Examples of E-leadership in the following topics:
-
- By their nature, virtual teams have particular leadership needs.
- To address these communication challenges, e-leaders must communicate more frequently, provide more complete information, and use multiple means of communication technology effectively.
- Discuss the growing importance and technological potential of integrating leadership across chronological and geographical boundaries
-
- Following studies of trait leadership, most leader traits can be organized into four groups:
- Trait leadership also takes into account the distinction between proximal and distal character traits.
- The model rests on two basic premises about leadership traits.
- The second premise maintains that the traits differ in how directly they influence leadership.
- This diagram visually represents Zaccaro's theory that distal attributes (e.g., cognitive abilities, personality, values) serve as precursors for the development of proximal personal characteristics (e.g. social skills, problem-solving skills), both of which contribute to leadership.
-
- Maslow's Hierarchy of Needs describes levels of needs ranging from the most essential, such as physiological (e.g., food and sleep) and safety, to higher levels of esteem and self-actualization.
- Transactional leadership satisfies lower-level needs but addresses those at a high level only to a limited degree.
- Transactional leadership can be very effective in the right settings.
- Coaches of sports teams are a good example of appropriate transactional leadership.
-
- The full-range leadership theory blends the features of transactional and transformational leadership into one comprehensive approach.
- The full-range theory of leadership seeks to blend the best aspects of transactional and transformational leadership into one comprehensive approach.
- Transactional leadership focuses on exchanges between leaders and followers.
- Management researcher Bernard Bass developed the Multifactor Leadership Questionnaire (MLQ), consisting of 36 items that reflect the leadership aspects associated with both approaches.
- Assess the intrinsic value of blending transactional leadership behaviors with transformational leadership behaviors
-
- Shared leadership means that leadership responsibilities are distributed within a team and that members influence each other.
- Unlike traditional notions of leadership that focus on the actions of an individual, shared leadership refers to responsibilities shared by members of a group.
- Shared leadership can involve all team members simultaneously or distribute leadership responsibilities sequentially over the group's duration.
- Leadership roles may be assigned based on expertise and experience.
- Team members consult each other in a group that employs shared leadership.
-
- Cohen, the senior vice president for Right Management's Leadership Development Center of Excellence, describes the engaging leadership style as communicating relevant information to employees and involving them in important decisions.
- This leadership style can help retain employees for the long term.
- Under the autocratic leadership style, decision-making power is centralized in the leader.
- Bass used Burns's ideas to develop his own theory of transformational leadership.
- Different situations call for particular leadership styles.
-
- The recognition of leaders and the development of leadership theory have evolved over centuries.
- This theoretical evolution has progressed over time, from identifying individual personalities or characteristics to formal studies related to what constitutes leadership and why leadership is or is not successful.
- Leadership research continues as scholars observe, identify, and promote the emergence of new leadership styles and behaviors in the 21st century.
- The Michigan leadership studies, along with the Ohio State University studies that took place in the 1940s, are two of the best-known behavioral leadership studies and continue to be cited to this day.
- Discuss the Michigan Leadership Studies generated in the 1950s and 1960s in the broader context of behavioral approaches to leadership
-
- Theories of effective leadership include the trait, contingency, behavioral, and full-range theories.
- For a number of years, researchers have examined leadership to discover how successful leaders are created.
- The search for the characteristics or traits of effective leaders has been central to the study of leadership.
- Fiedler's contingency model of leadership focuses on the interaction of leadership style and the situation (later called situational control).
- The full-range theory of leadership is a component of transformational leadership, which enhances motivation and morale by connecting the employee's sense of identity to a project and the collective identity of the organization.
-
- Leadership can be described as transactional or transformational.
- While transactional leadership operates within existing boundaries of processes, structures, and goals, transformational leadership challenges the current state and is change-oriented.
- This leadership style emphasizes leading by example, so followers can identify with the leader's vision and values.
- Transactional leadership reacts to problems as they arise, whereas transformational leadership is more likely to address issues before they become problematic.
- Transactional leadership is more akin to the common notions of management, whereas transformational leadership adheres more closely to what is colloquially referred to as leadership.
-
- Leadership is the process by which an individual mobilizes people and resources to achieve a goal.
- Leadership is the process by which an individual mobilizes people and resources to achieve a goal.
- Some have distinguished among types of leadership such as charismatic, heroic, and transformational leadership.
- The many dimensions of leadership indicate how complex a notion it is and how difficult effective leadership can be.
- Abraham Lincoln is considered a model of leadership.