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Leadership Management

Dr. Meeravali Shaik

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JNTUK2017/MBA/03/21

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MBA, Semester - III
According to the new syllabus of
‘Jawaharlal Nehru Technological University, Kakinada’
LEADERSHIP MANAGEMENT
 
Unit 1
Organisational Leadership: Situational Leadership Behaviour: Meaning, Fiedler Contingency Model, Path Goal and Normative Models – Emerging Leadership Behaviour: Transformational, Transactional and Visionary Leadership - Leadership for the new Millennium Organisations – Leadership in Indian Organisations. Leadership Effectiveness: Meaning, Reddins’ 3-D Model, Hersey and Blanchard Situational Model, Driving Leadership Effectiveness, Leadership for Organisational Building.
 
Unit 2
Leadership Motivation, Culture: Motivation Theories for Leadership: Maslow’s, Herzberg, X, Y and Z theories of Motivation – Similarities and Distinctions of Need Hierarchy and Two Factors theories. ERG – McClelland – Expectancy – Porter and Lawler Theories. – Emerging Challenges in Motivating Employees. Organisational Culture: Meaning, Definitions, Significance, Dimensions, Managing Organisational Culture, Changing organisational Cultural. Organisational Building: Approaches, Quality of Work Life. Cross Cultural Values, Developing Value Orientation in Behaviour for change.
 
Unit 3
Leadership Development: Leadership development: Significance – Continuous Learning: Principles of learning to develop effective leadership – Vision and Goals for organisation: significance of goals for leaders – Charting vision and goals of Indian leaders and abroad – Tools for developing dreams for effective leadership dreams – Leaders vision in organisation building – Leadership Attitude: significance – Developing and Maintaining positive attitude for effective leading.
 
Unit 4
Strategic Leadership: Leader Self management: significance – Developing self esteem and balancing emotions – Interpersonal Leadership Skills: Praise – Criticise – Communicate – Leadership Assertiveness: Circle of influence and circle of concern – Leadership with Edification: Tools of edification – Leadership and creativity: Developing creative thinking – Leadership andTeamBuilding: Principles of team building – Leadership and Integrity: Developing character and values.
 
Unit 5
Global Leadership: Leadership across Globe: Characteristics - Significance – Functions – GLOBE research program of Wharton School – challenges of leadership in varying culture and values – Global perspectives of leadership – Leadership in USA – Leadership in Japan – European leadership – Leadership in Arab countries – Implications of global leadership – Leadership and Corporate Social Responsibility across globe.
 
Relevant cases have to be discussed in each unit and in examination case is compulsory from any unit.

 
Unit 1: Organisational Leadership and Theories
1.1.      Organisational Leadership
15
1.1.1.   Meaning and Definition of Organisational Leadership
15
1.1.2.   Nature of Leadership
16
1.1.3.   Need for Leadership
17
1.1.4.   Leadership Styles
18
1.1.1.   Skills of Leadership
20
1.1.2.   Functions of Leader
23
1.1.3.   Leadership forOrganisationalBuilding
24
1.1.4.   Leadership versus Management
26
1.1.5.   Leadership in Indian Organisations
27
1.2.      Theories of Leadership
29
1.2.1.   Trait Theories
30
1.2.2.   Behavioural Theories
32
1.2.3.   Situational Leadership Behaviour/ Contingency Theories
39
1.2.4.   Emerging Leadership Behaviour/ Contemporary         Theories of Leadership
47
1.3.      Leadership for the New Millennium Organisations
52
1.3.1.   Introduction
52
1.3.2.   Characteristics of the New Millennium Leaders
53
1.3.3.   Challenges to the New Millennium Leadership
53
1.3.4.   Leadership Styles for New Millennium Organisations
55
1.4.      Leadership Effectiveness
58
1.4.1.   Introduction
58
1.4.2.   Factors Determining Leadership Effectiveness
59
1.4.3.   Driving Leadership Effectiveness
60
1.4.4.   Leadership Effectiveness Models
60
1.5.      Exercise
66
 
 
Unit 2: Leadership Motivation and Theories
2.1.      Leadership Motivation
67
2.1.1.   Meaning and Definition of Motivation
67
2.1.2.   Nature of Motivation
68
2.1.3.   Elements of Motivation
68
2.1.4.   Process of Motivation
69
2.1.5.   Types of Motivation
70
2.1.6.   Motivational Leadership Qualities
72
2.2.      Motivation Theories for Leadership
73
2.2.1.   Maslow’s Need Hierarchy Theory
74
2.2.2.   Herzberg’s Two Factor Model Theory/ Motivation      Hygiene Theory
76
2.2.3.   McGregor’s Theory X and Theory Y
79
2.2.4.   Theory Z
81
2.2.5.   Alderfer’s ERG Theory
83
2.2.6.   McClelland’s Need Theory
83
2.2.7.   Vroom’s Expectancy Theory
84
2.2.8.   Porter and Lawler Theories (Extension of VIE Theory)
87
2.2.9.   Equity Theory of Work Motivation
89
2.2.10. Applications of Motivation Theories
91
2.2.11. Importance of Motivation
93
2.2.12. Emerging Challenges in Motivating Employees
94
2.3.      Organisational Culture
96
2.3.1.   Meaning and Definition of Organisational Culture
96
2.3.2.   Characteristics of Organisational Culture
96
2.3.3.   Elements of Organisational Culture
98
2.3.4.   Factors Influencing Organisational Culture
99
2.3.5.   Types of Organisational Culture
101
2.3.6.   Dimensions of Organisational Culture
104
2.3.7.   Creating Organisational Culture
106
2.3.1.   Changing Organisational Culture
112
2.3.2.   Process of Changing Organisational Culture
113
2.3.3.   Significance of Organisational Culture
116
2.3.4.   Limitations of Organisational Culture
117
2.4.      Organisational Building/ Development
118
2.4.1.   Meaning and Definition of Organisational Development
118
2.4.2.   Characteristics of Organisational Development
119
2.4.3.   Objectives of Organisational Development
121
2.4.4.   OD Approaches
121
2.4.5.   Process of Organisational Development
125
2.4.6.   Significance of Organisational Development
127
2.5.      Quality of Work Life (QWL)
128
2.5.1.   Meaning and Concept of QWL
128
2.5.2.   Development of QWL
129
2.5.3.   Objectives of QWL
131
2.5.4.   Principles of QWL
132
2.5.5.   Approaches/Techniques for Improving QWL
133
2.5.6.   Benefits of QWL
135
2.5.7.   Obstacles to QWL
136
2.6.      Cross-Cultural Values
137
2.6.1.   Introduction
137
2.6.2.   Types of Cross-Cultural Values
137
2.6.3.   Developing Value Orientation in Behaviour for Change
138
2.7.      Exercise
139
 
 
Unit 3: Leadership Development
3.1.      Leadership Development
140
3.1.1.   Introduction
140
3.1.2.   Levels of Leadership Development
140
3.1.3.   Process of Leadership Development
141
3.1.4.   Model of Leadership Development
144
3.1.5.   Tools for Developing Dreams for Effective Leadership          Dreams
146
3.1.6.   Significance of Leadership Development
147
3.1.      Learning
148
3.1.1.   Meaning and Definition of Learning
148
3.1.2.   Characteristics of Learning
149
3.1.3.   Process of Learning
150
3.1.4.   Principles of Learning to Develop Effective Leadership
151
3.1.5.   Continuous Learning
152
3.2.      Vision and Goals for Organisation
155
3.2.1.   Introduction
155
3.2.2.   Vision
156
3.2.3.   Goals
159
3.2.4.   Charting Vision and Goals of Indian Leaders and Abroad
162
3.2.5.   Leaders Vision inOrganisationBuilding
163
3.3.      Leadership Attitude
164
3.3.1.   Meaning of Leadership Attitude
164
3.3.2.   Components of Attitudes
165
3.3.3.   Developing Positive Attitude for Effective Leading
165
3.3.4.   Maintaining Positive Attitude for Effective Leading
167
3.3.5.   Significance of Positive Leadership Attitude
168
3.4.      Exercise
169
 
 
Unit 4: Strategic Leadership
4.1.      Strategic Leadership
170
4.1.1.   Meaning and Definition of Strategic Leadership
170
4.1.2.   Aspects of Strategic Leadership
170
4.1.3.   Functions of Strategic Leadership
171
4.1.4.   Qualities of Effective Strategic Leaders
173
4.1.5.   Domain of Strategic Leadership
174
4.2.      Emotional Intelligence
177
4.2.1.   Introduction
177
4.2.2.   Base of Emotional Intelligence
178
4.2.3.   Characteristics of Emotional Intelligence
178
4.2.4.   Leader Self-Management
179
4.2.5.   Self-Awareness
181
4.2.6.   Balancing Emotion
186
4.2.7.   Importance of Emotional Intelligence
187
4.2.8.   Limitations of Emotional Intelligence
188
4.3.      Leadership Skills
189
4.3.1.   Introduction
189
4.3.2.   Basic Leadership Skills
189
4.3.3.   Advanced Leadership Skills
193
4.3.4.   Interpersonal Leadership Skills
198
4.4.      Leadership Assertiveness
202
4.4.1.   Introduction
202
4.4.2.   Tips for being Assertive Leader
202
4.4.3.   Importance of Leadership Assertiveness
203
4.4.4.   Circle of Influence and Circle of Concern
203
4.5.      Leadership with Edification
205
4.5.1.   Introduction
205
4.5.2.   Tools of Edification
206
4.6.      Creativity
210
4.6.1.   Meaning and Definition of Creativity
210
4.6.2.   Characteristics of Creativity
210
4.6.3.   Types of Creativity
211
4.6.4.   Process of Creativity
213
4.6.5.   Theories of Creativity
214
4.6.6.   Leadership and Creativity
216
4.6.7.   Developing Creative Thinking
217
4.7.     TeamBuilding
218
4.7.1.   Meaning and Definition ofTeamBuilding
218
4.7.2.   Features ofTeamBuilding
218
4.7.3.   Leadership andTeamBuilding
219
4.7.4.   Principles ofTeamBuilding
219
4.7.5.   Guidelines forTeamBuilding
220
4.7.6.   Benefits ofTeamBuilding
221
4.7.7.   Limitations ofTeamBuilding
222
4.8.      Leadership and Integrity
222
4.8.1.   Introduction
222
4.8.2.   Characteristics of Leaders with Integrity
223
4.8.3.   Five Actions to Develop Integrity as a Leader
224
4.8.4.   Developing Character and Values
225
4.9.      Exercise
226
Unit 5: Global Leadership
5.1.      Global Leadership
227
5.1.1.   Meaning & Definition of Global Leadership
227
5.1.2.   Characteristics of Global Leaders
227
5.1.3.   Functions of Global Leaders
230
5.1.4.   Principles for Successful Global Leadership    Development
231
5.1.5.   Core Competencies of Global Leadership
232
5.1.6.   Significance of Global Leadership
234
5.1.7.   Challenges for Global Leadership in Varying Culture and Values
235
5.1.8.   Leadership Across Globe
237
5.1.9.   Implications of Global Leadership
242
5.2.      GLOBE Research Program ofWhartonSchool
242
5.2.1.   Background
242
5.2.2.   GLOBE Cultural Dimensions
243
5.2.3.   GLOBE Leadership Dimensions
244
5.2.4.   Global Perspectives of Leadership
245
5.2.5.   Findings of the GLOBE Project
248
5.2.6.   Limitations of the Project
248
5.3.      Corporate Social Responsibility (CSR)
249
5.3.1.   Meaning and Definition of CSR
249
5.3.2.   Nature of CSR
250
5.3.3.   Need for CSR
251
5.3.4.   Types of CSR
253
5.3.5.   Arguments for CSR
254
5.3.6.   Arguments against CSR
255
5.3.7.   Leadership and Corporate Social Responsibility Across          Globe
257
5.4.      Exercise
261
 
 
Case Studies
262
Model Papers
282

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Leadership Management

Leadership Management

Dr. Meeravali Shaik

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