College Professors Leadership Theory Handbook Creative Writing

Leadership Theory Handbook for College ProfessorsINTRODUCTIONThis is a guidebook on the leadership of learning and teaching for college lecturers. Specialist skills are required in the area to embrace the emerging teaching and learning methodologies. Some of these emerging trends include Being familiar with effective methods of teaching, assessment, and application of relevant technologies for effective delivery of the curriculum Management and leadership competenceThis handbook is written to meet the broadly accepted need for supporting the development of professional competencies and tools for leaders at the individual level. The initial part explores the primary leadership aspects and functions that target what leaders who succeed do to encourage excellence in teaching and learning. The second part, a brief account of the background, offers the lead ideas on leadership theories that drive the book\'s themes.The guide also examines the main audience for college professors, including those charged with teaching and governance. It also explores the following Strategic leadership: the clear vision of an institution on how students learn and how to realize such a vision Robust leadership: the inspiration of the trainers must espouse providing the best possible student experience It offers an encouraging perspective of teaching at the university level, basing on the evidence of effective options.Qualities of leadershipA leader is a person with qualities of leadership. A leader\'s skills and knowledge to steer a group to achieve specific objectives voluntarily.This part examines the functions and qualities of a leader. One cannot overlook character and personality when it comes to matters of leadership. There are some general traits of leadership. Here is a list of seven outstanding ones.Seven qualities of leadership1. Must be enthusiastic2. Must have integrity3. Must be fair: impartiality is critical4. Should elicit toughness: should demand and insist on high standards5. Should also be warm: should show concern for others6. Must be humble: should have listening skills and trim down on their ego7. Should also be confident. So pushes where they are certain and acknowledges where others help out devoid of arroganceFunctions of leadershipThree variables exist in leadership:1. Aspects of character and personality2. The situation: partly constant3. Group: followers, values, and needsThis part of the handbook examines the functions of leadership concerning workgroup needs. There are three such overlapping needs:1. Need for task: it is based on achieving a common task2. Needs for maintenance of the team: for the team to jell and stay together3. Needs of the individual: needs that individuals come into the group withBased on the above three needs, people have the following expectations of their leaders To help them accomplish a common mission Build synergies in the group Respond to individual needs and meet themThe tasks call for organizations or groups to emerge since one individual cannot accomplish it. There are needs sewn around a task because there is built up pressure to achieve its completion to avert frustration among the team members if they are deterred in their quest to accomplish it.The needs for team maintenance exist because the promotion, creation, and retention of the cohesiveness of an organization is important on the unity principleIndividual needs can be split into two, i.e., salary and psychological needs: a sense of accomplishment recognition the deeper urge to give and receive from others in a working situation statusFigure 1: The Task, Team, and Individual needs overlap (Thomas, 2020)The overlapping shows Task achievement: satisfies the individual and builds the team If the team\'s maintenance is lacking, there is an impairment in task performance; satisfaction at the individual level also decreases. If the needs of the individual are not met, there will be no cohesiveness. There will also be…

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…effective leadership, one must possess the skills of:Matching: One must match their style of leadership with the levels of their subjects. Doing too little or too much might negatively impact productivity.Goal Setting: For good performance, clear goals must be outlined. This must be done in observation of good performance and accountability.Diagnosis: Proper diagnostic assessments should be done as a regulation to develop levels. This should be based on commitment and competence.ApplicationThis leadership approach is applied to different levels within an organization. College professors provide leadership figures by helping their students in behavioral change by adjusting to different situations. Learners may vary in terms of inception and readiness, and therefore, educators need to adjust and accommodate them accordingly. Learners can fall into different development levels, and the organization should provide a system that tolerates all classes. Successful educators understand their learners, and when making decisions, they are aware of what might and what might not work for them. Therefore, this approach focuses on how college professors must adopt leadership styles on different teachers differently depending on their readiness level. This is a factor to consider even while delegating tasks.ImplicationsThe situational leadership technique works best in the interest of the college. This is because professors have the right tools to transact and transform the lecturers to perform effectively.Administrators\' interaction is limited unless specific changes that require accountability and close supervision are brought on board.The focus of situational is much on the educators\' maturity but not on the level of management.Further reading1. A Handbook of Leadership Styles Edited by Ozgur Demirtas Co-edited by Mustafa Karaca2. Leadership: Theory and practice eight editions by Peter G. Northouse3. Spiritual leadership at the workplace: Perspectives and theories (Review) by Yishuang Meng4. What Research Says About Leadership Styles and Their Implications for School Climate and Teacher Job Satisfaction by…