Inspirational Approaches to Leadership

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فهرست عناوین اصلی در این پاورپوینت

● Framing: Using Words to Shape Meaning and Inspire Others
● Inspirational Approaches to Leadership
● Key Characteristics of Charismatic Leaders
● Beyond Charismatic Leadership
● Transactional and Transformational Leadership
● Characteristics of Transactional Leaders
● Full Range of Leadership Model
● Characteristics of Transformational Leaders
● Authentic Leaders and Ethical Behavior
● Ethical Leadership
● Trust: The Foundation of Leadership
● Dimensions of Trust
● Three Types of Trust
● Basic Principles of Trust
● Employees’ Trust in Their CEOs
● Contemporary Leadership Roles: Providing Team Leadership
● Contemporary Leadership Roles: Mentoring
● Contemporary Leadership Roles: Self-Leadership
● Online Leadership
● Challenges to the Leadership Construct
● Substitutes and Neutralizers for Leadership
● Finding and Creating Effective Leaders

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., leadership, trust, leader, –, self, behavior, vision, base, role, employee, goal,

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عبارات پرتکرار و مهم در این اسلاید عبارتند از: ., leadership, trust, leader, –, self, behavior, vision, base, role, employee, goal,

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contemporary issues in leadership chapter thirteen framing using words to shape meaning and inspire others leaders use framing selectively including or excluding facts to influence how others see and interpret reality. framing a way to use language to manage meaning inspirational approaches to leadership charismatic leaders have a vision. are willing to take personal risks to achieve the vision. are sensitive to follower needs. exhibit behaviors that are out of the ordinary. charismatic leadership theory followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors. key characteristics of charismatic leaders e x h i b i t ۱۳–۱ vision and articulation. has a vision—expressed as an idealized goal—that proposes a future better than the status quo and is able to clarify the importance of the vision in terms that are understandable to others personal risk. willing to take on high personal risk incur high costs and engage in self sacrifice to achieve the vision environmental sensitivity. able to make realistic assessments of the environmental constraints and resources needed to bring about change sensitivity to follower needs. perceptive of others’ abilities and responsive to their needs and feelings unconventional behavior. engages in behaviors that are perceived as novel and counter to norms source based on j. a. conger and r. n. kanungo charismatic leadership in organizations thousand oaks ca sage ۱۹۹۸ p. ۹۴. beyond charismatic leadership level ۵ leaders possess a fifth dimension—a paradoxical blend of personal humility and professional will—in addition to the four basic leadership qualities of individual capability team skills managerial competence and the ability to stimulate others to high performance channel their ego needs away from themselves and into the goal of building a great company transactional and transformational leadership contingent reward management by exception active management by exception passive laissez faire idealized influence inspirational motivation intellectual stimulation individual consideration transactional leaders leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements transformational leaders leaders who provide the four i’s individualized consideration inspirational motivation idealized influence and intellectual stimulation characteristics of transactional leaders e x h i b i t ۱۳–۲ contingent reward contracts exchange of rewards for effort promises rewards for good performance recognizes accomplishments management by exception active watches and searches for deviations from rules and standards takes corrective action management by exception passive intervenes only if standards are not met laissez faire abdicates responsibilities avoids making decisions source b. m. bass from transactional to transformational leadership learning to share the vision organizational dynamics winter ۱۹۹ p. ۲۲. reprinted by permission of the publisher. american management association new york. all rights reserved. full range of leadership model characteristics of transformational leaders e x h i b i t ۱۳–۲ cont’d idealized influence provides vision and sense of mission instills pride gains respect and trust inspiration communicates high expectations uses symbols to focus efforts expresses important purposes in simple ways intellectual stimulation promotes intelligence rationality and careful problem solving individualized consideration gives personal attention treats each employee individually coaches advises authentic leaders and ethical behavior authentic leaders know who they are what they believe in and value and act on those values openly and candidly. followers see them as ethical. ethical leaders use ethical means to get followers to achieve their goals and the goals themselves are ethical. ethical leadership actions work to positively change the attitudes and behaviors of employees engage in socially constructive behaviors do not abuse power or use improper means to attain goals trust the foundation of leadership trust a positive expectation that another will not—through words actions or decisions—act opportunistically trust is a history dependent process familiarity based on relevant but limited samples of experience risk e x h i b i t ۱۳–۴ ۱۲.bin dimensions of trust integrity honesty and truthfulness competence an individual’s technical and interpersonal knowledge and skills consistency an individual’s reliability predictability and good judgment in handling situations loyalty the willingness to protect and save face for another person openness reliance on the person to give you the full truth three types of trust deterrence based trust trust based on fear of reprisal if the trust is violated identification based trust trust based on a mutual understanding of one another’s intentions and appreciation of the other’s wants and desires knowledge based trust trust based on behavioral predictability that comes from a history of interaction basic principles of trust mistrust drives out trust. trust begets trust. growth often masks mistrust. decline or downsizing tests the highest levels of trust. trust increases cohesion. mistrusting groups self destruct. mistrust generally reduces productivity. employees’ trust in their ceos employees who believe in senior management source gantz wiley research. reproduced in usa today february ۱۲ ۲ ۳ p. ۷b. e x h i b i t ۱۲–۲ contemporary leadership roles providing team leadership team leadership roles act as liaisons with external constituencies serve as troubleshooters managing conflict coaching to improve team member performance contemporary leadership roles providing team leadership cont’d. e x h i b i t ۱۳ ۶ contemporary leadership roles mentoring mentoring activities present ideas clearly listen well empathize share experiences act as role model share contacts provide political guidance mentor a senior employee who sponsors and supports a less experienced employee a protégé contemporary leadership roles self leadership creating self leaders model self leadership encourage employees to create self set goals encourage the use of self rewards create positive thought patterns create a climate of self leadership encourage self criticism self leadership a set of processes through which individuals control their own behavior. online leadership leadership at a distance building trust the lack of face to face contact in electronic communications removes the nonverbal cues that support verbal interactions. there is no supporting context to assist the receiver with interpretation of an electronic communication. the structure and tone of electronic messages can strongly affect the response of receivers. an individual’s verbal and written communications may not follow the same style. writing skills will likely become an extension of interpersonal skills challenges to the leadership construct qualities attributed to leaders leaders are intelligent outgoing have strong verbal skills are aggressive understanding and industrious. effective leaders are perceived as consistent and unwavering in …

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