July 01‚ 2010‚ from http://www.changingminds.org/disciplines/leadership/articles/manager_leader.html University of Phoenix. (2010). Week Four Assessment. Retrieved July 02‚ 2010‚ from University of Phoenix‚ LDR531-Organizational Leadership website. Yukl‚ G. (2006). Leadership in organizations (6th ed.). Upper Saddle River‚ NJ: Pearson Education.
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Leadership in Business Leadership: A Jossey-Bass reader Nahavandi‚ A. (2006). The Art and Science of Leadership (4th ed.) Upper Saddle River‚ NJ: Pearson. Wren‚ J.T. (1995). The Leader’s Companion: Insights on Leadership Through the Ages. New York Yukl‚ G. (2006). Leadership in Organizations (6th ed.) Pearson Prentice Hall.
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CA. Jossey-Bass Inc. Dulebohn‚ J. H. 1997. Social influence in justice evaluations of human resources systems. In G. R. Ferris (Ed.)‚ Research in personnel and human resources management‚ vol. 15: 241–291. Greenwich‚ CT: JAI Press. Falbe‚ C. M. & Yukl‚ G. (1992). Consequences for managers of using single influence tactics and combinations of tactics. Academy of Management Journal‚ 35‚ p. 638-652. Ford‚ R.C. and Fottler‚ M.D. (1995). Empowerment: A matter of degree. Academy of Management Executive
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Leadership‚ a crucial element in business‚ can be defined as “a process of influencing the activities of an organized group toward goal achievement” (Yukl‚ 2013‚ p.76). There are four main types of leadership styles: the autocratic‚ democratic‚ paternalistic and laissez-faire leadership styles. Daft (2008‚ p.44) suggests that “the extent to which leaders should be boss-centered or subordinate-centered partly depends on organizational circumstances.” After taking into account the organizational circumstances
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Contents 1. Key Information 2 2. Introduction to the Module 2 3. Intended Learning Outcomes 2 4. Outline Delivery 2 4.1 Attendance Requirements 4 5. Assessment 5 6. Assessment Criteria and Marking Standards 10 7. Assessment Offences 12 8. Learning Resources 18 8.1. Library 18 8.2. Other Resources 20 9. Module Evaluation 21 10. Module Definition Form 21 11. Report on Last Delivery of Module 24 1. Key Information Module/Unit title: Executive Leadership Module Leader:
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corporation. According to Yukl (2006) “Decision processes are likely to be characterized more by confusion‚ disorder‚ and emotionality than by rationality. Instead of careful analysis of likely outcomes in relation to predetermined objectives‚ information is often distorted or suppressed to serve
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different aspects of life from private business to government entities (Wren‚ 1995‚ p. 5). The models of leadership used are dependent upon the individual attributes of the leaders‚ for example traits‚ values‚ self-identity‚ skills‚ and competencies (Yukl‚ 2013‚ p. 136). A close look at select leadership models and how they compare and contrast with each other provides insight into the types of leadership that might be employed within organizations as they face various leadership issues and challenges
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References: Gary A. Yukl‚ (2002) Leadership In Organizations‚ Prentice-Hall International Edition‚ 2nd Edition‚ Peter L. Wright‚ (1996) Managerial Leadership‚ Routledge‚ 1st Edition‚ Bittel L. R.‚ The McGraw-Hill 36 –hour Management Course‚ (McGraw-Hill‚ 1989)‚ Fred E
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cause and effect. Conceptual skills are often gained through formal education‚ reflection‚ and experience (Jones & George‚ 2009). While technical skills focus on things and human skills focus on people‚ conceptual skills focus on ideas and concepts (yukl.2002). According to Katz‚ these skills extend to visualizing the relationship of the firm to the external environment. Katz 1995 argue conceptual skill involves the manager’s thinking‚ make decision and planning abilities. It also involves understanding
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Healthcare Organizations‚ Theory‚ Behavior‚ and Development. Sudbury‚ MA: Jones and Bartlett Publishers Traditional Leadership Style‚ Retrieved September 19‚ 2010 from http://www.money-zine.com/Definitions/Career-Dictionary/Traditional-Leadership-Style/ Yukl‚ G. (2006). Leadership in Organizations (6th ed.). New Jersey: Pearson Prentice Hall
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