Because of this week’s focus on gender discrimination, I have spent time reviewing books I have read recently, but this time looking for references or stories about gender discrimination. Pages that I previously read didn’t impress me about gender discrimination, but with a reread I was greatly impressed with the frequency and intensity of gender discrimination …
When finding ways to create a culture of inclusion in the workplace, the obvious risk for most organizations occurs in the absence of consistent and mindful stewardship. Reason being because bias and prejudice takes hold, leaving a promising vision consigned to either a toothless policy directive, hiring guideline, or pie chart, categorizing diversity for a …
I was surprised that when I took the Gender-Leader Implicit Association Test from chapter 15 of Leadership: Theory and Practice (Northouse, 2019) that I had a score of -14 seconds. A negative time means that I have a slight association with female and leader then I do with male and leader. Concerning fostering recognition and …
Hello Monica Indeed, I had a feeling that someone would challenge the reasoning behind that statement, so thank you for taking the time to reply to my post. Through some direct experience and years of observations, I have found that taking an interest in the positive development of an individual or group almost always manifests some …
Continue reading “Response in Response to Dawn – Blog Post Two”
Principles of Ethical Leadership The main implication that I am taking away from the article by Wang, Oh, Courtright & Colbert (2011) is that followers need to be engaged at a variety of levels by leaders. Leaders who can motivate followers by a clear articulation of the mission and vision can inspire a greater level […]
Wang and Oh (2011), detail an abundance of practical research data that, for the most part, shows that transformational leaders have a strong, measurable ability to improve the performance of individual followers as well as a group. Transformational leaders are highly influential on their followers. Transformational leaders accomplish three things: They “motivate their followers to …
Transformational leaders influence individuals, teams and their organization to achieve higher levels of performance through inspirational motivation, idealized influence, intellectual stimulation, and individualized consideration (Wang, Oh, Courtright, & Colbert, 2011). To maximize the influence and results leaders can have, it is essential leaders utilize these four behaviours. Bass (as cited in Wang et al., 2011) … Continue reading Unit 7 – Learning Activity 2
Blending Transactional and Transformational Leadership Managers should include elements of transactional and transformational leadership. They are in a position to directly affect follower attitude toward the work they do and the organization they work for. If the manager focuses only on transactional leadership where a follower is given a reward for meeting performance expectations then […]
In the article titled Transformational Leadership…., Wang et al. (2011) synthesize their findings from 25 years of research revealing the clear contrasts of leader/follower relationships between the often more direct and traditional style of transactional leadership with the charismatic and affective elements of transformational leadership, and its tendency to be a “robust predictor of desirable …
Managers and Transformational Leadership Wang and Oh (2011) provide an excellent article that provides the reader with factual evidence of the influence that transformational leaders have on their followers. The authors state that transformational leadership was positively related to individual-level follower performance across criterion types, as well as, positively related to performance at the team …