organizational management
courses. Examples:
• Kepner-Tregoe (KT) Technique
• Alamo Technique
• Cause Mapping
• etc
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252. Brainstorming Process
• Everyone must be involved
• Call out ideas to scribe
• Build on ideas
• No idea is too trivial or silly
• There is no criticism nor judgment on any idea
• Get as many ideas as possible in the time
• Objective: solve problems and enjoy doing it
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253. Objectives of Brainstorming
• Identify the issues rapidly
• Reach consensus on the most important
issues rapidly
• Determine possible solutions to issues
• Select the most promising action to solve
the problem
• Agree on who does what
• Get a commitment
• Sell the process
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254. Synergistic Decision Making
Based on the premise that when people are
supportive of one another and follow a
rational sequence of activities in dealing
with a problem, they can perform beyond
the sum of their individual resources.
Synergistic decision making requires
participation in effective interpersonal and
rational processes.
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255. Synergistic Decision Making
Interpersonal Processes – involves skills we
use when working with others.
• Listening to others
• Supporting their efforts to do well
• Differing with others when necessary in a
manner that is constructive rather than
defensive
• Participating equally in group discussions
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256. Synergistic Decision Making
Rational Processes – involves the skills we
use in thinking a problem through to a
solution.
• Analyzing the situation
• Identifying objectives (ie., aims or goals)
• Considering alternative strategies
• Discussing adverse consequences
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257. Synergistic Decision Making
Reaching a consensus is the hallmark of
“acceptance” in the effective decision
equation:
Effective Decision = Quality X Acceptance
Lack of agreement regarding a decision
places acceptance of the decision and its
execution in jeopardy.
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259. TRAINING AGREEMENTS
• Be open
• Show respect
• Listen to each other
• One person speaks at a time
• Silence Cell Phones
• Participate
• Share experiences
• Keep discussion confidential
• Give feedback in writing
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260. A Leadership Style refers to a leader’s way of providing
direction, implementing plans, and motivating people.
LEADERSHIP STYLE
Your style describes
HOW you lead.
There are many
different leadership
styles.
No one style is correct
for all situations.
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261. Know how to use the correct leadership style for a
given situation.
Help individuals recognize and maximize their full
potential as team members.
Energize and engage people by helping them create
a meaningful sense of purpose and direction in their
work.
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263. Definitions:
• LEADER: A person who
has commanding
influence (power).
FACILITATE: To make easy
or possible.
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264. A Facilitative
Leader:
Facilitative Leaders: Empower others to work together and
achieve common goals through relationships, processes and
outcomes. They make it easier for people to:
• Think, understand, & communicate their thoughts
• Work with others and focus on group goals and outcomes
• Speak up when there are challenges
• Make and carry out decisions
• Allow members to develop their own leadership potential
• Achieve high quality results through the group’s abilities
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265. Key Assumptions
Because Facilitative Leaders manage relationships,
processes and outcomes. It is important that you take time to
learn about yourself so that you can best support others. For
example do you understand your:
•Natural Leadership stance
•Your innate relationship with Conflict
•Your communications strengths and challenges
•Your ability to build trust…quickly
All of these will be tested as you practice
facilitation skills and engage others.
Group Awareness
Facilitative
Leadership
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270. Setting The Stage for Great
Facilitative Leadership
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271. 1) Choose to listen
2) Be an effective listener
3) Don’t interrupt unless necessary
4) Listening requires focus. You are
paying attention to the story, how
it is told, use of language and
voice, body language
5) Summarize to verify mutual
understanding, even where there
is disagreement
6) Don’t impose your solutions, you
can ask if they are interested.
IMPROVE LISTENING SKILLS
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272. **Listening Activity**
Facts - A true statement that can be proven with
evidence. It can be verified.
Feelings – Listen for the emotions you hear
Values – What core principles or underlying personal
driving forces do you hear behind the feelings
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273. Encouraging Dialogue vs. Controlling
the Conversation
• Encourages
CONFLICT
• Encourages
RESOLUTION
CONTROL
DIALOGUE
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274. • Ask open ended questions that encourage broad thinking
and participation
• Use close-ended questions for details
• Listen actively
• Don’t evaluate
• Be comfortable with silence
• Be observant of body language
• Seek to understand, identify information to resolve conflict
• Offer genuine support
Supporting DIALOGUE
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275. • Recognize emotions in others
• Have Fundamental “people skills”
• Have awareness of others’
needs/wants
• Consider others’ feelings as factors
in decision making
• Attempt to put yourself in someone
else’s shoes to feel & understand the
person’s perspective
PRACTICE EMPATHY
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