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1. Leadership is both a " Leadership and its role in building psychological contract"
research area and a "Leadership and its impact on Organisational performance"
practical skill, “Leadership style and its impact on employees sensitivity"
regarding the ability
of an individual or
organization to "lead"
or guide other
individuals, teams, or
entire organizations
I am currently Leadership in building of organizational culture
developing a program
for effectiveness in
group facilitation
training, which has
much to do with the
never-ending subject
of influencing
managers to adopt a
pull approach to
leadership
What fascinates you? Types of Leadership as the influence of top management on employee's behaviour in the innovation proces
When, as you've
learned about
leadership in your
courses, or during
your experience in the
workplace, have you
had an "I wonder if"
moment? What
issues or opportunities
have you heard others
discuss that have a
core leadership
rlement? Are you
interested in
workplace leadership,
student leaderdhip,
community
leadership, political
leadership, or what?
In small groups or
large? Formal or
informal leadership?
Leadership directly or
something on
followership? In
emergency situations
or ongoing?
Ask questions like this
of yourself and you're
more likely to find
your topic - one that
intrigues you enough,
and about which you
are passionate enough
to sustain you through
your program - than
by picking something
from a list of topics
provided by others.
There is a concept behavioral complexity of leadership and creativity behavior
called leader's fair treatment and relational identification
Transformational team leader's behavioral integrating and decision making effectiveness
Leadership and
Transactional
Leadership which is
very fascinating and
intriguing one.A
research can be done
both qualitatively and
quantitatively. Both
are having its
importance in
industry, but we can
analyze which type of
leadership can be
more effective and
where? Business is
very volatile at
occasions one type of
leadership may
provide the result and
the same leadership
may not work in some
other situation. If that
is a case, let us get to
know how these
leadership functions
in industry and how to
get to know when to
apply which
leadership. This
would help people
who are in Board of
Management to take
strategic level
decisions to choose
the right type of
leadership.
The link between Leadership Traits for organizational success
Leadership and leadership and team building
Employee Decision making styles of effective leaders
Engagement still
has several gaps.
This article from
the Handbook of
Employee
Engagement
(edited by S.
Albrecht) could
give you some
context:
Leadership and
Engagement: A
Brief Review of the
Literature, a
Proposed Model,
and Practical
Implications
Hi. I have recently used something more pragmatic with time-poor, hard-working public sector leaders: Larry
Reynolds. 2003. The Four Dimensions of Leadership, in The Twenty-first Century Leader from Fenman
Professional Training Resources. It is much more "top-line", draws on Covey, Kouzes & Posner, Rosen and
Welch for theoretical dimensions. The leaders loved it and found it useful, individually and organizationally.
As Olivier noted, you can use many approaches to study leadership.
In addition to the references the other contributors cited, you can take into account the short
transformational leadership scale developed and tested by Carless et al. (2000), which splits the
attributes of this type of leadership into seven items related to vision, values, commitment,
encouraging personnel, coherence and charisma.
Carless, S.; Wearing, A.; Mann, L. (2000): “A short measure of transformational leadership”.
Journal of Business and Psychology, vol. 14, n. 3, pp. 389-405.
I’m interested in assessing university leadership so if you find some interesting research, please
let me know
These journals will help develop a list of leadership measurable traits and I have also attached a
sample Questionnaire:
Personality and Leadership: A Qualitative and Quantitative Review:
Judge, T. A., Bono, J. E., Ilies, R., & Gerhardt, M. W. (2002). Personality and leadership: a
qualitative and quantitative review. Journal of applied psychology, 87(4), 765.
Content, concurrent and construct validity of the leadership skills inventory:
Edmunds, A. L. (1998). Content, concurrent and construct validity of the leadership skills
inventory. Roeper Review, 20(4), 281-284.
Leadership Archetype Questionnaire:
Kets de Vries, M. F., Vrignaud, P., Agrawal, A., & Florent-Treacy, E. (2010). Development and
application of the leadership archetype questionnaire. The International Journal of Human
Resource Management, 21(15), 2848-2863.
646 KB
A lot of the surveys provided are self-surveys, or surveys based on 'old' leadership models, such as path goal.
If you want to assess skills being present in people, th best way is to look for those skills in simulated settings,
either in work simulations or other assessment situations, hence the best way is to set up your own
assessment centre. In order to validate this, you can use your definitions of the skills, by people who work
closely with (a sample of) the population you are interested in. Finally crossmatch the outcome of the
appraisal, with the outcome of the assessment centre, and you can finetune the model. When you look
beyond skills, and look for developmental abilities, the answer would be a whole different one. Skills are
measurable in behavior, as they are already present, hence is a relative easy setup, where you need to entice
the behavior and measure in comparison to a defined scale..
Define WHAT and WHY?
Leadership is about marshaling resources to achieve a goal (one off or repetitious) and its
broader impact. Any assessment of leadership must be seen in context of: the task(s),
resources (time, funds, people, material) and setting .
In a research project on leadership in new ventures, we recently made use of the MLQ to
determine entrepreneurs' degrees of transformational, transactional and passive-avoidant
leadership (dimensions of the full-range leadership model by Bass & Avolio). I totally agree with
what Mark and Oliver said about the context that needs to be taken into consideration when
assessing leadership.
Maybe the following link to the MLQ and the full-range leadership model can help you a
bit: http://www.mlq.com.au/flash_frlm.asp
Questionnaire about asking self assessment of leaders attributes and judging the individuals against claims
through group tasks activities, role plays. This will justify the questionnaire tool.
ou might find the following useful ...
Blackwell, C., Stillwater, O.K., Cummins, R., Townsend, C.D., & Cummings, S. (2007).
Assessing perceived student leadership skill development in an academic leadership
development program. Journal of Leadership Education, 6(1), 39-59.
Burke, V., & Collins, D. (2005). Optimising the effects of leadership development programmes:
A framework for analysing the learning and transfer of leadership skills. Management Decision,
43(7/8), 975-987.
Rohs, F.R., & Langone, C.A. (1997). Increased accuracy in measuring leadership impacts.
Journal of Leadership & Organizational Studies, 4(1), 150-158.
Wong, A., & Chan, A. (2010). Understanding the leadership perceptions of staff in China's hotel
industry: Integrating the macro- and micro-aspects of leadership contexts. International Journal
of Hospitality Management, 29(3), 437-447.
Best of luck with your research!
http://www.statisticssolutions.com/leadership/
https://www.onlineuniversities.com/20-essential-ted-talks-for-future-leaders
Dear Colleagues
We agree with those who have proven that all conventional methods of measuring leadership
skills (interviewer rating or self-tests) are producing fundamentally flawed data. INSTEAD we
suggest and offer a way to measure leadership skills along 29 dimension by tracking the 150+
decisions during a serious game play (FLIGBY).
We welcome researchers to join our new global Leadership and Flow Research Network which
focuses on new ways of measuring leadership skills: http://flowleadership.org/what-flow-leadership-
skills/
http://flowleadership.org/what-flow-leadership-skills/
Professor Han Ping Fung has provided a comprehensive list of instruments that measure
leadership skills. I may add that face-to-face interviews, direct contacts, and oral exams can
reveal a lot about a person who fits as a leader.
Long time ago, a young candidate for a job was interviewed by a committee headed by a
company's boss. He was asked by the boss "What is your ultimate ambition that you aspire to
achieve in this company?". The young man's answer was "To have your post Sir, after you retire
or move to another company". I think that such a person was brave, honest, and polite but he
required to be taught how to climb the ladder in a safe reasonable manner.
We measure 29 leadership skills during an online leadership gameplay - non-intrusive observation. we have
about 7000+ glolbal players in our data base and we are looking for academic research partners to analyse
the data set in a co-publication. This is via www.fligby.com the official leadership development program and
training of Mihaly Csikszentmihalyi inventor of Flow and author of global best sellers such as Flow is Good
Business. more via: www.flowleadership .org wishes Zoltan
Leadership is about marshaling resources to achieve a goal (one off or repetitious) and its broader impact.
Any assessment of leadership must be seen in context of: the task(s), resources (time, funds, people,
material) and setting .