...Essay Introduction: Leadership is a process by which individuals influence employees toward the achievement of organizational objectives (Dubrin, 2009). Leadership is probably the most frequent researched subject in the organization sciences. Many studies of leadership have been published and many leadership articles have been written in business-oriented publications and academic journals and books. Leadership has been researched in various different ways, depending on the methodological preferences of the researcher leadership definition (Achua, 2009). Most scholars deal only with leadership’s one narrow aspect, and as a result, most of the studies fall into distinct lines of research which include leader traits, behaviour, power and influence, and situational approaches. Literature Analysis: Are leaders born or made? This question has always dominated and still continues to dominate the leadership study (Dubrin, 2009). Although many research papers have been written, little to no conclusive evidence can be researched; the leadership topic remains elusive (Achua, 2009). However, with fifty years or more of study, some of the contributing factors or origins of leadership have become clearer. While no predictive model exists, scholars know what leads to leadership. One difficulty in discussing the leadership is its definition. Burt Nanus and Warren Bennis (Torrington and Hall, 2008) report ore that three hundred definitions of leadership that leadership researchers have generated...
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...1.2. LEADERSHIP THEORIES – FROM GREAT MAN THEORY TO TRANSACTIONAL THEORY A review of the leadership literature reveals an evolving series of 'schools of thought' from “Great Man” and “Trait” theories to “Transformational” leadership (see table). Whilst early theories tend to focus upon the characteristics and behaviours of successful leaders, later theories begin to consider the role of followers and the contextual nature of leadership. * Great man theories. This theory is based on the belief that leaders are extraordinary people, born with innate qualities, destined to lead by nature. The utilization of the term 'man' was made by purpose since until the latter part of the twentieth century leadership was thought of as a concept which is primarily male, military and Western. This first approach led to the next school of Trait Theories. * Trait theories - The lists of traits or qualities associated with leadership exist in abundance and continue to be produced. They draw on virtually all the adjectives in the dictionary which describe some positive or virtuous human attribute, from ambition to zest for life. * Behaviourist Theories - These concentrate on what leaders actually do rather than on their qualities. Different patterns of behaviour are observed and categorised as 'styles of leadership'. This area has probably attracted most attention from practising managers * Situational Leadership - This approach sees leadership as specific to the situation in which...
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...There are many differences between management and leadership. Management relies on positional power, that is authority or status. It depends on the rules, structures and systems within an organisation, which surround a job. Leadership relies on personal power. This comes from the ability to develop strong and mutually rewarding relationships. It depends upon good interpersonal skills, positive personal characteristics and supportive behaviour. The key to leadership is influence. Leadership is a facet of good management but a leader does not necessarily have the positional power of a manager. The crux of this comparison between management and leadership is one of choice. People choose to follow and commit to a leader but a manager must be followed. We are emotional animals and the commitments we make based on our emotions are forcible. Management The manager’s primary commitment is to the employing organisation. His/her job is to manage members of the organisation in achieving that organisation’s goals using his/her positional power. Good management involves: • Information Control (Keeping people informed about issues which affect them) • Resources control (Allocated on the basis of business priority) • An Appraisal system (Using performance indicators and objectives as the basis of appraisal) • Job Seniority (Giving clear instructions for tasks) • Specialist Expertise (Sharing expertise to help and develop others) • Rewards and Punishment (Using rewards fairly and transparently...
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...Schools of Management Thought SCHOOLS OF MANAGEMENT THOUGHT Structure 4.0 4.1 4.2 4.3 4.4 4.5 Objectives Introduction Historical Perspective Theory in Management Classification of Management Theories Classical Management Theory 4.5.1 Scientific Management 4.5.2 Administrative Management 4.5.3 Bureaucratic Organization 4.5.4 Criticisms on Classical Management Theory 4.6 Neo-Classical Theory 4.6.1 Human-Relations School 4.6.2 Behavioural Schools 4.7 Modem Management Theory 4.7.1 Systems Theory 4.1.2 Contingency Theory 4.7.3 Organizational Humanism 4.7.4 Management Science 4.8 Other Schools of Thoughts, Styles and Approaches 4.9 Problems and Conflicts in Management Theories 4.10 Summary 4.11 Key Words 4.12 References and Further Reading 4.0 OBJECTIVES After reading this Unit, you will be able to • know the historical development of schools of management thought; • explain what a theory in management is; • outline the classification of management theories; • describe important schools of management, their contributions and limitations; • elaborate problems and conflicting issues in management theory; and 4.1 INTRODUCTION In the preceding three units of this block you have learnt various scientific principles of management, management functions and what constitutes managerial quality and leadership as propounded by management experts. In this Unit you will have a historical perspective of management approaches or thoughts. The block in toto will set the background about various...
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...Leadership: Past, Present, and Future Mostafa El Abd 20/03/2015 GMBA-EN-BF September 2014 Intake Leadership is significant in both social and organisational functioning. It has a broad meaning and has been defined in many ways over the centuries. Most leadership scholars agree that the term leadership can be described as an influencing procedure and its consequential outcomes which mainly occur between a leader and his or her followers, as well as how this process can be made clear by the leader’s dispositional behaviours and attributes, follower perception, and the framework in which this influencing process or method occurs. The term leadership is often paired with power and management but the definition of leadership should be kept different from both of these terms. Leadership research over the years can be classified into nine major schools starting from the 1900s till 2010s. They are: Trait, Behavioural, Contingency, Contextual, Skeptics, Relational, New leadership, Information-processing and Biological/Evolutionary. 1. Trait School of Leadership: This research started in the 20th century and suggests that specific dispositional attributes differentiate leaders from non-leaders or common people. 2. Behavioural School of Leadership: This school of research began in the 1950s and focused on the behavioural approach towards leadership. Meaning, behaviours that were enacted by the leaders and how they took care of their followers were the focus of this research. 3. Contingency...
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...discuss how leadership behavior, [and] may influence (positively or negatively) motivation of individuals in organisations as well as identifying and critically discussing traditional and contemporary theory. Module lecturer Lleanna Pereira Organisational Behaviour-MOD001120 Anglia Ruskin University November 12, 2015 i TABLE OF CONTENTS Introduction…………………………………………………………1 Transactional Approach…………………………………………….2 Transformational Approach………………………………………...2 Validation of Self Concept…………………………………………3 Mission or Vision Approaches……………………………………..3 Building Commitment……………………………………………...3 Leadership as a Behaviour…………………………………………4 Conclusion…………………………………………………………4 References…………………………………………………………5 Bibliography……………………………………………………….6 ii INTRODUCTION Leadership can be defined as a relationship through which one person influences the behavior or actions of other people (Mullins, 2013). Motivation is the driving force within individuals by which they attempt to achieve some goal in order to fulfil some need or expectation (Mullins, 2013). Leadership behavior is the behavior of leaders that influences the motivation of individuals to achieve the desired need or expectation. Through this interrelationship, we can demonstrate how different types of leadership approaches can tap into the five sources of motivation, namely intrinsic process, instrumental, self-concept external, self-concept internal and goal identification. 1 Transactional Approach This...
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...26/04/2015 Leadership: Understanding its Global Impact Lecture 7 1. The Integrative approach to understanding leadership: Charismatic, Transformational, Servant 2. Application of Leadership theory to case study – Kevin Rudd What to study for next TEST 2? • Lecture notes - Week 4 to Week 7 • Book Format of Test? • Multiple questions – 10 questions • Subjective question- 1 question • 40 minutes • Will start at 9.15 am / 2.15 pm 1 26/04/2015 QUIZ • How does situational leadership theory build on behavioural leadership theory? 4 Suggested answer: Example of Situational building on Behavioural is Hersey’s model Situational leadership theory builds on the behavioural theory as it introduces the idea that the most appropriate leadership style should be a combination of: • task • relations-oriented behaviour And that key factors in the work situation will determine the emphasis on task and relations behaviour in each combination We now have four possible leadership styles: (See diagram next slide) 5 Situational theory expanding on Behaviour/Style theory Leadership behaviour/style orientation Task Relations Both should be either High/Low – depending on follower maturity 6 2 26/04/2015 Example of Situational building on Behavioural is Hersey’s model Q: What is the right amount of emphasis on task & relations? Ans: It depends on the situation Q: According to Hersey...
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...Leadership Meaning of Leadership Leadership is an important function of management. It is the key to effective managerial performance. Organizational performance depends on the quality of leadership. According to Stephen Robbins: “leadership is the ability to influence a group towards the achievement of goals”. According to Hersey and Blanchard: “leadership is the process of influencing the activities of an individual or a group in efforts towards goal achievement in a given situation”. Meaning of Leadership can be categorized into two categories: i. leadership as process: As a process, leadership uses its influence of position to direct, motivate and coordinate the group activities to achieve the organizational goals. ii. Leadership as a property: The property concept of leadership believes that leaders possess basic characteristics or traits. Leaders to influence the group activities successfully, use these characteristics. This view considers leadership as a part of one’s personality. Importance of leadership: The importance of leadership can be: 1.Goal Determination: leadership provides vision, mission and direction. It is concerned with establishing goals for the organization. It integrates goals of the individual and the organization 2.Environmental adaptation: leadership is innovative and change oriented. It adapts the organization to the dynamic changes in the environment. 3.Task focus: leadership gives close attention to planning and organizing of task...
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...Schools of Management Thought SCHOOLS OF MANAGEMENT THOUGHT Structure 4.0 Objectives 4.1 Introduction 4.2 Historical Perspective 4.3 Theory in Management 4.4 Classification of Management Theories 4.5 Classical Management Theory 4.5.1 Scientific Management 4.5.2 Administrative Management 4.5.3 Bureaucratic Organization 4.5.4 Criticisms on Classical Management Theory 4.6 Neo-Classical Theory 4.6.1 Human-Relations School 4.6.2 Behavioural Schools 4.7 Modem Management Theory 4.7.1 Systems Theory 4.1.2 Contingency Theory 4.7.3 Organizational Humanism 4.7.4 Management Science 4.8 Other Schools of Thoughts, Styles and Approaches 4.9 Problems and Conflicts in Management Theories 4.10 Summary 4.11 Key Words 4.12 References and Further Reading 4.0 OBJECTIVES After reading this Unit, you will be able to • know the historical development of schools of management thought; • explain what a theory in management is; • outline the classification of management theories; • describe important schools of management, their contributions and limitations; • elaborate problems and conflicting issues in management theory; and 4.1 INTRODUCTION In the preceding three units of this block you have learnt various scientific principles of management, management functions and what constitutes managerial quality and leadership as propounded by management experts. In this Unit you will have a historical perspective of management approaches or thoughts. The block in toto will set...
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...Organizational theory NEOCLASSICAL AND MODERN THEORIES OF MANAGEMENT TABLE OF CONTENTS Introduction 3 I Company background II Human Resource Department 2.1. Recruitment and Placement 2.2. Training and Development 2.3. Compensation 2.4. Employee Relations III Evaluation measurement Conclusion 17 Reference 18 Introduction This assignment is an overview of two important areas of management: Neo-classical and Modern theories. It will provide a general description of each of these management theories together with observations on the environment in which these theories were applied and the successes that they achieved. I NEO-CLASSICAL THEORY (1920s-1950s) The Traditional classical theory and its principles are attacked on the ground that they are contradictory, pay little attention to motivation, and make hasty pronouncements on what should be done without examining time assumptions underlying such pronouncements. As such, these principles do not represent the heart of knowledge of management but a small part of the total body of administrative management. As a reaction to schools of classical theory which over-emphasized the mechanical and physiological characters of management, came up the schools of neoclassical theory with a more human-oriented approach and emphasis on time needs, drives, behaviors and attitudes...
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...Behaving Intelligently - Leadership Traits and Characteristics By Kristina G. Ricketts, Community and Leadership Development Most individuals would consider these people to be some of the greatest leaders of all time. In the early 20th century, leadership traits were studied to determine what made certain people great leaders. Common thoughts of leadership back then suggested that leaders were born and not made. These perceptions originated out of an observation that many great leaders possessed something out of the ordinary—natural, inborn characteristics that allowed them to excel above the rest. This perception translated into limited opportunities for leadership among the common people, as they were not endowed with these “special” leadership characteristics. However, research did not end up supporting this hypothesis and came back disappointingly negative. Researchers compared leaders and followers and looked for obvious differences. Even after comparing aspects such as IQ, personality qualities and personal characteristics, no consistent trends were found. As mentioned above, effective leadership often relies upon certain traits held by the leader. So leadership effectiveness is based upon the working relationship between the leader and other group members. Individual Differences Framework (IDF) states that leadership can be defined relatively straightforwardly as influencing people towards a shared goal. Determining that effective leadership was about much more than...
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...Top of Form Content Chapter 1 Introduction 4 Methodology 5 A. Data Source 5 B. Sample Size and Sampling 5 Technique Scope/Limitation of the work 5 Chapter 2 Literature review 6 Leadership Behavioral Approach of 7 Leadership i. Kurt Lewin at University of Iowa 8 ii. Ohio State Leadership Studies 8 iii. Michigan Leadership Studies 9 Chapter 3 Analyses and Discussion 11 Chapter 4 Conclusion and Recommendation 15 A. Conclusion 15 B. Recommendation 16 Appendix 17 Reference 18 Chapter 1 Introduction Yordanos Bar & Restaurant was opened 13 years ago, in 2000G.C.The location of this restaurant is in Addis Ababa, more specifically the area known as Stadium, on the way going to Ethiopia Hotel. To be more specific it is located at Kirkos Kifle Ketema. This restaurant was opened by Ato Abraham Niguse as a sole owner.This restaurant by the time it was open was having 4 middle size rooms for the customers, around 2 kitchens, a small bar, two toilets and 20 employees. Generally speaking, at this time it has an office for the owner, 7 rooms for customers, two employees changing rooms, a small bar, cashier space, 3 kitchens, one big Store, around 6-7 toilets for the customers and employees. The recent employees are more than 40 to mention them:- * General Manager (1) * Assistant Manage also hosts to meet, greet...
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...Situational leadership (Submitted to Journal of Management Development) RESEARCH PAPER An exploratory content analysis of Situational Leadership * Mark A. Papworth Primary Care Psychology North Tyneside Primary Care Trust Wallsend Health Centre, Tyne & Wear, UK m.a.papworth@ncl.ac.uk Derek Milne Doctorate in Clinical Psychology Newcastle University Newcastle-upon-Tyne, UK d.l.milne@newcastle.ac.uk George Boak MA Leading Innovation and Change York St. John University York, UK g.boak@yorksj.ac.uk KEY WORDS: RUNNING HEAD: WORD COUNT: * leadership; supervision; effectiveness Situational leadership 4,100 Correspondence to: Mark A. Papworth, Wallsend Health Centre, The Green, Wallsend, Tyne & Wear NE28 7PB, UK. E-mail: m.a.papworth@ncl.ac.uk; Tel/Fax: 0191 2205932 1 of 27 Situational leadership An exploratory content analysis of Situational Leadership ABSTRACT Purpose Hersey and Blanchard’s Situational Leadership model is widely utilised, but it has limited empirical support. The model is investigated in the present study through content analysis of the transcripts of successful supervision sessions. Design/methodology/approach Eight transcripts of successful supervision interviews were subjected to in-depth content analysis, to test the prediction (from Situational Leadership) that successful leadership interactions would vary systematically with experience. The supervisees consisted of a novice, four training therapists, and three postgraduate therapist...
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...economy nowadays. Its goals are to make Managers more effective in describing, predicting and controlling human behaviour. It has become a useful tool to analyze and investigate the impact that people, structures, technology and external environment have on individual behaviour within an organization. It has likewise become an interdisciplinary field which integrates behavioural science with other social sciences specifically to enhance the working relationships between people and organizations. As managers to become more effective, a careful and extensive study of these useful ideas and conceptual models is imperative. Hence, effective management can be best attained through understanding and use of the HUMAN RESOURCES, CONTINGENCY, RESULTS-ORIENTED and SYSTEMS approaches. One of these approaches is the human resource approach otherwise known as supportive approach. Traditionally, Managers perceive their workers as pessimistic and negative beings. Under this assumption, Management is directive and controlling. The modern view of today’s employee at work in relation to organization has evolved to a developmental approach. This is the positive way of perceiving that employees are responsible, self-energized, committed and creative beings. After all, better people achieve better results. Developing these humanistic values create positive beliefs about the potential of employees. People tend to interact in organizations in different ways because of varying variables and many factors...
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...1) Introduction 2) Learning and Memory Theory 3) Motivation Theory 4) Conclusion 5) References 1) Introduction The communication message we have chosen is an advert promoting a facial product known as the ‘PerfectaWash’ which dispenses the perfect amount of face wash. We have chosen this message as it utilises effective methods for consumers to not only remember the advert, but also to feel motivated to make a purchase. 2) Learning and Memory Theory Learning’s defined as ‘a relatively permanent change in behaviour which is linked to experience’. The term “encompasses the total range of learning, from simple almost reflexive responses to the learning of abstract concepts and complex problem solving (L. Schiffman & H. Hansen, 2008. A)”. Within learning theory, there are two key approaches; behavioural learning which focuses on conditioned learning and cognitive learning which assumes a conscious process occurs through learning. The advert begins with a woman walking up to a mirror, examining a spot on her face whilst the narrator states ‘when it comes to clear skin, the right amount of the right face wash is key’. The product is then introduced as a solution to the woman’s problem whilst the narrator explains its features to viewers and its unique selling point; it dispenses the adequate amount of face wash to cleanse, but not too much to dry out skin. This is vital to the adverts message as the behavioural theory operant conditioning ‘associates responses with their...
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