Leadership Style Preferences For Individuals

Lovely Professional university
M.B.A
Term Paper Synopsis
2010-2012
MGT-512
TOPIC:- Leadership style preferences for individuals
Submitted by Guided by
Amit Sharma Miss Mallika Rani
Section-R1002 (B)
Roll number-B-31
CONTENT
 Introduction of the topic

 Importance of the study
 Objectives of the study
 Emergence of the topic
 Review of literature
 Methodology which is used in study
 Data collection
 Data interpretation
 Findings
 Conclusion
 Bibliography & References
 Introduction of the topic
What Is Leadership?
Leadership is a process of getting things done through people. The quarterback

moves the team toward a touchdown. The senior patrol leader guides the troop to a
high rating at the camporee. The mayor gets the people to support new policies to
make the city better.
These leaders are getting things done by working through people -- football
players, Scouts, and ordinary citizens. They have used the process of leadership to
reach certain goals.
Leadership is not a science. So being a leader is an adventure because you can

never be sure whether you will reach your goal -- at least this time. The touchdown
drive may end in a fumble. The troop may have a bad weekend during the
compare. Or the city's citizens may not be convinced that the mayor's policies are
right. So these leaders have to try again, using other methods. But they still use the
same process the process of good leadership.
Leadership means responsibility. It's adventure and often fun, but it always means
responsibility. The leader is the guy the others look to to get the job done. So don't
think your job as a troop leader or a staff member will be just an honor. It's more
than that. It means that the other Scouts expect you to take the responsibility of
getting the job done. If you lead, they will do the job. If you don't, they may expect
you to do the job all by yourself.
That's why it's important that you begin right now to learn what leadership is all
about.
Wear your badge of office proudly. It does not automatically make you a good
leader. But it identifies you as a Scout who others want to follow -- if you'll let
them by showing leadership.
You are not a finished leader. No one ever is, not even a president or prime
minister. But you are an explorer of the human mind because now you are going to
try to learn how to get things done through people. This is one of the keys to
leadership.
You are searching for the secrets of leadership. Many of them lie locked inside
you. As you discover them and practice them, you will join a special group of
people-skilled leaders.
Good exploring -- both in this handbook and with the groups you will have a
chance to lead.
 Importance of the study

There are no rules for leadership. But there are certain skills that every good leader
seems to have. Some of these skills you may already have even without knowing
it. That's the funny thing about leadership -- a good leader doesn't necessarily know
how he does it. He just does what comes naturally and the others follow him.
Although he may not know it, he has mastered the skills of leadership.
 Objectives of the study

 To enhance knowledge about the leadership.
 To enhance knowledge about how individual handle the task.
 To know how we use effectively our leadership quality.
 Emergence of the topic

The important thing now is Scouting gives you a chance to lead. You can
learn how to lead in Scouting. You can practice leadership in Scouting. Then
you can lead other groups, too. The skills you will need are very much the
same.
 Review of literature
Predicting followers' preferences for charismatic leadership

Mark G. Ehrhart and Katherine J. Klein: Existing research on charismatic leadership focuses
primarily on the traits and behaviors of charismatic leaders and the effects of charismatic leaders
on their followers. One issue that has been neglected, and others, is the disposition of the
followers who form charismatic relationships with their leaders. To investigate this topic, we
conducted a laboratory study in which participants' values and personality dimensions were used
to predict participants' preferences for charismatic leadership vs. two other leadership styles:
relationship-oriented and task-oriented leadership. The results showed that values and
personality were useful in predicting leadership preferences. More research is needed to gain
further insights into the active role of followers in the formation of charismatic relationships.
A Meta-Analytic Validation of the Dunn and Dunn Model of Learning-Style

Preferences
Rita Dunn, Bernard S. Gorman:Forty-two experimental studies based on the Dunn and Dunn
Learning Style Model and conducted between 1980-1990 were identified to determine the value
of teaching students through their learning-style preferences. The studies were rated according to
Lytton and Romney's (1991) Quality Rating Scales. A jury determined that, of the 42 studies, 6
studies evidenced serious threats to validity. The 36 remaining studies provided a database of
3,181 participants. Results were synthesized through meta-analysis. Eight variables coded for
each study produced 65 individual effect sizes. The overall, unweighted group effect size value
(r) was .384, and the weighted effect size value was .353 with a mean difference (d) of 755.
Referring to the standard normal curve, this suggests that students whose learning styles are
accommodated would be expected to achieve 75% of a standard deviation higher than students
who have not had their learning styles accommodated. This finding indicates that matching
students' learning-style preferences with educational interventions compatible with those
preferences is beneficial to their academic achievement.
Parental images as a guide to leadership sense making

Tiffany Keller: The self is a critical interpretive structure that guides leadership sensemaking
[The Leadership Quarterly, 6 (1995) 265]. Yet relatively little is known about how early
childhood experiences may impact implicit leadership theories and how these experiences may
shape expectations about the self in relation to leadership figures as well as willingness to learn
and adapt one's behavior consistent with different leadership models. Accordingly, a theoretical
model based on attachment theory is developed to examine these issues.
Perceptions of appropriate leadership style: Participation versus

consultation across two cultures
Donald J Campbell, William Bommer and Ellen Yeo :This research examined the effects of
four factors on the perceived appropriateness of a displayed leadership style in two nations. The
study employed a case description to manipulate leader style (participative or consultative),
leader gender (male or female), organisational setting (civilian or military) and eventual task
outcome (successful, unsuccessful, or no information); and then had 264 Singaporean business
students and 223 American business students judge the appropriateness of the style used.
Factorial ANOVA analyses revealed that the style itself and eventual task outcome had strong
effects on perceptions of appropriateness. Further, perceptions of leadership appropriateness
influenced judgments of leadership ability and one's willingness to work for the described leader.
Gender and setting had no substantive impact. Identical results were obtained in both the
Singaporean and American samples. Implications of the results, and their limitations, are
considered from both a theoretical and a practical perspective.
The Role of Cognitive Style and Risk Preference on

Entrepreneurial Self-Efficacy and Entrepreneurial
Intentions
Saulo Dubard Barbosa: The purpose of the current study is to address the distinctive roles of
cognitive style and risk preference on four types of entrepreneurial self-efficacy and
entrepreneurial intentions. More specifically, we examine how both cognitive style and risk
preference separately and interactively contribute to an individual's assessment of his/her own
skills and abilities as well as to his/her own entrepreneurial intentions. This study investigated
these relationships using an international sample of 528 entrepreneurial students across three
universities. Results indicated that individuals with a high risk preference had higher levels of
entrepreneurial intentions and opportunity-identification efficacy, whereas individuals with a low
risk preference had higher levels of relationship efficacy, and tolerance efficacy. Individuals with
an intuitive cognitive style were also found to have lower perceived self-efficacy concerning the
establishment of relationship with investors, the economic management of the new venture, and
their capacity to tolerate ambiguity. However, intuitive individuals who had a high preference for
risk exhibited higher levels of opportunity identification efficacy. Finally, contrary to our final
hypothesis, analytic individuals with a low preference for risk had higher levels of relationship
and tolerance self-efficacy than intuitive individuals with a high risk preference. Implications of
these findings and directions for future research are discussed.
 Data collection
Data was collected through primary and secondary sources.
 Primary data: primary data was collected with the help of structured
personal interview with individual.
 Secondary data: Source of secondary data were collected with help of

published reports, magazines, newspapers and the websites.
 Bibliography & References

 The Leadership Quarterly Volume 12, Issue 2, Summer 2001, Pages 153-
179
 The Journal of Educational Research, Volume 88, Issue 6 July 1995 , pages
353 – 362
 The Leadership Quarterly Volume 14, Issue 2, April 2003, Pages 141-160
 ASIA PACIFIC JOURNAL OF MANAGEMENT Volume 10, Number 1, 1-

19, DOI: 10.1007/BF01732221
 Journal of Leadership and Organizational Studies November 1,

2009 16:117-130

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Lovely Professional university

TOPIC:- Leadership style preferences for individuals

 Introduction of the topic

Leadership is a process of getting things done through people. The quarterback

Leadership is not a science. So being a leader is an adventure because you can

 Importance of the study

 Objectives of the study

 Emergence of the topic

Predicting followers' preferences for charismatic leadership

A Meta-Analytic Validation of the Dunn and Dunn Model of Learning-Style

Parental images as a guide to leadership sense making

Perceptions of appropriate leadership style: Participation versus

The Role of Cognitive Style and Risk Preference on

 Secondary data: Source of secondary data were collected with help of

 Bibliography & References

 ASIA PACIFIC JOURNAL OF MANAGEMENT Volume 10, Number 1, 1-

 Journal of Leadership and Organizational Studies November 1,

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