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97-463: The school conducts education and research in leadership , behavioral economics , operations management , marketing , entrepreneurship , organizational behavior , and other areas. The EMBA program offers focused study in healthcare, asset management, or sustainability. The school also offers semester-long student exchange programs with HEC Paris , IESE , the London School of Economics ,

194-457: 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

291-683: A behavioral assessment, and a fee. The behavioral assessment is a forced-choice, multiple-choice online module lasting 20–25 minutes that measures inter- and intra-personal competencies associated with business school success. During the admissions cycle of 2020-2021, for the class of 2023, the MBA class was composed of 20% under-represented students of color, 49% of the US students are students of color, 9% are first-generation college graduates. Matriculating students represented 38 different countries and 176 different academic institutions with 15% having previously earned

388-409: 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)

485-540: A consortium of 21 schools and launched on April 27, 2012. The Global Network has since expanded to include 32 member schools. The Global Network for Advanced Management was founded on the premise that enterprises need leaders who understand how markets and organizations work in increasingly diverse and complex contexts. The network provides an organizational structure to facilitate connections among faculty, students, and alumni from diverse regions, cultures, and economies in different phases of development. Chief goals are

582-627: 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

679-419: 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

776-423: A graduate degree. Yale SOM is the fourth most selective MBA program with approximately 10.9 applicants competing for each seat. * International Students is a metric of "Intentional Passport Holders" Students represent 47 international countries in the class of 2021 from countries including Armenia , Ghana , Lebanon , Mauritius , and Peru . Collectively, the class of 2021 speaks 44 languages, with over 69% of

873-403: 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

970-658: 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

1067-867: A master's degree in public and private management (MPPM) attended the campus on Hillhouse Avenue. Historically known for its strength in studies regarding nonprofits and the public sector, the school's focus began to evolve and changed its name to the Yale School of Management in 1994. Shortly thereafter in 1999, the School began offering a master of business (MBA) degree and discontinued the MPPM degree. Yale SOM launched an executive MBA program for healthcare professionals in 2005, and in 2006, it introduced its mandatory, team-taught "Integrated Curriculum" for all MBA students. In 2014, Yale SOM enrolled its first class of students in an expanded MBA for Executives program, offering

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1164-517: 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

1261-404: 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

1358-552: 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

1455-421: 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

1552-474: A one-week intensive mini-course that takes advantage of localized expertise; Global Network Courses, online graduate-level business courses that connect students at member schools in group project work; and Global Network cases, teaching materials that examine business challenges from the points of view of at least two Global Network regions. In January 2014, as part of the “Business + Society: Leadership in an Increasingly Complex World,” conference, which marked

1649-724: 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

1746-768: A result of fellowships or other extraordinary circumstances or extend their internships by an additional year. A total of 17 Silver Scholars matriculated in the fall of 2019. Students at the School, like all Yale University students and alumni, are called " Yalies " or "SOMers." They operate more than 40 MBA student clubs. There are career-oriented clubs such as Finance, Private Equity, Investment Management, Technology, Marketing, and Consulting. There are clinic-type clubs, such as Global Social Enterprise and Outreach Nonprofit Consulting, through which students complete pro bono consulting engagements with local and international non-profits. There are also athletic clubs including soccer, frisbee, crew, rugby, skiing, and squash. SOM participates in

1843-492: 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

1940-509: 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

2037-413: A substitute for evaluating or comprehending adept governance abilities. Global Network for Advanced Management The Global Network for Advanced Management is a collaboration of graduate schools of business that seeks to foster intellectual ties among business schools , students and deans from both economically strong regions and those on the horizon of economic development . It was founded by

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2134-552: A traditional full-time, two-year program that allows students to take a wide array of core courses and electives at the university. The MBA for Executives at SOM during the 2017–18 academic year includes 71 students, 35% of whom are women. Graduates of the MBA for Executives program go through the full MBA-integrated core curriculum. They also take advanced management courses as well as colloquia and advanced courses in one of three areas of focus: healthcare , asset management , or sustainability . The Master of Advanced Management (MAM)

2231-453: 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

2328-620: Is a one-year degree program for MBA graduates from international business schools. Admission to the Master of Advanced Management program is available to MBA students from top international business schools, including those in the Global Network for Advanced Management, who either (1) have recently graduated with an MBA degree or (2) who are enrolled in an MBA program and expect to receive their MBA degree or equivalent before matriculating at Yale. Yale SOM may admit exceptional students from

2425-465: 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

2522-519: Is a series of interdisciplinary, team-taught master classes that make up the majority of required MBA courses at SOM. These courses include Employee, Innovator, Operations Engine, Sourcing and Managing Funds, Competitor, Customer, Investor, The Global Macro-economy, and State and Society. The final Organizational Perspectives course, the Executive, focuses on solving a series of case studies involving cross-national or global business challenges and draw on

2619-585: Is a specialized master's degree for early- and mid-career students who are interested in the role of central banking and other major regulatory agencies. The Wall Street Journal has described the program as a "Degree of Danger" as it focuses on training the "next generation of regulators." The Master of Management Studies in Asset Management is a graduate degree program that targets students as well as working professionals. The degree has been developed in parallel with and also runs in collaboration with

2716-782: Is distinct in that it is one of a very small number of schools to offer an MBA schedule specifically tailored to recent graduates, and the only one to offer a mid-program internship. Silver Scholars matriculate immediately from undergrad into the School of Management and participate in a one-year, full-time internship after completing the first year of the Integrated Core Curriculum. Following their internship, Silver Scholars return to campus to complete their second year of MBA coursework. At SOM, that second year has minimal requirements, and students may take courses across all Yale's grad schools. In some circumstances, Silver Scholars receive permission to defer their matriculation as

2813-511: 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

2910-563: Is sometimes associated with matriarchies ". Comparable to 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

3007-487: Is the first program of its kind (started in 1986), and "is the most generous loan repayment program among business schools," with over $ 1.4M in loan forgiveness provided in 2014, and $ 7.7M from 2010 to 2015. The School's endowment fund was valued at $ 861 million in 2019, which is the sixth largest endowment of any U.S. business school and third highest endowment per student. Yale University endowment fund manager David Swensen has generated exceptional investment returns over

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3104-466: 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

3201-558: The Jackson Institute for Global Affairs . Approximately 11% of MBA candidates of the class of 2021 are pursuing dual degrees. Further, in the 2018–2019 academic year, over 1,300 instances of non-SOM students from Yale College and other Graduate and Professional schools registered for SOM classes. The school offers a Global Pre-MBA Leadership Program that introduces recent college undergraduates from cultural backgrounds that are under-represented in graduate management education to

3298-501: The Labor and Management Center , and conferred the master in industrial administration from 1958 through 1973. Professors Thomas Holmes, Chris Argyris , and David Votaw were instrumental in founding the MIA. In 1971, Yale University received a donation establishing a program in management from Frederick W. Beinecke, PhB 1909. Arriving in 1976, the first class of the two-year program that awarded

3395-478: The Mandate of Heaven postulated the need for rulers to govern justly, and 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

3492-647: The National University of Singapore Business School , and Tsinghua University . Students may also propose a quarter- or semester-long exchange program with any of the 25 other schools of the Global Network for Advanced Management . Beginning in the 1950s, Yale University started to expand coursework offerings in business and organization management. A precursor to the School of Management, the Department of Industrial Administration, grew out of

3589-580: 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

3686-480: The University of Virginia Darden School of Business at 42% participation according to 2015 statistics. The graduating MAM, MBA, and Executive MBA classes of 2016 all had a 100% contribution rate towards their class gifts prior to commencement. The School is home to the following research centers and programs: Yale Insights is published by Yale SOM, covering a wide range of topics at the intersection of business and society. Several podcasts are recorded at SOM,

3783-491: The Yale Graduate School of Arts and Sciences , Yale Law School , Yale School of Public Health , and undergrad classes at Yale College . MBA candidates are required to complete a Global Studies Requirement prior to graduation. This requirement can be fulfilled a number of ways including an International Experience Course, a Global Network Week, a Global Network Course, The Global Social Entrepreneurship Course,

3880-504: The Yale Investments Office . The program is highly rigorous and quant-heavy, with Asset Management students taking on advanced PhD level coursework. Strong computer programming, mathematics, and statistics skills coupled with financial modeling and business-related experiences are needed for success in this program. The first cohort of 56 students was welcomed in 2021 with an acceptance rate of approximately 2%, making it

3977-598: The divine right of kings ). On the other hand, more democratically inclined theorists have pointed to examples of meritocratic leaders, such as 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

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4074-489: 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

4171-471: 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

4268-475: The Architect of Record. Edward P. Evans Hall houses technology-enabled classrooms, faculty offices, academic centers, and student and meeting spaces organized around an enclosed courtyard. For the 2006–07 academic year, the school introduced its "Integrated Curriculum", an effort to move away from the typical "siloed" teaching approach to a more cross-disciplinary curriculum. A multi-year, in-depth case study of

4365-607: The Economist survey in 2018. The 2018 Princeton Review put SOM at #2 for "Best Green MBA," #6 for "Toughest MBA to get into," and #7 for "Best MBA for Consulting" and "Best MBA for Management." The Yale School of Management (SOM) offers a number of postgraduate degrees, including the two-year Master's of Business Administration (MBA), MBA for Executives, Master of Advanced Management (MAM), Masters of Management Studies in Systemic Risk, and several doctorate degrees. The MBA

4462-519: 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

4559-472: The Global Network for Advanced Management member schools who have not yet completed their MBA or equivalent degree provided. The MAM class of 2022 is composed of 55 students from 27 countries and 17 Global Network for Advanced Management schools and is 45% women. The Master of Management Studies in Systemic Risk is a recent degree added to the SOM curriculum, added in the 2017–18 academic school year. The program

4656-494: The Global Social Enterprise Course, or a term-long international exchange with a partner school. Admission requirements for the MBA include an earned four-year bachelor's degree from an accredited U.S. institution or the international equivalent, completion of an online application form and essay, GMAT or GRE score, academic transcripts, two professional recommendations, completion of video questions,

4753-525: 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 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

4850-538: The Yale MBA integrated core along with advanced study in asset management, healthcare, or sustainability. That same year in January, SOM's new building, Edward P. Evans Hall, opened at 165 Whitney Avenue, one block away from the old campus on Hillhouse Avenue. Foster and Partners , the firm chaired by Pritzker Architecture Prize Laureate Lord Norman Foster ARCH ’62, designed the building with Gruzen Samton stated as

4947-499: The bar owned and operated by GPSCY (Graduate and Professional Students Center at Yale). The Yale School of Management raised more than $ 3.9 million from a record 54.8% alumni in fiscal year 2018, the third straight year of participation of more than 50% of living alumni with an average donation size of $ 900. SOM is the business school with the second-highest alumni participation in annual charitable contributions, behind Dartmouth Tuck School of Business at 70+% contribution and ahead of

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5044-607: The benefits of an MBA degree. Initiated in 2001, it was originally open only to Yale undergraduates and was intended to attract more non-traditional MBA candidates with experience outside business and finance. It has since expanded to consider applications from college seniors around the world. Even so, the program remains small. In 2014, SOM admitted only 15 Silver Scholars. Despite conventional wisdom that MBA programs require previous work experience, Silver Scholars' job placement and scholarship statistics are at least as good as Yale's traditional MBAs. With an approximately 5% admit rate,

5141-490: The class speaking more than two languages, and 28% of the class speaking more than three languages. The class of 2021, median overall compensation was ~$ 193,000 for the first year out of school. The distribution by employment location follows approximately one-half of the class staying within the Northeast (New York City & Boston), between one-quarter and one-third moving out west (San Francisco, Los Angeles, Seattle), and

5238-607: The coed MBA ice hockey tournaments during winter months. The Yale SOM Cup soccer tournament is held in October and attracts clubs from numerous top business schools. Each November, many students attend the Harvard-Yale football game (known as "The Game" ), the location of which alternates each year between New Haven and Cambridge . Yale MBA students, like other members of the Yale graduate student community, frequent Gryphon's Pub,

5335-402: The curricular reforms undertaken by Yale SOM demonstrated that while most business school curricular reforms happen at the fringe of the curriculum, mostly as fad, Yale SOM reforms were effective, extensive and substantial (Ashish Jaiswal, 2015). The new curriculum is composed of two components: foundational skills classes in a program called "Orientation to Management" that take place during

5432-482: 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

5529-406: 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

5626-500: 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

5723-442: The exchange of ideas, collaboration on data collection , and the promotion of research in areas of interest to global commerce . Member schools share course materials, including case studies that incorporate specialized regional expertise. The Global Network is a platform for innovation, hosting programs that include Global Network Weeks, which give students at network schools the opportunity to travel to another Network school for

5820-697: The first semester of the MBA program and a set of classes called "Organizational Perspectives" that take place during the second through fourth quarters of the first academic year and are case- and lecture-focused courses that decompose business components into the perspectives of different stakeholders. The Orientation to Management is the first segment of the curriculum, which introduces students to core concepts and business skills. The constituent courses include Managing Groups and Teams, Global Virtual Teams, Basics of Accounting, Probability Modeling and Statistics, Basics of Economics, Modeling Managerial Decisions, and Introduction to Negotiation. Organizational Perspectives

5917-413: The first two years of PhD candidates is composed of 14 courses, which include two core courses, a social science sequence, an empirical methods sequence, a depth requirement, a breadth requirement, and electives. The program is small and admits only a few students each year; there are currently 51 doctoral candidates in the program. All admitted students are given a full stipend for five years if they satisfy

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6014-543: 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

6111-411: 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

6208-643: 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

6305-473: 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

6402-493: 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

6499-477: 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

6596-485: 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

6693-516: 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

6790-412: 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

6887-607: 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

6984-418: 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

7081-547: 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 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

7178-471: The most famous of which being The Design of Business | the Business of Design , hosted by Yale professors Michael Bierut and Jessica Helfand in coordination with a class they teach at SOM. Graduates who meet income eligibility requirements and who work full-time for government or nonprofit organizations can receive full or partial loan reimbursement for their annual debt repayment on need-based loans. It

7275-466: The most selective out of all Yale University programs. The doctoral program ( PhD ) at Yale SOM is a full-time, in-residence program intended for students who plan scholarly careers involving research and teaching in management. There are five major tracks for PhD students follow at SOM: Accounting, Finance, Marketing, Operations, and Organizations and Management. The program is structured so that it can be completed in three to five years. The curriculum for

7372-400: 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

7469-558: The opening of Edward P. Evans Hall, the new home for the Yale School of Management , deans and directors from nine Global Network schools discussed the skills they believed critical to leaders with moderator Margaret Warner in a panel entitled " Preparing Leaders for a Flatter World ." Faculty, deans, and students from three network schools participated in "Bank of Ireland: A Raw Case Study" with American investor Wilbur Ross . As of 2023, more than 14,500 students have participated in

7566-401: The past two decades. Leadership Leadership , is defined as the ability of an individual, group, or organization to " lead ", influence, or guide other individuals, teams , or organizations . "Leadership" is a contested term. Specialist literature debates various viewpoints on the concept, sometimes contrasting Eastern and Western approaches to leadership, and also (within

7663-468: 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

7760-601: The program is more selective than the traditional MBA program at Yale, as well as most other early admission MBA programs, including those at Stanford Graduate School of Business and Harvard Business School . The School offers the Silver Scholars Program to exceptional college seniors with a "combination of Intelligence, Maturity, and Curiosity, who aim to be leaders in their field." It's been called an "alternative" to deferred admissions policies for undergraduate applicants offered by other top MBA programs. It

7857-604: The program's requirements. The School's joint-degree programs include the MBA/JD with Yale Law School , MBA/MD with Yale School of Medicine , MBA/PhD with Yale Graduate School of Arts and Sciences , MBA/MEM or MF with Yale School of Forestry and Environmental Studies , MBA/MArch with Yale School of Architecture , MBA/MFA with Yale School of Drama , MBA/MDiv or MBA/MAR with Yale Divinity School , MBA/MPH with Yale School of Public Health , and MBA/MA in Global Affairs with

7954-404: 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

8051-407: 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

8148-821: The remaining flowing to the Mid-Atlantic / Mountain West / South. Yale is ranked by Poets and Quants in the top ten over the past eight years and has remained in tenth place since 2015. From 2011 to 2017, applications rose 46%—more than any other peer school, and 2017 alone saw a 12.3% increase in applications. In 2017, total academic quality of its incoming class was second only to Stanford, and total median pay of its alumni exceeded Columbia's, MITs, and U Chicago, despite more students than other peer schools pursuing non-profit work. Yale ranked number one in U.S. News & World Report ' s 2017 "Best Non-Profit MBA Rankings." Yale's faculty were rated #1 of all MBA faculty in

8245-455: 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

8342-436: The second semester of the MBA candidates' first year of instruction and during their entire second year of study. These electives include pedagogy drawing from traditional lecture and case-based instruction as well as includes independent reading and research with professors and instructors. SOM students are also permitted to enroll in the classes offered by other graduate and professional schools and at Yale University including

8439-500: 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

8536-423: 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

8633-668: 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

8730-466: 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

8827-404: The subject matter taught in the other Organizational Perspectives courses and Orientation to Management skills. The Organizational Perspectives courses are both in lecture and case format which include cases from multi-media "raw" cases developed by SOM and the Global Network for Advanced Management . MBA candidates are able to take electives courses at the School of Management commencing during

8924-443: 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,

9021-403: 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

9118-609: 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

9215-433: 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

9312-405: 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;

9409-557: 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

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