technology (routine or non-routine) the organisational structure‚ leadership style and control systems will differ. This will be discussed in greater detail in later chapters. (3) Environmental uncertainty What works in a stable environment may not work or be totally inappropriate in a rapidly changing and unpredictable environment. (4) Individual differences. differences are important when managers select motivation techniques‚ leadership styles and job designs. Body of management thought‚ based
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HONG KONG BAPTIST UNIVERSITY CONTINGENCY PLAN Team Member 陈韵筱 12427470 黄汝兮 12404594 罗诗韵 12414670 罗雨婷 12405426 邵滟婷 12414654 Content 1. Introduction……………………………………………………………….…3 2. Objectives of the plan………………………………………………………..3 3. Stakeholders of Hong Kong Baptist University……………………………..4 4. List of potential risks………………………………………………………...4 5. Fabricating academic credentials of teaching staffs………… ………………..5 5.1 Situation identification…………………………………………
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Fiedler’s Contingency Model: Fred E. Fiedler was one of the first leadership researchers to acknowledge that effective leadership is dependent on the characteristics of the leader and the situation. The contingency model helps to explain why a manager may be an effective leader in one situation and ineffective in another. The contingency model also shows which managers are likely to be most effective in what situations. It is said by Fiedler‚ that personal characteristics can influence leader effectiveness
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Contingency theorists argue that an organization that adapts to its environment will perform better than an organization that does not (Donaldson‚ 1996) and that mismatched characteristics within organizational configurations will prevent an organization from achieving natural harmony with its environment that will lead to better performance (Mitzberg‚ 1981). In contrast to the classical scholars‚ most theorists today believe that there is no one best way to organize. What is important is that there
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CONTINGENCY THEORY Contingency Theory is a class of behavioral theory that claims that there is no best way to organize a corporation‚ to lead a company‚ or to make decisions. Instead‚ the optimal course of action is contingent (dependent) upon the internal and external situation. The leading practitioners of which were Tom Burns‚ Joan Woodward‚ Paul Lawrence‚ Jay Lorsch‚ and Fred Fiedler‚ an otherwise theoretically eclectic group who were nevertheless united in their belief that no single organizational
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LEADERSHIP FROM AN ISLAMIC PERSPECTIVE By LOKMAN EFFENDI RAMLI Page 1 of 27 1.0 INTRODUCTION Allah (s.w.t.)1 has created mankind with noble objective that people would lead their live in peace and harmony following the system of belief of his revelations sent down through Prophets from time to time since very beginning of the society in this world. On top of that‚ Allah (s.w.t) said in Al Qu’ran the responsible of humankind is to worship to him. “I have only created jinns and men
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Contents 1. INTRODUCTION .................................................................................................... 2 2. HERSEY’S AND BLANCHARD’S SITUATIONAL LEADERSHIP MODEL ........... 3 3. SITUATIONAL LEADERSHIP & HOFSTEDE’S CULTURAL DIMENSIONS ........ 4 A.I.M. A Cultural Contingency Approach to Situational Leadership 3.1. Power Distance...............................................................................................................4 3.2. Individualism ..............
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Trait-based perspectives of leadership have been an enduring topic throughout history. The actual inception of leadership and trait-based perspectives is arguable. However‚ there is no denying its evolution‚ as seen through research. Zaccaro (2007) stated the analysis of leadership and traits dates back to Galton’s (1869) Hereditary Genius‚ which articulated two distinct and important points. First‚ a definition of leadership‚ which describes exclusive and unique characteristics‚ possessed by
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Matthew R. Fairholm University of South Dakota Different Perspectives on the Practice of Leadership Public administrators need not only practical and intellectual permission to exercise leadership‚ but also a practical and intellectual understanding of what leadership actually is. Much has emerged in the public administration literature and practice about the need for and legitimacy of public managers exerting leadership in their work‚ complementing the traditional functions of organizational
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Educational Leadership: An Islamic Perspective Dr. Walid Ahmad Masa’dah‚ Department of Islamic Studies‚ College of Shari ’ah and Islamic Studies‚Yarmouk University‚ Irbid‚ Jordan And Dr. Ali Mohammad Jubran‚ Department of Islamic Studies‚ College of Shari ’ah and Islamic Studies‚Yarmouk University‚ Irbid‚ Jordan ABSTRACT This paper aimes to identify the main features of educational leadership from an Islamic perspective. It is an attempt to contribute to the development and understanding
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