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Leader development is described as one aspect of the broader process of leadership development (McCauley et al., 2010). Leadership development is defined as the expansion of a group's capacity to produce direction, alignment, and commitment (McCauley et al.), in contrast to leader development which is the expansion of a one's ability to be effective in leadership roles and processes.
In reviewing the older leadership theories, Scouller highlighted certain limitations in relation to the development of a leader's skill and effectiveness: [3] Trait theory: As Stogdill (1948) [4] and Buchanan & Huczynski (1997) had previously pointed out, this approach has failed to develop a universally agreed list of leadership qualities and "successful leaders seem to defy classification ...
Intrapersonal communication can happen alone or in social situations. It may be prompted internally or occur as a response to changes in the environment. Intrapersonal communication encompasses a great variety of phenomena. A central type happens purely internally as an exchange within one's mind. Some researchers see this as the only form.
Barnlund's model of interpersonal communication involves two people who decode some of the cues available to them (orange arrows) and respond by encoding verbal and non-verbal behavioral responses (yellow arrows). Interpersonal communication is the paradigmatic form of communication. It happens when two or more people interact with each other.
The four relational models are as follows: Communal sharing (CS) relationships are the most basic form of relationship where some bounded group of people are conceived as equivalent, undifferentiated and interchangeable such that distinct individual identities are disregarded and commonalities are emphasized, with intimate and kinship relations being prototypical examples of CS relationship. [2]
Helen Spencer-Oatey and her colleagues [9] have applied the same principles to leadership. They call the interpersonal circumplex the Interaction Compass, arguing that it is helpful for guiding leadership behaviour in contexts of global diversity, where versatility and flexing are crucial for maintaining positive relationships with subordinates.
Self-authorship spans over three dimensions: cognitive, intrapersonal, and interpersonal. It is based on theory involving adult learning and gaining of knowledge with the product of self-authorship including learning and growth. The concept of the "object" and the concept of the "self" make up self-authorship. One is not born with self-authorship.
Like other transpersonal psychologies, process oriented psychology has been identified by critics as a method having 'a mystical or supernaturalistic application, theory, significance, or pedigree.' [91] In 1997, a Japanese scientist involved in deprogramming members of the Aum Shinrikyo cult mentioned process oriented psychology as an example ...