Tài liệu miễn phí Kỹ năng lãnh đạo
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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.
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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).
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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;…
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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;
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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?
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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.
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After studying this chapter you will be able to understand: Women and leadership perspective, gender and leadership styles, gender and leadership effectiveness, the glass ceiling, breaking the glass ceiling, women and leadership approach.
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After studying this chapter you will be able to understand: Team leadership perspective, team leadership model, leadership decisions, leadership actions, team effectiveness, principled leadership, how does the team leadership model work?
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Upon completion of this lesson, the successful participant will be able to: Transformational leadership (TL) perspective, a model of transformational leadership transformational leadership factors, full range of leadership model, the additive effects of Tl, other transformational leadership perspectives, how does the transformational approach work?
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After studying this chapter you will be able to understand: Conceptualizes leadership as a process that is centered on the interactions between leaders and followers, makes the dyadic relationship between leaders and followers the focal point of the leadership process, challenged this assumption and directed researcher's attention to the differences that might exist between the leader and each of the leader's followers.
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After studying this chapter you will be able to understand how leaders motivate subordinates to accomplish designated goals, enhance employee performance and employee satisfaction by focusing on employee motivation.
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Upon completion of this lesson, the successful participant will be able to understand: Concerned with styles and situations, framework for effectively matching the leader and the situation, task motivated (reaching a goal) or relationship motivated (developing close interpersonal relationships) leadership styles.
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In this model, leadership is described as being on a continuum between directive, or telling people what to do, and supportive, or helping people find their own answers to a problem or challenge. This chapter presents the following content: Situational approach perspective, leadership styles, developmental levels, how does the situational approach work?
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The main contents of this chapter include all of the following: Style approach perspective, Ohio State studies, University of Michigan studies, Blake & Mouton’s Leadership Grid, how does the style approach work? Inviting you refer.
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This lecture provides an overview of the skills approach to leadership as found in Leadership: theory and practice. This chapter presents the following content: Skills Approach Perspective, three-skill approach (Katz, 1955), skills-based model (Mumford, et al, 2000), how does the skills approach work?
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This chapter explains the concept of the trait approach to leadership theory as defined in lecture leadership: theory & practice. The main contents of this chapter include all of the following: Great person theories, historical shifts in trait perspective, what traits differentiate leaders from nonleaders? How does the trait approach work?
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This chapter explores the concepts of leadership (and management) and will focus on the leaders’ use of power to influence and persuade followers to act in ways which help the organization attain its goals. This chapter presents the following content: Conceptualizing leadership, leadership definition, components of the definition, followers & leadership.
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Upon completion of this lesson, the successful participant will be able to: 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 6:58:00 AM +00:00