|Leadership and Direction Course
The following course in Leadership and Direction is provided in its entirety by Atlantic
International University's "Open
Access Initiative" which strives to make knowledge
and education readily available to those seeking advancement
regardless of their socio-economic situation, location
or other previously limiting factors. The University's
Open Courses are
free and do not require any purchase or registration,
they are open to the public.
The course in Leadership and Direction contains the following:
- Lessons in video format with explaination of theoratical content.
- Complementary activities that will make research more about the topic , as well as put into practice what you studied in the lesson. These activities are not part of their final evaluation.
- Texts supporting explained in the video.
- Evaluation questionnaire, that will grant access to the next lesson after approval.
- Final exam for overall evaluation of the course.
The Administrative Staff may be part of a degree program paying up to three college credits. The lessons of the course can be taken on line Through distance learning. The content and access are open to the public according to the "Open Access" and " Open Access " Atlantic International University initiative. Participants who wish to receive credit and / or term certificate , must register as students.
Lesson 1: LEADERSHIP AND SOCIAL PSYCHOLOGY
A social identity theory of leadership is described that views leadership as a group process generated by social categorization and prototype-based depersonalization processes associated with social identity
At the end of the course, students will examine the fundamentals of leadership apply it within organizations to achieve integrated management of people.Tendency to personify leaders in terms of unique properties or characteristics. Social Psychology tells us that people tend to attribute others behaviour to underlying traits.It is not the mere possession of some combination of traits, and other social psychologists have suggested that the search for the leadership personality is simplistic The great person theory of leadership , in which effective leaders have special personalities, is generally not well supported.
Lesson 2: DIRECTION
Direction is the information contained in the relative position of one point with respect to another point without the distance information. Directions may be either relative to some indicated reference (the violins in a full orchestra are typically seated to the left of the conductor), or absolute according to some previously agreed upon frame of reference. Direction is often indicated manually by an extended index finger or written as an arrow. On a vertically oriented sign representing a horizontal plane, such as a road sign, "forward" is usually indicated by an upward arrow. Mathematically, direction may be uniquely specified by a unit vector, or equivalently by the angles made by the most direct path with respect to a specified set of axes.
Lesson 3: Theoretical paradigm for integrated management and administration of people
This study examined the relationship between strategic context, viewed in terms of product-market variation, work flow integration, and firm size, and executive use of human resource management control systems, including input, behavior, and output controls. Data from executives in 102 firms showed the following: a positive relationship between product-market variation and the use of behavior control, mediated by the presence of managers' knowledge of cause-effect relations and the crystallization of standards of desirable performance; a negative relationship between work flow integration and behavior and output control, mediated by crystallization of performance standards; and a positive relationship between firm size and input control that is independent of administrative information. These results are discussed in terms of theory development and future research in strategic human resource management.
Lesson 4: Leadership and delegation of authority
Delegating frees you up to tackle the truly important aspects of your mission/business/project. Too many leaders, believing only they are able to do things just right, insist on being involved in every single detail of their missions. They believe that this ultra-hands-on approach is good for business because they’re making sure everything gets done just so. But a leader should be in charge of the overall direction of a team; he is the one looking ahead, steering the course, and making needed corrections to avoid getting off track. But buried in the small details, a man will lose the big picture and fail to see that the mission is falling apart until it is too late. A good leader isn’t a slave to detail: he uses his valuable time to tackle what’s truly important. And this leads to greater success for him and his organization.
Lesson 5: LEADERSHIP STYLES
In business, a leadership style called "transformational leadership" is often the most effective approach to use. Transformational leaders have integrity, they inspire people with a shared vision of the future, they set clear goals, they motivate people towards these goals, they manage delivery, and they communicate well with their teams. (You can find out more about transformational leadership at the end of this article.)
However, leadership is not "one size fits all" thing; often, you must adapt your style to fit a situation or a specific group. This is why it's useful to gain a thorough understanding of other leadership styles; after all, the more approaches you're familiar with, the more you can shape your approach to the situation.
Let's take a look at some of the leadership styles that you can use. (For ease of reference, these are shown in alphabetical order.)
Lesson 6: Goal setting
Goal setting involves establishing specific, measurable, achievable, realistic and time-targeted (S.M.A.R.T ) goals. Work on the theory of goal-setting suggests that an effective tool for making progress is to ensure that participants in a group with a common goal are clearly aware of what is expected from them. On a personal level, setting goals helps people work towards their own objectives. Goal setting features as a major component of personal development literature.
It is considered an “open” theory, so as new discoveries are made it is modified. Studies have shown that specific and ambitious goals lead to a higher level of performance than easy or general goals. As long as the individual accepts the goal, has the ability to attain it, and does not have conflicting goals, there is a positive linear relationship between goal difficulty and task performance.
Lesson 7: Speaking Points
A talking point in debate or discourse is a succinct statement designed to support persuasively one side taken on an issue. Such statements can either be free standing or created as retorts to the opposition's talking points and are frequently used in public relations, particularly in areas heavy in debate such as politics and marketing.
A political think tank will strategize the most effective informational attack on a target topic and launch talking points from media personalities to saturate discourse in order to frame a debate in their favor, standardizing the responses of sympathizers to their unique cause.
Lesson 8: Transformational Leadership
Transformational leadership enhances the motivation, morale, and performance of followers through a variety of mechanisms. These include connecting the follower's sense of identity and self to the project and the collective identity of the organization; being a role model for followers that inspires them and makes them interested; challenging followers to take greater ownership for their work, and understanding the strengths and weaknesses of followers, so the leader can align followers with tasks that enhance their performance.
Lesson 9: Emotional Effects
At the most basic level, a leader is someone who leads other. But what makes someone a leader? What is it about being a leader that some people understand and use to their advantage? What can you do to be a leader? Here's what you need to know and do.
A leader is a person who has a vision, a drive and a commitment to achieve that vision, and the skills to make it happen. Let's look at each of those in detail.
Lesson 10: Task Oriented Leadership
Task-oriented (or task-focused) leadership is a behavioral approach in which the leader focuses on the tasks that need to be performed in order to meet certain goals, or to achieve a certain performance standard. Relationship-oriented (or relationship-focused) leadership is a behavioral approach in which the leader focuses on the satisfaction, motivation and the general well-being of the team members.
Task-oriented and relationship-oriented leadership are two models that are often compared, as they are known to produce varying outcomes under different circumstances.
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