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81-638: Hult Ashridge Executive Education (also known as the Hult Ashridge ) is the executive education arm of Hult International Business School , based in London, Dubai, and Hult's flagship executive education campus on the Ashridge Estate . Formerly an independent business school , known as Ashridge Business School , Ashridge completed an operational merger with Hult in 2015. It offers teaching leadership and organisational development. The college

162-457: A Divine plan . Compare this with servant leadership . For a more general view on leadership in politics , compare the concept of the statesperson . Anecdotal and incidental observations aside, the serious discipline of theorising leadership began in the 19th century. The search for the characteristics or traits of leaders has continued for centuries. Philosophical writings from Plato 's Republic to Plutarch's Lives have explored

243-409: A business setting. Assume praise is a positive reinforcer for a particular employee. This employee does not show up to work on time every day. The manager decides to praise the employee for showing up on time every day the employee actually shows up to work on time. As a result, the employee comes to work on time more often because the employee likes to be praised. In this example, praise (the stimulus)

324-407: A common and ethical task ". In other words, leadership is an influential power -relationship in which the power of one party (the "leader") promotes movement/change in others (the "followers"). Some have challenged the more traditional managerial views of leadership (which portray leadership as something possessed or owned by one individual due to their role or authority ), and instead advocate

405-627: A drastically different view of the driving forces behind leadership. In reviewing the extant literature, Stogdill and Mann found that while some traits were common across a number of studies, the overall evidence suggested that people who are leaders in one situation may not necessarily be leaders in other situations. Subsequently, leadership was no longer characterized as an enduring individual trait—situational approaches (see alternative leadership theories below) posited that individuals can be effective in certain situations, but not others. The focus then shifted away from traits of leaders to an investigation of

486-419: A fair exchange whereby the leader provides certain benefits such as task guidance, advice, support, and/or significant rewards and the followers reciprocate by giving the leader respect, cooperation, commitment to the task and good performance. However, LMX recognizes that leaders and individual followers will vary in the type of exchange that develops between them. LMX theorizes that the type of exchanges between

567-403: A group vision. The transactional leader is given power to perform certain tasks and reward or punish for the team's performance. It gives the opportunity to the manager to lead the group and the group agrees to follow his lead to accomplish a predetermined goal in exchange for something else. Power is given to the leader to evaluate, correct, and train subordinates when productivity is not up to

648-658: A leader performs when promoting organization's effectiveness. These functions include environmental monitoring, organizing subordinate activities, teaching and coaching subordinates, motivating others, and intervening actively in the group's work. Various leadership behaviors facilitate these functions. In initial work identifying leader behavior, Fleishman observed that subordinates perceived their supervisors' behavior in terms of two broad categories referred to as consideration and initiating structure . Consideration includes behavior involved in fostering effective relationships. Examples of such behavior would include showing concern for

729-517: A new element – the need for leaders to develop their leadership presence, attitude toward others, and behavioral flexibility by practicing psychological mastery. It also offers a foundation for leaders wanting to apply the philosophies of servant leadership and authentic leadership . Integrated psychological theory began to attract attention after the publication of James Scouller's Three Levels of Leadership model (2011). Scouller argued that older theories offered only limited assistance in developing

810-404: A new model of the human psyche and outlined the principles and techniques of self-mastery, which include the practice of mindfulness meditation . Bernard Bass and colleagues developed the idea of two different types of leadership: transactional which involves exchange of labor for rewards, and transformational which is based on concern for employees, intellectual stimulation, and providing

891-552: A new paradigm with which to characterize elected politicians and job-granting employers—thus the development and theorizing of the idea of "leadership". The functional relationship between leaders and followers may remain, but acceptable (perhaps euphemistic) terminology has changed. Starting in the 19th century, the elaboration of anarchist thought called the whole concept of leadership into question. One response to this denial of élitism came with Leninism — Lenin (1870–1924) demanded an élite group of disciplined cadres to act as

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972-421: A normative decision model in which leadership styles were connected to situational variables, defining which approach was more suitable to which situation. This approach supported the idea that a manager could rely on different group decision making approaches depending on the attributes of each situation. This model was later referred to as situational contingency theory. The path-goal theory of leadership

1053-724: A person's ability to lead effectively. He pointed out, for example, that: Scouller's model aims to summarize what leaders have to do, not only to bring leadership to their group or organization, but also to develop themselves technically and psychologically as leaders. The three levels in his model are public, private, and personal leadership: Scouller argued that self-mastery is the key to growing one's leadership presence, building trusting relationships with followers, and dissolving one's limiting beliefs and habits. This enables behavioral flexibility as circumstances change, while staying connected to one's core values (that is, while remaining authentic). To support leaders' development, he introduced

1134-485: A privilege previously only enjoyed by the wealthy. Subsequent executive education programs, including the 13-week Advanced Management Program at Harvard University and the four-week Institute for Management at Northwestern University's School of Commerce (now the Kellogg School of Management), developed in response to the need to rapidly train line executives for general management in the post-World War II era. By

1215-402: A single company, represent the fastest-growing segment of the market. Customized programs help organizations increase management capability by combining the science of business and performance management with specialized programs that enable executives to develop new knowledge, skills, and attitudes. Research shows that a firm which has a clearly articulated and understood business strategy — and

1296-492: A study which investigated observable behaviors portrayed by effective leaders. They identified particular behaviors that were reflective of leadership effectiveness. They narrowed their findings to two dimensions. The first dimension, "initiating structure", described how a leader clearly and accurately communicates with the followers, defines goals, and determines how tasks are performed. These are considered "task oriented" behaviors. The second dimension, "consideration", indicates

1377-509: A subordinate or acting in a supportive manner towards others. Initiating structure involves the actions of the leader focused specifically on task accomplishment. This could include role clarification, setting performance standards, and holding subordinates accountable to those standards. The Integrated Psychological Theory of leadership attempts to integrate the strengths of the older theories (i.e. traits, behavioral/styles, situational and functional) while addressing their limitations, introducing

1458-472: A tradeshow in the 1970s for companies interested in learning about university-based executive education and an annual conference for members. UNICON has since grown into a consortium of nearly 100 universities with executive education programs around the globe. It sponsors three annual conferences that allow members to share best practices, conducts research into topics of concern and provides benchmarking data for members. Executive education further developed in

1539-453: A variety of situations and tasks. Additionally, during the 1980s statistical advances allowed researchers to conduct meta-analyses , in which they could quantitatively analyze and summarize the findings from a wide array of studies. This advent allowed trait theorists to create a comprehensive picture of previous leadership research rather than rely on the qualitative reviews of the past. Equipped with new methods, leadership researchers revealed

1620-479: Is a contested term. Specialist literature debates various viewpoints on the concept, sometimes contrasting Eastern and Western approaches to leadership, and also (within the West) North American versus European approaches. Some U.S. academic environments define leadership as "a process of social influence in which a person can enlist the aid and support of others in the accomplishment of

1701-465: Is a positive reinforcer for this employee because the employee arrives at work on time (the behavior) more frequently after being praised for showing up to work on time. Positive reinforcement is a successful technique used by leaders to motivate and attain desired behaviors from subordinates. Organizations such as Frito-Lay, 3M, Goodrich, Michigan Bell, and Emery Air Freight have all used reinforcement to increase productivity. Empirical research covering

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1782-487: Is constituted as a registered charity , formally named the Ashridge (Bonar Law Memorial) Trust , and is one of the 150 largest UK charitable organisations ranked by annual expenditure. The trust has the following goals: (a) honouring the memory of a great statesman, (b) the preservation of the house and grounds as an historic building, (c) to create an educational centre (d) to train lecturers, speakers and writers to further

1863-511: Is imperative to consider employee emotional responses to organizational leaders. Emotional intelligence—the ability to understand and manage moods and emotions in the self and others—contributes to effective leadership within organizations. The neo-emergent leadership theory (from the Oxford Strategic Leadership Programme ) sees leadership as an impression formed through the communication of information by

1944-400: Is made by Rakesh Khurana , among others. The genesis of executive education can be traced to Frederick Taylor and his 1911 treatise Principles of Scientific Management . This book described how the application of the scientific method to the management of workers could improve productivity. Taylor's ideas, also known as "Taylorism" would become the standard for businesses worldwide. On

2025-466: The Fiedler contingency model , the path-goal model states that the four leadership behaviors are fluid, and that leaders can adopt any of the four depending on what the situation demands. The path-goal model can be classified both as a contingency theory , as it depends on the circumstances, and as a transactional leadership theory , as the theory emphasizes the reciprocity behavior between the leader and

2106-531: The Financial Times . The participation of many of the most prestigious universities around the world has enhanced the value of university-based executive education. Ongoing business challenges and opportunities – a dynamic economy, developing technologies, new business models and globalization – has made the emphasis on learning new concepts throughout ones career a necessity. Despite the growing popularity of university-based executive education around

2187-565: The Napoleonic marshals profiting from careers open to talent . In the autocratic / paternalistic strain of thought, traditionalists recall the role of leadership of the Roman pater familias . Feminist thinking, on the other hand, may object to such models as patriarchal and posit against them "emotionally attuned, responsive, and consensual empathetic guidance, which is sometimes associated with matriarchies ". Comparable to

2268-578: The Second World War , the "College of Citizenship" was briefly re-established but in 1959 it was re-launched with a new focus on management training, taking the name Ashridge Management College. In 2015 the then Ashridge Business School operationally merged with Hult International Business School , an international business school with campuses in seven cities around the world. As part of the merger, Ashridge Business School changed its name to Ashridge Executive Education. Ashridge Business School

2349-531: The University of Michigan Business School topped the list. By the next survey in 2001, the number of programs had doubled to 121, with a doubling of revenues to $ 800M. Shortly after the survey, Executive education growth was dramatically impacted by travel restrictions and the economic impact of the September 11 attacks . In 2022, 2023 & 2024, HEC Paris executive education is ranked 1st worldwide by

2430-522: The University of Oxford ) that further developed such characteristics. International networks of such leaders could help to promote international understanding and help "render war impossible". This vision of leadership underlay the creation of the Rhodes Scholarships , which have helped to shape notions of leadership since their creation in 1903. In the late 1940s and early 1950s, a series of qualitative reviews prompted researchers to take

2511-489: The vanguard of a socialist revolution, which was to bring into existence the dictatorship of the proletariat . Other historical views of leadership have addressed the seeming contrasts between secular and religious leadership. The doctrines of Caesaro-papism have recurred and had their detractors over several centuries. Christian thinking on leadership has often emphasized stewardship of divinely-provided resources—human and material—and their deployment in accordance with

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2592-578: The 1970s, university-based executive education continued to evolve as an industry. Several on-campus residential facilities were constructed at several universities, demonstrating the value of a standalone facility dedicated to executive education programs. This spurred the development of such facilities at schools nationwide and the subsequent expansion of short open enrollment programs. The industry's exclusive professional association, The International University Consortium for Executive Education, also came into existence during this period. UNICON began sponsoring

2673-423: The 1980s and 1990s as the increasing pace and scope of global business demanded higher levels of education among employees. The dot-com boom further changed the scope of the business landscape by favouring employees and organizations that were quick to adapt to change. As longstanding business concepts became obsolete, continual training was necessary – but earning a degree was not. In a 1999 survey of 63 programs,

2754-471: The 19th century, the concept of leadership had less relevance than today—society expected and obtained traditional deference and obedience to lords, kings, master-craftsmen, and slave-masters. The Oxford English Dictionary traces the word "leadership" in English only as far back as 1821, when the term referred to the position or office of a designated leader. The abstract notion of "leadership" as embodying

2835-519: The Fiedler contingency model, the Vroom-Yetton decision model, and the path-goal theory. The Fiedler contingency model bases the leader's effectiveness on what Fred Fiedler called situational contingency . This results from the interaction of leadership style and situational favorability (later called situational control ). The theory defines two types of leader: those who tend to accomplish

2916-448: The Roman tradition, the views of Confucianism on 'right living' relate very much to the ideal of the (male) scholar-leader and his benevolent rule, buttressed by a tradition of filial piety. Leadership is a matter of intelligence, trustworthiness, humaneness, courage, and discipline... Reliance on intelligence alone results in rebelliousness. Exercise of humaneness alone results in weakness. Fixation on trust results in folly. Dependence on

2997-632: The capability to carry it out — will have a higher market-to-book value than a firm that does not. Open enrollment programs are also available as part of university-based executive education offerings, which occur throughout the year on selected dates, and are available to participants from different companies and organizations. Shorter executive education programs tend to focus on specific roles or industries, or on improving specific leadership skills , such as persuasion, negotiation, team building or communication. Some executive education providers offer more comprehensive management training options, such as

3078-492: The complex nature of leadership which is found at all levels of institutions, both within formal and informal roles. Studies of leadership have produced theories involving (for example) traits , situational interaction, function, behavior , power , vision , values , charisma , and intelligence , among others. The Chinese doctrine of the Mandate of Heaven postulated the need for rulers to govern justly, and

3159-411: The concepts of “core competencies” and “strategic intent”. These and other respected academic business thinkers — Don Hambrick, Ram Charan, David Ulrich, Michael Hammer, Gary Hamel and many others — are the true pioneers of executive education and the ongoing effort to facilitate wealth creation and other new concepts aimed at making stronger businesses while improving the welfare of the world. Throughout

3240-482: The democratic leadership style is more adequate in situations that require consensus building; finally, the laissez-faire leadership style is appreciated for the degree of freedom it provides, but as the leaders do not "take charge", they can be perceived as a failure in protracted or thorny organizational problems. Theorists defined the style of leadership as contingent to the situation; this is sometimes called contingency theory . Three contingency leadership theories are

3321-406: The desired level, and reward effectiveness when expected outcome is reached. Leader–member exchange (LMX) theory addresses a specific aspect of the leadership process, which evolved from an earlier theory called the vertical dyad linkage model. Both of these models focus on the interaction between leaders and individual followers. Similar to the transactional approach, this interaction is viewed as

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3402-500: The early criticisms of the trait approach, theorists began to research leadership as a set of behaviors by evaluating the behavior of successful leaders, determining a behavior taxonomy, and identifying broad leadership styles. David McClelland , for example, posited that leadership requires a strong personality with a well-developed positive ego. To lead, self-confidence and high self-esteem are useful, perhaps even essential. Kurt Lewin , Ronald Lipitt, and Ralph White developed in 1939

3483-448: The economy shows more signs of improvement. A substantial portion of the organizations surveyed by Manchester Business School said they anticipate executive education spending to moderately increase during the next three years. The situation is similar in other parts of the world according to a late 2010 state of the industry survey conducted by UNICON, which found that many prestigious universities with executive education programs around

3564-543: The follower responds well, the leader rewards him/her with extra coaching, favorable job assignments, and developmental experiences. If the follower shows high commitment and effort followed by additional rewards, both parties develop mutual trust, influence, and support of one another. Research shows the in-group members usually receive higher performance evaluations from the leader, higher satisfaction, and faster promotions than out-group members. In-group members are also likely to build stronger bonds with their leaders by sharing

3645-411: The followers to participate in group decision making and encouraged subordinate input. This entails avoiding controlling types of leadership and allows more personal interactions between leaders and their subordinates. The managerial grid model is also based on a behavioral theory. The model was developed by Robert Blake and Jane Mouton in 1964. It suggests five different leadership styles, based on

3726-643: The followers. Functional leadership theory addresses specific leader behaviors that contribute to organizational or unit effectiveness. This theory argues that the leader's main job is to see that whatever is necessary to group needs is taken care of; thus, a leader can be said to have done their job well when they have contributed to group effectiveness and cohesion. While functional leadership theory has most often been applied to team leadership, it has also been effectively applied to broader organizational leadership as well. In summarizing literature on functional leadership, researchers observed five broad functions

3807-473: The following: While the trait theory of leadership has certainly regained popularity, its reemergence has not been accompanied by a corresponding increase in sophisticated conceptual frameworks. Specifically, Stephen Zaccaro noted that trait theories still: Considering the criticisms of the trait theory outlined above, several researchers adopted a different perspective of leader individual differences—the leader-attribute-pattern approach. In contrast to

3888-603: The heels of Taylorism came The Alfred P. Sloan School of Management, which in 1914, began offering Course XV, Engineering Administration, at the Massachusetts Institute of Technology . At that time, the concept of providing business training in the academic environment was gaining popularity, thus MIT created a program “specially designed to train men to be competent managers of businesses that have much to do with engineering problems.” Harvard also began offering short five-week selections of standard MBA material in

3969-493: The last 20 years suggests that applying reinforcement theory leads to a 17 percent increase in performance. Additionally, many reinforcement techniques such as the use of praise are inexpensive, providing higher performance for lower costs. Situational theory is another reaction to the trait theory of leadership. Social scientists argued that history was more than the result of intervention of great men as Carlyle suggested. Herbert Spencer (1884) (and Karl Marx ) said that

4050-500: The late 1920s. In 1930, Course XV at MIT became an independent department and was named the Department of Business and Engineering Administration. In 1931, an innovative program for executive development was initiated with the backing of several industrialists. This one-year program — offering graduate study in the fundamentals of management and decision-making — was aimed at young managers who were nominated by their employers and

4131-473: The late 1970s, nearly 20 business schools in the United States were offering some form of executive education. The science of business also was developing at a rapid pace as faculty, such as Michael Porter (Harvard ) and C. K. Prahalad (University of Michigan), published academic papers that changed the way people thought and acted within companies. Prahalad is most notably remembered for developing

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4212-477: The leader and specific followers can lead to the creation of in-groups and out-groups . In-group members are said to have high-quality exchanges with the leader, while out-group members have low-quality exchanges with the leader. In-group members are perceived by the leader as being more experienced, competent, and willing to assume responsibility than other followers. The leader begins to rely on these individuals to help with especially challenging tasks. If

4293-485: The leader behaviors that were effective. This approach dominated much of the leadership theory and research for the next few decades. New methods and measurements were developed after these influential reviews that would ultimately reestablish trait theory as a viable approach to the study of leadership. For example, improvements in researchers' use of the round-robin research design methodology allowed researchers to see that individuals can and do emerge as leaders across

4374-516: The leader or by other stakeholders, not through the actions of the leader. In other words, the reproduction of information or stories form the basis of the perception of leadership by the majority. It is well known by historians that the naval hero Lord Nelson often wrote his own versions of battles he was involved in, so that when he arrived home in England, he would receive a true hero's welcome. In modern society, various media outlets, including

4455-412: The leader tends to emphasize his/her formal authority to obtain compliance to leader requests. Research shows that out-group members are less satisfied with their job and organization, receive lower performance evaluations from the leader, see their leader as less fair, and are more likely to file grievances or leave the organization. Leadership can be an emotion-laden process, with emotions entwined with

4536-607: The leader's ability to build an interpersonal relationship with their followers, and to establish a form of mutual trust. These are considered "social oriented" behaviors. The Michigan State Studies, which were conducted in the 1950s, made further investigations and findings that positively correlated behaviors and leadership effectiveness. Although they had similar findings as the Ohio State studies, they also contributed an additional behavior identified in leaders: participative behavior (also called "servant leadership"), or allowing

4617-418: The leaders' concern for people and their concern for goal achievement. B. F. Skinner is the father of behavior modification and developed the concept of positive reinforcement . Positive reinforcement occurs when a positive stimulus is presented in response to a behavior, which increases the likelihood of that behavior in the future. The following is an example of how positive reinforcement can be used in

4698-899: The majority combine significant academic qualifications with extensive international business experience , enabling them to become fully involved with the issues and challenges faced by clients and individual participants. Academic staff regularly serve on the councils of international educational and advisory bodies, including the Graduate Management Admission Council (GMAC), European Foundation for Management Development (EFMD) and Association of MBAs (AMBA). They also share their expertise as visiting professors at many international business schools and universities. 51°47′57″N 0°33′35″W  /  51.79917°N 0.55972°W  / 51.79917; -0.55972 Executive education Customized programs, which are tailored for and offered to executives of

4779-442: The modular Advanced Management Program (AMP) offered independently by several business schools. Not all observations of university-based executive education are positive. There is some debate about whether professional development is an appropriate part of a business school's curriculum. Some believe that university-based executive education has caused some business schools to "lose track of their professional mission." This argument

4860-498: The number of days that educational programs for executives are offered. Executive education rankings are carried out annually by the Financial Times and by Bloomberg BusinessWeek . Ranking may be based on a variety of metrics such as diversity, faculty, revenue and participants. Leadership skills Leadership , is defined as the ability of an individual, group, or organization to " lead ", influence, or guide other individuals, teams , or organizations . "Leadership"

4941-400: The numbers of eminent relatives dropped off when his focus moved from first-degree to second-degree relatives, Galton concluded that leadership was inherited. Cecil Rhodes (1853–1902) believed that public-spirited leadership could be nurtured by identifying young people with "moral force of character and instincts to lead", and educating them in contexts (such as the collegiate environment of

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5022-468: The press and blogs, present their own interpretations of leaders. These depictions can stem from actual circumstances, but they might also arise from political influences, monetary incentives, or the personal agendas of the author, media, or leader. Consequently, the impression of leaders is often constructed and may not accurately mirror their genuine leadership attributes. This highlights the historical role of concepts like royal lineage , which once stood as

5103-404: The qualities and behaviors associated with leaders and influencers developed only later during the 19th and 20th centuries - possibly traceable from 1870 onwards. Historically, industrialization , opposition to the ancien regime , and the phasing out of chattel slavery meant that some newly developing organizations ( nation-state republics , commercial corporations ) evolved a need for

5184-407: The question "What qualities distinguish an individual as a leader?" Underlying this search was the early recognition of the importance of leadership and the assumption that leadership is rooted in the characteristics that certain individuals possess. This idea that leadership is based on individual attributes is known as the " trait theory of leadership ". A number of works in the 19th century – when

5265-495: The right of subordinates to overthrow emperors who appeared to lack divine sanction. Pro- aristocracy thinkers have postulated that leadership depends on one's "blue blood" or genes . Monarchy takes an extreme view of the same idea, and may prop up its assertions against the claims of mere aristocrats by invoking divine sanction (see the divine right of kings ). On the other hand, more democratically inclined theorists have pointed to examples of meritocratic leaders, such as

5346-455: The same social backgrounds and interests. Out-group members often receive less time and more distant exchanges than their in-group counterparts. With out-group members, leaders expect no more than adequate job performance , good attendance, reasonable respect, and adherence to the job description in exchange for a fair wage and standard benefits. The leader spends less time with out-group members, they have fewer developmental experiences, and

5427-500: The seminal work on the influence of leadership styles and performance. The researchers evaluated the performance of groups of eleven-year-old boys under different types of work climate. In each, the leader exercised his influence regarding the type of group decision making , praise and criticism ( feedback ), and the management of the group tasks ( project management ) according to three styles: authoritarian , democratic , and laissez-faire . In 1945, Ohio State University conducted

5508-423: The situation is considered a "favorable situation". Fiedler found that task-oriented leaders are more effective in extremely favorable or unfavorable situations, whereas relationship-oriented leaders perform best in situations with intermediate favorability. Victor Vroom , in collaboration with Phillip Yetton and later with Arthur Jago, developed a taxonomy for describing leadership situations. They used this in

5589-668: The social influence process. A leader's mood affects his/her group. These effects can be described in three levels: In research about client service, it was found that expressions of positive mood by the leader improve the performance of the group, although in other sectors there were other findings. Beyond the leader's mood, her/his behavior is a source for employee positive and negative emotions at work. The leader's behavior creates situations and events that lead to emotional response, for example by giving feedback, allocating tasks, and distributing resources. Since employee behavior and productivity are affected by their emotional states, it

5670-466: The strength of courage results in violence. Excessive discipline and sternness in command result in cruelty. When one has all five virtues together, each appropriate to its function, then one can be a leader. Machiavelli's The Prince , written in the early-16th century, provided a manual for rulers ("princes" or "tyrants" in Machiavelli's terminology) to gain and keep political power . Prior to

5751-420: The study of the subjects outlined above (e) provide lectures and/or discussions on these subjects open to the public or for those who had paid fees to attend, (f) provide a supporting staff, (g) to allow boarding by those attending the lectures and discussions. Ashridge employs approximately 95 full-time academic staff and has a further 100 associate faculty members. Faculty members are not traditional academics –

5832-443: The task by developing good relationships with the group (relationship-oriented), and those who have as their prime concern carrying out the task itself (task-oriented). According to Fiedler, there is no ideal leader. Both task-oriented and relationship-oriented leaders can be effective if their leadership orientation fits the situation. When there is a good leader-member relation, a highly structured task, and high leader position power,

5913-403: The times produce the person and not the other way around. This theory assumes that different situations call for different characteristics: no single optimal psychographic profile of a leader exists. According to the theory, "what an individual actually does when acting as a leader is in large part dependent upon characteristics of the situation in which he functions." Some theorists synthesized

5994-609: The traditional approach, the leader-attribute-pattern approach is based on theorists' arguments that the influence of individual characteristics on outcomes is best understood by considering the person as an integrated totality rather than a summation of individual variables. In other words, the leader-attribute-pattern approach argues that integrated constellations or combinations of individual differences may explain substantial variance in both leader emergence and leader effectiveness beyond that explained by single attributes, or by additive combinations of multiple attributes. In response to

6075-433: The traditional authority of monarchs, lords, and bishops had begun to wane – explored the trait theory at length: especially the writings of Thomas Carlyle and of Francis Galton . In Heroes and Hero Worship (1841), Carlyle identified the talents, skills, and physical characteristics of men who rose to power. Galton's Hereditary Genius (1869) examined leadership qualities in the families of powerful men. After showing that

6156-405: The trait and situational approaches. Building upon the research of Lewin et al., academics normalized the descriptive models of leadership climates, defining three leadership styles and identifying which situations each style works better in. The authoritarian leadership style, for example, is approved in periods of crisis but fails to win the "hearts and minds" of followers in day-to-day management;

6237-544: The world expect notably higher enrollment during 2011. Sixty-five percent of UNICON survey participants predicted increased participation in their open enrollment programs this year. Additionally, 78 percent of schools projected an increase in customized executive education programs during 2011. Nearly half of the schools surveyed indicated an increase in their number of programming days, now offering up to 39 weeks in open enrollment programs and an average of 49 weeks in custom programs. Slightly more than half also reported increasing

6318-760: The world, the global economic recession has slowed the industry's growth during the past few years. According to a 2011 study conducted by the Manchester Business School in partnership with Dubai International Academic City and Dubai Knowledge Village , the global economic downturn has had a negative impact on learning and development spending within the Middle East. More than half the respondents noted that spending on executive education had been “significantly” affected, while other organizations agreed that spending had been “somewhat” affected. A return to higher participation appears to be coming as

6399-587: Was conceived at Ashridge House in 1921, when the house was acquired by a trust established by Bonar Law , a future UK Prime Minister; in 1929 it became a "College of Citizenship", established to help the Conservative Party develop its intellectual forces in struggles with left-wing organisations such as the Fabian Society . It became a cross between a think-tank and a training centre and had Arthur Bryant as its educational adviser. After

6480-557: Was developed by Robert House and was based on the expectancy theory of Victor Vroom . According to House, "leaders, to be effective, engage in behaviors that complement subordinates' environments and abilities in a manner that compensates for deficiencies and is instrumental to subordinate satisfaction and individual and work unit performance". The theory identifies four leader behaviors, achievement-oriented , directive , participative , and supportive , that are contingent to environment factors and follower characteristics. In contrast to

6561-653: Was highly competitive. In 1938, the program received full funding from the Alfred P. Sloan Foundation and was formally named the MIT Sloan Fellowship Program for Executive Development at MIT. Executive Education in the United States developed a critical mass after World War II. The Servicemen's Readjustment Act of 1944 — commonly known as the GI Bill of Rights — allowed veterans to take advantage of education benefits. Many studied business in college,

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