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LEADERSHIP, to communicate to, must be, focus on, supports, neglects,…
LEADERSHIP
MODELS
AS A PERSON
focuses on individual
neglects
operate
method
achievement
risks
leader is scapegoat
AS PROCESS
is it how leaders get things done that makes them leaders?
AS RESULT
focuses on organization's results
AS POSITION
based on position of leader within a hierarchical power structure
AS PURPOSE
purpose more important than result
ethical issues
Transactional leadership
reward and punishment
feeding back staff performance
Transformational leadership
collaboration
enhancement staff morale and motivation
GLOBAL LEADERSHIP
deal with different cultures
GLOBAL LEADERSHIP MODEL
Leaders' flexibility
MULTI-DISCIPLINARY APPROACH
suitable for culture by considering
global strategy
need for culture
first understand then adapt to differences in culture
UNIVERSALLY APPLICABLE MODEL
created by
various organiations
meeting organization's goals
to integrate into the global economy
allow
KEY COMPETENCIES
JOKINEN
universal qualities that allow individuals to perform worldwide
behavioral
driving forces
cognitive
core
self-awareness
inquisitiveness
personal transformation
MANNING
leadership is about relationship and cultivating them
relationship competence
leaders' key skills
cultural sensitivity
to local culture
to employees
EDUCATION AND TRAINING
Adler three categories
CULTURE OF MERITOCRACY
promoting and utilizing best within organization
women
in leadership
valued less than men
allow different point of view
involves
a vision
all members
motivated
to follow leader's direction
by setting and inspiring example
achieved by devising a strategy
STRATEGIC LEADERSHIP
organization purpose must
infuse whole organization
be congruent with leadership
DISTRIBUTED LEADERSHIP
leadership can be at every level
leaders must have good understanding of
organization
members
to communicate to
must be
focus on
supports
neglects
limits
VS
while
enhanced through