uk/1/hi/uk/3693588.stm (Accessed: 11 April 2011). Siegle‚ L. (2002) Finance Innovator: Richard Branson‚ The Observer‚ 31 March. Mintzberg‚ H. (2004). Ideas about Management. Engaging leadership‚ Decision‚ Issue 5‚ 2004. Yukl‚ G.A. (2010) Leadership in Organizations. 7th edn. New Jersey: Pearson Prentice Hall. Yukl‚ G.A. (1989) Managerial Leadership. A review of theory and research. Journal of Management‚ 15‚ pp Conger‚ J.A. and Kanungo‚ R.N. (1998) The empowerment process: integrating theory and practice Martinson
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depends on the strength of its leader. The writer will explain trait approach‚ one of the major approaches to studying leadership. Trait Leadership Approach Leadership comes natural to some people‚ as if they were born to be leaders. According to Yukl (2010)‚ early leadership theories attributed managerial success to extraordinary abilities such as tiredness energy‚ penetrating intuition‚ uncanny foresight‚ and persuasive powers. This research failed due to futile research. Since then leadership
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positive core values such as altruism‚ kindness‚ fairness‚ accountability‚ and optimism. These characteristic motivate leaders to do what is right and fair for fellows and forming relationships filled with trust‚ communicate‚ guidance and emphasis (Yukl‚ 2013). The difference is authentic leaders care more about self consciousness while ethical leaders care more about others’‚ so authentic leaders are more likely to be true to themselves and equipped with the character of honest . The result obtained
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Retrieved from http://www.ijbssnet.com/ Nahavandi‚ A. (2006). The art and science of leadership (4th ed.). Upper Saddle River‚ NJ: Pearson. Wren‚ J. T. (1995). The leader’s companion: Insight on leadership through the ages. New York‚ NY: Free Press. Yukl‚ G. (2006). Leadership in organizations (6th ed.). Upper Saddle River‚ NJ: Pearson.
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criticize poor work‚ focus the actions towards efficiency and emphasize on meeting deadlines. Taking the Ohio State leadership study as a reference it could be said that Ben is a “consideration” type of leader‚ while Phil is an “Initiating Structure” one. (Yukl‚ G‚ 2006‚ p.51). Each Manager’s weakness is described by the author allowing the profiling of their specific leadership behavior. CONSOLIDATED PRODUCTS Answer to Question N# 1. Ben is a (relations)-oriented boss who provides lots of sympathy
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defined categories labeled "consideration" and "initiating structure" (Yukl‚ 2006‚ p. 51)‚ and as suggested by the Fleishman and Harris study‚ "subordinates are usually more satisfied with a leader who is at least moderately considerate" (Yukl‚ 2006‚ p. 52). Successful and effective leadership "depends in part on how well a manager resolves role conflicts‚ copes with demands‚ recognizes opportunities‚ and overcomes constraints" (Yukl‚ 2006‚ p. 13) but "the main aim of leadership behavior‚ however‚ is
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References: Yukl‚ G. (2013). Effective leadership Behavior. In Leadership in organizations (8th ed. Upper Saddle River‚ NJ: Pearson Education.
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using integrative approach is that the diversity of choosing what qualities to highlight and where those qualities fit into the analysis. The weakness is that in picking and choosing the areas to focus some important information can be overlooked (Yukl‚ 2011). Steve Jobs has several important statements about what makes a good leader. An excellent example is his view on how to focus a company. According to Macgateway (2011)‚ “[focus] means saying no to the hundred other good ideas that there are”(para
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studying leadership. This approach highlights characteristics of leaders such as behavior‚ intentions‚ ethics‚ and skills. The trait approach studies natural leaders who have precise awareness and influences to help others believe the leader’s approaches (Yukl‚ 2010). The trait approach emphasizes that leaders are born with leadership characteristics and that these characteristics permit them to be great leaders. As with any other approach‚ the trait approach inhabits strengths and weaknesses. Strengths
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As noted by Yukl (2010)‚ "[i]nfluence is the essence of leadership‚ and powerful leaders can have a substantial impact on the lives of followers and the fate of an organization" (p. 408). The personal values and ethics of the leaders of an organization often drive the values and ethical behavior of that organization (Yukl‚ 2010). Thus‚ it is paramount the values of organizational leaders are consistent and in line with the values of their organization (Yukl‚
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