Quarterly‚ 16(2)‚ pp.273 Judge‚ T.A.‚ & Piccolo‚ R.F. (2004)‚ Transformational and Transactional Leadership: A Meta-Analytic test of their Relative Validity‚ Journey of Applied Psychology‚ 89(7)‚ pp. 755-768 Keller R. T.(2002)‚ Transformational Leadership and Performance of Research and Development Project Groups‚ Journey of Applied Psychology‚ 18(3)‚pp. 489-501 Kirkpatrick S. A(2006)‚ Direct and Indirect Effects of Three core Charismatic Leadership Components on Performance and Attitudes‚ Journey
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Introduction - 1 - Purpose of the project - 1 - The history of Apple - 1 - Overview of Steve Jobs - 2 - Steve Jobs Traits & behaviors - 4 - Steve Jobs leadership STYLE - 8 - Directive - 8 - Charismatic - 9 - Paul Hersey and Ken Blanchard Contingency - 12 - Transformational & Transactional Leader - 13 - Major traits & behavioral expectations of the followers - 14 - Appropriate & INAPPROPRIATENESS of the leadership style & the effectiveness of leaders & managers -
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leadership considers both leaders and followers. In leadership research‚ Leadership is an important concern in the globally competitive world of business. The neo-charismatic model of leadership combines charismatic. Transactional‚ and transformational‚ it will shows the followers as an important role in the process called leadership. The neo-charismatic leadership has 10 visionary behaviors: capable management‚ reward equity‚ communication leadership‚ credible leadership‚ caring leadership‚ creative leadership
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ORGANIZATIONAL BEHAVIOUR NOTES I. TOPIC 1: What is organizational structure? Key topics under structure: a) 6 elements of structure b) Org. design c) Models of structure d) Factors affecting org structure e) Global implication ORGANIZATIONAL STRUCTURE- refers to the way in which job tasks are formally‚ divided‚ grouped or coordinated. OR The formal system of task and reporting relationships showing how workers use resources. A. 6 elements of structure:
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Distinguishing elements between leaders and managers In today’s world the terms “leaders” and “managers” are often interchanged and used to name people performing the same actions and having the same functions within the organization – therefore putting them on the same level. However‚ as John Kotter argues‚ each one has a very different set of functions – perhaps not always clearly defined within an organization‚ but nonetheless very distinct. Managers are coping with the complexity of the
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full range of styles; and honor high ethical standards.” (Avolio‚ 2009) These are qualities held by Meg Whitman‚ former CEO of eBay. Although there are many types of leadership models‚ we will discuss Transactional‚ Authentic and Transformational leadership. They are defined as such: 1. Transactional leadership involves motivating and directing a group‚ through the pleasing of their own self-interest. 2. The Authentic leader is one who (A) not only knows them self‚ but also understands them self
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Success of the Balanced Scorecard The change can be described as a success when the BSC is working well‚ this can occur when certain goals and conditions are met. Those conditions will be described in this section. Once a project aligned with goals and strategies of the organization is chosen‚ project members selected‚ and proper communication of goals has been provided to the project team‚ it is possible to develop a balanced scorecard to monitor the project (Devine et al.‚ 2010). According
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things”. Similarity in Leadership theories‚ Burns (1978) distinguishes between two types of leadership: one that focuses on simple exchange between leader and follower (Transactional/Managerial leadership) and other one where person engages with others and creates connection which raises motivation and morale (Transformational leadership). Bass and
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cover most or maybe all possible edges of leadership which I can think of. Author starts with distinguishing the transactional leader which had been primarily focused half a century before and the new-aged transformational leader. Later found in this book‚ the author‟s elaboration detailing on the criteria and characteristics of the transformationalist‚ as to name some such as charismatic‚ inspirational and intellectual. Other concepts and styles of leadership were also argued in this book like the
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Table of Contents Q(1.1.1) 5 Leadership Theory 5 Situational Leadership Theory 6 Transformational leadership Theory 6 Q(1.1.2) 7 Impact of management and leadership styles on strategic decisions. 7 Impact of leadership styles: 7 Autocratic leadership: 7 Bureaucratic leadership: 8 Democratic leadership: 8 Laissez-Faire Leadership Style: 8 Q(1.1.3) 9 Leadership style adaptation to different future situation: 9 “Leadership style is the typical approach of a particular person
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