Power, Influence, and Leadership. 2. Introduction. 2.1 Overview. Notes: Copyright 2016 Educational Design Technology (EDT) background music
|
|
- Suzanna Roberts
- 6 years ago
- Views:
Transcription
1 Power, Influence, and Leadership 2. Introduction 2.1 Overview background music
2 2.2 Learning Objectives No audio
3 1. Scene Aspects of Leadership no audio
4 1.2 Power & Influence Power is an integral part of organization behavior. It is the influence over the beliefs, emotions and behaviors of people. Power exists only when there is an unequal relationship between two people and where one of the two is dependent upon the other. There are 5 sources of power: 1.Reward power which is the ability to give rewards; 2.Coercive power is the ability to punish either by administering a punishment or by withholding something that an individual needs or wants; 3.Legitimate power is the authority given to an individual on the basis of a given role or position; 4.Referent power stems from an individual's attraction for or identification with the other person; 5.and Expert power exists when an individual awards power to the other person on the basis of the individual's perception of the other person's knowledge within a given area.
5 1.3 Developing a Power Base Individuals may hold and exercise multiple sources of power simultaneously. Developing a Power Base: Leaders are dependent on others because of two organizational factors: 1.Division of Labor 2.Limited Resources Leaders have been successful in developing a power base in four ways: 1.By creating a sense of obligation which involves the leader going out of their way to do favors for others whom the expect will feel an obligation to return those favors; 2.By building a reputation as an expert in a certain area. For example, this may be achieved through professional reputation and track record. 3.Identification includes a leader looking and behaving in ways that others respect. 4.Perceived dependence occurs when leaders allow others to believe that they are dependent on them; either for help or not being hurt. This is often accomplished through the control of resources.
6 Leaders should be careful to not fall into traps associated with power as it often will negatively impact the leader's reputation and image. Leaders who build their power based on perceived expertise or on identification, often use their power to influence attitudes as well as another individual's immediate behavior-which may in turn result in a lasting impact. There is a growing recognition among organizational behavior researchers that a political influence perspective is a useful way to examine the effectiveness of leaders. There are six influence tactics: Being Assertive 1.Assertiveness includes such influence tactics as demanding compliance, ordering, and setting deadlines, as well as nagging and expressing anger.
7 Ingratiation 2.Ingratiation includes behaviors such as praising, politely asking, acting humble, making the other person feel important, and acting friendly.
8 Rationality 3.The rationality tactic consists of using reason, logic, and compromise in attempting to influence others.
9 Exchange Category 4.The exchange category refers to such behavior as offering to help others in exchange for reciprocal favors. Upward Appeal
10 5.Upward appeal is indicated by behavioral attempts to gain support form superiors in an organization.
11 Coalition 6.Coalition formation refers to attempts to build alliances with others. 1.4 Trait and Behavioral Theories of Leadership
12 Difference between Leaders and managers: Leadership can be defined as a complex process by which a person sets direction and influences other to accomplish a mission, or objective. They inspire employees with a vision, cope with change and want to achieve an organizational goal. A manager is defined as someone who directs the work of employees and is responsible for the results. Managers direct people to accomplish a particular task or objective. The two roles perform distinct, but complimentary activities. Early behavioral and trait studies: The early trait studies ( 's) in leadership generally assumed that leaders were born - that these leaders possessed personality characteristics and individual traits that set them apart such as intelligence, physical vitality, eagerness, and task competence. However, no consistent patterns between specific traits and effective leadership were identified. Behavioral theories and leadership research: The inability to identify clear leadership traits, lead researchers to examine Leadership behaviors and what behaviors promote effective leadership. Early work in the area of Leadership Behavior was done by Kurt Lewin. He was later recognized as the father of group dynamics. He examined authoritarian, democratic and laissez-faire and found democratic to be the most effective behavior. Ohio state studies found two dimensions of leadership: consideration for people (focus on relationships) and initiating structure (focus on goals and tasks). University of Michigan studied effective leadership and identified 2 dimensions of leadership employee-centered and productioncentered.
13 Blake and Mouton's Managerial Grid: The findings of the previous research lead to the development of the managerial grid (page Borkowski) a conceptual and visual assessment of leadership style, where on the one axis represents concern for people and the other concern for production. Generally, the grid is divided into 5 areas: 4 quadrants and a center depicting different leadership types. 1.5 Contingency Theories of Leadership Characteristics of situation vs. individual: In Contingency theories of leadership the critical component becomes the characteristics of the situation rather than the individual. Effective leadership is achieved by matching leadership style with the right context. Contingency Leadership Theories: There are 5 we will discuss; 1.Fiedler's Contingency Theory - leaders contribution to success of the group is determined by the leader's style (task or relations) in conjunction with situational variables (relationships, tasks, and position power) 2.House's Path-Goal Leadership Theory - effective leaders provide the path, the support and the resources to assist subordinates to achieve organizational goals There were 4 parts to the theory: leadership behaviors, environmental factors, subordinate factors and outcomes. He identified 4 leadership styles: directive, supportive, participatory and achievement-oriented. 3.Tannenbaum and Schmidt's Continuum Leadership Theory - leadership style on continuum between
14 Boss-centered (task) and subordinate centered (relationship). 4.Hersey and Blanchard's Situational Leadership theory - This leadership theory suggests that leaders adapt their style to the situation, based upon 3 dimensions: task behavior, relationship behavior, and maturity of subordinates 5.Leader-Member Exchange Theory - examines differential relationships that arise between individuals subordinates and their supervisors. The dyadic (two person) relationships with subordinates affects the behavior of the leader and the subordinate. 1.6 Contemporary Leadership Theories Five Contemporary Leadership Theories - Transformational, transactional, charismatic, visionary, and servant - they are built upon individual trait and behavioral theories and contingency theories but have a broader perspective to include the individual as well as the external environment and the situation. - all determine appropriateness of style Transformational - directed toward the influence and management of institutional change and innovation through revitalization and vision, they incorporate emotion, values, and vision to motivate individuals Transactional - directed toward task accomplishment and relationship between leader and subordinates
15 through performance and reward - they influence employees through task focused behaviors, clarify expectations and rule and emphasizing a fair deal Many leaders exhibit both Transformational and Transactional leadership styles to varying degrees. Charismatic - individuals who exhibit high levels of self-confidence and trust in subordinates. The style can be learned/acquired and one essential element is executive charisma- which is defined as the ability to gain effective responses from others by using aware actions and considerate civility in order to get useful things done. Visionary - Visionary leaders are able to develop, communicate and foster change or transformational ideas toward the accomplishment of organizational goals through the commitment of resources and human talent. Employees buy in to the leader's vision because they see how their efforts will contribute ad be a part of the cause. Servant - Servant leadership is seen by some as the emerging leadership paradigm for the 21st century for all corporations, servant leadership begins with a clear passionate vision. The leader values others' strengths and talents and encourages the use of these for achieving organizational goals. Recognizing the importance of coaching and individual development. Implications for Healthcare Industry - with the rapidly changing environment in healthcare, the healthcare leader must acquire the skills abilities and knowledge necessary to understand effective leadership processes and anticipate environmental change. 1.7 Knowledge Check Which of the following are sources of power? Select all that apply. A. Reward power B. Legitimate power C. Referent power D. Expert E. Coercive 1.8 Knowledge Check Which of the following is not Contingency theory of leadership?
16 A. Fiedler's Contingency Theory B. Equilibrium Theory C. House's Path-Goal Leadership Theory D. Leader-Member Exchange Theory 3. Summary 3.1 Summary No audio
17 3.2 References Borkowski, N. (2016). Organizational behavior, theory, and design in health care. Burlington, Mass. : Jones and Bartlett Publishers Porter-O Grady, T., & Malloch, K. (2015). Quantum leadership: Advancing Innovation, Transforming Health Care (4th ed.). Sudbury, MA: Jones & Bartlett Publishers. Porter-O Grady, T., & Malloch, K. (2015). Quantum leadership: Building better partnerships for sustainable health (4th ed.). Sudbury, MA: Jones & Bartlett Publishers.
18 3.3 End of Presentation No audio
6/19/2013. Introduction. Leadership contd.. Leadership. Kinds of leadership
Principles of Management -Leadership- Introduction People in organization rarely, if ever, work entirely alone. Formal and informal groups exists in organizations. Groups exerts a very strong influence
More information1/16/2009. Chapter Seventeen. Learning Objectives. The Nature of Leadership. Managing Leadership and Influence Processes
Chapter Seventeen Managing Leadership and Influence Processes Slide content created by Charlie Cook, The University of West Alabama Copyright Houghton Mifflin Company. All rights reserved. Learning Objectives
More informationCHAPTER 13: LEADING COURSE PROGRESS PLANNING AHEAD CHAPTER 13 STUDY QUESTIONS STUDY QUESTION 1: WHAT IS THE NATURE OF LEADERSHIP?
COURSE PROGRESS CHAPTER 13: LEADING BOH4M Unit 3: Leading Ø Unit 1: Management Fundamentals Ø Unit 2: Planning, Controlling, and Strategizing Ø Unit 3: Leading Ø Chapter 13: Leading Ø Chapter 15: Individual
More information9-1. Managing Leadership. Essentials of Contemporary Management, 3Ce. Copyright 2010 The McGraw-Hill Companies, Inc. All rights reserved
9 9-1 Managing Leadership Learning Objectives 9-2 1. Describe what leadership is and on what bases of power leaders influence others. 2. Describe the early trait and behavioural theories of leadership
More informationPublishing as Prentice Hall
17-1 eleventh edition Define leader and leadership Compare and contrast early theories of leadership Describe the three major contingency theories of leadership Describe contemporary views of leadership
More informationManagement. Part IV: Leading Ch. 13. Leadership
Management Part IV: Leading Ch. 13. Leadership Dan C. Lungescu, PhD, assistant professor 2015-2016 Course outline Management Part I: Introduction Part II: Planning Part III: Organizing Part IV: Leading
More informationLesson 2: The Theories of Leadership
A leader takes people where they want to go. A great leader takes people where they don t necessarily want to go, but ought to be. -Rosalynn Carter Lesson 2: The Theories of Leadership What is the evolutionary
More informationMANAGEMENT FUNDAMENTALS. Lesson 4
MANAGEMENT FUNDAMENTALS Lesson 4 Leadership The Nature of Leadership Leading is a process of directing and influencing the task oriented activities of group members or the entire organisation Leadership
More informationLearning Objectives 2
Ibrahim Sameer 1 Learning Objectives 2 Leadership 3 What is a leadership 4 Leadership Vs. Management 5 Power & Leadership Power is the ability to get someone else do something that you want done. Position
More informationLesson 14. Being an Effective Leader
Lesson 14 Being an Effective Leader Learning Objectives 1. Define leader and leadership. 2. Compare and contrast early theories of leadership. 3. Describe the three major contingency theories of leadership.
More informationDescription of Module Food Technology Food Business Management
Subject Name Paper Name Paper No. 14 Module Name/Title Module Id Description of Module Food Technology Food Business Management Organizational Leadership FT/FBM/09 Objectives To know about difference between
More informationLesson 2: The Theories of Leadership
A leader takes people where they want to go. A great leader takes people where they don t necessarily want to go, but ought to be. -Rosalynn Carter Lesson 2: The Theories of Leadership 1. What is the evolutionary
More informationLesson 2: The Theories of Leadership
A leader takes people where they want to go. A great leader takes people where they don t necessarily want to go, but ought to be. -Rosalynn Carter Lesson 2: The Theories of Leadership 1. What is the evolutionary
More informationChapter 16: Leadership
Chapter 16: Leadership 1 2 Learning Objectives After completing this chapter, students will be able to: Define leader and leadership. Compare and contrast early theories of leadership. Describe the three
More informationPart 4: Leading. Chapter 11. Leadership and Trust. PowerPoint Presentation by Mohammed Ramadan Copyright 2018 Prentice Hall, Inc. All rights reserved.
Part 4: Leading Chapter 11 Leadership and Trust PowerPoint Presentation by Mohammed Ramadan Copyright 2018 Prentice Hall, Inc. All rights reserved. L E A R N I N G O U T C O M E S After reading this chapter,
More informationPrinciples of Management
Warsaw University of Life Sciences - SGGW Dr Mariusz Maciejczak Principles of Management www.maciejczak.pl Basic reading The presentation has been prepared based on the book 1 Leaders and Power Leadership
More informationPresented by: Kamelia Gulam
Chapter: 12 Leadership 0 Presented by: Kamelia Gulam 1 After studying this chapter, you should be able to: 1. Contrast leadership and management 2. List the traits of effective leaders 3. Define and give
More informationLeadership. The Nature of Leadership 12/18/2012. Learning Objectives. The Nature of Leadership. The Nature of Leadership. The Nature of Leadership
Learning Objectives Leadership Chapter 10 website Mark Gosling Office: D404 Phone: 5417 Email: markg@mail.nkuht.com.tw LO1 What is leadership LO2 What traits does a leader have? LO3 Talk about leadership
More informationA leader lives in each of us. Leadership is one of the four functions of management.
MODULE 16 A leader lives in each of us MODULE GUIDE 16.1 What are the foundations for effective leadership? What are current issues and directions in leadership development? Leadership is one of the four
More informationLeadership CHAPTER SIXTEEN INTRODUCTION DETAILED LECTURE OUTLINE
CHAPTER SIXTEEN Leadership INTRODUCTION I must follow the people. Am I not their leader? Benjamin Disraeli. The current chapter discusses leadership, a topic as complex as this quotation indicates. Indeed,
More informationCHAPTER 17 LEADERSHIP. Leadership is a process of influencing a group to achieve goals
CHAPTER 17 LEADERSHIP Leadership is a process of influencing a group to achieve goals Early Leadership Theories Trait Theories (1920s -1930s) Research focused on identifying personal characteristics that
More informationManagement Principles
Management Principles WEEK 7 Leadership Part IV: Leading L E A R N I N G O U T C O M E S Chapter 16: Leadership 1. Define leader and explain the difference between managers and leaders. 2. Summarize the
More informationThe nature of Leadership Leading Leadership and vision vision: Visionary leader Power and influence power Sources of position power Reward power
Chapter 12 Leadership is hard, and most managers find it especially difficult when going to a new organisation, as there current leadership doesn't work. The nature of Leadership Leading is the process
More informationOrganizational Behaviour
Bachelor of Commerce Programme Organizational Behaviour Organisational Dynamics Leadership Theories The Da Vinci Institute for Technology Management (Pty) Ltd Registered with the Department of Education
More informationChapter 1. Leadership CHAPTER OUTLINE
Leadership CHAPTER OUTLINE Chapter 1 I. THE NATURE OF LEADERSHIP A. Leadership is the process by which a person exerts influence over other people and inspires, motivates, and directs their activities
More informationCommunity Leadership and Team Building
Community Leadership and Team Building John W. (Jack) Vincent II, M.Ed., PCED Performance Development Plus, LLC Copyright 2009 Performance Development Plus, LLC www.communityfacts.com Getting It Right
More informationDr. Adeniyi Mofoluwake. MPH 543 Leadership and Organizational Management. Week 4 Paper. Instructor Dr. Shantel Anderson
Dr. Adeniyi Mofoluwake MPH 543 Leadership and Organizational Management Week 4 Paper Instructor Dr. Shantel Anderson A Management Development Program for Beltway Healthcare System 1 P a g e A Management
More informationChapter 17 LEADERSHIP. Prentice Hall,
Chapter 17 LEADERSHIP Prentice Hall, 2002 17-1 You should learn to: Learning Objectives 1. Explain the difference between managers and leaders 2. Describe the trait and behavioral theories of leadership
More informationLesson-21. Leadership-- Some More Leadership Theories. This lesson is an insight into the following topics related to leadership:
Lesson-21 Leadership-- Some More Leadership Theories Learning Objectives This lesson is an insight into the following topics related to leadership: Some more leadership theories Leadership styles Leadership
More informationManager versus Leader not the same Ideally all managers should be leaders. Not all leaders can be managers (appointed formally)
LEADERSHIP Manager versus Leader not the same Ideally all managers should be leaders. Not all leaders can be managers (appointed formally) Define leaders as those able to influence and possess managerial
More informationD. Organizing planning leading controlling. E. Leading organizing planning controlling. C GT Fa
Multiple Choice Questions CHAPTER INTRODUCTION 156. Which of the following statements accurately characterize effective leaders in the contemporary world? A. Leaders understand the diversity of people
More informationBOH4M Final Exam Review
Unit 1: Foundations of Management Four Functions of Management: BOH4M Final Exam Review Management Functions Planning setting objectives and determining what actions should be taken to accomplish them
More informationChapter 12 - Leadership in Organizational Settings Competency Perspective of Leadership Competency Perspective Limitations
Chapter 12 - Leadership in Organizational Settings Leadership - influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations of which they are members;
More informationPrinciples of Management Dyck / Neubert. Chapter 16 Leadership. Roadmap. Leadership and Management
Principles of Management Dyck / Neubert Chapter 16 Leadership 15 1 Roadmap 15 2 Leadership and Management Transactional Leaders Focus on fair exchanges with members to motivate achieving goals by: Clarifying
More information2. What conditions does a perfectly competitive firm satisfy when it is in long-run equilibrium? (25points)
1. How does quantity demanded differ from demand? (25points) 2. What conditions does a perfectly competitive firm satisfy when it is in long-run equilibrium? (25points) 3. What is the Phillips Curve? Please
More informationFoodservice Organizations
Foodservice Organizations Ninth Edition CHAPTER 10 Leadership and Organizational Change Learning Objectives 10.1 Describe theories of motivation and their application to foodservice management. 10.2 Discuss
More informationChapter 7 Management and leadership
Chapter 7 Management and leadership Leadership and management Definitions of leadership Leadership means giving a lead to others. A leader gives guidance and direction, and other ( followers ) follow the
More informationLeadership Concepts 1. Explain why leadership is important Organizations take on the personality of their leaders Leadership training can maximize
Leadership Concepts 1. Explain why leadership is important Organizations take on the personality of their leaders Leadership training can maximize productivity, shape a positive culture, and promote harmony
More informationLeadership and Decision Making
Slide 1 BA-101 Introduction to Business Leadership and Decision Making Chapter Nine 1-1 Slide 2 The Nature of Leadership Leadership the processes and behaviors used by someone, such as a manager, to motivate,
More informationDynamics of Organizational Behaviour
Dynamics of Organizational Behaviour Dynamics of Organizational Behaviour Group Dynamics and Teams Interactive Conflict and Negotiation Skills Occupational Stress Power and Politics Leadership Group Collection
More informationSAMPLE. Certificate in Principles of Team Leading LEADERSHIP ROLES. Workbook 1. NCFE Level 2 CUSTOMER SERVICE SUPPORT EQUALITY AND DIVERSITY
NCFE Level 2 Certificate in Principles of Team Leading CUSTOMER SERVICE INFORMATION MANAGEMENT LEADERSHIP ROLES MOTIVATION SUPPORT EQUALITY AND DIVERSITY Workbook 1 Introduction This section of the workbook
More informationMotivation & Leadership. Section #1: Motivation
Motivation & Leadership Section #1: Motivation 1 S1 Learning Targets 1. I can explain the meaning of motivation 2. I can describe the various theories of motivation. 3. I can explain how expectations affect
More informationStructural aspects of organizations. Kalina Grzesiuk
Structural aspects of organizations Kalina Grzesiuk Organizational structure Dividing an organization into functions and then departments Advantages of proper design: Facilitates effective workflow Enhances
More informationDescription of Module Subject Name Human Resource Management Paper Name Organizational Behaviour Module Title Leadership-theoretical framework Module
Items Description of Module Subject Name Human Resource Management Paper Name Organizational Behaviour Module Title Leadership-theoretical framework Module Id 24 Pre- Requisites Basic knowledge of leadership
More informationUnit 7: LeaderShip (ability to influence people)
Unit 7: LeaderShip (ability to influence people) Someone has to direct, lead, supervise and motivate employees, determine course of action, giving orders and instruction. Leaders are the people who: Lead
More informationHandbook of Leadership
BASS & STOGDILL'S Handbook of Leadership THEORY, RESEARCH, AND MANAGERIAL APPLICATIONS Third Edition by Bernard M. Bass THE FREE PRESS New York London Toronto Sydney Singapore Preface to the Third Edition
More informationMBA Power and Influence in the Workplace
MBA Power and Influence in the Workplace The Power of Managing Your Boss Managing your boss is the process of improving the relationship with your manager for the benefit of both of you and the organization.
More informationTheories of Motivation. 2. Introduction. 2.1 Overview. Notes: Copyright 2016 Educational Design Technology (EDT) background music
Theories of Motivation 2. Introduction 2.1 Overview background music 2.2 Learning Objectives background music 1. Motivation 1.1 Motivation no audio 1.2 Definition of Motivation Motivation is the psychological
More informationTraits. Adaptable. Dependable. Dominant. Alert to environment. persistent. Ambitious. Self-confident. Achievement-oriented. Tolerant of stress
Overview 1. The trait approach 2. The behavioural approach 3. The contingency approach (A) Fiedler s Contingency theory (B) Hersey-Blanchard s Situational Model (C) House s Path Goal Theory (D) Vroom-Jago
More informationHistoric Trends of the 20th and 21st Centuries
of the 20th and 21st Centuries Divine Right James I Much had been said but not much had been written about the Divine Right theory until King James I came into power. The Divine Right theory was a birthright
More informationChapter 10 LEADERSHIP [PowerPoint Slide 1]
Chapter 10 LEADERSHIP [PowerPoint Slide 1] Chapter 10 explains the nature of organizational leadership and what a leader must do to be effective. Here we synthesize a number of ideas particularly relevant
More informationTopic 5 Contingency and Situational Leadership
Topic 5 Contingency and Situational Leadership Introduction This week we discuss specific guidelines about which leadership style to use in specific circumstances. Leaders are most effective when they
More informationLeader-centered approaches focus on traits, leader behaviors, and power. They include:
1 CHAPTER 13 2 Learning Objectives slide 1 of 2 1. Define leadership and explain its significance to an organization. 2. Differentiate between the different leader-centered approaches to leadership. 3.
More information5.1 Leadership Versus Management 5.2 Transactional Leadership 5.3 Transformational Leadership 5.4 Situational Leadership
5. Leading 5.1 Leadership Versus Management 5.2 Transactional Leadership 5.3 Transformational Leadership 5.4 Situational Leadership 5.5 Personality Types 5.6 Power in Organizations 5.7 Leadership in Teams
More informationMBH1683 Leading Organisational Change
MBH1683 Leading Organisational Change Prepared by Dr Khairul Anuar L6 The Leadership of Change www.mba638.wordpress.com 1 Learning Objectives Discuss whether there is one best way of leading or whether
More informationHomework 1 related to chapter 3: Foundations of Planning
Homework 1 related to chapter 3: Foundations of Planning TRUE/FALSE. Write 'T' if the statement is true and 'F' if the statement is false. 1) Planning provides direction to managers and nonmanagers alike.
More informationIntroducing Management
Introducing Management Definitions Management roles Management & leadership Core qualities of managers Levels of management Competency-driven management Challenges of managing diverse workforces in diverse
More informationIntroduction to Leadership. 3. Introduction. 3.1 Overview. background music. Notes: Copyright 2016 Educational Design Technology (EDT)
Introduction to Leadership 3. Introduction 3.1 Overview background music 3.2 Learning Objectives No audio 1. The Evolution of Leadership 1.1 The Evolution of Leadership No audio 1.2 Leadership Introduction
More informationMotivating and Rewarding Employees
11Chapter Motivating and Rewarding Employees Pearson Education Limited 2015 11-1 Learning Outcomes Define and explain motivation. Compare and contrast early theories of motivation. Compare and contrast
More informationLeadership In Organizations: National Implications
VOLUME 7, NUMBER 1, 2004 Leadership In Organizations: National Implications Alicia Kritsonis MBA Graduate Student California State University, Dominquez Hills ABSTRACT The purpose of this article is to
More informationHigher National Unit specification. General information for centres. Unit title: Leadership for Managers. Unit code: F5GH 36
Higher National Unit specification General information for centres Unit code: F5GH 36 Unit purpose: This Unit is designed to enable candidates to build on their existing skills, knowledge and capabilities
More informationChapter 12 Leadership
Chapter 12 Leadership Robbins and Judge Organization Behavior 15 Edition The material used in producing this presentation derived from the book. Several examples has been added to enrich the student s
More informationSENIOR OUTCOMES SEMINAR (BU385) Management
SENIOR OUTCOMES SEMINAR (BU385) Management What is Management? A set of activities planning and decision making, organizing, leading, and controlling Directed at an organization s resources human, financial,
More informationChapter. Leadership and Management Behavior in Multinational Companies
Chapter 15 Leadership and Management Behavior in Multinational Companies Leadership The GLOBE s universal definition of Leadership: the ability of an individual to influence, motivate, and enable others
More informationManager, Supervisor & CEMA Skill Set Model County of Santa Clara
Leads Innovation Leadership Styles Manages Change Models Integrity, Trust & Transparency Strategic Thinking and Planning Manager, Supervisor & CEMA Skill Set Model County of Santa Clara Conflict Management
More informationFAQ: Management and Leadership Styles
Question 1: How does managing differ from leading? Answer 1: The following two lists provide a place to begin to see the differences between managing and leading (Bellman, 1991). Managing includes the
More informationThe Supervisor as Leader
Chapter 8 The Supervisor as Leader Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others. - Jack Welch What is Leadership? Leadership-the
More informationLesson:-22 Leadership and approaches to leadership. Dear students today we will be studying the concept leadership.
Lesson:-22 Leadership and approaches to leadership Dear students today we will be studying the concept leadership. Definition and Meaning of leadership Leadership is the ability to influence individuals
More informationInternational Vocational Unit Specification. General information for centres. Unit code: F3RC 48
International Vocational Unit Specification General information for centres Unit title: Leadership Unit code: F3RC 48 Unit purpose: This Unit is designed to enable candidates to develop the leadership
More informationBBS Notes - 3rd Year Organizational Behavior LEADERSHIP
1. What is charismatic leadership? 1 8.0 LEADERSHIP Charismatic theory of leadership primary focuses on the ability of a leader. As per this theory, effectiveness of leadership depends upon leader's ability
More informationChapter 17 Leadership
Chapter 17 Leadership TRUE/FALSE. 1) An important aspect of leadership is influencing a group to achieve its goals. 2) Despite the best efforts of researchers, it proved impossible to identify one set
More informationByungdeok Kang Handong Global University
Byungdeok Kang Handong Global University Human Service Organization Management Planning Monitoring & Evaluating Designing Leadership Supervising Staffing Budgeting Leadership A process by which an individual
More information4/16/18. In small groups Pick a real-life leader (business, politics, religion, sports, etc.) What traits or characteristics make them a great leader?
Leadership What does a leader do? Offer direction Help train workers Check work production/quality Make and enforces rules Hire, fire, and promote Reward and punish workers Mediate conflicts between workers
More informationLeadership. Chapter 13. Leadership. Leadership Across Cultures
13-1 Chapter 13 Leadership Leadership 13-2 Leadership is the process where a person exerts influence over others and inspires, motivates and directs their activities to achieve goals. Leader: The person
More informationAutocratic or Democratic? Which Type of Construction Leaders Do You Prefer? Thomas Ho 20 November 2014
Autocratic or Democratic? Which Type of Construction Leaders Do You Prefer? Thomas Ho 20 November 2014 What is Leadership? The famous Chinese philosopher Lao-tzu said : to lead the people, walk behind
More informationWorking in Groups 6 th edition
Working in Groups 6 th edition Isa N. Engleberg Prince George s Community College Dianna R. Wynn Nash Community College This multimedia product and its contents are protected under copyright law. The following
More informationAcademic Perspectives on Leadership. Orla Kelleher Loughborough University. Sensitivity: Internal
Academic Perspectives on Leadership Orla Kelleher Loughborough University What is leadership? To an extent leadership is like beauty; it s hard to define, but you know it when you see it (Bennis, 1989)
More information0:00 Kurt Lewin, the renowned psychologist and researcher 0:09 said it well- There's nothing so practical as a good 0:12 theory. Well, how about 10
0:00 Kurt Lewin, the renowned psychologist and researcher 0:09 said it well- There's nothing so practical as a good 0:12 theory. Well, how about 10 good theories? To improve your ability to lead, 0:17
More information1. An occupation is a job a career. 2. A profession is a learned vocation or occupation that has status of superiority and precedence within a
1. An occupation is a job a career. 2. A profession is a learned vocation or occupation that has status of superiority and precedence within a division of work. It needs widely varying levels of training
More informationGeneral Management (MNG2601) Mari Vrba
General Management (MNG2601) Mari Vrba CONTENTS OF THE LECTURE Introduction to general management The evolution of management theory Managing in a changing environment Planning Managerial decision making
More informationWe have three choices
NURSING LEADERSHIP DEVELOPMENT PROGRAM Robin A. Bleier, RN, LHRM, CLC RB Health Partners, Inc. 4.2016 We have three choices Lead Follow or Get Out of the Way? Ben Roethlisberger Defines a True Winner Ben
More informationMGMT 201 FINAL Exam Study Guide
MGMT 201 FINAL Exam Study Guide The FINAL Examination will constitute 35% of your term grade. The exam will have 100 points. The exam will focus on material presented in class from Chapters 7, 8, 11, 12,
More informationChapter 5 - Situational Approach. Leadership. Chapter 5 - Situational Approach. Northouse, 4 th edition
Leadership Chapter 5 - Situational Approach Northouse, 4 th edition Overview Situational Approach Perspective Leadership Styles Developmental Levels How Does the Situational Approach Work? Situational
More informationChapter 13 Leadership OBJECTIVES
Chapter 13 Leadership 213 Chapter 13 Leadership OBJECTIVES The goal of this chapter is to make the student familiar with the current thinking about the role of leadership in work organizations and how
More informationVarious Leadership Perspectives
Leadership Definitions: Tannenbaum, Wechsler & Massarik (1961) an interpersonal influence, exercised in situations and directed through communication process, toward the attainment of a specified goal
More informationIn corporate America, sometimes good employees leave a company because a manager did not help them achieve their personal goals, or they are a part
1 2 In corporate America, sometimes good employees leave a company because a manager did not help them achieve their personal goals, or they are a part of very productive teams where managers integrate
More informationCourse Learning Outcomes for Unit VI
UNIT VI STUDY GUIDE Motivation and Leadership Reading Assignment Chapter 13: Motivation and Performance Chapter 14: Leadership Suggested Reading See information below. Learning Activities (Non-Graded)
More informationLeadership and Teamwork
Leadership and Teamwork Prof Bhisma Murti Department of Public Health, Faculty of Medicine, Universitas Sebelas Maret What is Leadership? Leadership is "organizing a group of people to achieve a common
More informationFacilitated Methods Greta Blash, PMP, PMI-ACP, PMI-PBA
Facilitated Methods Greta Blash, PMP, PMI-ACP, PMI-PBA 2 PMP and PMBOK are either a mark or a registered mark of the Project Management Institute, Inc. 2 Project Manager Project Management Team Project
More informationBARRETT High Impact Selling & Leadership
Discussion Paper BARRETT High Impact Selling & Leadership Workplace Emotional Intelligence in Sales & Leadership Article Resources: Dr Ben Palmer, Director of Research and Development for Genos Pty Ltd
More informationATTACHMENT #1 Value-of-Work Activity
ATTACHMENT #1 Value-of-Work Activity Goals: 1. To assess personal work values 2. To gain insight into personal levels of satisfaction Process 1. Explain that a value is anything to which a person ascribes
More informationLesson 11: Leadership
Lesson 11: Leadership Learning Objectives After studying this chapter, you should be able to: 1. Contrast leadership and management. 2. Summarize the conclusions of trait theories of leadership. 3. Identify
More informationThe New Leader. 3 Days. Introduction
The New Leader 3 Days Introduction We have a wealth of experience at handling day to day management issues and are now ready for a bigger challenge. Are there extra skills they need to acquire to prepare
More informationPOLYTECHNIC OF NAMIBIA
POLYTECHNIC OF NAMIBIA CENTRE FOR OPEN AND LIFELONG LEARNING OFFICE MANAGEMENT & TECHNOLOGY ADMINISTRATIVE MANAGEMENT B (ADM720S) FEEDBACK LETTER NO. 1 FOR SECOND SEMESTER 2015 COMPILED BY: DDJ FREDERICKS
More informationLeadership. Dipan Vaishnav Dots & Arrows Consulting DAY 1
Leadership Dipan Vaishnav DAY 1 2 1 Leadership Process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task. 3 Leadership "Leadership
More informationCIA Test Preparation Part I
CIA Test Preparation Part I Study Unit Six: Control Aspects of Management June 2012 Agenda: Control Implications of Organizational Structures Control Implications of Leadership Styles Change Management
More informationThe Next Generation Leader: How to Position Yourself for Advancement
The Next Generation Leader: How to Position Yourself for Advancement Monday, September 23, 2013, 1:30 p.m. Marty Murphy, CMC, CPCU Senior Partner Exceleration Partners Atlanta, Ga. Marty Murphy is a consultant,
More informationAudience: Six to eight New employees of YouthCARE, young staff members new to full time youth work.
YouthCARE Youth Workers and Audience: Six to eight New employees of YouthCARE, young staff members new to full time youth work. Goal: To prepare new youth workers to critically think about and demonstrate
More informationProfessional Development: Leadership for Performance Improvement
Higher National Unit Specification General information for centres Unit title: Professional Development: Leadership for Performance Unit code: DV7T 36 Unit purpose: This Unit is designed to enable candidates
More informationLevel 5 Diploma in Human Resources Management (630) 135 Credits
Level 5 Diploma in Human Resources Management (630) 135 Credits Unit: Organisational Behaviour Total Qualification Time: 280 Exam Paper No.: 2 Number of Credits: 28 Prerequisites: Knowledge of business
More information