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Joseph Willingham

on 3 April 2013

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Transcript of Leadership

Characteristics of A Leader List of ten characteristics of a superior leader according to Entrepreneur Roles of a Leader “Great man” theories
Trait theories
Contingency theories
Situational theories
Behavioral theories
Participative theories
Management/Transactional theories
Relationship/Transformational theories Theories of Leadership Michael Burnstein
Joseph Willingham
Shawnice Bokins
Misty Henderson
Blake Bailey Leadership Mission
A strong team
Communication skills
Interpersonal skills
A “can do, get it done” attitude
Ambition Manage subordinates
Manage conflict, resources, and crisis
Delegation of duties and responsibilities
Supply vision and mission for future of organization or institution
Take responsibility for organizations actions Leadership Styles Kurt Lewin Authoritarian Leadership

Democratic Leadership

Laissez-Faire Leadership 1939 Robert K. Greenleaf 1970 Greenleafs seminal essay
The servant as Leader "Leaders were servants first" 7 C's Citizenship
Common Purpose
Controversy with Civility
Consciousness of Self
Commitment Max Weber 1904 German Sociologist The Protestant Ethic and the spirit of Capitalism Wrote Charismatic
Leadership Charisma is a quality of an individual personality that is considered

extraordinary, and followers may consider this quality to be endowed with

supernatural, superhuman, or exceptional powers or qualities. Whether such

powers actually exist or not is irrelevant – the fact that followers believe that

such powers exist is what is important. Kurt Lewin 1939 Robert K. Greenleaf 1970 Model of change Servant leadership Max Weber 1904 “Leaders are made, they are not born. They are made by hard effort, which is the price which all of us must pay to achieve any goal that is worthwhile.” (Lombardi, 2009) Is leadership Natural Or Learned Behavior Lombardi Oscar Arias A person’s own views and definition of leadership is where they base their opinion on the innate or learned ability. • Leadership is most influenced with the word “influence”. • There is a partially innate predisposition to occupy a leadership role

• Studies show that a leadership role occupancy is associated with rs4950, a single nucleotide polymorphism (SNP) residing on a neuronal acetylcholine receptor gene (CHRNB3).

• This is the first study to identify a specific genotype associated with the tendency to occupy a leadership position. A TWIN DESIGN AND GENETIC ASSOCIATION STUDY OF LEADERSHIP Role Occupancy • Leaders are not born with the innate characteristics or skills predisposing
them to be leaders. •A person’s environment can influence the development of leadership skills and interests (Komives, 1998). Gender Roles In Leadership Do Men and women Lead differently? Statistics of women leadership In 2009, women held 49% of the jobs and 50% of all managerial positions.

According to a report by the U.S Department of Labor, women out number men in mid level occupations such as resource managers, medical and health service managers, and in real estate.

Men still outnumber women at the top management level: In 2010, only 2.4% of the U.S Fortune 500 chief executives were female. Men and women’s leadership styles Through a survey sponsored by the International Women’s Forum, and the interviews of the respondents ,by Judy B. Rosener, the findings indicate the following: Women hold a more “transformational” leadership style while men associate more with the “transactional” leadership style.

Roesner describes women’s leadership style as an interactive leadership.

Women are more likely to use power based on charisma, work record and contacts, and men are more likely to use power based or structural power such as title or the ability to reward or punish. Men and Women’s leadership styles Continued….. A study done at the University of Jaén, Spain, investigated the relations among transformational leadership, emotional intelligence and gender stereotypes.
The findings indicated the following:
Women associate more with both the transactional and transformational style leadership.

Both gender roles and emotional intelligence are related to transformational leadership.

Femininity, emotional repair, and emotional clarity are predictors of transformational leadership. Applying theory Why are there differences in the leadership styles of men
and women? Theoretical approaches Biology and sex Gender role theory Causal Factors Contingency theory: Task oriented and relationship oriented Contingency theory: Task oriented vs. relationship oriented Summary of Effective Leaders Leadership as a Set of Qualities… What qualities make a good leader? Text says no consistency has emerged, and the number of skills, competences and other special qualities that might make people into good leaders has just gone on growing and maturing through life. Empathy.

Text definition- the activity of leading is essentially about making something happen, through others, which is not going to happen otherwise. Understand the culture you work in.

1.Inner boldness- Influences begins within. Leaders live their values with a defined sense of purpose. They’re courageous and driven by positive resolve, not fear.

2.Outer Presence- A leader’s presence is how they make other people feel. People are drawn to them because they have a sense of creditability, integrity, likeability, and live with congruence.

3.Compelling Communicator- Leaders deliver messages that connect with others values, deliver clarity to people, and convince others to commit to an action. Jim Valvano Tim Tebow Howard Schultz Leadership as a Set of Qualities- Growing into what leader you become.

Leadership as Power holding- Demanding, make something happen, pushing people hard. Known as tough love today.

Leadership as politics- Managing the egos. Get the best out of what you have.

Vision- Aims and pursues a common desire as a whole. Envisioning success.

Display- Materialistic leading. The book has no one solid definition for leading. It is very broad, and is utilized in many different ways, by many different people. The best leaders are the ones who can adjust, overcome, and adapt to dire situations. Adjusting in productive ways when the pressure is on is not easy. However, effective leaders know how to work best when their backs are against the wall. Justin Menkes states, (1) Realistic optimism, leaders realize the risks threatening theirs organizations survival, yet remain confident that the company will prevail. (2) Subservience to purpose, leaders dedicate themselves to pursuing a noble cause, and win their teams commitment to that cause. (3) Find order in Chaos, leaders find clarity in the teams or companies struggles. (Retrieved from Better under Pressure, Index.) Works Cited ‘10 Characteristics of Superior Leaders”,
Entrepreneur Magazine, http://www.entrepreneur.com/article/204248
Dr. David G Javitch. December 9 2009
“Leader Characteristics, Self-Confidence, and Methods of Upward Influence in Organizational Decision Situations”
doi: 10.2307/255810
ACAD MANAGE J December 1, 1979 vol. 22 no. 4 709-725
Richard T. Mowday Leadership in a diverse and Multicultural Environment: (2005)
Mary l. Connerley
Paul B. Pedersen

Leadership for a better world: (2009)
Komives, S.R. and assoc.

Weber, Max. The Theory of Social and Economic Organization, translated by A. M. Henderson and Talcott Parsons. Free Press, 1924/1947, Chase, M. A. (2010). Should Coaches Believe in Innate Ability? The Importance of Leadership Mindset. Quest (00336297), 62(3), 296-307. De Neve, J., Mikhaylov, S., Dawes, C., Christakis, N., & Fowler, J. (n.d). Born to lead? A twin design and genetic association study of leadership role occupancy. Leadership Quarterly, 24(1), 45-60. Appelbaum, Steven H., Lynda Audet and Joanne C. Miller. 2003. "Gender and Leadership? Leadership and Gender? A Journey through the Landscape of Theories." Leadership & Organization Development Journal 24(1):43-51 (http://search.proquest.com/docview/226922259?accountid=11824).

Lopez-Zafra, Esther, Rocio Garcia-Retamero and M. P. Martos. 2012. "The Relationship between Transformational Leadership and Emotional Intelligence from a Gendered Approach." The Psychological Record 62(1):97-114 (http://search.proquest.com/docview/921618949?accountid=11824).

Rosener, Judy B. 1990. “Ways Women Lead.” Harvard Business Review 90608. Retrieved March 22, 2013 (http://seejanesoar.com/wp-content/uploads/2011/06/Ways_Women_Lead-_HBR.pdf).

Toegel, Ginka. 2011. “Disappointing Statistics, Positive Outlook.” Forbes.com. Retrieved March 22, 2013 (http://www.forbes.com/2011/02/18/women-business-management-forbes-woman-leadership-corporate-boards_2.html).

Jonsen, Karsten, Martha L. Maznevski and Susan C. Schneider. 2010. "Gender Differences in Leadership - Believing is Seeing: Implications for Managing Diversity." Equality, Diversity and Inclusion: An International Journal 29(6):549-572 (http://search.proquest.com/docview/756357255?accountid=11824).

Singh, Parbudyal , Avadim, Abbas, and Ezzedeen. 2012. “LEADERSHIP STYLES AND GENDER: AN EXTENSION.” Journal of Leadership Studies 5(4). Retrieved March 25, 2013 (http://ehis.ebscohost.com.proxy.kennesaw.edu/eds/pdfviewer/pdfviewer?sid=413059f3-85a3-44a2-a451-1bfc2d358194%40sessionmgr198&vid=6&hid=110).

Powell, Gary N. 1993. Women and Men in Management. California: Sage Production. Associated press, Chicago. 10 most effective leaders. Retrieved from: http://www.PRWeb.com/releases 2011/prweb2057.html
Menkes, Justin. Better Under Pressure. How great leaders bring out the best in themselves and others. Copyright 2011. "Transformational" Vs. "Transactional"
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