Management - 12manage

Leadership.

Methods, Models and Theories

Leadership. Methods, Models and Theories (A-Z)

Leadership

Appreciative Inquiry Cooperrider

Attributes of Management Excellence Peters

Attribution Theory Heider

Bases of Social Power French Raven

Beyond Budgeting Fraser

Centralization and Decentralization

Change Approaches Kotter

Change Behavior Ajzen

Change Equation Beckhard

Change Management Iceberg

Change Phases Kotter

Changing Organization Cultures Trice Beyer

Charismatic Leadership Weber

Coaching

Competing Values Framework Quinn

Contingency Theory Vroom

Core Group Theory Art Kleiner

Crisis Management

Cultural Dimensions Hofstede

Cultural Intelligence Early

Culture Levels Schein

Dimensions of Change Pettigrew Whipp

Dimensions of Relational Work Butler

 

Emotional Intelligence Goleman

EPIC ADVISERS Banhegyi

ERG Theory Alderfer

Expectancy Theory Vroom

Five Disciplines Senge

Force Field Analysis Lewin

Forget Borrow Learn Govindarajan Trimble

Framing Tversky

Functional Leadership

Groupthink Janis

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Growth Phases Greiner

Hagberg Model of Personal Power

Hierarchy of Needs Maslow

Inspirational Leadership

Instrumental Approach of Stakeholder Theory

Intrinsic Stakeholder Commitment

Leadership Continuum Tannebaum

Leadership Pipeline Drotter

Leadership Styles Goleman

Leadership Styles House

Level 5 Leadership Collins

Leveraged Buy-out

Levers of Control Simons

Management Buy-out

Management by Objectives Drucker

Managerial Grid Blake Mouton

Managing for Value McTaggart

 

Mentoring

Moral Purpose Mourkogiannis

Normative Approach of Stakeholder Theory

OODA Loop Boyd

Organizational Configurations Mintzberg

Organization Chart

PAEI management roles

Parenting Advantage Goold Campbell

Parenting Styles Goold Campbell

Participative Leadership

Path-Goal Theory House

Performance Prism

Portfolio Analysis

POSDCORB Gulick

Positive Deviance Pascale Sternin

RACI (RASCI)

 

Result Oriented Management

Results-Based Leadership Ulrich

SECI model Nonaka Takeuchi

Servant-Leadership Greenleaf

Seven Habits Covey

Seven Signs Of Ethical Collapse Jennings

Seven Surprises Porter

Situational Leadership Hersey Blanchard

SMART Drucker

Social Intelligence

Spiral Dynamics Graves

Stakeholder Value Perspective

Strategic Intent Hamel Prahalad

Strategic Stakeholder Management

 

Missing a Method?

 

Ten Schools of Thought Mintzberg

Theory of Constraints Goldratt

Theory of Mechanistic and Organic Systems Burns

Theory of Needs McClelland

Theory of Reasoned Action Ajzen Fishbein

Theory X Theory Y McGregor

Theory Z Ouchi

Turnaround Management

Twelve Principles of the Network Economy Kelly

Two Factor Theory Herzberg

Value Based Management

Value Disciplines Treacy Wiersema

Whole Brain Model Herrmann

 

 

Leadership Forum

Recent User Comments
Kamekish - India Unlearning and Leadership "Unlearning is more important than learning for modern leaders. Leaders can have no appreciation of understanding the situations of the 21st century without full control on unlearning. Unlearning has to be made integral part of decision making for successful leaders. Most people have grown in the last few decades through suitable education, good opportunities, hard work and acquiring wisdom. The decisions have to be made from mind and logic rather than heart. And that is the core of the information age. In spite of learning, changing places, new professions, astronomical growth, etc individuals will be able to manage their present, and plan their future, through systematic unlearning only."    19
 - South Africa Management and Leadership "Warren Bennis, the leadership guru has differentiated leadership from management with two simple acronyms. The management acronym POEM means: ‘Plan, Organise, Execute and Monitor and Measure’. This is quite different form the leadership acronym MAST, which signifies that a leader manages ‘Meaning, Attention, Self and Trust’.
Management of Meaning (what does this mean for my company?), and the Management of Attention (if this is important, then we’d better focus on the following activities, and importantly STOP these activities).
The Management of Self is fairly obvious although I’ve seen many leaders transgress this simple principle by contravening their own espoused principles.
Finally the Management of Trust is another key leadership element: True leadership will require a special brand of honesty if trust is to be built – this honesty tempers hype with business sense, and filters everything through the organisation’s strategic intent."
   24
Dr. Hemjith - India Leadership and Ownership "Our research (my co-researcher R. Chandrashekar and myself) shows that " Leadership without Ownership" does not exist. We used to debate as to whether "Leadership is a myth or not". Myth generates false hopes and hope is HOPE, whether false or genuine. We arrived at the notion of "Ownership". When we extend our sense of ownership to our organisation, our reflexes include the organisation's well being - a sense of total belonging. People working with me, their well being becomes my well being. The moment the sense of ownership is infused in a relationship, the reflexes take over. You cease to think and debate. You start to feel and react. Thinking cannot produce spontaneous reaction. There is always latency in thinking. But feeling is spontaneous. It delivers the reaction 100% without transmission loss. But it should orginate from a center of purity without selfish motives and there lies the essence of leadership."    43
Radhakrishnan - India Leadership is context specific "Leadership is context specific. There is no such thing as 'global leadership'. Experience of leaders in different fields has proven this. It is about clarity of purpose in a given context (business, organization building) and achieving the goal, fully involving the team in the process. Study of different leaders & leadership styles will help in gaining insight as to how goals have been achieved and what style has helped, but individuals can innovate styles and still succeed."    33
Elaine - US Leadership barries for women "According to a study by catalyst.org, gender stereotyping is one of the key barriers to women’s advancement in corporate leadership. It leaves women with limited, conflicting, and often unfavorable options no matter how they choose to lead. The 2006 Catalyst Census shows that, even though women make up over 50% of the management, professional, and related occupations, only 15.6% of Fortune 500 corporate officers and 14.6% of Fortune 500 board directors are women. They are either considered too soft or too tough, they face higher standards than men leaders and are rewarded with less, and when women exhibit traditionally valued leadership behaviors such as assertiveness, they tend to be seen as competent but not personable or well-liked. Yet those who do adopt a more stereotypically feminine style are liked but not seen as having valued leadership skills."    32
Best User Comments
Donald - USA The Incomplete Leader "I noticed a new perspective on leadership methods in HBR Feb 07 by Deborah Ancona c.s. She argues no human being is perfect and no leader can be perfect. So maybe its for the best to stop trying to be a perfect leader. Leaders should find others who can offset their limitations and complement their strenghts. A framework of distributed leadership is provided. This leadership model mentions 4 important capabilities: sensemaking, relating, visioning and inventing. Do you agree we should stop expecting so much of leaders in organizations?"    46

Leadership Education & Events



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  § anne (philippines) management "no reactions"
  § Barbara (USA) Bennis viewpoint on Leadership "More recently Bennis mentions 4 somewhat different factors that are essential for leaders in an environment of complexity and turbo-change, regardless of culture and context:
1. Adaptive capacity (sense of resilience, hardiness and creativity, seizing opportunities, learning)(~Management of Attention?).
2. Capacity to engage followers in a shared meaning (~Management of Meaning).
3. Finding out who they temselves are (emotional intelligence, ~Management of Self).
4. Rely on a moral compasss (a set of principles, a belief system, a set of convictions).
Depending on the context these 4 factors need to be supplemented with other factors. (Business, The Ult. Resource, 2nd edition, p259)"
  § Barbara (USA) Background Bennis "To appreciate the leadership thinking of Bennis well, you should know that he grew up during WWII, at the time when iconic figures such as Churchill, Roosevelt, Hitler and Mussolini were dominating the world. Furthermore, Bennis was an admirer of Douglas McGregor (Theory X Y). Bennis' thinking implements Theory Y from the perspective of leadership."
  § Stan Heard (USA) Management and Leadership "It seems that Leadership has been successfully removed from the work of Management in most everyone's mind. Management was once seen as the blending of four functions - Planning, Organizing, Leading and Auditing. Leadership was seen as the work a manager does to inspire others to pursue the goals of the organization. Since Bennis has a new POEM for management, I wonder if anyone has ever successfully Executed in an organizational environment without Leading. Once you remove Leading as work that a Manager does, you can and must create all sorts of plausible reasons for failure. In the end it is all Leadership Failure. Maybe we should re-unite the concepts of Leadership and Management."

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  § Erik Ottosson (Sweden) Leadership and Ownership "Dr Hemjiths reflection on leadership is truly beautiful. I´m greateful for his contribution. As I understand the essence of "Leadership with Ownership", a leader can make use of the individual energy of the followers, who will react spontaneously as soon as they become "owners". This view on leadership clearly brings the issue of individual responsibility to the surface. A leader can have good or bad intentions, but as soon as the threshold of ownership is past, people will follow their leader, the logical reflections will come later, in the light of the factual events and with second thougt. Often too late, Hitler, Mao et.al have proven this."
  § Paulo Caius (Spain) Leadership deals with people "Leadership is something related to people and how they are organized in order to achieve goals. During past decades, we could see many theories and all of them can fail or win according to our skills commanding people and generate wealth to be distributed according the culture of each organization. BSC is a fundamental tool as well as Business Intelligence. Many case studies in the world can be analysed and all of them depend on the capability of approaching the social science of the organization. So, before incorporating all of these great practices, please try to understand if you will be able to engage humans on that."
  § Ahmed Altaf (India) Leadership and Ownership "I truly agree with the concept of non-existance of leadership without Ownership only when we talk in terms of Organisation and Business. But leadership as a whole does exist without Ownership. A good example we have is 'Gandhiji' who was not the owner of anything but he took a step further for Freedom and succeeded."
  § Al Gates (Canada) Leadership "I think Leadership is 'Emotion in Motion'."
  § Patric Hohl (Germany) Ownership "last sentence of Dr Hemjith reflection is for me the strongest one. Leader will influence world, companies, but if their behaviour, and use of their powerfull skills, are self oriented and not people or company, it will not help the system in a sustainable way. Ownership is adding value to the whole, not the one."

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  § Gerald C. (UK) Universal Leadership Concept "I agree. Interestingly, there is a leadership theory that actually says there is no universal best leadership method or style. The best leadership approach depends on various internal and external constraints (factors) or as you call it: the context. See "Contingency Theory" on this page for more info."
  § Alex Lowy (Canada) Leadership and Decision Making "There is a view that still prevails in many places that effective leaders are especially capable of making tough decisions, even in the face of time pressures, little data and much ambiguity. The best leaders resist doing this however, recognizing that higher levels of complexity and uncertainty often demand patience, dialogue and sustained attention from a host of affected parties. Great leaders recognize the difference between decisions, problems and dilemmas, and treat them differently. They make decisions, solve problems and manage and exploit dilemmas."
  § K. Venkatesh (India) Leadership means Influence "Leading is influencing without coercion or authority. Leadership demands an ability to sell a vision and create a consensus and realizing the vision. For people to buy the leader's vision, the leader has to exercise influence over the team. Mahatma Gandhi's leadership is an excellent example of influencing masses to buy his vision of satyagraha struggle for Indian independence. It was unusual to follow such a path. Ernst Shakleton showed resilience and poise in face of adversity to show his mean what grit means. Few would have had Shakleton's strength of mind in his failed attempt to reach South Pole when his ship hit a ice formation. He converted every adversity into opportunity and brought all his men back alive despite harsh conditions. Any leader should show what it means to reach the goal and lead by example. Mahatma Gandhi and Ernst Shakleton showed extraordinary skills of leadership to realize their dream."
  § Leo1 (NZ) Leadership is what you want it to be "Rely more on our feelings and doing the right thing"
  § Eddie (UK) Leadership is context specific "The old saying that no one size fits all, truly holds in this case - "no one leadership style fits all situation". This is the essence of the contingency theory!"
  § Souvik (India) Leadership styles "Leading from the front in different situations applying different styles that suits each situation develops a leader."

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  § Uma Shashikumar (India) Leadership barries for Women "Women in Leadership role is challenging. Especially when she is at the Core level. She has to face the ego problem with the male in the top. When she proposes the valued views or ideas, she is been pushed down, ignored and criticized. Leadership role as women is challenging."
  § Ellie M. (USA) Labyrinth instead of glass ceiling "In a HBR article (Sept07) Alice Eagly and Linda Caril say there is no glass ceiling (one reason that women cannot reach top functions), but rather a labyrinth of obstacles (at various management levels). They mention the following multiple obstacles for women:
1. Vestiges of prejudice (men still earn more)
2. Resistance to woman's leadership (due to gender stereotyping as described in the comment by Elaine)
3. Issues of leadership style (women struggle to adopt an appropriate leadershipstyle, because of issue #2)
4. Demands of family life
5. Underinvestment in social capital (lack of time to invest in networking: the core work activities plus issue #4 consume all their time)."

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  § Gurmeet (India) The incomplete leader "Very sensible observation. The concept of distributed leadership is practicable and also ensures participation and ownership across the team."
  § Zdzislaw (USA) Incomplete Leader "The idea presented by Donald is such an important idea. I see too many leadership coaches come in and create expectations that no one could ever satisfy. The idea of building a leadership team to complement strengths is important. Not only does it address limitations of each leader but it also enhances the organizations capability to respond to emerging situatons better. Different situations require different leadership styles, by building a team with complementary strengths dramatically increases an organizations ability to deal with different circumstances."
  § Debbie Payne (Canada) The Incomplete Leader "The question, should we stop expecting so much of leaders in organizations, as related to being the "perfect leader" strikes me as odd in some ways. My sense is we should be expecting more of leaders, not perfection, but more different leadership and leadership that is holistic, with a stronger focus on development of employees as leaders. We need the the right leaders in the right positions at the right time AND we need them to recognize this, and recognize when they need to move to another place/time to contribute in new ways."

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