Assessment 1: Leadership Profile Report
You are required to report your evaluation about two (2) different business leaders. To help you complete this task step by step, I have divided this assignment into several small tasks:
Find the leaders
First, you need to find two leaders in the business world or related fields. From your own perspective, please identify one ideal leader and one te
ible leader. You can use the Fortune Global 500 list to find your most and least favorite CEOs. You can also choose anyone you have worked with or you know. You can use pseudonyms if you do not want to reveal their identities.
Please note: You CANNOT choose political leaders. NO Steve Jobs, Bill Gates, or Mark Zucke
erg
1. Introduction (no more than 200 words): Please
iefly introduce the leaders you choose，please provide a short bio for these selected leaders (about 100 words for each) and explain why they are chosen (about 100 ~ 200 words for each person). For instance, why he/she is an ideal leader for you? Why he/she is, from your perspective, a te
ible leader?
2. Leadership Assessment - Traits, Behaviours, and Contingency Approach (600 words + or – 10%.): Please evaluate these leaders based on traits, behaviours, and contingency perspective.
Evaluate Leaders from Trait and Contingency Approach
please discuss the leadership quality of the chosen leaders. Are they still ideal/te
ible leaders based on Trait and Contingency perspective? Please use about 300 words to evaluate each leader.
A minimum three (3) academic journal references + two (2) other references is required.
Evaluate Leaders from Perception and Ethics Perspective
please discuss the leadership quality of the chosen leaders. Are they still ideal/te
ible leaders? Please use about 300 words to evaluate each leader.
A minimum three (3) academic journal references + two (2) other references is required.
Evaluate Leaders from Motivation and Social Influence Perspective
please discuss the leadership quality of the chosen leaders. Are they still ideal/te
ible leaders? Please use about 300 words to evaluate each leader.
A minimum three (3) academic journal references + two (2) other references is required.
Please use Unisa Harvard Referencing style
https:
oadmap.unisa.edu.au
Week0
• Educating Professionals • Creating and Applying Knowledge • Engaging our Communities
Organisational Leadership
Dr Chia-Yen (Chad) Chiu
Evidence-Based Management Practices
Management decisions should be based on a combination
of critical thinking and the best available evidence.
Evidence: information, facts or data supporting (or
contradicting) a claim, assumption or hypothesis.
In principle, all managers base their decisions on ‘evidence’.
We evaluate and practice good leadership based on the
scientistic approach, not personal preference.
https:
www.cebma.org/faq/evidence-based-management
https:
www.cebma.org/faq/evidence-based-management
What is “Leadership”
Leadership is an influence relationship among leaders
and followers who intend real changes and outcomes
that reflect their shared purposes (p. 5)
What is “Leadership”
Part I: What a Good Leader is
Week 1: Traits, Behaviours, and Relationships
Week 2: Contingency Model
Week 3: Leader as an Individual
Week 4: Courage and Moral Leadership
Part II: How Leaders Influence Followers
Week 5: Motivation and Empowerment
Week 6 & 7: Power and Social Influence
Part III: Achieving Shared Purposes and Leading
Changes
Week 8: Leading Teams
Week 9: Develop Leadership Diversity
Week 10: Shaping Cultures and Leading Changes
To Know
1. The Trait Approach to Leadership
2. The Behavioural Approach to Leadership
3. The Relationship Approach to Leadership
Please nominate a good and
a bad leade
Characteristics The Good The Bad
Gende
Age (roughly)
Ethnicity
Traits (personality)
Typical Behaviours
Relationships with
followers
Trait Approach:
• The distinguishing personal characteristics of a leader, such as
intelligence, honesty, self-confidence, and appearance
• The Great Man assumption: inherited traits leaders possessed that
distinguished them from people who were not leaders
• Leaders are BORN
Some important Leadership Traits:
• Optimism: Tendency to see positive side of things
• Self-confidence: Assurance in one’s own judgments, decision
making, ideas, and capabilities
• Honesty: Truthfulness and nondeception
• Integrity: Quality of being whole, integrated, and acting in
accordance with solid ethical principles
• Drive: High motivation that creates a high effort level by a leade
Rate your optimism (p. 40)
Other Leadership Traits:
Sources: Bass and Stogdill’s Handbook of Leadership: Theory, Research, and Management Applications, 3rd ed. (New York: The
Free Press, 1990), pp. 80–81; S. A. Kirkpatrick and E. A. Locke, ‘‘Leadership: Do Traits Matter?’’ Academy of Management
Executive 5, no XXXXXXXXXX), pp. 48–60; and James M. Kouzes and Ba
y Z. Posner, The Leadership Challenge: How to Get
Extraordinary Things Done in Organizations (San Francisco: Jossey-Bass, 1990).
Most Important Leadership Traits
Meta-analysis by Lord and associates (1986):
“Think manager-think male” Is it true?
Lord, R. G., De Vader, C. L., & Alliger, G. M XXXXXXXXXXA meta-analysis of the relation between personality traits and leadership perceptions: An application of validity generalization procedures. Journal of
applied psychology, 71(3), XXXXXXXXXX.
Koenig, A. M., Eagly, A. H., Mitchell, A. A., & Ristikari, T XXXXXXXXXXAre leader stereotypes masculine? A meta-
analysis of three research paradigms. Psychological bulletin, 137(4), XXXXXXXXXX.
Matching Traits/Talents with Roles
• Operational Leaders
Traditional line and general management positions
Focus on results
Self-confident and assertive
Analytical and knowledgeable
Translate knowledge into vision
• Collaborative Leaders
Project managers, matrix managers, team leaders
People skills for networking and building relationships
Proactive and flexible
• Advisory Leaders
Legal, finance, and human resource departments
People skills
Ability to influence others
Honesty and integrity
Behavioural Approach
• Who you are vs what you do
• Autocratic vs Democratic
Behavioural Approach: Ohio State Model
Two categories of leadership
• Consideration: The extent to which a leader is sensitive
to subordinates, respects their ideas and feelings, and
establishes mutual trust (people-orientated)
• Initiating structure: The extent to which a leader is task
oriented and directs subordinates’ work activities toward
goal achievement (task-orientated)
What’s your leadership orientation (p. 47)?
Sources: Based on Marilyn R. Zuckerman and Lewis J. Hatala, Incredibly American: Releasing the Heart of Quality (Milwaukee, WI: American
Society for Quality, 1992), pp. 141–142; and Mark O’Connell, Gary Yukl, and Thomas Taber, ‘‘Leader Behavior and LMX: A Constructive
Replication,’’ Journal of Managerial Psychology 27, no XXXXXXXXXX), pp. 143–154.
Behavioural Approach: The Leadership Grid
Yukl (2012)
1. He adds two behaviour styles
(change-orientated and external). Why
are they important?
2. What could be the practical
implications of his proposed taxonomy?
How do companies use it?
3. Why we need so many (i.e., 15
different behaviours) behavioural styles
for effective leadership? Are they equally
important?
Traits vs Behaviours on Leadership Effectiveness
Derue, D. S., Nahrgang, J. D., Wellman, N. E. D., & Humphrey, S. E XXXXXXXXXXTrait and
ehavioral theories of leadership: An integration and meta‐analytic test of their relative
validity. Personnel psychology, 64(1), 7-52.
Relational Approach: Individualized Leadership
e.g., People-
orientated
ehaviou
Average Leadership Style Vertical Dyadic Linkage
the importance of the dyad formed by a
leader with each member of the group
https:
www.youtube.com/watch?v=J9_Bd_qYcU8
Relational Approach: Leader-Member Exchange (LMX)
In-group people:
• High relationship quality
• Trust
• Receive more resources
• Better performance
Out-group people:
• Low relationship quality
• No trust
• Receive less resources
• Poor performance
Leader-Member Exchange (LMX)
Sources: Based on Jean François Manzoni and Jean-Louis Barsoux, ‘‘The Set-Up-to-Fail Syndrome,’’ Harvard
Business Review (March–April 1988), pp. 110–113; and Mark O’Donnell, Gary Yukl, and Thomas Taber, ‘‘Leade
Behavior and LMX: A Constructive Replication,’’ Journal of Management Psychology 27, no XXXXXXXXXX), pp. 143–154.
LMX: the Pygmalion Effect
There is a strong positive co
elation between leader
expectation and follower performance
• High expectation -> More resources -> Better performance
Your LMX relationship (p. 55)?
LMX as a Powerful Approach
Dulebohn, J. H., Bommer, W. H., Liden, R. C., Brouer, R. L., & Fe
is, G. R XXXXXXXXXXA meta-analysis of
antecedents and consequences of leader-member exchange: Integrating the past with an eye toward the
future. Journal of management, 38(6), XXXXXXXXXX.
Manzoni & Barsoux (1997)
1. Do you agree that bosses should take
the major blame for poor follower
performance? Why?
2. The authors offer several suggestions
for managers. What could be the
implications of this article for followers?
What can we do to maintain a high
quality LMX with your boss? ?
What It Takes to Be a Great Leade
https:
www.youtube.com/watch?v=aUYSDEYdmzw
https:
www.youtube.com/watch?v=aUYSDEYdmzw
Next Week: Contingency Model
• Chapter 3
• Vroom, V. H., & Jago, A. G XXXXXXXXXXThe role of the situation in
leadership. American psychologist, 62(1), 17-24.
• Yun, S., Faraj, S., & Sims, H. P., Jr XXXXXXXXXXContingent leadership
and effectiveness of trauma resuscitation teams. Journal of Applied
Psychology, 90(6), XXXXXXXXXX.
Week2
• Educating Professionals • Creating and Applying Knowledge • Engaging our Communities
Dr. Chia-Yen (Chad) Chiu
Organisational Leadership
Week 2 Contingency Approach
Review: Week 1
1. The Trait Approach to Leadership
2. The Behavioural Approach to Leadership
3. The Relationship Approach to Leadership
Trait Approach:
• The distinguishing personal characteristics of a leader, such as
intelligence, honesty, self-confidence, and appearance
• The Great Man assumption: inherited traits leaders possessed that
distinguished them from people who were not leaders
• Leaders are BORN
Most Important Leadership Traits
Meta-analysis by Lord and associates (1986):
Intelligence, Warmth, & Dominance
“Think manager-think male” Is it true?
Yes. (r = .25 for women-leader consistency; r = .62 for men-leader)
BUT
• The gap becomes smaller in recent studies
• Men holds the stereotype
• The “flower blooming in winter” effect
• Educational/judicial positions are least/most masculine
Lord, R. G., De Vader, C. L., & Alliger, G. M XXXXXXXXXXA meta-analysis of the relation between personality traits and leadership perceptions: An application of validity generalization procedures. Journal of
applied psychology, 71(3), XXXXXXXXXX.
Koenig, A. M., Eagly, A. H., Mitchell, A. A., & Ristikari, T XXXXXXXXXXAre leader stereotypes masculine? A meta-
analysis of three research paradigms. Psychological bulletin, 137(4), XXXXXXXXXX.
Behavioural Approach: Ohio State Model
Two categories of leadership