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(Buchanan and Huczyski, 2007). 'Leaders are essential.'
(Van Maurik, 2001). ‘It is an ability to inspire confidence and support among the people, who are needed to achieve organizational goals.’
(DuBrin, 2007). 'It is a process whereby an individual influences a group of individual to achieve a common goal.'
(Northouse, 2011). ‘It is not something you do to people: it’s something you do with them.’
(Blanchard and Hodges, 2003). ‘It is a process of social influences in which one person can enlist the aid and support of others in the accomplishment of a common task.’
(Chemers, 1997). Isabel Alonso, Kasia Leszek, Christina Lindschouw, Chenyuan NI, Shanshan Yuan & Sion Owen. Collin Marshall Inspirational motivation
Idealised influence Developed by James McGregor Burns in 1978 (Barker et al., 2006). Behaviors Outcomes Articulation a vision
Setting a positive example
Communicating high performance expectations
Showing sensitivity to individual followers needs
Encouraging a team attitude
Providing intellectual stimulation Developmental and motivational change.
Leaders and followers take each other to advance to a higher level of moral and motivation. Listening
Building community Developed by Robert K. Greenleaf in 1970 (Stone et al., 2003). Main Characteristics 'Whoever desires to become great among you shall be your servant. And whoever of you desires to be first shall be slave of all.'
(BibleGateway, 1982). Jesus Christ The theory says... Concentrates on their
followers needs Leaders being
servants first Followers become
servants themselves Lack of Structure Lack of Authority Employee Satisfaction Lack of... Misuse of Influence Motivation Planning Advantages Disadvantages Disadvantages Although we believe that there are many leaders throughout an organisation and therefore there can be more than one suitable form of leadership. Comparison Both theories rely on Charismatic Leaders Servant Leadership Transformational Leadership It focuses on Followers Needs Static Environment Three key aspects:
Context Balanced mix of leadership approaches. Importance of leadership within the changing business environment. f THANK YOU!
Any Questions? REFERENCES Conclusion Growth Overemphasise on individuals Loyalty Limited Vision (Jones and Fenton-Smith, 2005). (Anderson, 2011) and (Duggan, 2011). (Taffinder, 1995). (Spears, 2005). (Spears, 2010). (Duggan, 2012) and (Anderson 2012). (Kokemuller, 2012). (Stone et al., 2003) and (Smith et al., 2004) (Stone et al., 2003) and (Smith et al., 2004) (Covey, 2007). (Piccolo and Colquitt, 2006). (Molero et al., 2007) Anderson, A. (2012), ‘The Advantages of the Servant Leadership Style', Demand Media. Available from: http://smallbusiness.chron.com/advantages-servant-leadership-style-11693.html [Electronically accessed 26 February, 2013.]
Anderson, A. (2011), ‘The Benefits of Transformational Leadership’, Chron. Available from: http://smallbusiness.chron.com/benefits-transformational-leadership-10577.html [Electronically accessed 26 February, 2013.]
Barker, A., Sullivan, T. and Emery, J. (2006). Leadership competencies for clinical managers: The renaissance of transformational leadership. Sudbury: Jones and Bartlett Publishers, Inc.
BibleGateway (1982), ‘New King James Version’, BibleGateway. Available from: http://www.biblegateway.com/passage/?search=Mark+10%3A42-45&version=NKJV [Electronically accessed 9 March, 2013.]
Blanchard, K. and Hodges, P. (2003), The servant leader . Transforming your heart, head, hands & habits. Minnesota: Thomas Nelson, Inc.
Buchanan, D. and Huczynski, A. (2007), Organizational Behaviour. 6th ed. Harlow: FT Prentice Hall.
Covey, S. (2007), ‘The transformational Leadership Report’, Transformational Leadership. Available from: http://www.transformationalleadership.net/products/TransformationalLeadershipReport.pdf [Electronically accessed 9 March, 2013.]
Chemers, M. (1997), An integrative theory of leadership. London: Psychology Press.
DuBrin, A. (2007), Leadership research findings. Practice and Skills. 5th ed. Boston: Houghton Mifflin.
Duggan, T. (2011), ‘Negatives of Transformational Leadership’, Chron. Available from: http://smallbusiness.chron.com/negatives-transformational-leadership-10533.html [Electronically accessed 26 February, 2013.]
Duggan, T. (2012), 'The Advantages of the Servant Leadership Style', Demand Media. Available from: http://yourbusiness.azcentral.com/advantages-servant-leadership-style-5282.html [Electronically accessed 26 February, 2013.]
Jones, R and Fenton-Smith, R (2005), ‘Nice work’, BBC4, 5 April 2005. Available from:http://www.bbc.co.uk/radio4/news/nicework/transcripts/20050405_nice_work.pdf [Electronically accessed 6th March, 2013.]
Kokemuller, N. (2012), 'Problems With the Servant Leadership Model' Demand Media. Available from: http://smallbusiness.chron.com/problems-servant-leadership-model-50586.html [Electronically accessed 26 February, 2013.]
Maurik, J. (2001), Writers on Leadership. London: Penguin books.
Molero, F., Cuadrado, I., Navas. M. and Morales, F. (2007), ‘Relations and Effects of Transformational Leadership: A Comparative Analysis with Traditional Leadership Styles’, The Spanish Journal of Psychology, Vol. 10, No. 2, pp. 358-368. Available from: http://www.uned.es/472074/papers/Molero%202007.pdf [Electronically accessed 24 February, 2013.]
Northouse, P.G. (2011), Introducing to Leadership: concept and practice. 2nd ed. London: Sage Publications Ltd.
Piccolo, R and Colquitt, J. (2006), ‘Transformational Leadership and Job Behaviors: The Mediating Role of Core Job’, Academy of Management Journal. Available from: http://www.profjayrfigueiredo.com.br/lid_ac_06.pdf [Electronically accessed 9 March, 2013.]
Smith, B. N., Montagno, R. V. and Kuzmenko, T. N. (2004), ‘Transformational and Servant Leadership: Content and Contextual comparisons’, Journal of Leadership & Organisational Studies, Vol. 13, No. 4, pp. 80-91. Available from: http://jlo.sagepub.com/content/10/4/80.full.pdf+html [Electronically accessed 24 February, 2013.]
Spears, L. (2005), ‘The Understanding and Practice of Servant Leadership’, School of Leadership Studies. Regent University. Available from: http://www.regent.edu/acad/global/publications/sl_proceedings/2005/spears_practice.pdf [Electronically accessed 26 February, 2013.]
Spears, L. (2010),’Character and Servant Leadership: Ten Characteristics of Effective, Caring Leaders’, The Journal of Virtues & Leadership, Vol.1, No.1, pp.25-30. Available from: http://www.leadershiparlington.org/EMAIL%20UPLOADS/Spears_Final.pdf [Electronically accessed 26 February, 2013.]
Stone, A. G., Russell, R. F. and Patterson, K. (2003), ‘Transformational versus Servant leadership: A difference in Leader Focus’, Leadership & Organization Development Journal, Vol.25, No.4, pp. 349-361. Available from: http://www.emeraldinsight.com/journals.htm?articleid=1410729&show=html& [Electronically accessed 24 February, 2013.]
Taffinder, P. (1995), The New Leaders. Achieving Corporate Transformation Through Dynamic Leadership. 1st ed. London: Kogan Page Ltd.