Reflective essay
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Management and Leadership
WEEK 2
Dr Edward Kachab
Aug 8th
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Traits and Behaviours
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Traits and Behaviours
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Great Man Approach
e distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearance
Traits and Behaviours
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Traits
e distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearance
Traits and Behaviours
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Traits and Behaviours
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Leadership traits
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Some Leader Characteristics
Traits and Behaviours
Sources: Bass and
Stogdill’s Handbook of
Leadership: Theory,
Research, and
Management Applications,
3rd ed. (New York: The Free
Press, 1990), pp. 80–81; S.
A. Kirkpatrick and E. A.
Locke, ‘‘Leadership: Do
Traits Matter?’’ Academy of
Management Executive 5,
no. 2 (1991), pp. 48–60;
and James M. Kouzes and
Barry Z. Posner, The
Leadership Challenge: How
to Get Extraordinary Things
Done in Organizations (San
Francisco: Jossey-Bass,
1990).
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Characteristics of a Leader
Traits and Behaviours
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Characteristics of a Leader
Traits and Behaviours
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e distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearance
Traits and Behaviours
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Knowing your strengths
A leader does not need all of the skills to handle every problem
• Interdependence is the key to success. Leaders should:
• Hone their skills
• Collaborate with others
Traits and Behaviours
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What is a strength
A natural talent or ability that has been supported and reinforced with learned, knowledge, skill and practical application
Traits and Behaviours
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Matching Strengths With Role
Three types of leadership roles:
Traits and Behaviours
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Matching Strengths With Role
Operational role:
• Vertically oriented leadership role • Executive has direct control over people and resources • Uses position power to accomplish results
• Leaders • Traditional line and general management positions • Focus on results • Self-confident and assertive • Analytical and knowledgeable • Translate knowledge into vision
Traits and Behaviours
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Matching Strengths With Role
Collaborative role:
• Horizontal leadership role
• Works behind the scenes and uses personal power to influence others and get things done
• Leaders
• Project managers, matrix managers, team leaders
• People skills for networking and building relationships
• Proactive and flexible
Traits and Behaviours
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Matching Strengths With Role
Advisory role:
• Provides guidance and support
• Responsible for developing broad organizational capabilities rather than accomplishing specific business results
• Leaders
• Legal, finance, and human resource departments
• People skills
• Ability to influence others
• Honesty and integrity
Traits and Behaviours
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Behavioral Approaches
Traits and Behaviours
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Leadership Continuum
Traits and Behaviours
Source: Harvard
Business Review.
An exhibit from
Robert
Tannenbaum and
Warren Schmidt,
‘‘How to Choose a
Leadership
Pattern’’ (May–
June 1973).
Copyright 1973 by
the president and
Fellows of
Harvard College.
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Ohio State Studies
Developed and administered the Leader Behavior Description Questionnaire (LBDQ) to employees
• Resulted in two categories of leadership:
• Consideration
• Initiating structure
Traits and Behaviours
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Consideration
Traits and Behaviours
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Initiation structure
Traits and Behaviours
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University of Michigan Studies
Traits and Behaviours
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Leadership Grid
Traits and Behaviours
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The Leadership Grid
Traits and Behaviours
Source: The Leadership Grid figure
from Leadership Dilemma—Grid
Solutions by Robert R. Blake and Anne
Adams McCanse (formerly the
Managerial Grid by Robert R. Blake
and Jane S. Mouton). Houston: Gulf
Publishing Company, p. 29. Copyright
1991 by Scientific Methods, Inc.
Reproduced by permission of the
owners.
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Themes of Leadership Behaviour
Traits and Behaviours
Sources: Based on Marilyn
R. Zuckerman and Lewis
J. Hatala, Incredibly
American: Releasing the
Heart of Quality
(Milwaukee, WI: American
Society for Quality, 1992),
pp. 141–142; and Mark
O’Connell, Gary Yukl, and
Thomas Taber, ‘‘Leader
Behavior and LMX: A
Constructive Replication,’’
Journal of Managerial
Psychology 27, no. 2
(2012), pp. 143–154.
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Individualised Leadership Grid
Traits and Behaviours
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Stages of Development of Individualised Leadership
Traits and Behaviours
Sources: Based on Fred
Danereau, ‘‘A Dyadic Approach
to Leadership: Creating and
Nurturing This Approach Under
Fire,’’ Leadership Quarterly 6,
no. 4 (1995), pp. 479–490, and
George B. Graen and Mary Uhl-
Bien, ‘‘Relationship-Based
Approach to Leadership:
Development of Leader–
Member Exchange (LMX)
Theory of Leadership over 25
Years: Applying a Multi-Level,
Multi-Domain Approach,’’
Leadership Quarterly 6, no. 2
(1995), pp. 219–247.
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Vertical Dyad Linkage (VDL Model)
Traits and Behaviours
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Vertical Dyad Linkage (VDL Model)
• In-group relationship—Seen among members with whom leaders spend a disproportionate amount of time
• Out-group relationship—Seen among members of the group who did not experience a sense of trust and extra consideration
Traits and Behaviours
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Leaders behaviour towards in-group vs out-group members
Traits and Behaviours
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Leader Member Exchange (LMX)
Traits and Behaviours
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Leader Member Exchange (LMX)
• Leaders form high-quality relationships with all followers
• Higher-quality relationship leads to better performance
• Followers provide assistance for high performance and participate in and influence decisions
Traits and Behaviours
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e distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearance
Traits and Behaviours
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Entrepreneurial Traits and Behaviours
Entrepreneurship:
• Initiating a business venture, organizing the necessary resources, and assuming the associated risks and rewards
Four important characteristics:
• Vision and dissatisfaction with the present
• Ability to get people on board
• Flexibility, openness to feedback, and ability to learn and adapt
• Persistence and execution
Traits and Behaviours