A Power Point Presentation
Grounded and reliable measurement instruments grounded in theory are essential to move the field of servant leadership forward.
ABSTRACT. I argue in this article that responsible leadership (Maak and Pless, 2006) contributes to build- ing social capital and ultimately to both a sustainable business and the common good. I show, first, that responsible leadership in a global
stakeholder society is a relational and inherently moral phenomenon that cannot be captured in traditional dyadic leader–follower relationships (e.g., to subordinates) or by simply focusing on questions of leadership effectiveness. Business leaders have to deal with moral complexity resulting from a multitude of stakeholder claims and have to build enduring and mutually beneficial
relationships with all relevant stakeholders. I contend, second, that in doing so leaders bundle the energy of different constituencies and enable social capital building. Social capital can be understood as actual or potential resources inherent to more or less institutionalized relationships of mutual recognition (Bourdieu 1980). By drawing on network analysis I suggest,
third, that responsible leaders weave durable relational structures and ultimately networks of relationships which are rich in ties to otherwise unconnected individuals or groups.
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What is the evolutionary process of leadership theories?
One of the most intriguing expressions of human behavior is the leader-follower phenomenon. Since the beginning of civilization, people have sought answers to the questions of who becomes a leader and why. Philosophers, political scientists, and psychologists have produced extensive literature on leaders and leadership, but despite this, there is still no consensus as to why and under what circumstances some become leaders and others remain followers. There is no universal theory of leadership and no precise formula for producing leaders, and the answers are elusive. Furthermore, the debate continues about whether effective leadership and successful management are synonymous. Perhaps one of the best ways to answer
some of these questions is to describe some of the views about leadership. This provides a beginning for defining leadership, for explaining the power associated with it, for discussing the various current theories about it and for determining where theories coalesce and diverge.
Organizations depend upon capable leadership to guide them through unprecedented changes. Yet, there is ample evidence in
the news and in recent research reports that even some of the best and most venerable organizations are failing to adapt to
change, implement their strategic plans successfully or prepare for a more uncertain future. We believe the turmoil we
are currently observing has something to do with leadership, and that if we don’t change our current approach to leadership
development, we will see even more of the same.
Definition of Leadership
Characteristics of a Quality Leader
Various Leadership Style
Contingency Approach to Leadership
The Path - Goal Approach to Leadership Effectiveness.
II. Social Responsibility
Social Responsibilities of Managing
Arguments for and against Social Involvement of Business
Social Responsibility & Social Responsiveness
Ethics in Business Management
Ethical Theories and a Model for Business Orientation
Institutionalizing Ethics
Code of Ethics and its Implementation
Factors that Raise Business Setting
GLOBE is a research program focusing on culture and leadership in 61 nations.
Leadership and management must go hand in hand. They are not the same thing. But they are necessarily linked, and complementary. Any effort to separate the two is likely to cause more problems than it solves.Still, much ink has been spent delineating the differences. The manager’s job is to plan, organize and coordinate. The leader’s job is to inspire and motivate. In his 1989 book “On Becoming a Leader,”Warren Bennis composed a list of the differences: (a) The manager administers; the leader innovates. (b) The manager is a copy; the leader is an original.
“Pop leadership” philosophy abounds in our culture today. Book stores have shelves full of books on leader ship. Leaders and leadership are discussed daily on tele vision, radio, newspapers, magazines and on the web. As a result, many mixed messages about leadership are expressed. So – how do you decide what is accurate?
Within the context of my Ph.D. dissertation, I am interested in (1) the impact of superiors’ management skills and subordinates’ working skills on the building of their (hierarchical) relationship and (2) the impact this hierarchical relationship has upon the mental health of workers (i.e. both superiors and subordinates). Research to date has revealed the potentially negative consequences that hierarchical relationships can have on mental health; thus, for example, Brun, Biron, Martel & Ivers (2003) found that poor relations with the supervisor constitutes a significant risk factor for mental health. Leiter and Maslach (2004) report similar findings, that is to say, that the quality of social interactions at work is a major risk factor for mental health.
A few decades ago it was possible for most business leaders to do their jobs blissfully unaware of issues pertaining to societal welfare, conditions in the natural environment, the health and work-life concerns of employees, and human rights in nascent global supply chains, among numerous other matters. They were largely unaffected by activist NGOs and shareholder resolutions, the threat of protests and boycotts, not to mention calls for greater transparency and the dramatic increase in exposure by the Internet.
Chpt. 12 from Prentice Hall
This article reviews notable rends in the leadership evelopment field. In the ast two decades, such luded the proliferation
of new leadership development meth- ods and a growing recognition of the importance of a leader’s emotional resonance with others. A growing recognition that leadership develop- ment involves more than just devel- oping individual leaders has now led to a greater focus on the context in which leadership is developed, thoughtful consideration about how to best use leadership competencies, and work/life balance issues. Future trends include exciting potential advances in globalization, technolo- gy, return on investment (ROI), and new ways of thinking about the nature of leadership and leader- ship development.
Gina Hernez-Broome, Richard L. Hughes, Center for Creative Leadership
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Responsible leadership is rare. It is not that most leaders are irresponsible, but responsibility in leadership is frequently defined so that an important connotation of responsible leadership is ignored. This article equates responsible leadership with virtuousness. Using this connotation implies that responsible leadership is based on three assumptions—eudaemonism, inherent value, and amplification. Secondarily, this connotation produces two important outcomes—a fixed point for coping with change, and benefits for constituencies who may never be affected otherwise. The meaning and advantages of responsible leadership as virtuous leadership are discussed.
The publication in 1978 of Leadership, James MacGregor Burn's bestselling book on political leaderhip, marked a major transition in the development of leadership theory.
This study was motivated by the premise that no nation grows further than the quality of its educational leaders.
The purpose of this theoretical debate is to examine the wider context of leadership and its effectiveness towards improving school management. This academic evaluation examines recent theoretical developments in the study of educational leadership in school management. It begins with a concise overview of the meaning and concept of leadership in terms of research, theory, and practice. This is followed by an examination of the theories of leadership, principles and styles of leadership. Each section ends with an identification of contemporary issues and possible means of amelioration. This article concludes that success is certain if the application of the leadership styles, principles and methods is properly and fully applied in school management
because quality educational leadership tradition offers great opportunity to further refine educational leadership and management policies and practices by accepting and utilizing the basic principles and styles of educational leadership.
Colleges and institutes play a lead role in strengthening regional capacity to innovate and work with industry partners to enhance competitiveness in the sectors and communities they serve. They conduct leading-edge applied research projects with industry partners to provide market ready solutions.
Whether it’s the creation of a rapid oil containment cling pad to clean up small scale oil or fuel spills, the development of intelligent textiles to meet consumer specific needs, or building award winning cutting edge web technology, colleges and institutes help small- and medium-sized businesses (SMEs) innovate and grow by focusing on improvements in technologies, processes, products and services.
The Government of Canada’s Tri-Council College and Community Innovation (CCI) Program administered by the Natural Sciences and Engineering Research Council in collaboration with the Social Sciences and Humanities Research Council and the Canadian Institutes of Health Research is making a real difference in growing the capacity of colleges and institutes to engage in industry-driven applied research and providing SMEs with the expertise required to be more innovative and productive.