...History of Leadership Research Researchers have examined leadership skills from a variety of perspectives. Early analyses of leadership, from the 1900s to the 1950s, differentiated between leader and follower characteristics. Finding that no single trait or combination of traits fully explained leaders' abilities, researchers then began to examine the influence of the situation on leaders' skills and behaviors. Subsequent leadership studies attempted to distinguish effective from non-effective leaders. These studies attempted to determine which leadership behaviors were exemplified by effective leaders. To understand what contributed to making leaders effective, researchers used the contingency model in examining the connection between personal traits, situational variables, and leader effectiveness. Leadership studies of the 1970s and 1980s once again focused on the individual characteristics of leaders which influence their effectiveness and the success of their organizations. The investigations led to the conclusion that leaders and leadership are crucial but complex components of organizations. Traits Model of Leadership: Leaders versus Followers Initial investigations of leadership considered leaders as individuals endowed with certain personality traits which constituted their abilities to lead. The studies investigated individual traits such as intelligence, birth order, socioeconomic status, and child-rearing practices (Bass, 1960; Bird, 1940; Stogdill, 1948, 1974)...
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...determines Effective Leadership Jonah Levy Leadership is an Importance and vital characteristic that many do carry within them. Many people believe it is who you are the shows what type of leader a person may be. Is it the status of wealth, power, and looks? It is not what your wealth but what you do as a leader that will make you a leader of men. It is the decisions that someone makes in confidence that will show your true leadership quality. It is those importance decisions that someone makes and how they engage it. A action centered leadership role is what will help those in leadership and those wanting to become effective leaders. John Adair proposed a model in 1973 on what a leadership role should have looked like. He argued that it is not who you are but what you do will establish you as a leader. He believed that leaders should balance the behavior needs of task, team, and the individual within a diagram he created and the center of that diagram was the best approach to balancing those needs. Under the behavior task circle a leader had to provide clear objectives, provide appropriate procedures, evidence of progress, and deadlines are being met. A leader’s behavior under team a leader should commitment, trust& openness, sense of purpose, stability, and fun. Last a leader’s behavior under individual should be to include, make contribution, to be respected, receive feedback, feel safe, and grow. Adair believe if a leader carried out these behaviors and balanced...
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...Eslsca Leadership final exam Wael Emil Bassely Group C46 Question 1 : Develop the profile of a highly effective leader who can inspire his / her followers to fulfill the organization missions and achieve its objectives. In order to effectively answer this question, we have to know the following points first: * What is Leadership, who is a leader? *What is effectiveness? When is a leader effective? *why do we need leaders? * Obstacles to effective leadership. * The difference between leader and manager. *Roles and functions of leaders. *Understand the role culture can play in leadership. * The methods, results, shortcomings and contributions of the of the leadership theories. *The power and leadership relations. *Characteristics of charismatic leaders. What is Leadership, who is a leader? The leadership is a group phenomenon, without followers there are no leaders .It is a goal directed and has a big role in groups and organizations moreover it creates a hierarchy within group in some cases. The leader is the person who influences individuals and groups within an organization, helps them in establishing goals, and guides them toward achievement of those goals, thereby allowing them to be effective. Ref. The art and science of leadership What is effectiveness? When is a leader effective? The leaders are effective when their group performs well and their followers are satisfied while achieving their organizations goals. Goal achievements...
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...3.) CHARACTERISTICS, TRAITS, AND BEHAVIORS OF EFFECTIVE LEADERS Characteristics and Traits of Effective Leaders Understanding leadership requires an understanding of leaders as individuals. This section will highlight findings about the personal characteristics and behaviors of effective managerial leaders. An assessment of the characteristics and behaviors of leaders translates into the idea that these same positive attributes of a leader will facilitate his or her effectiveness in comparable settings, such as customer service departments in different companies. Possessing certain characteristics and traits does not in itself guarantee success. Yet effective leaders differ from others in certain respects. Studying leadership traits is also important because a person who is perceived to embody certain traits is more likely to be accepted as a leader. Here we present a sampling of factors relevant to many work settings. 1. Drive and passion. Leaders are noted for the effort they invest in their work and the passion they have for work and work associates. Carol Bartz, the CEO of Yahoo, observes, “If you’re not excited, how can you get others excited? People will know. It’s like how kids and dogs can sense when people don’t like them.” 2. Power motive. Successful leaders exhibit power motivation, a strong desire to control others and resources and get them to do things on your behalf. A leader with strong power need enjoys exercising power and using...
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...Leadership Approach–Behavior Theory The behavior approach began in the 1950s and focused on the day-to-day actions of the manager, rather than focusing on the leader’s personal characteristics. Over the last 60 years, many studies have researched how effective leaders differ in behavior from ineffective leaders. A questionnaire titled the leader behavior description questionnaire (LBDQ) was developed and measured two basic aspects of leadership: task orientation and relationship orientation. “Early users of the LBDQ believed that the two dimensions were separate and distinct, dividing each into a high and low section which created four quadrants or four leadership styles” (Oyinlade, 2006, Volume 19, Issue 1). According to early users of the LBDQ, an effective leader scored high on both task and relationship orientation. In the industrial era of the 1960s a further development of a similar grid by Blake and Mouton in 1964 measured a person’s leadership style by his or her concern for production (task orientation) on a nine-point scale and concern for people (relationship orientation) on another nine-point scale. This is placed on two axis and split into four quadrants. The belief again was that an effective leader would score high on both production and people concerns. Many variations of this type of measurement tool have the same criticism in that they ignore that actions of a leader must be relevant to the situation to be effective. Another limitation...
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...Overview of the Chapter Leadership is a key ingredient in effective management. When leaders are effective, their subordinates are highly motivated, committed, and high performing. When leaders are ineffective, chances are good that their subordinates do not perform to the level of their capabilities, lack motivation, and may be dissatisfied. This chapter describes what leadership is and examines major leadership models and theories that have been developed by various researchers. It also describes how managers engaging in transformational leadership can have a dramatic impact upon their organization and discusses the impact of gender on leadership. Learning Objectives 1. Describe what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders. 1. Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavior models of leadership. 2. Explain how contingency models of leadership enhance our understanding of effective leadership and management in organization. 3. Describe what transformational leadership is, and explain how managers can engage in it. 4. Characterize the relationship between gender and leadership. MANAGEMENT SNAPSHOT: EFFECTIVE LEADERSHIP STYLES FOR TOUGH TIMES: LESSONS FROM HOWARD SCHULTZ, RICHARD SCHULZE, DAVID FARR, AND LOU GERSTNER Each of these persons is a current or former chairman...
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...direct corporate empires from atop gleaming skyscrapers, or shape the course of nations. The exploits of brave and clever leaders are the essence of many legends and myths. Much of our description of history is the story of military, political, religious, and social leaders who are credited or blamed for important historical events, even though we do not understand very well how the events were caused or how much influence the leader really had. The widespread fascination with leadership may be because it is such a mysterious process, as well as one that touches everyone's life. Why did certain leaders(e.g., Gandhi, Mohammed, Mao Tse-tung) inspire such intense fervor and dedication how did certain leaders (e.g., Julius Caesar, Alexander the Great) build great empires? Why did some rather undistinguished people (e.g., Adolf Hitler, Claudius Caesar) rise to positions of great power' Why were certain leaders (e.g .• Winston Churchill. Indira Gandhi) suddenly deposed, despite their apparent power and record of successful accomplishments? Why do some leaders have loyal followers who are willing to sacrifice their lives, whereas other leaders are so despised that subordinates conspire to murder them? 1.1 Definition of Leadership There are various definition of leadership. Among all definition some are given below: • Leadership is "the behavior of an individual, , directing the activities of a group toward a shared goal," (Hemphill & Coons, 1957, P9, 7) • Leadership...
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...employees. Managers and Leaders have varying definitions. A manager can be effective without leadership qualities and a leader can be effective without management skills. However, in chapter one of Organizational Leadership, Yukl (2010) states, “defining managing and leading as distinct roles, processes, or relationships may obscure more than it reveals if it encourages simplistic theories about effective leadership (p. 8). The following paper provides an overview to the leadership approach of behavior as well as provides a description of the strengths and weaknesses of this approach. Behavior Approach The Behavior Approach began in the early 1950s after researchers declared the Trait Approach as being an ineffective means for identifying positive leadership qualities (Yukl, 2010). Researchers believed the key to successful leadership included the positive behaviors management displayed while on the job. Additionally, management stated behavior research falls into two general subcategories: (1) how managers spend their time and the typical patterns of activities, responsibilities and the functions for managerial jobs and (2) focuses on identifying effective leadership behavior (Yukl, 2010). Time Well Spent Monitoring how management handles daily activities is imperative but to be a great manager, he or she must also possess the skills to cope with demands, constraints and role conflicts in their jobs (Yukl, 2010). Being a successful leader means handling issues professionally...
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...House and contends that that a leader's behavior is contingent to the satisfaction, motivation and performance of her or his followers. The theory is called path-goal because its major concern is how the leader influences the subordinates’ perceptions of their work goals, personal goals and paths to goal attainment (Pierce and Newstrom, 2011). The path-goal theory also proposes that a leader’s actions and behavior is motivating to the degree that the behavior increases follower’s goal attainment and clarifies the paths to these goals. In this paper, I will discuss the four key leader behaviors associated with the path-goal theory of leadership. I will then show how the leader behavior relates to the University of Michigan and The Ohio State University leadership studies. Finally, I will discuss the conditions under which each leader behavior might be effective and the reason for this relationship. Robert House’s path-goal theory is based on the studies of Martin Evans in which state the leadership behaviors and the follower perceptions of the degree to which following a particular path will lead to a particular goal. House’s path-goal theory makes two propositions. The first is the leader behavior is acceptable and satisfying to subordinates to the extent that the subordinates see such behavior as either an immediate source of satisfaction or as instrumental to future satisfaction. The second proposition is that the leaders behavior will be motivational, i.e., increase effort...
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...of the group. Leaders are able to do this by applying their leadership skills and knowledge. Though leadership is learned the knowledge and skills that are processed by the leader are often influenced by their traits and attributes such as character, ethics, values and beliefs. Leadership is more strategic in nature. Management is a process of exercising supervisory, administrative and executive direction of an organization in order to improve organizational performance. An act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively. Managers direct are preoccupied with the right way to do things by following policy and procedure and get results from subordinates through authority. There is an ongoing argument in the field of leadership regarding whether or not leaders and managers are two completely different parts of an organization. A person can be a great manager, a great leader or both, but both these two areas often require a mastery of certain competencies and skills. While management produces consistency and order, a leader produces change and movement. A leader innovates while a manager administers, a leader develops while a manager maintains, a leader inspires trust but a manager relies on control. While a leader has a long range perspective, a manager often has a short term perspective, a leader is followed while a manager rules, a leader originates while a manager imitates, a leader asks what and...
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...CHAPTER 4 Leadership Behaviors, Attitudes, and Styles The purpose of this chapter is to provide the reader with an understanding of basic leadership behavior and attitudes, as well as styles. Some of the information goes back to classic studies conducted in the 1950s and 1960s, and some is recent. Several other topics are featured: servant leadership, and how leaders use 360-degree feedback to fine-tune their behaviors, entrepreneurial leadership styles, and gender differences in leadership. CHAPTER OUTLINE AND LECTURE NOTES This chapter covers pioneering information about leadership behaviors and attitudes that served as the basis for studies of leadership styles and contingency theories of leadership. A sampling of these styles is presented as well as current information about behaviors, attitudes, and styles. An effective leader is one who facilitates group members’ attaining productivity, quality, and satisfaction. I. THE CLASSIC DIMENSIONS OF CONSIDERATION AND INITIATING STRUCTURE The Ohio State studies developed questionnaires about leaders that included self-assessments and assessments by subordinates. This research became the foundation for most of the future research about leadership behavior, attitudes, and styles. Two dimensions (as identified by factor analysis) accounted for 85 percent of the variance in descriptions of leadership behavior. Consideration is the degree to which the leader creates an environment of emotional support, warmth, friendliness...
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...in terms of traits, behaviors, influence, interaction patterns, role relationships, and occupation of an administrative position" (2010). Within this paper you will learn about the behavior approach to leadership. As with all of the other approaches, several strengths and weaknesses to this approach will be discussed along with an example of how this approach is illustrated within an organization. Behavior Approach During the early 1950s, the behavior approach was developed when researchers began losing interest with the trait approach. Researchers started analyzing how managers behavior while at work rather than their personal traits. The behavior approach can be best understood when divided into two general subcategories (Yukl, 2010). Subcategory One Within the first subcategory of the behavior approach, researchers monitored the way managers spent their time while on the job along with the usual pattern of activities, responsibilities and job functions of a manager. Additionally, researchers analyzed how managers handled job requirements, restrictions, and competition. Managerial work is most often based on research obtained through detailed methods of data collection. Data collection is acquired through direct observation, diaries, job-description questionnaires and interviews. Even though this form of research was not meant to be used to determine successful leadership, it has presented researchers with beneficial awareness on the behavior approach. According...
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...Leadership Approach Leadership Approach Leadership can be characterized by three variables that help to understand leadership effectiveness. These variables are, 1) characteristics of a leader, 2) characteristics of followers, and 3) characteristics of the situation. Classifying the different leadership theories are done according to the emphasis of the variable. There are several major approaches to studying leadership. Some examples are the trait approach, behavior approach, power-influence approach, situational approach, and integrative approach. With each approach comes several strengths and weaknesses. Examples can be given to help show how a leadership approach can be used in an organization. Behavior Approach The behavior approach to studying leadership, which began in the 1950s, was developed after researchers became uninterested with the trait approach. Instead, they began to focus their attention to what managers do while at their job. The research for behavior branches into two main subcategories (Yukl, 2010). First Subcategory The first subcategory of research observes how managers spend their time and the routines of their activities, functions for managerial jobs, and functions. Other research involves examining how managers cope with the demands, constraints, and role conflicts that can occur during their job. A vast majority of the managerial work research uses detailed methods of collecting data in such ways as direct observation, job description...
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...Table of Contents S.No. | Description 1.0. | Introduction 2.0 | Literature Review 2.1 | Leadership and inventive behavior 2.2 | Transformational leaderships (TL) and inventive behavior 2.3 | The measuring role of effective commitments amongst transformational leadership (TL) and inventive behavior 2.4 | The measuring role of inventive climate among transformational leaderships (TL) and inventive behavior. 2.5 | The measuring role of effective commitment among transformational leaderships (TL) and inventive behavior. 2.6 | The measuring role of inventive climate among transformational leadership (TL) and staffs inventive behavior. 2.7 | Criticism Transformational leaderships (TL). 3.0 | Methodology. 3.1 | The background of the Samatel Company (STC). 3.1.1 | Political climate. 3.1.2 | Culture and Social climate. 3.1.3 | Financial and Economic climate. 3.2.1 | Nature of the research 3.2.2 | Data Collection. 4.0 | Discussion. 4.1 | Analysis the questionnaire of section (A). 4.2 | Analysis the questionnaire of section (B). 5.0 | Conclusion. 6.0 | Improving individual personality. 7.0 | References. 8.0 | Appendix 1 1.0. Introduction: According to Gumsluogu and IIsev, (2009) stated that, in an attempt to responsive and adaptive to doubtful, changing and competitive natures, corporations, essentially technology forced corporations, have to be extremely inventive and creative in sequence to continue a challenging...
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...Approach Name Institutional Affiliation Behavioral Approach The behavioral approach deals with the manner in the leaders act and what they do, and is very different from the trait approach, that focuses of the personality attributes of the leader and the skills approach which deals with the capabilities of the leader. Leadership is known to be composed of the task behaviors, that facilitate goal achievement and relationship behaviors that give leaders comfort and confidence. Behavioral approach explains how leaders apply these 2 behaviors to achieve their goals. Research has shown that it is important to consider more than traits in leadership, and that it functions better in smaller groups. The research studies were conducted by Ohio State University, Michigan University and by Blake and Mouton around the 1960s. The three researches conducted have been the backbone of the concept of behavioral approach in leadership. The study by the Ohio State University discovered that there are different leadership behaviors, with high consideration and high initiating structure being the most effective ones. The research conducted by Michigan University discovered aesthetic research while Blake and Mouton discovered the leadership grid and likeable leaders. The functioning of the behavioral approach is such that there is no set of steps for an effective leadership behavior. This is because the theory is not a refined one. Instead, it gives an outline that can be used to assess leadership...
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