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Shared Leadership
Shared leadership is a leadership style that broadly distributes leadership responsibility, such that people within a team and organization lead each other. It has frequently been compared to horizontal leadership, distributed leadership, and collective leadership and is most contrasted with more traditional "vertical" or "hierarchical" leadership that resides predominantly with an individual instead of a group. Definitions Shared leadership can be defined in a number of ways, but all definitions describe a similar phenomenon: team leadership by more than just an appointed leader. Below are examples from researchers in this field: * Yukl (1989): "Individual members of a team engaging in activities that influence the team and other team members." * Pearce and Sims (2001): "Leadership that emanates from members of teams, and not simply from the appointed leader." * Pearce and Conger (2003): "A dynamic, interactive influence process among individuals and groups for which the object ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Leadership
Leadership, both as a research area and as a practical skill, encompasses the ability of an individual, group or organization to "lead", influence or guide other individuals, teams, or entire organizations. The word "leadership" often gets viewed as a contested term. Specialist literature debates various viewpoints on the concept, sometimes contrasting Eastern and Western approaches to leadership, and also (within the West) North American versus European approaches. U.S. academic environments define leadership as "a process of social influence in which a person can enlist the aid and support of others in the accomplishment of a common and ethical task". Basically, leadership can be defined as an influential power-relationship in which the power of one party (the "leader") promotes movement/change in others (the "followers"). Some have challenged the more traditional managerial views of leadership (which portray leadership as something possessed or owned by one individual due ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Social Support
Social support is the perception and actuality that one is cared for, has assistance available from other people, and most popularly, that one is part of a supportive social network. These supportive resources can be emotional (e.g., nurturance), informational (e.g., advice), or companionship (e.g., sense of belonging); tangible (e.g., financial assistance) or intangible (e.g., personal advice). Social support can be measured as the perception that one has assistance available, the actual received assistance, or the degree to which a person is integrated in a social network. Support can come from many sources, such as family, friends, pets, neighbors, coworkers, organizations, etc. Government-provided social support may be referred to as public aid in some nations. Social support is studied across a wide range of disciplines including psychology, communications, medicine, sociology, nursing, public health, education, rehabilitation, and social work. Social support has been linked ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Kenneth Leithwood
Kenneth "Ken" Leithwood is an educational researcher and professor at the Ontario Institute for Studies in Education in Toronto, Canada. His research has focused on school leadership, processes of school reform, and assessment of educational policy. Research and consulting Leithwood co-authored ''How Leadership Influences Student Learning'' (2004), an extensive review of successful school leadership practices. Among its conclusion were "of all the factors that contribute to what students learn at school...leadership is second in strength only to classroom instruction," and "effective leadership has the greatest impact in those circumstances (e.g., schools "in trouble") in which it is most needed." The study also outlined leadership practices associated with student success, including: * Setting a direction to enable student learning, using a whole school curriculum, being consistent, and setting high expectations. * Managing teaching and learning to enable consistency, innovation ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Student Engagement
Student engagement occurs when "students make a psychological investment in learning. They try hard to learn what school offers. They take pride not simply in earning the formal indicators of success (grades), but in understanding the material and incorporating or internalizing it in their lives." Since the U.S. college dropout rate for first-time-in college degree-seeking students is nearly 50% It is increasingly seen as an indicator of successful classroom instruction, and as a valued outcome of school reform. The phrase was identified in 1996 as "the latest buzzword in education circles." Students are engaged when they are involved in their work, persist despite challenges and obstacles, and take visible delight in accomplishing their work. Student engagement also refers to a "student's willingness, need, desire and compulsion to participate in, and be successful in, the learning process promoting higher level thinking for enduring understanding." Student engagement is also a use ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Consideration And Initiating Structure
Consideration and Initiating Structure are two dimensions of leader behavior identified in 1945 as a result of the Ohio State Leadership Studies. Reviews of research on these dimensions are described in Stogdill's ''Handbook of leadership: A survey of theory and research'' and Littrell's ''Explicit leader behaviour''. According to the findings of these studies, leaders exhibit two types of behaviors to facilitate goal accomplishment: * People-oriented (consideration) * Task oriented (initiating structure) The model is similar to the Michigan Studies of Leadership. In his ''Handbook'', Stogdill expanded the model to twelve dimensions. Ohio State Leadership Studies Prior to 1945 most studies of leadership sought to identify the individual traits of effective leaders. Trait theories of leadership were the first to attempt a systematic approach of studying leadership. However, these studies yielded disappointing results when no set of traits were found that explained effect ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Transactional Leadership
Transactional leadership or transactional management is the part of one style of leadership that focuses on supervision, organization, and performance; it is an integral part of the Full Range Leadership Model. This type of management was born during the Industrial Revolution as a source of competitive advantage. Some typical tactics of this type of management include strategy, efficiency goals, economies of scale and quality differentiation. Transactional managers focus on performance related tasks and goals. Transactional leadership is a style of leadership in which leaders promote compliance by followers through both rewards and punishments. Through a rewards and punishments system, transactional leaders are able to keep followers motivated for the short-term. Unlike transformational leaders, those using the transactional approach are less interested in progressing their workers talents. Transactional leadership "occurs when one person takes the initiative in making contact ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Transformational Leadership
Transformational leadership is a theory of leadership where a leader works with teams or followers beyond their immediate self-interests to identify needed change, creating a vision to guide the change through influence, inspiration, and executing the change in tandem with committed members of a group; This change in self-interests elevates the follower's levels of maturity and ideals, as well as their concerns for the achievement. it is an integral part of the Full Range Leadership Model. Transformational leadership is when leader behaviors influence followers and inspire them to perform beyond their perceived capabilities. Transformational leadership inspires people to achieve unexpected or remarkable results. It gives workers autonomy over specific jobs, as well as the authority to make decisions once they have been trained. This induces a positive change in the followers attitudes and the organization as a whole. Transformational leaders typically perform four distinct behaviors ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Psychological Safety
Psychological safety is the belief that you won't be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes. In teams, it refers to team members believing that they can take risks without being shamed by other team members. In ''psychologically safe'' teams, team members feel accepted and respected. It is also the most studied enabling condition in group dynamics and team learning research. Psychological safety benefits organizations and teams in many different ways. There are multiple empirically supported consequences of a team being psychologically safe. Most of the research on the effects of psychological safety has focused on benefits, but there are some drawbacks that have been studied. Overview Psychological safety has been an important discussion area in the field of psychology, behavioral management, leadership, teams, and healthcare. Results from a number of empirical studies conducted in various regions and countries show that psychologic ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Group Cohesiveness
Group cohesiveness (also called group cohesion and social cohesion) arises when bonds link members of a social group to one another and to the group as a whole. Although cohesion is a multi-faceted process, it can be broken down into four main components: social relations, task relations, perceived unity, and emotions. Members of strongly cohesive groups are more inclined to participate readily and to stay with the group. Definition From Neo-Latin and French , in physics, cohesion means "the force that unites the molecules of a liquid or of a solid". Thereby, there are different ways to define group cohesion, depending on how researchers conceptualize this concept. However, most researchers define cohesion to be task commitment and interpersonal attraction to the group. Cohesion can be more specifically defined as the tendency for a group to be in unity while working towards a goal or to satisfy the emotional needs of its members. This definition includes important aspects of c ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Team Effectiveness
Team effectiveness (also referred to as group effectiveness) is the capacity a team has to accomplish the goals or objectives administered by an authorized personnel or the organization. A team is a collection of individuals who are interdependent in their tasks, share responsibility for outcomes, and view themselves as a unit embedded in an institutional or organizational system which operates within the established boundaries of that system. Teams and groups have established a synonymous relationship within the confines of processes and research relating to their effectiveness (i.e. group cohesiveness, teamwork) while still maintaining their independence as two separate units, as groups and their members are independent of each other's role, skill, knowledge or purpose versus teams and their members, who are interdependent upon each other's role, skill, knowledge and purpose. There arsix different team effectiveness modelsincluding Rubin, Plovnick, and Fry's GRPI model, the Katz ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Job Performance
Job performance assesses whether a person performs a job well. Job performance, studied academically as part of industrial and organizational psychology, also forms a part of human resources management. Performance is an important criterion for organizational outcomes and success. John P. Campbell describes job performance as an individual-level variable, or something a single person does. This differentiates it from more encompassing constructs such as organizational performance or national performance, which are higher-level variables. Features There are several key features to Campbell's conceptualization of job performance which help clarify what job performance means. Outcomes First, Campbell defines performance as behavior, which is something done by an employee. This concept differentiates performance from outcomes. Outcomes result partially from an individual's performance, but they are also the result of other influences. In other words, there are more factors that de ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Positive Reinforcement
In behavioral psychology, reinforcement is a consequence applied that will strengthen an organism's future behavior whenever that behavior is preceded by a specific antecedent stimulus. This strengthening effect may be measured as a higher frequency of behavior (e.g., pulling a lever more frequently), longer duration (e.g., pulling a lever for longer periods of time), greater magnitude (e.g., pulling a lever with greater force), or shorter latency (e.g., pulling a lever more quickly following the antecedent stimulus). The model of self-regulation has three main aspects of human behavior, which are self-awareness, self-reflection, and self-regulation. Reinforcements traditionally align with self-regulation. The behavior can be influenced by the consequence but behavior also needs antecedents. There are four types of reinforcement: positive reinforcement, negative reinforcement, extinction, and punishment. Positive reinforcement is the application of a positive reinforcer. Negati ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
