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Leadership: Theory, application, skill development (2nd/E) - Chapter 2: Robert N. Lussier, Christopher F. Achua
Chapter 2 - Leadership traits and ethics. The following will be discussed in this chapter: List the benefits of classifying personality traits, describe the big five personality dimensions, explain the universality of traits of effective leaders, discuss why the trait of dominance is so important for managers to have, state how the achievement motivation theory and the leader motive profile are related and different.
5/21/2021 8:47:39 PM +00:00
Leadership: Theory, application, skill development (2nd/E) - Chapter 1: Robert N. Lussier, Christopher F. Achua
Chapter 1 - Who Is a Leader? The following will be discussed in this chapter: 5 key elements of leadership, 10 managerial roles, levels of leadership analysis interrelationship, behavioral leadership theories, trait & behavioral leadership theories and contingency theories.
5/21/2021 8:47:25 PM +00:00
Lecture Leadership: Theory, application, skill development: Chapter 10 - Robert N. Lussier, Christopher F. Achua
Chapter 11 - Strategic leadership and change management. This chapter began by revisiting the topic of leadership and management. Management skills are important to ensure compliance with existing systems, processes, and procedures; they are used to help preserve the status quo, improve consistency and efficiency, and maintain control.
5/19/2021 7:57:54 PM +00:00
Lecture Leadership: Theory, application, skill development: Chapter 9 - Robert N. Lussier, Christopher F. Achua
Chapter 9 - Leadership of culture, ethics, and diversity. This chapter examined the relationship between personality traits, personality types, intelligence, and emotional intelligence with leadership success. In general, all of these attributes can help a leader to influence a group toward the accomplishment of its goals, but in and of themselves they are no guarantee of leadership success.
5/19/2021 7:57:47 PM +00:00
Lecture Leadership: Theory, application, skill development: Chapter 8 - Robert N. Lussier, Christopher F. Achua
Chapter 8 - Charismatic and transformational leadership. As an organizing framework, this chapter introduced the Congruence Model as a way to consider many of the situational factors leaders should consider. In terms of work factors, leaders need to be aware of how task interdependence, task structure, and job characteristics can affect both their own and their followers' behaviors, and how they might change these factors in order to improve followers' satisfaction and performance.
5/19/2021 7:57:39 PM +00:00
Lecture Leadership: Theory, application, skill development: Chapter 7 - Robert N. Lussier, Christopher F. Achua
Chapter 7 - Team leadership and self-managed teams. The group perspective showed that followers' behaviors can be the result of factors somewhat independent of the individual characteristics of followers. Group factors that can affect followers' behaviors include group size, stages of group development, roles, norms, and cohesion. Leadership practitioners should use these concepts to better understand followers' behaviors.
5/19/2021 7:57:32 PM +00:00
Lecture Leadership: Theory, application, skill development: Chapter 6 - Robert N. Lussier, Christopher F. Achua
Chapter 6 - Leader – Follower relations. Leadership is a process in which leaders and followers interact dynamically in a particular situation or environment. Leadership is a broader concept than that of leaders, and the study of leadership must involve more than just the study of leaders as individuals. The study of leadership must also include two other areas: the followers and the situation.
5/19/2021 7:57:25 PM +00:00
Lecture Leadership: Theory, application, skill development: Chapter 5 - Robert N. Lussier, Christopher F. Achua
Chapter 5 - Contingency Leadership Theories. This chapter is designed to provide an overview of four of the more well-known contingency theories of leadership, which include the normative decision model (Vroom & Vetton, 1973), the situational leadership model (Hersey & Blanchard, 1984), the contingency model (Fiedler, 1967), and the path-goal theory (House & Dessler, 1974).
5/19/2021 7:57:19 PM +00:00
Lecture Leadership: Theory, application, skill development: Chapter 4 - Robert N. Lussier, Christopher F. Achua
Chapter 4 - Influencing: power, politics, networking, and negotiation. Learning objectives of this chapter include: Is power good or bad for organizations? Position power, types of power, acquiring and losing power, common organizational political behaviors,...
5/19/2021 7:57:11 PM +00:00
Lecture Leadership: Theory, application, skill development: Chapter 3 - Robert N. Lussier, Christopher F. Achua
Chapter 3 - Leadership Behavior and Motivation. Learning objectives of this chapter include: Behavioral theory paradigm; leadership behavior and leadership style; university of iowa leadership styles; university of michigan leadership model: two leadership styles, one dimension; the leadership grid;...
5/19/2021 7:57:03 PM +00:00
Lecture Leadership: Theory, application, skill development: Chapter 2 - Robert N. Lussier, Christopher F. Achua
Chapter 2 - Leadership Traits and Ethics. Learning objectives of this chapter include: List the benefits of classifying personality traits, describe the big five personality dimensions, explain the universality of traits of effective leaders, discuss why the trait of dominance is so important for managers to have, state how the achievement motivation theory and the leader motive profile are related and different.
5/19/2021 7:56:56 PM +00:00
Lecture Leadership: Theory, application, skill development: Chapter 1 - Robert N. Lussier, Christopher F. Achua
Chapter 1 Who Is a Leader? Learning objectives of this chapter include: Briefly describe the five key elements of leadership, list the ten managerial roles based on their three categories, explain the interrelationships among the levels of leadership analysis, describe the major similarity and difference between the trait and behavioral leadership theories, discuss the interrelationships between trait and behavioral leadership theories and contingency theories, define the key terms listed at the end of the chapter.
5/19/2021 7:56:49 PM +00:00
Lecture Leadership: Enhancing the lessons of experience (4/e) – Chapter 13
Chapter 13 - Leadership and change. This chapter began by revisiting the topic of leadership and management. Management skills are important to ensure compliance with existing systems, processes, and procedures; they are used to help preserve the status quo, improve consistency and efficiency, and maintain control.
10/19/2020 11:47:46 AM +00:00
Lecture Leadership: Enhancing the lessons of experience (4/e) – Chapter 12
Chapter 12 - Contingency theories of leadership. This chapter is designed to provide an overview of four of the more well-known contingency theories of leadership, which include the normative decision model (Vroom & Vetton, 1973), the situational leadership model (Hersey & Blanchard, 1984), the contingency model (Fiedler, 1967), and the path-goal theory (House & Dessler, 1974).
10/19/2020 11:47:39 AM +00:00
Lecture Leadership: Enhancing the lessons of experience (4/e) – Chapter 11
Chapter 11 - Characteristics of the situation. As an organizing framework, this chapter introduced the Congruence Model as a way to consider many of the situational factors leaders should consider. In terms of work factors, leaders need to be aware of how task interdependence, task structure, and job characteristics can affect both their own and their followers' behaviors, and how they might change these factors in order to improve followers' satisfaction and performance.
10/19/2020 11:47:33 AM +00:00
Lecture Leadership: Enhancing the lessons of experience (4/e) – Chapter 10
Chapter 10 - Groups and teams. The group perspective showed that followers' behaviors can be the result of factors somewhat independent of the individual characteristics of followers. Group factors that can affect followers' behaviors include group size, stages of group development, roles, norms, and cohesion. Leadership practitioners should use these concepts to better understand followers' behaviors.
10/19/2020 11:47:27 AM +00:00
Lecture Leadership: Enhancing the lessons of experience (4/e) – Chapter 9
Chapter 9 - Motivation, satisfaction and performance. This chapter has reviewed research concerning motivation, satisfaction, and performance. Motivation was defined as anything that provides direction, intensity, and persistence to behavior. Although motivation is an important aspect of performance, performance and motivation are not the same thing.
10/19/2020 11:47:20 AM +00:00
Lecture Leadership: Enhancing the lessons of experience (4/e) – Chapter 8
Chapter 8 - Leadership behavior. Leaders can benefit from the leadership behavior research in several ways. First, the behavioral approach has served the important purpose of directing attention to identifying types of leadership behavior critical to success. Second, the behavioral approach allows leadership practitioners to focus on concrete and specific examples of leader behavior. Third, an outgrowth of the behavioral approach has been the development of competency models and 360-degree feedback instruments.
10/19/2020 11:47:14 AM +00:00
Lecture Leadership: Enhancing the lessons of experience (4/e) – Chapter 7
Chapter 7 - Leadership traits. This chapter examined the relationship between personality traits, personality types, intelligence, and emotional intelligence with leadership success. In general, all of these attributes can help a leader to influence a group toward the accomplishment of its goals, but in and of themselves they are no guarantee of leadership success.
10/19/2020 11:47:08 AM +00:00
Lecture Leadership: Enhancing the lessons of experience (4/e) – Chapter 6
Chapter 6 - Leadership and values. This chapter reviews evidence regarding the relationship between values and leadership. Values are constructs that represent general sets of behaviors or states of affairs that individuals consider to be important, and they are a central part of a leader's psychological makeup.
10/19/2020 11:47:01 AM +00:00
Lecture Leadership: Enhancing the lessons of experience (4/e) – Chapter 5
Chapter 5 - Power and influence. This chapter has defined power as the capacity or potential to exert influence, influence tactics as the behaviors used by one person to modify the attitudes and behaviors of another, and influence as the degree of change in a person's attitudes, values, or behaviors as the result of another's influence tactic.
10/19/2020 11:46:55 AM +00:00
Lecture Leadership: Enhancing the lessons of experience (4/e) – Chapter 4
Chapter 4 - Assessing leadership and measuring its effects. Although this chapter focused on leadership research, there are several reasons it is relevant for leadership practitioners even though they are unlikely to actually conduct leadership research themselves. First, organizations can and do use a number of techniques to assess the values, personality, intelligence, and behaviors for any applicant pool.
10/19/2020 11:46:48 AM +00:00
Lecture Leadership: Enhancing the lessons of experience (4/e) – Chapter 3
Chapter 3 - Leadership is developed through education and experience. This chapter reviews: The tendency or bias to perceive one thing and not another, tendency to make external attributions for one’s own failures, yet make internal attributions for one’s successes.
10/19/2020 11:46:42 AM +00:00
Lecture Leadership: Enhancing the lessons of experience (4/e) – Chapter 2
Chapter 2 - Leadership involves an interaction between the leader, the followers, and the situation. Leadership is a process in which leaders and followers interact dynamically in a particular situation or environment. Leadership is a broader concept than that of leaders, and the study of leadership must involve more than just the study of leaders as individuals. The study of leadership must also include two other areas: the followers and the situation.
10/19/2020 11:46:36 AM +00:00
Lecture Leadership: Enhancing the lessons of experience (4/e) – Chapter 1
Chapter 1 - Leadership is everyones business. Learning certain conceptual frameworks for thinking about leadership can be helpful in making your own on-the-job experiences a particularly valuable part of your leadership development. Thinking about leadership can help you become a better leader than you are right now.
10/19/2020 11:46:29 AM +00:00
Bài giảng Kỹ năng mềm: Kỹ năng giải quyết vấn đề
Bài giảng Kỹ năng mềm: Kỹ năng giải quyết vấn đề tìm hiểu vai trò và lợi ích của giải quyết vấn đề; các bước trong quy trình giải quyết vấn đề; sử dụng một số công cụ giải quyết vấn đề một cách hiệu quả.
8/29/2020 11:56:46 AM +00:00
Lecture Art of Leadership and Motivation - Lecture 32
After studying this chapter you will be able to understand: Implement the eight-stage model of planned major change and use everyday strategies for gradual change; use techniques of communication, training and participation to overcome resistance to change;…
8/29/2020 6:59:34 AM +00:00
Lecture Art of Leadership and Motivation - Lecture 31
After studying this chapter you will be able to understand: Develop and apply the personal qualities of effective team leadership for traditional, virtual, and global teams; understand and handle the stages of team development, and design an effective team in terms of size, diversity, and levels of interdependence;
8/29/2020 6:59:26 AM +00:00
Lecture Art of Leadership and Motivation - Lecture 30
After studying this chapter you will be able to understand: The main contents of this chapter include all of the following: Leadership ethics perspective, ethical theories, principles of ethical leadership, diverse ethical perspectives, how does the leadership ethical perspective work?
8/29/2020 6:59:20 AM +00:00
Lecture Art of Leadership and Motivation - Lecture 29
After studying this chapter you will be able to understand: Culture and leadership description, culture defined, related concepts, dimensions of culture, clusters of world cultures, characteristics of clusters, leadership behavior & culture clusters, universally desirable & undesirable leadership attributes, culture and leadership.
8/29/2020 6:59:14 AM +00:00