The fourth hypothesis claims competence will have a greater effect on ratings of hireability, desirability, and utility for female-typed jobs than male-type jobs (hypothesis 4). In female-type jobs, competence would hold a greater significance for attractive candidates, and in male-type jobs competence would not make a difference for attractive candidates (hypothesis 5). This study used a correlational experiment design. While the relationships between the variables can be implied, they do not prove causality. There were several independent variables used: gender (male/female), attractiveness (high/moderate), competence (high/moderate, given as being based on DAT5 test scores), job sex-type (male/female), and the hierarchical status of the position (managerial/non-managerial).
Argued that the major activities of management and leadership are played out differently; but both are essential to an organization: • Jago • Bass • Kotter • Zaleznik 8. According to research, one way women can advance in leadership is • By acting masculine and assertive, and not in feminine ways. • By blending individualized consideration with inspirational motivation. • By strongly resisting stereotype threats. • By leading in a more democratic manner than men.
Path Goal theory According to the original theory, the manager’s job is viewed as guiding workers to choose the best paths to reach their goals, as well as the organizational goals. The theory argues that leaders will have to engage in different types of leadership behavior depending on the nature and the demands of a particular situation. It is the leader’s job to assist followers in attaining goals and to provide the direction and support needed to ensure that their goals are compatible with the organization’s goals. A leader’s behavior is acceptable to subordinates when viewed as a source of satisfaction, and motivational when need satisfaction is contingent on performance, and the leader facilitates, coaches, and rewards effective performance. The original path-goal theory identifies achievement-oriented, directive, participative, and supportive leader behaviors: • The directive path-goal clarifying leader behavior refers to situations where the leader lets followers know what is expected of them and tells them how to perform their tasks.
Successful leaders are committed to “creating a world to which people want to belong”. Successful leadership involves managing relationships and communicating within a team to move towards a specific goal. Leadership is the ability to: “express a vision, influence others to achieve results, encourage team cooperation, and be an example.” Strengthening your leadership ability can help you improve your capacity to achieve results
How is that? In their service, they have found that they can do the most good by accepting the responsibilities and possibilities of leadership. We call these people who become leaders out of a desire to serve more effectively servant leaders. The term servant leader asks for something more; a different mindset, perhaps. It is truly a unique take on the idea of leadership.
Recruitment and selection is about putting the right people to the right job. In order for us to achieve this, we should be objective in hiring the most qualified candidate, who will be able to meet the qualifications for the position. The latter may not have passed the screening and selection process but he/she is a better candidate for the position. What he/she lacks, we could improve by training or letting him/her attend seminars which can help her improve and be more productive for the position. Case # 2 * You are working in start-up company and you are in need of sales people, accountants and engineers to fill-in the positions.
a team; they are not really teams... they are just a group of people doing their jobs. Use the full capabilities of your organization - By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities. Leaders lead by mobilizing people around a compelling vision of the future, by inspiring them to follow in the leader’s footsteps. They show people what’s possible and motivate them to make those possibilities real.
Finally, I will evaluate if a leader need to be a manager and explain. I will provide examples. My leadership style provided in the assessment were of a collaborator: although, I make the final decision I plan and include the team and reflect on their feedback. However, I realize my ideas may not always be the most effective. Pilot I am open to input.
The character a leader reveals determines the quality of his or her actions and critical thinking skills a leader possesses, which may determine the fruition of collaborative efforts made by the leader concerning any possible positive results sought. Through diligent efforts made by the leader and the conviction of the chosen leadership style progress can be made. Characteristics of Servant Leaders According to Larry Spears and Michele Lawrence, authors of “Practicing Servant Leadership: Succeeding through Trust, Bravery, and Forgiveness,” characteristics of the servant leader are defined as, “listening, empathy, healing, persuasion, awareness, foresight, conceptualization, commitment to the growth of people, stewardship, and building community,” (Lawrence & Spears, 2004, p. 72). Combinations of these defined characteristics are complimentary to an individual endowed with the responsibility of leadership in society today. Obtainment of one or all characteristics would be ideal for an individual serving in society or in an organization, but if one were to possess a couple of these desirable trait characteristics effective
Consequently, mentoring future leaders finds difficulty for those from diverse backgrounds yet adopting to this change can allow senior leaders to also expand cultural competencies (Olson, & Jackson, 2009). The ethical leader embraces diversity in mentorship that empowers organizational members as they demonstrate fairness and equality (Van Wart, 2008). Applied Leadership Theories This author has taken multiple leadership test, questionnaires, and surveys to determine skills, aptitude, style, and traits. While many leadership theories have been discussed during this course of instruction, many rely on traditional or transformational styles. It is recognized that some leaders naturally react without thought while others work