Concepts of Leadership - The Diigo Meta page

• 07 Jun 16
  

  pocketplanet123
• 23 Jul 15
  

  jlangley1

  leadership leadership qualities concepts of leadership

  • Good leaders are made not born. If you have the desire and willpower, you can become an effective leader. Good leaders develop through a never ending process of self-study, education, training, and experience
  • Good leaders are continually working and studying to improve their leadership skills; they are NOT resting on their past laurels.
  • Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent.
  • A process whereby an individual influences a group of individuals to achieve a common goal (Northouse, 2007, p3).
  • The U.S. military has studied leadership in depth. One of their definitions is a process by which a soldier influences others to accomplish a mission (U.S. Army, 1983).
  • Leadership is inspiring others to pursue your vision within the parameters you set, to the extent that it becomes a shared effort, a shared vision, and a shared success (Steve Zeitchik, 2012).
  • Leadership is a process of social influence, which maximizes the efforts of others, towards the achievement of a goal (Kruse, 2013).

  • Note that all the definitions have a couple of processes in common:

     
     
    • A person influences others through social influence, not power, to get something accomplished.
     
    • Leadership requires others, who are not necessarily direct-reports, to get something accomplished.
     
    • There is a need to accomplish something.
  • Leaders carry out this process by applying their leadership knowledge and skills. This is called Process Leadership (Jago, 1982).

  • While leadership is learned, the skills and knowledge processed by the leader can be influenced by his or hers attributes or traits, such as beliefs, values,   ethics, and character. Knowledge and skills contribute directly to the process of leadership, while the other attributes give the leader certain characteristics that make him or her unique.

     

    Skills, knowledge, and attributes make the Leader, which is one of the:

     

    Factors of Leadership
  • There are four primary factors of leadership (U.S. Army, 1983):

  • Leader

     

    You must have an honest understanding of who you are, what you know, and what you can do. Also, note that it is the followers, not the leader or someone else who determines if the leader is successful. If they do not trust or lack confidence in their leader, then they will be uninspired. To be successful you have to convince your followers, not yourself or your superiors, that you are worthy of being followed.

  • Followers

     

    Different people require different styles of leadership. For example, a new hire requires more supervision than an experienced employee does. A person who lacks motivation requires a different approach than one with a high degree of motivation. You must know your people! The fundamental starting point is having a good understanding of human nature, such as needs, emotions, and motivation. You must come to know your employees' be, know, and do attributes.

  • Communication

     

    You lead through two-way communication. Much of it is nonverbal. For instance, when you “set the example,” that communicates to your people that you would not ask them to perform anything that you would not be willing to do. What and how you communicate either builds or harms the relationship between you and your employees.

  • Situation

     

    All situations are different. What you do in one situation will not always work in another. You must use your judgment to decide the best course of action and the leadership style needed for each situation. For example, you may need to confront an employee for inappropriate behavior, but if the confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective.

     

    Also note that the situation normally has a greater effect on a leader's action than his or her traits. This is because while traits may have an impressive stability over a period of time, they have little consistency across situations (Mischel, 1968). This is why a number of leadership scholars think the Process Theory of Leadership is a more accurate than the Trait Theory of Leadership.

  • Various forces will affect these four factors. Examples of forces are:

     
     
    • your relationship with your seniors
     
    • the skill of your followers
     
    • the informal leaders within your organization
     
    • how your organization is organized

  • Bass' Theory of Leadership

     

    Bass' theory of leadership states that there are three basic ways to explain how people become leaders (Stogdill, 1989; Bass, 1990). The first two explain the leadership development for a small number of people, while the third one is the dominant theory today. These theories are:

     
     
    • Some personality traits may lead people naturally into leadership roles. This is the Trait Theory.
     
    • A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. This is the Great Events Theory.
     
    • People can choose to become leaders. People can learn leadership skills. This is the Transformational or Process Leadership Theory. It is the most widely accepted theory today and the premise on which this leadership guide is based.

  • Management verses Leadership

     

    While management and leadership have a great deal in common, such as working with people and accomplishing the goals of the organization, they do differ in their primary functions (Kotter, 1990):

      

    Management's main function is to produce order and consistency through processes, such as planning, budgeting, organizing, staffing, and problem solving.

      

    While leadership's main function is to produce movement and constructive or adaptive change through processes, such as establishing direction through visioning, aligning people, motivating, and inspiring.
  • Boss or Leader?
  • Leadership differs in that it makes the followers want to achieve high goals (called Emergent Leadership), rather than simply ordering people around (Rowe, 2007).
  • Total Leadership

  • People want to be guided by leaders they respect and who have a clear sense of direction. To gain respect, they must be ethical. A sense of direction is achieved by conveying a strong vision of the future.

     

    When people are deciding if they respect you as a leader, they do not think about your attributes, rather, they observe what you do so that they can know who you really are. They use this observation to tell if you are an honorable and trusted leader or a self-serving person who misuses authority to look good and get promoted.

     

    On the other hand, self-serving leaders are not as effective because their employees only obey them, not follow them. They succeed in many areas because they present a good image to their seniors at the expense of their workers.

     

    Good leadership is honorable character and selfless service to your organization. In your employees' eyes, your leadership is everything you do that effects the organization's objectives and their well-being.

  • The Two Most Important Keys to Effective Leadership

     

    According to a study by the Hay Group, a global management consultancy, there are 75 key components of employee satisfaction (Lamb, McKee, 2004). They found that:

     
     
    • Trust and confidence in top leadership was the single most reliable predictor of employee satisfaction in an organization.
     
    • Effective communication by leadership in three critical areas was the key to winning organizational trust and confidence: 
       
      1. Helping employees understand the company's overall business strategy.
       
      2. Helping employees understand how they contribute to achieving key business objectives.
       
      3. Sharing information with employees on both how the company is doing and how an employee's own division is doing.
  • So in a nutshell — you must be trustworthy and you have to be able to communicate a vision of where the organization needs to go.
  • Principles of Leadership
  • • Know yourself and seek self-improvement - In order to know yourself, you have to understand your be, know, and do, attributes. Seeking self-improvement means continually strengthening your attributes. This can be accomplished through self-study, formal classes, reflection, and interacting with others.
     
    • Be technically proficient - As a leader, you must know your job and have a solid familiarity with your employees' tasks.
     
    • Seek responsibility and take responsibility for your actions - Search for ways to guide your organization to new heights. And when things go wrong, as they often tend to do sooner or later — do not blame others. Analyze the situation, take corrective action, and move on to the next challenge.
     
    • Make sound and timely decisions - Use good problem solving, decision making, and planning tools.
     
    • Set the example - Be a good role model for your employees. They must not only hear what they are expected to do, but also see. We must become the change we want to see - Mahatma Gandhi
     
    • Know your people and look out for their well-being - Know human nature and the importance of sincerely caring for your workers.
     
    • Keep your workers informed - Know how to communicate with not only them, but also seniors and other key people.
     
    • Develop a sense of responsibility in your workers - Help to develop good character traits that will help them carry out their professional responsibilities.
     
    • Ensure that tasks are understood, supervised, and accomplished - Communication is the key to this responsibility.
     
    • Train as a team - Although many so called leaders call their organization, department, section, etc. a team; they are not really teams... they are just a group of people doing their jobs.
     
    • Use the full capabilities of your organization - By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities.

  • Respected leaders concentrate on Be, Know, and Do (U.S. Army, 1983):

     
     
    • who they are [be] (such as beliefs and character)
     
    • what they know (such as job, tasks, and human nature)
     
    • what they do (such as implementing, motivating, and providing direction)
     
      

    BE a professional. Examples: Be loyal to the organization, perform selfless service, take personal responsibility. 

     

    BE a professional who possess good character traits. Examples: honesty, competence, candor, commitment, integrity, courage, straightforwardness, imagination.

     

    KNOW the four factors of leadership — follower, leader, communication, situation.

     

    KNOW yourself. Examples: strengths and weakness of your character, knowledge, and skills.

     

    KNOW human nature. Examples: human needs, emotions, and how people respond to stress.

     

    KNOW your job. Examples: be proficient and be able to train others in their tasks.

     

    KNOW your organization. Examples: where to go for help, its climate and culture, who the unofficial leaders are.

     

    DO provide direction. Examples: goal setting, problem solving, decision making, planning.

     

    DO implement. Examples: communicating, coordinating, supervising, evaluating.

     

    DO motivate. Examples: develop morale and esprit de corps in the organization, train, coach, counsel.

  • Goals, Values, and Concepts

     

    Leaders exert influence on the environment via three types of actions: 

     
     
    1. The goals and performance standards they establish.
     
    2. The values they establish for the organization.
     
    3. The business and people concepts they establish.

  • Successful organizations have leaders who set high standards and goals across the entire spectrum, such as strategies, market leadership, plans, meetings and presentations, productivity, quality, and reliability.

     

    Values reflect the concern the organization has for its employees, customers, investors, vendors, and surrounding community. These values define the manner in how business will be conducted.

     

    Concepts define what products or services the organization will offer and the methods and processes for conducting business.

     

    These goals, values, and concepts make up the organization's personality or how the organization is observed by both outsiders and insiders. This personality defines the roles, relationships, rewards, and rites that take place.
  • Roles and Relationships
  • Roles have a powerful effect on behavior for several reasons, to include money being paid for the performance of the role, there is prestige attached to a role, and a sense of accomplishment or challenge.
  • Relationships are determined by a role's tasks. While some tasks are performed alone, most are carried out in relationship with others. The tasks will determine who the role-holder is required to interact with, how often, and towards what end. Normally the greater the interaction, the greater the liking. This in turn leads to more frequent interactions. In human behavior, its hard to like someone whom we have no contact with, and we tend to seek out those we like. People tend to do what they are rewarded for, and friendship is a powerful reward. Many tasks and behaviors that are associated with a role are brought about by these relationships. That is, new task and behaviors are expected of the present role-holder because a strong relationship was developed in the past, either by that role-holder or a prior role-holder.

  • Culture and Climate

     

    There are two distinct forces that dictate how to act within an organization: culture and climate. 

     

    Each organization has its own distinctive culture. It is a combination of the founders, past leadership, current leadership, crises, events, history, and size (Newstrom, Davis, 1993). This results in rites: the routines, rituals, and the “way we do things.” These rites impact individual behavior on what it takes to be in good standing (the norm) and directs the appropriate behavior for each circumstance.

     

    The climate is the feel of the organization, the individual and shared perceptions and attitudes of the organization's members (Ivancevich, Konopaske, Matteson, 2007).

  • These activities influence both individual and team motivation and satisfaction, such as:

     
     
    • How well does the leader clarify the priorities and goals of the organization? What is expected of us?
     
    • What is the system of recognition, rewards, and punishments in the organization?
     
    • How competent are the leaders?
     
    • Are leaders free to make decisions?
     
    • What will happen if I make a mistake?
  • Organizational climate is directly related to the leadership and management style of the leader, based on the values, attributes, skills, and actions, as well as the priorities of the leader. Compare this to “ethical climate” — the feel of the organization about the activities that have ethical content or those aspects of the work environment that constitute ethical behavior. The ethical climate is the feel about whether we do things right; or the feel of whether we behave the way we ought to behave. The behavior (character) of the leader is the most important factor that influences the climate.
  • Culture represents the shared expectations and self-image of the organization. The mature values that create tradition or the “way we do things here.”
  • Culture influences the characteristics of the climate by its effect on the actions and thought processes of the leader. But, everything you do as a leader will affect the climate of the organization.
  • The Process of Great Leadership
  • • Challenge the process - First, find a process that you believe needs to be improved the most.
     
    • Inspire a shared vision - Next, share your vision in words that can be understood by your followers.
     
    • Enable others to act - Give them the tools and methods to solve the problem.
     
    • Model the way - When the process gets tough, get your hands dirty. A boss tells others what to do; a leader shows that it can be done.
     
    • Encourage the heart - Share the glory with your followers' hearts, while keeping the pains within your own.

  37 more annotations...

• 19 Jul 15
  

  midmarketplace_

  leadership management

• 27 May 15
  

  lalbertidux

  leadership link crew stuco management

• 27 Oct 14
  

  kretta
  • Good leaders are made not born.
  • If you have the desire and willpower, you can become an effective leader.
  • hese do not come naturally, but are acquired through continual work and study
  • Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent.

  2 more annotations...

• 03 Oct 14
  

  James Mwaniki
  • 
• 13 Sep 14
  

  johnny8503

  Leadership concepts that include definitions, approaches, theories, principles, attributes, and differences beteen leaders, bosses, and managers.

• 10 Apr 14
  

  saraa16
  • I used to think that running an organization was equivalent to conducting a symphony orchestra. But I don't think that's quite it; it's more like jazz. There is more improvisation. — Warren Bennis
  • If you have the desire and willpower, you can become an effective leader. Good leaders develop through a never ending process of self-study, education, training, and experience (Jago, 1982). This guide will help you through that process.
  • hese do not come naturally, but are acquired through continual work and study. Good leaders are continually working and studying to improve their leadership skills; they are NOT resting on their laurels.
  • “The meaning of a message is the change which it produces in the

  2 more annotations...

• 09 Apr 14
  

  jihye lee
  • effective leader
  • never ending process of self-study, education, training, and experience
  • are acquired through continual work and study
  • continually working and studying
  • a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent
  • a process whereby an individual influences a group of individuals to achieve a common goal
  • beliefs, values,   ethics, and character
  • Knowledge and skills
  • Leader
  • honest understanding
  • Boss or Leader?
  • authority
  • this power
  • to achieve high goals
  • selfless service to your organization
  • honorable character
  • Know yourself and seek self-improvement
  • Be technically proficient
  • Seek responsibility and take responsibility for your actions
  • Make sound and timely decisions
  • Set the example
  • Know your people and look out for their well-being
  • Keep your workers informed
  • Develop a sense of responsibility in your workers
  • Ensure that tasks are understood, supervised, and accomplished
  • Train as a team
  • Use the full capabilities of your organization
  • BE a professional
  • BE a professional who possess good character traits
  • KNOW the four factors of leadership — follower, leader, communication, situation
  • KNOW yourself
  • KNOW human nature
  • KNOW your job
  • KNOW your organization
  • DO provide direction
  • DO implement
  • DO motivate
  • Challenge the process
  • Inspire a shared vision
  • Enable others to act
  • Model the way
  • Encourage the heart

  40 more annotations...

• 08 Feb 14
  

  sue moron-garcia

  leadership

• 14 Dec 13
  

  porterlauren
• 18 Oct 13
  

  Robert Appino

  leadership edl700

• 16 Sep 13
  

  Jacob Briskey
  • To inspire your workers into higher levels of teamwork, there are certain things you must be, know, and, do. These do not come naturally, but are acquired through continual work and study. Good leaders are continually working and studying to improve their leadership skills; they are NOT resting on their laurels.
  • Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. This definition is similar to Northouse's (2007, p3) definition
  • While leadership is learned, the skills and knowledge processed by the leader can be influenced by his or hers attributes or traits; such as beliefs, values,   ethics, and character. Knowledge and skills contribute directly to the process of leadership, while the other attributes give the leader certain characteristics that make him or her unique.
  • If they do not trust or lack confidence in their leader, then they will be uninspired. To be successful you have to convince your followers, not yourself or your superiors, that you are worthy of being followed.
  • You lead through two-way communication
  • You must use your judgment to decide the best course of action and the leadership style needed for each situation
  • People want to be guided by leaders they respect and who have a clear sense of direction. To gain respect, they must be ethical. A sense of direction is achieved by conveying a strong vision of the future.
  • This can be accomplished through self-study, formal classes, reflection, and interacting with others.
  • • the situation, take corrective action, and move on to the next challenge.
     
  • Make sound and timely decisions
  • Know human nature and the importance of sincerely caring for your workers.
  • BE KNOW DO
  • Successful organizations
  • The tasks will determine who the role-holder is required to interact with, how often, and towards what end. Nor

  12 more annotations...

• 13 Sep 13
  

  Richard Rolph

  leadership

• 19 May 13
  

  Karen Haarbison

  Definition and concepts of leadership.  Nice diagram.

  Concepts

• 22 Apr 13
  

  Anne Tran

  • Human Relations — author unknown

     
     
    • The six most important words: "I admit I made a mistake."
     
    • The five most important words: "You did a good job."
     
    • The four most important words: "What is your opinion."
     
    • The three most important words: "If you please."
     
    • The two most important words: "Thank you,"
     
    • The one most important word: "We"
     
    • The least important word: "I"
  • become an effective leader
  • desire and willpower
  • Good leaders are made not born
  • develop through a never ending process of self-study, education, training, and experience
  • do not come naturally, but are acquired through continual work and study
  • be, know, and, do
  • Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent
  • Trait Leadership
  • believe that leaders were born rather than made
  • While leadership is learned
  • can be influenced by
  • skills and knowledge
  • attributes or traits
  • beliefs, values,   ethics, and character.
  • four major factors in leadership
  • have an honest understanding of who you are, what you know, and what you can do
  • he followers, not the leader
  • who determines if the leader is successful.
  • A person who lacks motivation requires a different approach than one with a high degree of motivation.
  • lead through two-way communication
  • set the example,
  • nonverbal
  • What and how you communicate either builds or harms the relationship
  • You must use your judgment to decide the best course of action and the leadership style needed for each situation
  • All situations are different
  • Be           Know           Do
  • • what they are [be] (such as beliefs and character)
     
    • what they know (such as job, tasks, and human nature)
     
    • what they do (such as implementing, motivating, and providing direction).

  26 more annotations...

• 24 Jan 13
  

  Maria Parker

  leadership

• 28 Oct 12
  

  nae butler

  info in APA format....Author Don Clark

  Final paper..Research.... MGT380

  • According to a study by the Hay Group, a global management consultancy, there are 75 key components of employee satisfaction (Lamb, McKee, 2004). They found that:
  • Relationships are determined by a role's tasks. While some tasks are performed alone, most are carried out in relationship with others. The tasks will determine who the role-holder is required to interact with, how often, and towards what end. Also, normally the greater the interaction, the greater the liking.
  • The climate is the feel of the organization, the individual and shared perceptions and attitudes of the organization's members (Ivancevich, Konopaske, Matteson, 2007). While the culture is the deeply rooted nature of the organization that is a result of long-held formal and informal systems, rules, traditions, and customs; climate is a short-term phenomenon created by the current leadership. Climate represents the beliefs about the “feel of the organization” by its members. This individual perception of the “feel of the organization” comes from what the people believe about the activities that occur in the organization. These activities influence both individual and team motivation and satisfaction,

  1 more annotation...

• 31 Aug 12
  

  scott hazen
• 28 Aug 12
  

  Biju Pappachan

  Great resource for leadership

  leadership

• 27 Aug 12
  

  Deborah Healey

  For leadership workshop, Fall 2012

  leadership ATDOP teacher_training

• 10 Aug 12
  

  Phyllis Broughton

  communication

  • Good leaders are made not born. If you have the desire and willpower, you can become an effective leader. Good leaders develop through a never ending process of self-study, education, training, and experience (Jago, 1982). This guide will help you through that process.
• 03 Aug 12
  

  "This definition is similar to Northouse's (2007, p3) definition — Leadership is a process whereby an individual influences a group of individuals to achieve a common goal."

  management leadership

  • This definition is similar to Northouse's (2007, p3) definition — Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.
  • Trust and confidence in top leadership was the single most reliable predictor of employee satisfaction in an organization.
  • Effective communication by leadership in three critical areas was the key to winning organizational trust and confidence: 
     
    1. Helping employees understand the company's overall business strategy.
     
    2. Helping employees understand how they contribute to achieving key business objectives.
     
    3. Sharing information with employees on both how the company is doing and how an employee's own division is doing — relative to strategic business objectives.

  1 more annotation...

• 04 Mar 12
  

  Randy Tolentino
  • Good leaders are made not born.
  • To inspire your workers into higher levels of teamwork, there are certain things you must be, know, and, do.
  • Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent.
  • Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.
  • the followers, not the leader or someone else who determines if the leader is successful.
  • A person who lacks motivation requires a different approach than one with a high degree of motivation.
  • What and how you communicate either builds or harms the relationship between you and your employees.
  • while traits may have an impressive stability over a period of time, they have little consistency across situations (Mischel, 1968).
  • this power does not make you a leader, it simply makes you the boss
  • Some personality traits may lead people naturally into leadership roles. This is the Trait Theory.
  • A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. This is the Great Events Theory.
  • People can choose to become leaders. People can learn leadership skills. This is the Transformational or Process Leadership Theory. It is the most widely accepted theory today and the premise on which this guide is based.
  • People want to be guided by those they respect and who have a clear sense of direction. To gain respect, they must be ethical. A sense of direction is achieved by conveying a strong vision of the future.
  • The basis of good leadership is honorable character and selfless service to your organization.
  • The Two Most Important Keys to Effective Leadership
  • So in a nutshell — you must be trustworthy and you have to be able to communicate a vision of where the organization needs to go.
  • BE a professional who possess good character traits. Examples: Honesty, competence, candor, commitment, integrity, courage, straightforwardness, imagination.

  • KNOW the four factors of leadership — follower, leader, communication, situation.

     

    KNOW yourself. Examples: strengths and weakness of your character, knowledge, and skills.

     

    KNOW human nature. Examples: Human needs, emotions, and how people respond to stress.

     

    KNOW your job. Examples: be proficient and be able to train others in their tasks.

  • DO provide direction. Examples: goal setting, problem solving, decision making, planning.

     

    DO implement. Examples: communicating, coordinating, supervising, evaluating.

     

    DO motivate. Examples: develop morale and esprit de corps in the organization, train, coach, counsel.

  17 more annotations...

• 27 Feb 12
  

  tammy franks
• 24 Feb 12
  

  Tanuja Agarwala

  Concepts of Leadership

  Concepts of Leadership

• 21 Feb 12
  

  Lyn Hilt
• 22 Nov 11
  

  Tracy Keats

  leadership definition theory

• 07 Nov 11
  

  kimberly Thomerson
• 08 Oct 11
  

  Manuel Torrijos

  leadership management communication

  • Trait
  • note that it is the followers, not the leader or someone else who determines if the leader is successful. If they do not trust or lack confidence in their leader, then they will be uninspired. To be successful you have to convince your followers, not yourself or your superiors
  • You must know your people! The fundamental starting point is having a good understanding of human nature, such as needs, emotions, and motivation.
  • What and how you communicate either builds or harms the relationship between you and your employees.
  • All situations are different. What you do in one situation will not always work in another.
  • Leadership differs in that it makes the followers want to achieve high goals (called Emergent Leadership), rather than simply bossing people around
  • • Some personality traits may lead people naturally into leadership roles. This is the Trait Theory.
     
    • A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. This is the Great Events Theory.
     
    • People can choose to become leaders. People can learn leadership skills. This is the Transformational or Process Leadership Theory. It is the most widely accepted theory today and the premise on which this guide is based.
     
     
  • The basis of good leadership is honorable character and selfless service to your organization.
  • key to winning organizational trust and confidence:
  • Helping employees understand the company's overall business strategy.
  • nderstand how they contribute to achieving key business objectives.
  • Sharing information with employees on both how the company is doing and how an employee's own division is doing
  • BE KNOW DO
  • Successful organizations have leaders who set high standards and goals across the entire spectrum, such as strategies, market leadership, plans, meetings and presentations, productivity, quality, and reliability.
  • Challenge the process
  • Inspire a shared vision
  • Enable others to act -
  • Model the way
  • Encourage the heart

  17 more annotations...

• 29 Jun 11
  

  Marie Eggler
• 11 May 11
  

  scott johnson
• 05 May 11
  

  Zareh Demirdji

  Courses PLF4C Leadership

• 23 Mar 11
  

  Jodi Shay

  Definition of leadership and a whole lot more...
  * principles of leadership
  * keys to leadership
  * theories

  Definitions

• 16 Mar 11
  

  Berti Brown

  Phd

  • 
• 06 Mar 11
  

  Katie Worthington

  leadership

• 04 Mar 11
  

  nsandberg

  delicious leadership communication

• 29 Sep 10
  

  Ian Walker

  leadership

• 12 Aug 10
  

  Gerry Kosater

  tasks and behaviors that are associated with a role are brought about by these relationships. That is, new task and

  leadership

• 23 Jul 10
  

  Gwendolyn Hill

  Comprehensive content on leadership styles, models and concepts.

  leadership leadership styles leadership models teams

  • Country Club Leader (low task, high relationship)
      This person uses predominantly reward power to maintain discipline and to encourage the team to accomplish its goals. Conversely, they are almost incapable of employing the more punitive coercive and legitimate powers. This inability results from fear that using such powers could jeopardize relationships with the other team members.
• 11 Jun 10
  

  Abdul Qabiz

  leadership frameworks team management tips temp

• 13 Mar 10
  

  Paul Butler

  leadership

• 12 Mar 10
  

  Victoria Sosik

  management tips leadership comm6500

• 07 Feb 10
  

  LaDawna Harrington

  blake mouton leadership management rutgers library management

• 12 Jan 10
  

  Jen Long

  leadership

• 12 Dec 09
  

  Kim George

  Leadership Dynamics Webliography transformationalleadership

• 21 Oct 09
  

  Amy Castronova

  principles

  • Good leaders develop through a never ending process of self-study, education,  training, and experience
  • Leaders carry out this process by applying their leadership attributes, such as  beliefs, values, ethics, character, knowledge, and skills.
  •  
    • Some personality traits may lead people naturally into leadership roles.  This is the Trait Theory.  
    • A crisis or important event may cause a person to rise to the occasion,  which brings out extraordinary leadership qualities in an ordinary person. This  is the Great Events Theory.  
    • People can choose to become leaders. People can learn leadership skills.  This is the Transformational Leadership Theory. It is the most widely accepted  theory today and the premise on which this guide is based.
  • Principles
  • Know yourself and seek self-improvement
  • Seek responsibility and take responsibility for your actions

  4 more annotations...

• 15 Sep 09
  

  debbie yanez

  - Factors of leadership
  - Who's a follower
  - Who's a leader
  - How to communicate
  - Situations
  - Culture & Climate

  communication leadership leader follower

• 25 Jan 09
  

  leadership management articles tips bestpractice

• 06 Oct 08
  

  Kyla K

  be, know,
  and,
  do

  leadership

• 18 Sep 08
  

  Lorie Honeycutt

  Leadership communication

• 02 Jul 08
  

  Brent Langbakk

  leadership EAP Waseda

• 14 Jun 08
  

  Espen Sivertsen

  transformative leadership

  SymbolicLeadership

• 13 Jun 08
  

  Norma Scagnoli

  leadership management ltl2008

• 07 Apr 08
  

  Ash Singh
  • Human Relations 

    The six most important words: "I admit I made a mistake."

     

    The five most important words: "You did a good job."

     

    The four most important words: "What is your opinion."

     

    The three most important words: "If you please."

     

    The two most important words: "Thank you,"

     

    The one most important word: "We"

     

    The least most important word: "I"

     

      - Author unknown
• 30 Dec 07
  

  miz mercer

  6unit3 leadership sixthgrade takeastand

• 28 Oct 07
  

  del.icio.us imported leadership management

• 19 Oct 07
  

  David Brand

  Know Be Do model

  Leadership

• 31 May 07
  

  richard hopper

  leadership management

• 24 Sep 06
  

  Christopher Jensen
• 14 May 06
  

  thecat56

  leadership

• 03 Jan 06
  

  Senad Agovic

  Concepts of Leadership
  The meaning of a message is the change which it produces in the image. - Kenneth Boulding in The Image: Knowledge in Life and Society

  Leadership

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