Leadership and Management - Science topic

I think both leadership and management are quite significant.

Hi Lilian,

there is a substantial literature on gender and leadership, both in terms of emergence (who becomes a leader) and effectiveness (how well does the leader perform).

I suggest checking out the work by Alice Eagly and colleagues. Other meta-analyses might also help you get a better overview of the existing literature. Here are some suggested reads:

Eagly, A. H., & Johnson, B. T. (1990). Gender and leadership style: A meta-analysis. Psychological bulletin, 108(2), 233.

Eagly, A. H., Makhijani, M. G., & Klonsky, B. G. (1992). Gender and the evaluation of leaders: A meta-analysis. Psychological bulletin, 111(1), 3.

Eagly, A. H., Karau, S. J., & Makhijani, M. G. (1995). Gender and the effectiveness of leaders: a meta-analysis. Psychological bulletin, 117(1), 125.

Eagly, A. H., & Karau, S. J. (1991). Gender and the emergence of leaders: A meta-analysis. Journal of personality and social psychology, 60(5), 685.

Paustian-Underdahl, S. C., Walker, L. S., & Woehr, D. J. (2014). Gender and perceptions of leadership effectiveness: A meta-analysis of contextual moderators. Journal of applied psychology, 99(6), 1129.

A theory that is quite often utilized in this context is Eagly's (1987) gender role theory, according to which societies have inherent expectations toward men and women. Women are generally expected to be more communal (e.g. caring) and men to be agentic (e.g. take charge or intiative). This can obviously vary between different cultures. This theory might explain why the same leader behavior can be appraised differently by followers depending on the gender of the leader.

Eagly, A. (1987). Sex differences in social behavior: A social role interpretation. Hillsdale, NJ: Erlbaum.

I hope this helps.

Nils

I have this case study, could you help please?

Check the following reference Please.. it might's assist you in your question …

My initial response is to suggest that leadership and management skills are far too comprehensive as constructs for a dissertation. The terms both lack a clear definition -- because there are so many definitions for each term that have been proposed. There is an old quote from Warren Bennis' 1959 Administrative Science Quarterly article that makes my point. Bennis wrote that more had been written but less was known about leadership than any other topic in the social sciences. For that reason, I would suggest that you select a sliver of leadership as the focus of your dissertation and emphasize developing skills associated with that sliver.

For example, if you are interested in leadership vision (referred to as the key distinction between leadership and management by another individual), you may want to examine it from an ethical perspective. *Note that I have taken a small sliver and made it even smaller!) Only when your topic is clearly articulated and precise enough will you have a dissertation topic that will withstand your committee's criticism.

Perchance the paper I have co-authored on leadership vision as a moral duty is worthy of your consideration. I have attached that paper for your review. Choose a topic that you care about. Keep it narrow enough to succeed in defining that topic. Identify how you can add value and a unique twist to your topic. Good luck to you!

CC

Thank you so much sir.

Thank you for your the feedback and sharing the Technical report.

The following attached materials may be useful for you and best wishes!:

Dear Ivanova,

I thank you so much for your translation and explanation of the chart you attached before and the application of statistical models as contextual way of assessing HEIs.

Thank you very much for the reply. I do really appreciate it. I'll update you once everything is ready.

We have no lab data, just actual client (real organizations) experiences.  In the example -- linked below -- Maria was seen as a leader in many facets, due to her knowledge, experience, and willingness to mentor others. People WANT to follow her! She was an "emergent" leader, not a prescribed one.  The prescribed leader was ignored by most.

Categories for analysis - 

Early models of leadership—frequently Western and borrowed from the military—were wont to examine the settings in which leaders emerge, and then search for psychological traits. The definite, often heroic endowments they identified typically embraced vision, ideological orientation, charisma, physical vitality and stamina, courage and resolution, intelligence and action-oriented judgment, decisiveness, self-confidence, assertiveness, a need for achievement, eagerness to accept responsibility, task competence, capacity to motivate people, understanding of followers and their needs, skill in dealing with people, trustworthiness, and adaptability. (Not surprisingly, few men or women qualify: inordinate expectations beget commensurate disappointment.)

The archetypal qualities desired from heroic leaders are undoubtedly opportune in dire straits, moments of crisis when the actions of an individual are pivotal. However, "old paradigm" notions of situational, contingency, transactional, and even transformational leadership—all of which smack of command and control more or less overtly—cannot serve the miscellany of "normal" organizations that need leadership in the workplace, not the field of battle. For sure, all over the world, "ordinary" people work with remarkable success in demanding circumstances yet do not advertise superhuman characteristics in their leadership styles.

These days, therefore, leadership is more and more defined as the means of influence by which a person enlists the help of others to accomplish tasks of common interest. Exercising Servant Leadership and Distributing Leadership, available at https://www.researchgate.net/publication/254582899_Exercising_Servant_Leadership and https://www.researchgate.net/publication/254583108_Distributing_Leadership, respectively, may be of interest.

Dear Vinh Nguyen Le

Greetings,

Please find the two attached files about your topic , may be useful for you,

Best Regards

In order to categorize challenges of leadership and management, let us look into genesis of both leadership and mangement. Leaders create vision which leads to mission which furthers drives to achieve the desired objectives. Thus there is challenge to realize the vision through the followers, who must be motivated as committed and cohesive force. This requires leader's personal qualities like : ethics, value, dedication, selflessness and charisma to inspire followers, which are also challenges. On the other hand,  the managers are required to achieve organizational results through prudent use of organizational resources ( Human, Financial, Technological ), which are challenges. Managers perform through positional authority as fixed by organizational structure, which depicts the authority - responsibility relationship at various positions. Managers may extract compliance through positional authority but not the commitment of employees. This itself is challenge, as commitment is thing of heart and is manifestation of mangers' capacity to handle human aspects of organization. 

I would look into the motivational literature and how encouraging the meeting of the basic psychological needs impact an individual's consistent pursuit of behavior change. As Christian indicated, support is key. Support fosters connection and that sense of belonging so important to optimal development and sustained behavior change. A child's behavior is dependent and influenced by the parent's behavior. Throwing a child into a fat camp may help short term, but when they come back into the same environment without their caregivers changing they will likely move back into negative behavior patterns. Check out the role of multisystemic treatment. The role of the parents are also dependent upon the age of the child and interventions should vary according the their developmental level (for how the parents are treated as well as the children). 

Have you tried "The One-Minute Manager" by Ken Blanchard, Spencer Johnson? That is a quick start.

In economics, G. Becker has been concerned with putting social capital variables into peoples utility function (Becker "Nobel Lecture: Way of looking at Behavior," Journal of Political Economy, 101, pp. 385-409) Because managers would like to influence the behavior of employees, they must understand what motivates individuals, and by including those variables in the person's utility function, they can manage them to substitute less leisure choices for more gains in income or wealth.

You many want to look up some aphorisms about leadership as well. They include: Only money matters model; Happy is productive model; Good -Citizen Model, and Product-of the-environment model.