...Five Levels of Leadership The book by John C. Maxwell separated leadership into five distinctive levels. The first level he calls “Position.” (Maxwell, 2011) The position level of leadership is the lowest and entry level for a leader. A positional leader was given a position. For example, a college graduate joins the Marine Corp and is given the position of Second Lieutenant. Another way to become a positional leader is to be given a promotion because someone in authority recognizes a talent, trait, or potential they consider to be consistent with a leader (Maxwell, 2011). At the position level of leadership, it is about power and position. Mr. Maxwell uses a great analogy to make this point. He refers to characters on the Andy Griffith Show. He describes the Sheriff, Andy Taylor as a laid back people person. Everyone knew he was in charge. He did not even carry a gun. He would talk with people and use his influence to lead. On the other hand was Deputy Barney Fife. Deputy Fife carried a gun and a single bullet but only because Andy allowed him to do so. When Barney was in charge everyone knew it. He had to tell everyone that he held the “position” of leadership while Andy was away. He often pulled his gun, unnecessarily, to show that he had the power to take control of anyone who might question his position. He was not about influencing people but about forcing his position of power upon them. According to the John Maxwell, these leaders are lonely because...
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...Level 5 Leadership The Triumph of Humility and Fierce Resolve A] Verghese Kurien – called the “Father of White Revolution” in India – There are some amazing leaders around world who never cease to inspire me. After reading the article on Level – 5 leadership, one name that immediately came to my mind was of Varghese Kurien who revolutionized milk production in India. Humility + will = level 5 Verghese Kurien (1921 – 2012) was a leader of remarkable vision, creativity and compassion. He came to a small town in Gujarat named ‘Anand’ to serve on a government bond since the government had sponsored his education abroad. During this time the local dairy farmers in Anand were being exploited by large diaries and did not get their fair share of milk price. This was compounded by an inefficient way to get their milk to the market. This is the time when India’s demand for Milk was increasing. They were the second largest importers of milk. Kurien was touched by the plight of the farmers. Kurien also saw this as an opportunity rather than accepting the situation as it is. He truly believed in transforming the lives of the farmers through a business model which can be run as a self-sustained engine – a true trait of a leader to think a long way ahead much beyond his times! He setup a dairy co-operative and insisted that farmers buy a pasteurizing machine; the investment which totally paid off. Milk could reach big cities without getting spoilt and the co-operatives flourished. The co-operative...
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...who has spent the past 20 years trying to understand how some companies are able to sustain superlative performance. It may seem surprising that of the seven factors Collins identified as essential to take a company from good to great, he chose to focus on leadership in this 2O01 piece. However, even a casual rereading of the article will convince you that he was right to do so. Collins argues that the key ingredient that allows a company to become great is having a Level 5 leader: an executive in whom genuine personal humility blends with intense professional will. To learn that such CEOs exist still comes as a pleasant shock. But while the idea may sound counterintuitive today, it was downright heretical when Collins first wrote about it-the corporate scandals in the United States hadn't broken out, and almost everyone believed that CEOs should be charismatic, larger-than-life figures. Collins was the first to blow that belief out of the water. Level 5 Leadership TheTriumph of Humility and Fierce Resolve by Jim Collins What catapults a company from merely good to truly great? A five-year research project searched for the answer to that question, and its discoveries ought to change the v^ay we think about leadership. I n 1971, a seemingly ordinary man med Darwin E. Smith was named cfeief executive of Kimberly-Clark, a stodgy old paper company whose stock had fallen 36% behind the general market during the previous 20 years. Smith, the company's mild-mannered in-house...
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...student feedback and leadership a report on the 2006 leadership for excellence in learning and teaching project (le67) developing Multi-level leadership in the use of student feedback to enhance student learning and teaching practice http://emedia.rmit.edu.au/altclgp/ 2009 Project Leader Professor James Barber – Deputy Vice-Chancellor (Academic) Project Manager Associate Professor Sandra Jones – Director Learning & Teaching Unit Project Officer Brenda Novak ISBN 978-1-921426-36-0 Student Feedback and Leadership A Report on the 2006 Leadership for Excellence in Learning and Teaching Project (LE67): Developing Multi-Level Leadership in the Use of Student Feedback to Enhance Student Learning and Teaching Practice 2009 Project Leader Professor James Barber - Deputy Vice-Chancellor (Academic) Project Manager Associate Professor Sandra Jones – Director Learning & Teaching Unit Project Officer Brenda Novak Report written by: Associate Professor Sandra Jones and Brenda Novak. Case studies written by: Dr Mali Abdollahian, Ian McBean, Geoff Outhred, Dr Kate Westberg. Photographs - Copyright © 2009 RMIT University Photographers Margund Sallowsky and Kate Ebbot unless otherwise stated. ISBN 978-1-921426-36-0 Support for this project has been provided by the Australian Learning and Teaching Council, an initiative of the Australian Government Department of Education, Employment and Workplace Relations. The views expressed in this report do not necessarily reflect...
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...Transformational Leadership Models: Level 5 Leadership Abstract Level 5 leadership is one of several models of the transformational leadership theory developed by Burns and Bass among others during the later part of the last century. Level 5 leadership originated as a result of the research done by Jim Collins (2001) about how some companies transformed from good to great. It was found that the chief factor provoking such transformation was the presence of a leader mixing great humility and extreme resolve, which became to be the definition of a Level 5 leader. Level 5 leadership works best when combined with other elements also identified by Collins (2001). Some people are born with the “Level 5 seed” and some others don’t, but it will be the environment that at the end will determine if the characteristic of a Level 5 leader will flourish within an individual. Transformational Leadership Models: Level 5 Leadership Given that Level 5 leadership is a transformational leadership model, before going into details about it, and so as to establish some background, the next paragraphs will briefly touch upon the fundamentals of the transformational leadership theory. Transformational Leadership Transformational, sometimes also referred as transforming (especially in older texts and documents), leadership was originally mentioned by James V. Downton in his 1973 book Rebel Leadership: Commitment and Charisma in the Revolutionary Process. Following further development, in 1978...
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...{Assignment Template} Name: Date: ILM Level 5 Certificate in Leadership and Management Assignment 8607-504: Leading Innovation and Change {Note: You can delete everything between these brackets {…} they are there for a guide to completion of the assignment.} {Minimum Word Count – 2,500 words. Note: The word count provided is intended as a guide to what is required to achieve a good pass. Individuals have different writing styles, and there is no penalty if the word count is exceeded. There is no penalty if the word count is not met – as long as the assessment criteria is adequately covered.} {Pass Mark is a minimum of 50% for each section} {To maximise your marks, please ensure you use ‘references’ whenever appropriate to show the source of any theory or models you have used. Please use Harvard Referencing which looks like the words in brackets in the following sentence - The OSCAR Model (Gilbert and Whittleworth, 2009) is a good model to help solve everyday workplace problems. You should also list all your references at the end of the assignment} {NOTE: This assignment should be submitted as a single Word document using this Assignment Template.} 1. Understand the need for innovation and change management within an organisation | 1.1. Explain the importance of innovation for own organisation. {8 Marks} | 1.2. Explain the importance of managing change within own organisation. {8 Marks} ...
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...Dwayne A. Grant ELRC 7603 Interview Paper: Leadership at an Anarchical Community College Dr. Owens November 30, 2014 Louisiana State University Though tempered by culture, history, and tradition that shape beliefs in particular directions and away from others, the presence of multiple realities within organized anarchies is undeniable (Manning, 2013). Louisiana’s oldest and largest community college sits in the heart of New Orleans. Delgado Community College is known for distinctive programs and an extremely rich culture. Recently, Delgado has experienced changes in leadership during a time of expansion and transition. Faculty at Delgado Community College are outraged that they have not received pay in seven weeks and would like the new Chancellor to reconcile this issue immediately. This interview paper will discuss the issues faced by newly appointed Chancellor Joan Davis and her leadership in this anarchical institution. An organized anarchy exhibits three characteristics: problematic goals, an unclear technology, and fluid participation (Birnbaum, 1988). Problematic goals and unclear technology lie at the forefront of Chancellor Davis’ service: prior to Davis’s arrival in May 2013, Delgado faced a budget deficit of $8 million, which led to the announcement of the layoff of 115 employees, including 64 non-tenured faculty members (Lipinski, 2014). Research had shown the underpaid status for both faculty and staff, in addition to the lack of growth or pay increases...
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...Learner’s name: Paulina Dabrowska Level 3 NVQ Diploma Hospitality Supervision and Leadership. KEY SKILLS LEVEL 2 - RENTING A HOUSE A purpose of this project is to compare the cost of renting 2 bedroom or 3 bedroom property. Before choosing dream accommodation I have to set some basic criteria. The most important factors for me is localization and price. My clue in search is to save money on transport by cycling, so localization as it was mentioned above is crucial. However I’m able to spend more money for renting a property in zone 1, what is naturally much more expensive than in areas further from central London. The issue is well explained on website www.moving2london.com “ The closer you are to the centre of London, the more you are going to have to pay for rent. Simple. The closer you are to the centre of London, the less you are going to have to pay for public transport (if you work in the city centre too). Makes sense as well. BUT just because you pay less rent for a similar type of room in zone 4 compared to zone 1 does NOT mean you will necessarily be paying less per week if you consider public transport costs as well. Costs for travel cards as you go further from zone 1 increase exponentially, and sometimes the money you save on rent by moving to an outer zone may not actually save you much at all over all if you work in zone 1, as so many Londoners do. “ [?] In next steps I will choose which localization...
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...Assignment Brief BTEC Level 7 Extended Diploma in Strategic Management and Leadership |Learner Name: |Learner Registration Number: | |Unit Number: Unit 12 – Strategic Planning |Unit Number/Code: H/602/2330 | |Credit Value: 15 credits |Guided Learning Hours: 45 | |Assessor/Tutor: Altaf Khoso |Internal Verifier: | |Assignment QA Approval Date: 13th September 2011 |Date Issued to Learner: | | | |Draft Submission Date: 16/08/2013 | |Final Submission Date: 16/08/2013 | | ...
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... Maxwell’s Leadership 101 Executive Summary: Leadership 101-- The five levels of leadership Did you know that each of us influences at least ten thousand other people during our lifetime? Maxwell wants us to know that it is not whether we will influence someone, but how we will use our influence. Influence is the measure of leadership and we can increase our influence and leadership potential if we understand the levels of leadership. Maxwell states that real leadership is being the person who others will gladly and confidently follow. Each and every one of us is a leader in some way—we are constantly influencing other people around us. According to Maxwell, everyone has the capability to climb up the five different levels of leadership-- not everyone will become a great leader, but everyone can become a better leader. The qualities of a great leader that are developed along the different levels of leadership include personal humility, professional will, and building a legacy—but it seems that Maxwell places the most importance on building a legacy. Maxwell’s 5 levels of leadership are similar and different when compared to our Level 5 Hierarchy. Maxwell’s 5 levels of leadership are: Level 1- Position (Rights), Level 2-- Permission (relationships), Level 3- Production (Results), Level 4- People Development (Reproduction), & Level 5- Personhood (Respect). The paper compares and contrasts Maxwell’s 5 Levels of Leadership to the Level 5 Hierarchy Leadership model from class...
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...in mind, with regard to effective leadership. The studies that will be compared will be “Personality traits, management styles & conflict management in a military unit” by Salimi, Karaminia, and Esmaeili (2011) and “The leadership skills strataplex: Leadership skill requirements across organizational levels” by Mumford, Campion, and Morgeson (2007). A comparison of the research questions, sample population, and limitations will be discussed. Salimi and colleagues (2011) investigated personality traits with regard to management styles. They wanted to find out if personality traits had any affect on a leader’s management style and conflict resolution. They found that extraversion and when conscientious leaders were more successful. Northouse (2010) in regards to personality traits gave perfect examples on how personality traits in fact can affect how leaders resolve issues and tribulations. Northouse (2010), stated how leaders are more tolerant for uncertainty, openness, and curiosity. When leaders are confident they are more inclined to be helpful in sudden situations that involve conflict. Mumford and colleagues (2007) addressed the skills needed by a leader to help perform their daily job functions within an organization. They suggest that cognitive, interpersonal, business, and strategic skills all have separate outcomes and importance in the role of being an effective leader. The skills approach suggests that all of us have leadership potential, and by learning from our...
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...Part 1 Leadership Variables Chapters 2 and 3 Multiple Choice Questions 1. | Historically, researchers have focused upon two main theories of leadership effectiveness: _______ and ______. A. | Ancient; modern | B. | Male; female | C. | Centralized; decentralized | D. | Trait; behavior | E. | Time-sensitive; timeless | | 2. | Almost always listed as important for leadership success is/are _______. A. | Basic intelligence | B. | Clear and strong values | C. | High level of personal energy | D. | All of these | E. | Training | | 3. | In _______, a classic study of leadership _______ was conducted by _______. A. | 1989; contingencies; Ken Blanchard | B. | 1969; qualities; Peter Drucker | C. | 1949; environment; Elton Mayo | D. | 1939; behavior; Kurt Lewin | E. | None of these | | 4. | In _______, Ralph Stogdill and others at _______ evaluated leadership effectiveness based upon ______. At about the same time, _______ and others at University of Michigan studied _______ leadership. A. | 1945; Ohio State University; initiating structure and consideration; Rensis Likert; job-centered and employee-centered | B. | 1955; Stanford University; time and place; Abraham Maslow; motivation and personality | C. | 1965; Harvard University; education and experience; W. Edwards Deming; technical process and eclectic | D. | All of these | E. | None of these | | 5. | Leadership effectiveness depends upon _________ of leaders,...
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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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...influences of ethical leadership and unit-level norms, standards, and sanctions pertaining to ethical behavior transmitted across multiple levels of an organizational hierarchy in this study. The researcher develop and test a model linking ethical leadership with unit ethical culture, both across and within organizational levels, examining how both leadership and culture relate to ethical cognitions and behaviors of lower-level followers. They develop a multilevel model in which ethical leadership, which is seen as a leader's use of social influence to promote ethical conduct. They developed a multilevel model to guide a study of the effects of ethical leadership and shared understandings about ethical conduct (ethical culture) on lower-level followers' ethical cognitions and behavior. This study was commissioned by the U.S. Army, which asked us to evaluate the ethical conduct, cognitions, attitudes, and well-being of soldiers during their combat deployment in Iraq in May 2009. The surveys were designed by the authors and were administered through the Inspector General (IG; the Army's official investigative office) and chaplains. They studied leaders and followers from the lowest three managerial levels in the U.S. Army: the typically nine-person squad (lowest level), the three- to four squad platoon (middle level), and the three- to four platoon company (highest level). Each level had its own leader who reported to the leader at the next higher level. The questionnaires were...
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...Studying Leadership LDR/531 March 26, 2012 Studying Leadership Leadership is a vital part in any organization. Although there is not one set definition when it comes to leadership, words that are often associated with leadership include guidance, facilitator, and structure (Yukl, 2010). “After a comprehensive review of the leadership literature, Stogdill (1974, p. 259) concluded that ‘there are almost as many definitions of leadership as there are persons who have attempted to define the concept.’” (Yukl, 2010, p. 2). As convoluted as this concept may be, it is undeniable that such a complex behavior is not an easy task. Thus, there are several different approaches to studying leadership. Among these approaches is the situational approach. Situational Approach The situational leadership theory, developed by Dr. Paul Hersey and Ken Blanchard, focuses on the importance of contextual factors that manipulate leadership practices. “Major situational variables include the characteristics of followers, the nature of the work performed by the leader’s unit, the type of organization, and the nature of the external environment” (Yukl, 2010, p. 14). According to the situational leadership theory, the style of leadership that should be used is based on the maturity level of the followers. There are four types of maturity levels that range from high maturity to low maturity. Based on the maturity level of the group, there are four leadership styles that are appropriate: telling...
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