Podcast appearances and mentions of bernard bass

In this episode of the Psych in Business podcast, Dr. Ernest Wayde delves into the world of leadership models, focusing on the transformational leadership model. Contrary to its initial perception as the opposite of transactional leadership, Dr. Wayde highlights how these models are better viewed as complementary dimensions.Drawing from the extensive work of leadership researcher Bernard Bass, Dr. Wayde explores the multi-dimensional nature of transformational and transactional leadership. He reminds listeners that transactional leadership, employs a "carrot and stick" approach, and explains transformational leadership is about motivating and inspiring employees to surpass prescribed tasks, leading to meaningful change.Key characteristics of transformational leaders include the ability to elevate others' maturity and concern for the organization, acting as role models to instigate positive change. Dr. Wayde identifies four factors integral to transformational leadership behaviors: charisma, inspirational motivation, intellectual stimulation, and individual consideration.Charismatic leaders, though not necessarily transformational, can influence positive change. Inspirational motivation involves challenging followers with vivid goals aligned to a larger mission. Intellectual stimulation focuses on leaders fostering innovative problem-solving among their teams. Individual consideration emphasizes making followers feel personally coached and mentored.Dr. Wayde emphasizes the importance of communication skills in all these factors. Transformational leaders shine when change is needed, challenging individuals to take ownership, encouraging innovative problem-solving, and fostering enthusiasm. While Dr. Wayde acknowledges the importance of transactional leadership, he argues that research shows transformational leadership is more effective, especially in times of constant change. In today's turbulent business environment, leaders benefit from gaining employee commitment and loyalty, encouraging ownership, and fostering a focus on organizational success over individual success.In conclusion, Dr. Wayde emphasizes that most leaders can exhibit traits of both transformational and transactional styles, highlighting their complementary nature. This insightful episode provides a nuanced understanding of leadership models and their application in the dynamic landscape of business and organizations.You can visit his business website at: https://www.waydeconsulting.com/

Want to become more heart-centered? We invite you to join us on Deb's Dailies (daily blog and newsletter), a daily reflection of living and loving life as a heart-centered leader. Ron Riggio, Ph.D. is the Henry R. Kravis Professor of Leadership and Organizational Psychology and former Director of the Kravis Leadership Institute at Claremont McKenna College. Ron is also a Visiting Leadership Scholar at Churchill College, Cambridge University, UK. His undergraduate degree in Psychology is from Santa Clara University. His graduate degrees are in Social/Personality Psychology from UC Riverside, and his initial research interests were in the area of emotional communication, nonverbal communication, and communication skill. This led him to begin studying charisma (in social interaction), which then led to an interest in leadership, particularly charismatic and transformational leadership. He is the author of a well-known textbook, Introduction to Industrial/Organizational Psychology (now in its 7th edition), and co-author, along with Bernard Bass, of Transformational Leadership (2nd edition). He also has a leadership blog called Cutting-Edge Leadership at Psychology Today. Dr. Riggio is part of the Fullerton Longitudinal Study that has been studying leadership development across the lifespan (beginning at 1 year of age and continuing through adulthood). Besides research on leadership development, he has been actively involved in training young (and not so young) leaders at the college level, and beyond. Connect with Professor Ron at: https://www.linkedin.com/in/ron-riggio-ph-d-9232394/ https://www.riggioleadership.org/ https://twitter.com/ronriggio https://www.psychologytoday.com/us/blog/cutting-edge-leadership/201806/does-your-personality-determine-your-career

Today Chris is talking with Ronald E. Riggio, Ph.D., the Henry R. Kravis Professor of Leadership and Organizational Psychology and former Director of the Kravis Leadership Institute at Claremont McKenna College. Dr. Riggio is a social/personality psychologist and leadership scholar with more than a dozen authored or edited books and more than 150 articles/book chapters. His research interests are in leadership and organizational communication, particularly leader nonverbal communication, and emotional competence.  He is part of the Fullerton Longitudinal Study that is examining leadership development across the lifespan (beginning at 1 year of age and continuing through adulthood).     [Sept 12th, 2022]    00:00 – Intro   Social-Engineer.com Managed Voice Phishing  Managed Email Phishing  Adversarial Simulations  Social-Engineer channel on SLACK  CLUTCH  innocentlivesfoundation.org 00:20 – Intro Links  03:02 – Dr. Ron Riggio Intro  04:13 – How did you become a professor of leadership?  07:41 – What year did you start focusing on charisma?  09:16 – The importance of charisma for leadership  12:49 – How does one learn to develop personal charisma?  15:27 – How important is getting gestures right?  18:22 – The benefits of showing emotional expressions  21:41 – Dynamic Attractiveness  23:45 – What can I do to become a better leader?  26:51 – Transformational Leadership  28:34 – Leaders need to know their followers  29:41 – How do you lead at scale?  32:42 – Developing leadership capacity in others  35:44 – The attraction to the "Strong Man"  40:11 – Spare the rod  44:16 – Who do you consider your biggest mentors?  Howard S. Friedman  Bernard Bass  47:04 – Book Recommendations:  Influence: Science and Practice - Robert Cialdini Leadership - James MacGregor Burns Daily Leadership Development - Ronald E. Riggio 50:58 – Find Dr. Riggio on the web  Twitter: https://twitter.com/ronriggio  Website: www.riggioleadership.org  Blog Site: psychologytoday.com/blog/cutting-edge-leadership    51:54 – Guest Wrap Up  52:28 – Outro  www.social-engineer.com  www.innocentlivesfoundation.org  

Episode 26 Leadosophy tries to make the argument that leadership is not real or is a "figment of the imagination." Using excerpts from Bernard Bass's "The Bass Handbook of Leadership," Leadosophy explores the arguments for downplaying the relevance of the leader and the arguments for dismissing leadership as a concept altogether. What are the consequences if we accept the idea that leadership is a myth? Leadosophy talks about this and much more on this episode. Check it out! It's a fun one. Reference Bass, B. M., & Bass, R. (2009). The bass handbook of leadership: Theory, research, and managerial applications (4th ed.). Simon & Schuster. (pp. 9-10) Season One: Foundations of Leadosophy Leadosophy is the fusion of leadership and philosophy. We use philosophical thought to deepen our understanding of leadership, together.

Who says women cannot put an end to a war? Who says women are not good at putting to pressure on their governments to deliver? Liberian women have proven to be leaders worthy to talk about in the discourse of leadership and security in Africa. Liberia this uncolonized West-African Country had to through two Civil wars before Peace could Finally Arrive. Post-independence Africa witnessed numerous conflicts, especially in West Africa; in the Casamance region of Senegal, in Sierra Leone and of course Liberia. Today, Liberia continues to experience governance challenges under President George Weah. Such challenges were partly responsible for the outbreak of the second civil war in 1999. But women are in fact in the lead in ensuring government accountability to avoid a slip back to the 1999 ugly scenario. We may not be pessimistic but should be cautious. Liberia’s second civil war ended in 2003. Who was behind the end of this war? In this programme, I shall take you through the role of the Liberian women peace movement under the leadership of a Nobel peace prize winner and a peace advocate, Leymar Gbowee in ending the country’s second civil war. The war erupted when rebel group, Liberians United for Reconciliation and Democracy (LURD) emerged in the north of the country. These were disenfranchised warlords who started confrontation with Taylor’s regime in 1999. The country’s Truth and Reconciliation Commission estimated that over 250, 000 people were killed and about one million more displaced. The war also destroyed the economy and livelihoods in the country. and the entire Liberian nation was traumatised and hopes shattered. Rape was more evident during the war which triggered the rise of the Mass Action for Peace; the women peace movement in responding to the crisis, with the goal of attaining peace. As rebels advanced towards Monrovia, Leymah Gbowee, a woman, got inspired to prepare a response; a desire that brought Christian and Muslim women together to form a peace movement as an effective response mechanism. While Taylor tried to use the church to advance his goal, Leymah provided a counternarrative; the idea to bring women of both the Christian and Muslim faiths to start a peace movement. In the context of situational leadership analysis, Gbowee’s ideas were religiously inspired that motivated the peace movement. The unity found at the heart of the Mass Action for Peace which included the women peace movement was a struggle to attain peace. Their shared experience as mothers, sisters, aunts and daughters united them on a common purpose. Bernard Bass and Ronald Riggio posit that transformational leadership is anchored on the involvement of both men and women-the gender dimension of leadership. Gbowee’s leadership style of persistence, energising the women group towards their common goal paid dividend. A peace deal was signed, and a transitional government set up to oversee a democratic election. This election marked a new beginning of hope, democracy and stability in Liberia. The second Liberian civil war impacted negatively on the people: from loss of lives to rape and pillage. It is worthy to note that women were the key drivers of peace in the country through various forms of engagement. Liberia became better off as the country underwent a post-conflict development and peacebuilding process, including Security Sector Reform (SSR) as part of its transitional justice program. In addition, the election of Allen Johnson Sirleaf marked the country’s true transition to democracy; Liberia stands out as a beacon of democracy and stability in West Africa. It is safe to conclude that Liberia is heading towards democratic consolidation. Without the non-violent, yet effective response from the women peace movement, it is arguable that Liberia would have now been a failed state. Liberian has won!!!

Adam Sinkus is a Culture-Driven Leadership trainer and consultant. Heteaches leaders how they can drive the culture of the business. He alsoshows companies how poor culture and leadership impact productivity andprofit. He has worked with companies in many verticals over his 10-years inleadership and training. He is soon launching the ACES Leadership Modelwhich blends core leadership principles with culture-driven initiatives tohelp leaders motivate and build successful teams.How Leadership Affects ChangeBy Abel R. GarzaIn business, we find that change is inevitable. Change is the evolution of which companies continue to compete, succeed and perform at peak performance. Is all change good or do we just embrace the idea that we should transform regardless of need?  In theory, flexibility and good leadership practices lean toward a successful transition. A seasoned leader may find a path forward by practicing certain skills favorable to change. Inevitably, we see leaders practice transactional and or transformational leadership when necessary. Business is a turbulent environment that requires leadership legerdemain. This co-existence of transactional and transformational characteristics is a continual process based on organization and vision.Transactional LeadershipThe concept of transactional leadership is not new (Burns, 1978). The concept was mentioned in 1981 by Bernard Bass on the principle that it coincides primarily with the manager's views (Bass, 2008). The transactional concept focuses on organizational goals and the connection to effort and reward. These responsive characteristics hone in on personal and basic human needs by appealing to the follower's self-interests (Maslow, 2014). Rewards and punishment are contingent on performance. In exchange for the transactional leader's performance objectives, the follower may concede that a job well done will be rewarded. This contract between leader and follower will be honored extrinsically.  The transactional leader will actively or passively manage and monitor progress according to standards while taking corrective action when necessary to obviate errors. It is often assumed that this form of leadership is consistent with unmotivated employees that are walking the preverbal line only to maintain their existence in an environment of supervisors micromanaging every process. The transactional leader may focus on short term goals, standard rules, and procedures that often create a circumscribed approach that minimizes the creativity and generation of innovative ideas (P C Tripathi, 2006, p. 112). Transactional leadership can be perceived in many ways, the autocrat, stickler, goal setter or the one that shouts bonus.The AutocratThe military has been using many styles of leadership throughout its existence. Autocratic leadership in the military can be easily associated with the idea of: I give the orders and you follow through or I know the mission and what the organizational goals are so while I'm in charge this is how it's going to be. In return, the follower will gain the necessary experience or the adoration of his superiors (Bieda, 1978).  With most military organizations, the leader will focus on managing the performance of individuals and the performance in a structured environment (Spahr, 2016). If you consider the analogy of military in Garrison over a deployment location; one may be more inclined to function under a transactional style of leadership whereas during a wartime situation requires leaders at all levels. No one person has successfully managed people into war, they must be led (Kotter, 2001).The Box ApproachTransactional leaders will reward followers with basic human needs. This tacit agreement between leaders and followers lends itself to the necessary goals and measurable standards of which to abide and in doing so are rewarded or punished. Understanding the needs of what followers want can help leaders reinforce subordinates for the successful completion of processes. Many CEOs that utilize the Box Approach have an understanding that value comes from communicating the goals of the organization in a clear and concise manner that will allow for controls i.e. financial, culture, or both to ensure that uniformity and predictability become standard behavior. Leaders of the Box Approach subscribe to the idea that policies and procedures are developed to reinforce desired behaviors (Farkas & Wetlaufer, 1996).The Goal-SetterThe necessary steps to accomplish a task or move toward the vision of an organization is not always clear. A simple request to establish a budget or increase customer satisfaction may not be as straight forward as one might think. This usually raises more questions than answers. People are good at many things, but reading minds is not one of them. The goal setter is meticulously establishing short term goals that include the necessary steps to accomplish that goal from their team. Where do we get data, why do we need to coordinate, which managers will be involved, when will this happen or who will take control of each project? The goal setter will be creating goals that teams will be able to accomplish and not figure out for themselves. They will not leave it to chance and will spell out the specific details for what needs to get done, systemically. The goal setter will not be vague. Often goals will be met with omitted details, but planning is essential in creating an explicit and motivational link that will evoke the desired behavior to produce (Halvorson, 2014).The Quid Pro QuoWhat motivates? Motivation is personal and is individualized. What motivates one may not motivate another. People wake up in the morning and have a passion for something in their lives that usually gives them the fuel they need to start their day.  When asked what drives you, is the answer obvious? Many would jump to the idea that money is the primary motivator and that people would have fewer problems if they just had a lot of it. Leaders will find a balance of what motivates and allow people to fulfill those extrinsic needs through by way of reward.Transformational LeadershipThe Transformational leader is a formula for change and synonymous with the charismatic leader. The nomenclature alone connotes change. This connotation has some thinking that this is the most effective form of leadership for change. Leaders who are considered transformational arouse emotion in their followers which in turn motivates followers to move passed the preverbal circumscriptions of manuals and standard operating procedures. They enlist people in their ideas and provide the framework to think outside the box, to be proactive and distinguish themselves as moving past organizational goals and beyond self-interest (Nikezic, 2010). James M. Burn was first to introduce the transformational connection between leader and follower. James Burns and Bernard Bass define transformational leadership as someone who evokes commitment toward an organizational goal with the sole intention of transforming the central mission. Transformational leadership has evolved toward the exploration of characteristics that move beyond the standard and emphasize individual consideration, intellectual stimulation, charisma, and vision, (Burns, 1978; Bass, 2008)The MentorTransformational leaders are showing individual consideration when spending time with followers: teaching and coaching. The result is the promotion of self-development. When leaders begin to treat people as individuals rather than group members; it elicits desire and aspirations (Atwater & Yammarino, 1993). The mentor can change their environment to promote growth and productivity. What the mentor must take into consideration are the many personalities they sometimes face. Provided that the mentor can recognize subtle signs in personality, the focus can be to address each with a unique approach (F.R., 2014).“Successful people are always looking for opportunities to help others. Unsuccessful people are always asking, what's in it for me” (Tracy, 2012)?The InnovatorWhen asked to deliver the ideal leader, many would argue that traits such as intelligence, emotional stability, self-confidence, resolve and vision all come standard. While intellectual ability is directly correlated with leadership, practical intelligence or coping styles conducive to promoting effective social and work relationships seem to be a concept relevant to leadership. Although some have taken steps toward focusing on the analytical and technical skills of a leader, the minimum requirement for success only needs emotional intelligence as the key characteristic to differentiate an outstanding performer from the norm (Goleman, 2004). Driving results in business is a continued research process. The innovator is looking to advance their cause by using the latest and greatest information, technology or process.The MagicCharisma by definition is the magic, the Je Ne Sais Quoi of personality traits that form an unspoken understanding between leader and follower (Merriam-Webster, 2017). The charismatic leader will arouse loyalty and enthusiasm that enlists people through conviction and commitment to their cause. Charismatic leaders are committed to their cause and project their transformational style to make what would be considered ordinary into extraordinary. The magic happens when the charismatic leader dedicates their cause to positive change. Charisma is considered to be an inveterate trait with most natural leaders and a necessary characteristic for many leadership roles. Recognized by many as the most sought after trait, it is often imitated and rarely duplicated. It is either something you have or something you don't. Many people argue that this is a behavioral type of character and can be learned, but others maintain you are born with it (Spahr, Charismatic Leadership, 2016).The VisionaryEffective leadership will evoke change. When a leader inspires, movement follows. Inspiration promotes a synergy toward service for something greater than self. Inspiration involves a continued understanding of shared meaning and challenges for those followers (Nikezic, 2010).ReferencesAtwater, L. E., & Yammarino, F. J. (1993). Personal attributes as predictors of superiors'and subordinates' perceptions of military academy leadership. ProQuest, 46.Bass, B. M. (2008). The Bass Handbook of Leadership. New York: The Free Press.Bieda, P. R. (1978). Measuring Motivation and Job Satisfaction in a Military Context. Boston: U.S. Army.Burns, J. M. (1978). Leadership. New York: Open Road Integrated Media.F.R., M. (2014). Coaching the Toxic Leader. Harvard Business Review, 11.Farkas, C. M., & Wetlaufer, S. (1996). The Ways Chief Executive Officers Lead. Harvard Business Review, 16.Goleman, D. (2004). What Makes a Leader? Harvard Business Review, 2.Halvorson, H. G. (2014). Get Your Team to Do What It Says It's Going to Do. Harvard Business Review, 7.Kotter, J. P. (2001). What Leaders Really Do. Havard Business Review, 16.Lumen. (2017, 09 11). Types of Leaders. Retrieved from Lumen Learning: https://courses.lumenlearning.com/boundless-management/chapter/types-of-leaders/Maslow, A. H. (2014). A Theory of Human Motivation. Floyd: Sublime Books.Merriam-Webster. (2017, 09 09). Charisma. Retrieved from Merriam-Webster: https://www.merriam-webster.com/dictionary/charismaNikezic, D. (2010). Transactional and Transformational Leadership: Development Through Changes. Serbia: Faculty of Science University of Kragujevac.P C Tripathi, P. N. (2006). Principles of Management. New York: McGraw-Hill.Penny, L. (2008). Still Life: A Chief Inspector Gamache Novel. St. MArtin's Minotaur.Spahr, P. (2016, 10 19). Charismatic Leadership. Retrieved from St. Thomas University Online: http://online.stu.edu/charismatic-leadership/Spahr, P. (2016, 10 19). What is Transactional Leadership? How Structure Leads to Results. Retrieved from St. Thomas University Online: http://online.stu.edu/transactional-leadership/Tracy, B. (2012, 05 07). Brian Tracy Quote. Retrieved from Brainy Quotes: https://www.brainyquote.com/quotes/quotes/b/briantracy125760.htmlWays to Reach Adam Sinkushttps://www.linkedin.com/in/adamsinkushttps://www.facebook.com/adamsinkushttps://www.twitter.com/adamsinkusPhone 239-284-5872 ★ Support this podcast on Patreon ★

Summary How do leaders create an environment where people thrive? This week we look at the importance of leadership styles in helping to bring out the best in our people.     Transcript Hello and welcome to episode 28 of the Leadership Today Podcast where each week we tackle one of today’s biggest leadership challenges. This week we’re looking at how leaders create an environment where people thrive, which is building on some of the themes from last week’s episode. When I was 15 my first part time job was at a large retailer. My job title was ‘Customer Service Security’, which sounds pretty impressive, but in practice that meant I was the person who checked bags as people left the store to make sure they hadn’t stolen anything. At that time the retailer had a garden department with its own street entrance, so it wasn’t uncommon for people to come in the main entrance, steal something, then try to make a quick escape through the garden department. Of course they had to get past Customer Service Security first. By any measure, this wasn’t a great job to give to a 15 year old, but it was character building if nothing else. Another of my responsibilities was to help people who were returning goods, checking their receipts and passing them through to a person who could give them a refund. There’s one refund that has stuck in my mind 30 years after the event. A man came into the garden department one Saturday morning carrying what looked like a stick with a black plastic bag on one end. He let me know that he wanted a full cash refund on the item. I looked at the receipt, and what he had originally purchased a full three months earlier was a bare-rooted lemon tree. You see occasionally had specials where we would sell a bunch of young trees with minimal soil around the roots which were then sealed in a plastic bag - which made it much easier than shipping and selling them than putting them in pots. But this guy had bought the bare-rooted lemon tree, taken it home and put it in his garage for a full three months - no sunlight, no water, no nutrients, no space to grow. It didn’t take a horticultural qualification to realise the lemon tree was dead. Amazingly, our generous refund policy meant the man left with a full refund, and we were left wondering what to do with a dead stick in a bag. There are a few important leadership principles wrapped up in this story. The most obvious one is that, as leaders, we need to create an environment where people can thrive. Just like the lemon tree needed to be planted in good soil, with access to sunlight, water and nutrients to thrive, as leaders we need to provide an environment where people can thrive. I’ll talk more about how we can do that shortly. The second equally important principle is that we can’t force people to be motivated and to grow - that comes from within the person themselves. As leaders it’s important to recognise that we can’t directly motivate anyone to do anything. The closest we can get is through demands and threats, which is unfortunately what all too many leaders default to. While that might lead to a short-term lift in performance driven by fear, ultimately the impact is negative on the individual and the organisation. Instead what we’re aiming for is aligned motivation. If someone shows up at your workplace, they’re motivated. As a leader our role is to uncover what specifically motivates that individual, and to help align that with the direction and needs of the organisation. We do that by creating the right environment. In summary - the person owns the motivation, and the leader owns the environment that helps to align that motivation. So how do leaders shape the environment? We shape the environment through the leadership behaviours we demonstrate - the actions we take that build the kind of environment where people can thrive. The concept of leadership styles is not new - the styles I refer to are informed by over 80 years of research by people including Kurt Lewin, Fred Fiedler, Martin Evans, Robert House, James McGregor Burns, Bernard Bass, Paul Hersey and Ken Blanchard. There are four sets of leadership behaviours or leadership styles that are particularly helpful in building a positive environment. The first leadership style is Inspiring. This involves developing a compelling vision for the work that we undertake, communicating that vision, and aligning roles and individuals to the vision. This helps to increase clarity, and it also encourages alignment. People know where we are headed, they know their role, and they can connect their own motivations with that broader purpose. This is like sunlight for the lemon tree - providing energy and a direction to grow. My own research with over 1,000 leaders demonstrated that having a feeling you’re contributing to something meaningful reduced negative stress by 31%, and increased engagement by 74%. It even increased an individual’s likelihood of staying with the organisation by a full 87%. The second leadership style is Developing. Here we’re discussing the skills and capabilities people want to develop, coaching people, providing stretch opportunities, and investing in their development. This ensures people are developing their capability, while we’re also building the capacity of the organisation. This is like watering the lemon tree - encouraging its development. Here my research saw more significant results. Where people felt they were developing in areas important to them, their stress was 26% lower, engagement was up by 60% and again the likelihood of staying was up by 87%. The third leadership style is Connecting. This is where we help connect people with others that can provide support, while we also identify opportunities to work across the organisation, build teamwork, and provide direct support and encouragement. This style helps ensure people have the support they need, while also building collaboration for the organisation. This is like adding nutrients to give that extra boost to the lemon tree. Where people felt their job provided the chance to make meaningful connections, my research showed a 22% reduction in negative stress, with engagement up 57% and likelihood of staying up 68%. The fourth style is Delegating. Here we delegate important work to people, even when it may mean a short term dip in performance. We focus more on accountabilities and outcomes, giving people greater freedom about how they produce results. This provides the individual with authority, while also enabling us to hold them accountable. It’s like giving the lemon tree extra room to grow - putting it in a larger pot, or planting it with plenty of space to spread out. Again my research showed that providing people with autonomy and freedom has a significant impact, with negative work-related stress down 20%, engagement up 52% and likelihood of staying up 55%. There are two other styles that also influence the work environment, but not always in a positive way. Directing is about telling people how to do their work, closely monitoring people, and emphasising the negative consequences of getting things wrong. There are some times when this leadership style is appropriate - it provides task clarity and control. But it does this at the cost of autonomy and personal responsibility. This one is a bit like yelling at the lemon tree - it might make you feel better, but the tree won’t take much notice. The final leadership style is Avoiding. As the name suggests, this is where a person avoids the role of being leader altogether, keeping tasks to themselves, focusing on their own job, and avoiding delegating to people who have let them down. While the individual may be productive, team productivity is likely to be low. It looks a lot like the guy who left the lemon tree in his garage so he could focus on other things. Perhaps that worked well for him, but it didn’t turn out too well for the lemon tree. The really good news is that, like any other behaviour, leadership styles can be developed. A great way to start is to assess your own leadership styles. I’ve developed a great card-sort exercise which I use on leadership programs that helps people to identify their preferred styles. And I also have a Leadership Styles Self-Assessment which I’m providing as a free gift for those who sign up for Leadership Today updates. Just head to the leadership.today website, and sign up on the Connect page and I’ll send you a link. If you’ve already signed up, have no fear - I’ll be emailing you a link shortly. I’ll be interested in how you find the assessment, and I’ll be looking forward to seeing you next week.

https://youtu.be/XHYqqKN0Ir4 La settimana scorsa vi ho parlato di leadership secondo le teorie di Bernard Bass e vi ho anche detto che il leader si interfaccia con i follower nel raggiungimento di obiettivi comuni. Anche lo stile collaborativo può essere molto diverso e anche in questo caso ciascuno di noi può agire stili diversi a seconda…

James Cameron and Larry Wilson discuss Full Range Leadership. The full range model of leadership was developed by prominent leadership researchers Bernard Bass and Bruce Avolio in the 80’s and 90’s and has been the subject of extensive research ever since.

James Cameron and Larry Wilson discuss Full Range Leadership. The full range model of leadership was developed by prominent leadership researchers Bernard Bass and Bruce Avolio in the 80’s and 90’s and has been the subject of extensive research ever since. This episode focuses specifically on: Characteristic-based Trait and Attribute Approaches, Five Factor Model (Big 5), and Competency and Behavioral Leadership Approaches.

James Cameron and Larry Wilson discuss Full Range Leadership. The full range model of leadership was developed by prominent leadership researchers Bernard Bass and Bruce Avolio in the 80’s and 90’s and has been the subject of extensive research ever since. This episode focuses specifically on: Transactional Leadership, Contingent Reward, Management by Exception, Contingent/Situational Leadership, Path-Goal, and Leader-Member Exchange (LMX)

James Cameron and Dr. Larry Wilson discuss Full Range Leadership. The full range model of leadership was developed by prominent leadership researchers Bernard Bass and Bruce Avolio in the 80’s and 90’s and has been the subject of extensive research ever since. This episode focuses specifically on: Transformational Leadership, Authentic Leadership, and Servant Leadership.

https://youtu.be/7gZ3Dhg3V5c Qualche tempo fa vi ho parlato di leadership trasformazionale. Si tratta di un modello di leadership teorizzato dallo psicologo americano Bernard Bass che si basa sulla stretta correlazione tra leader e follower: la massima efficacia, infatti, si raggiunge quando i due poli decisionali sono perfettamente compatibili. Oggi vi parlerò dei cinque stili di leadership…