Leader 1.

Inspires Others: They motivate and encourage people to work

towards a common goal.

22.11,23.11 2.Guides and Directs: They provide direction, guidance, and a clear
vision for the team or group.
3. Makes Decisions: They take responsibility and make decisions
that benefit the group.
4. Listens and Communicates: They listen to others' ideas,
concerns, and feedback while effectively communicating their own
thoughts and plans.
5. Leads by Example:They set a good example through their actions
and behavior, earning respect and trust from others.
6. Problem-Solves: They handle challenges and problem-solving
effectively, keeping the group on track towards their goals.
7. Empowers Others:They empower team members, allowing them
to grow, learn, and contribute to the group's success.

The meaning of 1. inspire confidence and support

leadership? 2. an individual influences a group of individuals to achieve a
23.11,26.11 common goal. 影響
3. The influential increment over and above mechanical
compliance with directions and orders. 增量高高在上
4. respond in a shared direction. 共同方向
信心影響增量高高在上，説服一起共同方向
5. Mobilizing people in an organization around common goals to
achieve impact. 調動
6. Leadership is needed at all levels in an organization and can
be practiced to some extent even by a person not assigned to a
formal leadership position. All level 有 informal
7. (You don’t necessarily be called a leader to practice
leadership) 不是 leader 也可以 leadership
8. The widespread shift to team-based organizations makes it
important to have leaders at all organizational levels.
Widespread shift
9. Emergent leaders are group members who significantly
influence other group members even though they have not
 been assigned formal authority. informal 領袖

leaderleadership,informal all levelinformal, widespead shift

Leadership as a 1. It is common practice for leaders to give recognition and

relationship praise via email or a posting on the company social media
site, or a public social media site such as Facebook or
23.11，26.11
Twitter.praise
2. The late Steve Jobs, Apple’s cofounder, however, emphasized
that leaders should not let communication technology block
them from interacting face-to-face with work associates.
Steve job 用 face-to-face 交流

Interact=communicate, common practice=usually way of doing thing

Posting=發帖， work associate=ppl you are work with

Praise steve job 用 face-to-face 交流

Leadership versus 1. The functions of management are planning, organizing,
Management directing (or leading), and controlling.
2. Leadership deals with the interpersonal aspects of a
26.11
manager’s job: change, inspiration, motivation, and influence.
3. The administrative aspects of a manager’s job are planning,
organizing, and controlling.
administrativemanagementdirecting/leading)

4. Effective leaders also manage, and effective managers also

lead.effective Leader 可以 manage
5. leaders focus more on people, managers focus more on
results. Focus more on ppl

Effective leadermanage+focus more on people+, administrativemanagementdirec

Leadership roles 1. Figurehead =high-ranking managers

(Engage in ceremonial activities; represent the group to
26.11
outsiders
2. Spokesperson =inform plans,跟 client 談,…講
Answer inquiries; report information about the group to
outsiders
3. Negotiator 談判 when 交易/合作
Make deals with others for needed resources
 4. Coach and motivator 教練（inspire,rewards,feedbacks…）
Recognize achievements; encourage; give feedback and
advice; inspire people
5. Team builder = forming a team's spirit 建立
Contribute to group morale; hold meetings to encourage
members to talk about accomplishments and concerns.
6. Team player = actively contributes to their group in order to
complete tasks, meet goals or manage projects 玩
Correct conduct; cooperate with others; be loyal
7. Inclusion facilitator 幫助者／協助者
8. Technical problem solver Engineer
Help group members solve technical problems; perform
individual contributor tasks
9. Entrepreneur 老闆
Suggest innovative ideas and further business activity of the
group; search for new undertakings for the group
10. Strategy developer 策略
Set direction for others based on external environment.
11. Executor 執行者
Makes things happen, often helping translate plans into aaction

representativewifeengineer

Types of leadership 1) Charismatic Leadership 魅力

2) Transformational Leadership 變革
3) Transactional Leadership 交易
4) Participative Leadership 參與/民主
5) Autocratic Leadership 獨裁/威權
6) Servant Leadership 服務型/僕人型
7) Entrepreneurial Leadership 企業型
企業，僕人，

Charismatic People: Steve Jobs

Leadership
1. charm, 魅力
26.11 2. magnetism, 吸引力
3. ability to inspire motivate followers through their
 personality and vision inspire
4. strong communication skills communicate
5. confidence, 自信
6. compelling vision that attracts and energizes followers 引
人注目願景
7. articulate 説出 a clear and captivating vision, 清楚,使着迷
的願景
8. leading others to believe in and work toward achieving 相
信并且朝目標工作
9. enthusiasm, and a strong sense of purpose, 有目的和熱情
10. persuasive influence and personal appeal.

Steve Jobs is charm, magnetism, he communicating with

ppl confidently, inspire his compelling, clear and
captivating vision with enthusiasm and a strong sense of
purpose, leading others to believe in and work toward
achieving . This shows he has persuasive influence and
personal appeal.

Steve Jobsinspire he has persuasive influence and personal appeal.

Transformational People : Nelson Mandela

Leadership
1. Inspiring
26.11 2. Empowering 賦予權力/允許 followers growth within an
organization or group 賦予權力
3. stimulate innovation, 激發創新
4. creativity, change 變革 by encouraging followers to
surpass 超越 their self-interests 自身利益 for the greater
good of the team or organization. 創意
5. Inspire commitment enthusiasm by articulating a
compelling vision, 激發承諾熱情
6. providing support 給予支持
7. encouragement, 鼓勵
8. serving as role models,
9. Motivate
 10. Empower

Nelson Mandela serving as role model, he loves to inspiring and

motivate ppl,，激發人們的創新創意承諾熱情。賦予權力，給予
支持，鼓勵人們一起改變國家

Transactional
Leadership
1. system of rewards and punishments to motivate followers
26.11 &
2. clear structures, roles, and tasks
3. emphasize the exchange between leaders and followers,
where performance is rewarded
4. deviations 偏差 are corrected through corrective 糾正
through measures 措施 or disciplinary actions 紀律處分.

5. goals and objectives are clearly defined,

6. followers are accountable 負責 for meeting specific
performance standards or targets. Meet specific performance
standards or target

United States: Transactional leadership traits are often found in

American corporate 公司 culture, where performance-based
incentives 激勵措施 like bonuses, promotions, and merit-based 择优
录取 rewards are commonly used to motivate employees. Leaders
often set clear goals and expectations, and employees are rewarded
for meeting or exceeding 超過 them.

US followers,so they meet specific performance standards or target.Followers als

Participative 1. involve their team members in the decision-making process

make decision
Leadership
2. value input and contributions from followers 奉獻價值
3. encourage collaboration, shared decision-making, and idea-
sharing idea
4. fosters 促進 a sense of ownership and commitment 承諾
 5. feel valued and respected for their opinions and ideas. 被尊
重，有價值
6. seek input from their team before making decisions
7. democratic 民主 and inclusive environment

Norway: Norwegian leadership culture often embraces a participative leadership style

平坦 organizational structure
and a focus on teamwork. Leaders in Norway involve employees in
decision-making processes and encourage open dialogue to ensure
everyone's perspectives are considered.

Norway 創造一個 民主和 inclusive environment, it 鼓勵合作分享

idea, 讓大家一起 make decision, 奉獻價值，承諾，也詢問意見，
對方覺得被尊重 有價值
Trait-Based 1. The trait-based perspective on leadership has remerged 重新
Leadership 合并 in recent years after having fallen out of favor 失寵 for
Perspective decades.重新合并
2. traits and behaviors combined explain a minimum of 31
percent of leadership effectiveness. 31% leadership
effectiveness
3. The trait-based perspective also acknowledges 承認 that the
situation often influences which trait to emphasize.情況
Trait 和 based 重新合并，情況是至少有 31%l

General Personality Indra Nooyi, the former CEO of PepsiCo.She exhibited 展出

Traits of Effective traits such as strategic thinking, innovation, decisiveness, and
Leaders excellent communication skills, transforming PepsiCo into a
more sustainable 可持續的 and health-conscious 意識
company。

● Self-confidence

● Humility

● Core Self-Evaluations 核心自我評價

● Trustworthiness 可信度
 ● A Sampling of Trust Builders 信任建立者

● Authenticity very true/no acting

● Extraversion= not afraid of being judge

● Assertiveness 自信

● Enthusiasm, Optimism 樂觀, and Warmth

● Sense of Humor 幽默感

● The Likeability Factor

Humility 謙虛, extraversion, and a sense of humor contribute to

being liked.

● Self-confidence

1. Self-confidence improves one’s performance in a variety of

tasks including leadership.
2. Self-confidence is a major contributor to leadership
effectiveness. 主要貢獻者
Self-confidence Oprah Winfrey
leadership effectiveness

Oprah Winfrey, a media mogul 大亨（Like aga）and philanthropist

慈善家, is admired for her self-confidence and authenticity 真實性.

Her unwavering 堅定不移 belief in herself and her ability to connect

with people have made her a powerful influencer and an inspiring
leader in the entertainment industry and beyond 之外. Oprah Winfrey

● Humility 謙遜

1. Humility is defined as (a) self-awareness, 自我(z 知道自己哪

裏不好=反省) (b) appreciating the strengths and contributions
of others, 感恩 and (c) openness to ideas and feedback
 regarding one’s performance. feedback
2. Part of humility is admitting that you do not know everything
and cannot do everything 承認你不懂你不能做, as well as
admitting your mistakes to team members and outsiders 外人.
認錯
3. The 16th President of the United States, Abraham Lincoln, is
often revered 受人尊敬 for his humility. Despite holding the
highest office in the country during a tumultuous 喧囂 time,
Lincoln was known for his approachability 可接近,
willingness to listen to diverse 各種 viewpoints 觀點, and his
ability to acknowledge mistakes. His humility helped him
build strong relationships and unite 團結 a divided nation
during the Civil War era. Abraham Lincoln
4. People with a growth mindset view intelligence as malleable,
are eager to learn, and have humble view of their own
intelligence.
5. Leader who is eager to learn will be willing to learn from
others. 虛心向學
6. Research suggests that leader humility is beneficial for group
members, teams, and organizations. 有利於人

● A Sampling of Trust Builders 信任建立者

1. Make behavior consistent with intentions.行爲一致

2. When faced with a problem, move into problem-solving mode
instead of blaming others for what went wrong. Problem-
solving
3. Honor confidences by not passing along confidential
information.榮譽信心
4. Maintain high level of integrity.廉正
5. Listen with compassion and attentiveness when interacting
with others.listen
6. Tell the truth in ways people can verify. Tell the truth
7. Making eye contact is gesture most people associate with
trust. Eye contact

Task-Related
● Proactive Personality
Personality Traits
 ● Mindfulness

● Passion for the Work and the People

● Four key domains in emotional intelligence are:

1. Self-awarenes
2. Self-managemen
3. Social awareness (or empath
4. Relationship management

● Flexibility and Adaptability

● Courage

Leadership 1. An effective leader is one who helps group members attain

Effectiveness productivity, including high quality and customer satisfaction,
as well as job satisfaction.
2. The first criterion of leadership effectiveness centers around
setting a clear vision and direction for the team or
organization, inspiring and guiding others toward common
goals while demonstrating integrity, authenticity, and
resilience.
3. The second criterion of leadership effectiveness focuses on
evaluations or feedback by others about the leader’s
effectiveness, such as a plant manager rating a supervisor.
This criterion emphasizes the importance of receiving
feedback and assessments
Consideration 1. Refers to the extent to which the leader creates an
environment of emotional support, warmth, friendliness, and
trust.
2. Leaders low on consideration are often authoritarian and
impersonal.
3. The leader is approachable and focuses on the welfare of the
group members.
4. The leader makes connections with people.

Validity of Initiating 1. Consideration influences satisfaction of group members and

Structure and the leader, worker motivation, and leader effectiveness.
Consideration 2. Initiating Structure influences job, group, and organization
Behaviors performance.
 3. Initiating structure is also associated with satisfaction and
performance.

The Pygmalion Effect 1. The Pygmalion effect, also known as the Rosenthal effect,
refers to the phenomenon where higher expectations lead to
an increase in performance. It is a psychological principle
suggesting that people tend to perform better when greater
expectations are placed upon them.

2. The Pygmalion effect highlights how expectations, whether

positive or negative, can influence an individual's
performance and behavior. When people are expected to
succeed or excel, they may exhibit behaviors that align with
those expectations, thereby fulfilling them.

360- Degree Feedback 1. 360-degree feedback in leadership is a comprehensive

performance appraisal method that gathers feedback on an
individual from multiple sources. The "360" denotes that
feedback is collected from various perspectives: peers, direct
reports, supervisors, and sometimes external stakeholders or
customers.
2. Self-assessment:
3. Peer feedback
4. Subordinate feedback.
5. Supervisor feedback
6. External feedback (optional

CHP3 - GREAT MAN THEORY

Great Man theory can be seen in the leadership of

WINSTON Winston Churchill during World War II.
CHURCHILL
1. Inherent Leadership Qualities
2. Historical and Contextual Significance

1. Leadership in a Crisis
2. Perceived Inherent Leadership
CRITICS OF GREAT ● Great Man theory oversimplifies the complexity of leadership.
MAN THEORY

Opposing Views Herbert Spencer

● He believed leaders were products of their environment.
● He advocated that before a “great man” can remake his
society, that society has to make him.
● significance of societal factors,
● collective actions,
● and gradual social evolution in shaping historical events and
societal changes.
● He argued against the notion that exceptional individuals
alone were responsible for significant historical
transformations, advocating for a broader understanding of
the interconnectedness and collective contributions within
societies.

02 - Big 5 Personality Traits Theory

What are the Traits

differences between
traits and personality? ● building blocks of personality.
● observed and measured,
● contribute to forming an individual's overall personality.
● Examples of traits include introversion/extroversion,
conscientiousness, openness to experience, agreeableness, and
emotional stability. Traits are often assessed using trait-based
personality assessments like the Big Five personality traits.

Personality
● a collection of traits,
● characteristics,
● behaviors,
 ● beliefs,
● values, and motivations
● individual's unique pattern of thinking, feeling, and behaving.
● Personality represents the sum total of an individual's
psychological makeup and encompasses various traits,
attitudes, and behaviors that are integrated into a coherent
whole.

Personality ● Openness
● Conscientiousness
● Extraversion
● Agreeableness
● Neuroticism

The Big Five Leadership Traits within the Big Five

Model of
Personality
Surgency ● Dominance
● Extraversion
● High energy with determination
Agreeableness ● Sociability/Sensitivity
● Emotional Intelligence
Adjustment ● Emotional Stability
● Self-confidence
Conscientiousness ● Dependability
● Integrity
Openness ● Flexibility
● Intelligence
● Internal locus of control
The Four Components ● Self-Awareness
of EQ
● Social Awareness
● Self-Management
 ● Relationship Management

Autocratic Leadership ● make decisions independently

● full authority and control over the team or organization,
● own judgments and directives.
● involves clear hierarchies, strict rules,
● limited autonomy for team members.
● efficient in certain situations that require quick decision-
making or a clear chain of command,
● it may stifle creativity and motivation among team members
who feel disempowered or undervalued.

Joseph Stalin, who was the dictator of the Soviet Union from the
mid-1920s until his death in 1953. Stalin is widely recognized
for his autocratic style of leadership characterized by absolute
control, centralized authority, and a lack of democratic
processes

1. Centralized Power: Stalin concentrated power within his

own hands and held absolute control
2. Authoritarian Rule: He suppressed opposition and dissent
by eliminating political rivals
3. Dictatorial Control: Stalin imposed strict censorship,
controlled media and propaganda, and manipulated
information.
4. Command Economy and Five-Year Plans: Under Stalin's
autocratic rule, he enforced a command economy, directing
industrialization and collectivization policies through
centrally planned Five-Year Plans, exerting direct control
over economic production and resources.
5. Lack of Consultation: He did not seek input or consensus
from others when making decisions.
Servant Leadership ● prioritizes the needs of others before their own.
● serving the needs of their followers,
● nurturing their growth,
● and enhancing their well-being.
● emphasize empathy, active listening,
● commitment to supporting and developing their team
members.
● aim to empower others,
● Foster collaborative environment,
● enable individuals to reach their full potential.

● Gandhi, the leader of the Indian independence movement,

exemplified servant leadership through his emphasis on
serving others and leading by example. He dedicated himself
to the cause of social justice, equality, and nonviolent
resistance, advocating for the rights of the oppressed and
marginalized communities in India.

Mahatma – the Great Soul

1. Nonviolent Resistance (Satyagraha): emphasized nonviolent
resistance and civil disobedience as a means to challenge
oppressive policies and injustice. He believed in the power of
truth and nonviolence to effect social and political change.
2. Civil Disobedience: Through acts of civil disobedience, such
as boycotts, marches, protests, and non-cooperation
campaigns, Gandhi encouraged Indians to peacefully defy
unjust British laws and policies. This included the famous Salt
March in 1930, where Gandhi led a 240-mile march to protest
against the British salt monopoly.
3. Unity and Inclusivity: Gandhi's movement aimed to unify
Indians across diverse backgrounds, religions, and castes
 under the common goal of independence. He emphasized
inclusivity and sought to eradicate social divisions within
Indian society.
4. Self-Reliance and Swadeshi Movement: Gandhi advocated
for self-reliance and the promotion of Indian-made goods
through the Swadeshi movement, encouraging Indians to
boycott British-manufactured goods and instead support local
products.

1. Constructive Programmes: Alongside the political struggle,

Gandhi promoted constructive programs aimed at socio-
economic development and empowerment at the grassroots
level. These initiatives included promoting education, rural
development, sanitation, and self-sufficiency.
2. Ahimsa (Nonviolence) and Truth: Central to Gandhi's
movement was the principle of Ahimsa (nonviolence) and
adherence to truth. He believed that peaceful means were
essential in achieving lasting and meaningful change.
3. Impact and Legacy: Gandhi's leadership and the mass
participation in his movement played a pivotal role in India
gaining independence from British rule on August 15, 1947.

Entrepreneurial ● ability to create and navigate change,

Leadership
● innovate, and take calculated risks
● visionary,
● adaptable, and
● comfortable with uncertainty
● encourage creativity,
● experimentation, and
● an entrepreneurial mindset within their teams
● identifying opportunities, adapting to changes in the market,
and fostering a culture that encourages innovation and
 growth.

Elon Musk, known for his visionary ideas, innovative ventures, and
transformative impact across various industries. Musk has
demonstrated remarkable entrepreneurial leadership qualities through
his work with companies like SpaceX, Tesla, Neuralink, and The
Boring Company.
1. Visionary Thinking:
2. Innovation and Disruption
3. Risk-Taking and Resilience
4. Hands-On Leadership
5. Strategic Vision and Long-Term Thinking
6. Inspiration and Influence
7. Commitment to Sustainability

CHP 4 Leadership Theory (II)

What is Contingency The Contingency Theory of Leader Effectiveness

Leadership Theory /
Fiedler’s theory?
● leader's effectiveness is contingent
● upon various situational factors
● leader's style
● characteristics of followers
● the nature of the task or situation.
● no one-size-fits-all approach to leadership
● most effective leadership style or behavior varies based on the
circumstances.

A real life scenario for TESLA is facing a crisis due to a significant drop in its car sales and
Fiedler’s Theory market share. Elon Musk’s leadership effectiveness during this crisis
will depend on how he adapts his leadership style to the specific
situation, considering various contingencies:

1. Task Structure:
If the situation involves a complex and ambiguous task (e.g.,
 determining the causes of the sales decline and formulating a
new strategy), the Musk might adopt a more participative or
consultative leadership style. They may involve key
executives and teams in decision-making to gather diverse
perspectives and expertise.

2. Position Power:
If the Musk has high positional power and control over
resources, he might decide to adopt a directive or autocratic
leadership style, swiftly making decisions and imposing
strategies without much consultation.

3. Leader-Member Relations:
If the Musk has strong and positive relationships with the
executive team and employees, they might use a more
democratic or transformational leadership style. They could
engage in open communication, inspire employees with a
vision for recovery, and collaborate closely with the team to
develop and implement a shared strategy.

4. Follower Characteristics:
If the employees are experienced, skilled, and motivated, Musk
might choose a more laissez-faire (policy of leaving things to take
their own course) , allowing teams the autonomy to generate ideas
and solutions independently.

The Sri Lankan 1. Assessing Leader Style and Situation:

Economic Crisis & Leader Style: If the Prime Minister, Ranil Wickremesinghe, exhibits
Bankruptcy a task-oriented leadership style, emphasizing goal achievement and
efficiency, he might focus on specific economic reforms, austerity
measures, or negotiations with creditors to address the debt crisis.

Situation Favorability: The economic situation in Sri Lanka,

characterized by defaulting on foreign loans and an admitted state of
bankruptcy, represents an unfavorable situation. It involves high debt
levels, economic instability, and the need for urgent financial
restructuring.

2. Matching Leader Style with Situation:

Task-Oriented Leadership: A task-oriented approach might involve
the Prime Minister implementing stringent economic measures,
negotiating with creditors, and implementing fiscal policies aimed at
debt reduction, cost-cutting, and revenue generation to address the
immediate financial crisis.
 3. Adjusting Leadership Approach:
Adapting to Unfavorable Situations: Fiedler's theory suggests that
in highly unfavorable situations like bankruptcy, a leader might need
to adapt their style. The Prime Minister could consider a more
participative approach, involving diverse stakeholders, economic
experts, and international bodies in decision-making to develop a
comprehensive recovery plan.

4. Evaluation of Leadership Effectiveness:

The effectiveness of the Prime Minister's leadership can be assessed
based on the extent to which the implemented economic policies and
reforms contribute to stabilizing the economy, restoring investor
confidence, and creating a sustainable path towards economic
recovery.

5. Balancing Relationship-Oriented Measures:

Besides task-oriented measures, relationship-oriented efforts might
be crucial. Engaging with global financial institutions, seeking
international support, and fostering collaborations to address the
economic crisis could be essential aspects of the leadership approach.

Path-Goal Theory The Path-Goal Theory of leadership, developed by Robert House in

the 1970s, focuses on how leaders can motivate their followers to
achieve goals by clarifying the paths to success and removing
obstacles. It emphasizes the leader's role in providing guidance,
support, and motivation to help followers reach their objectives. The
theory posits that effective leaders choose leadership styles based on
the characteristics of their followers and the demands of the situation.

Path-Goal Theory of
Leadership • The path-goal theory can best be thought of as a process in which
Effectiveness leaders select specific behaviors that are best suited to the
employees' needs and the working environment so that they may
best guide the employees through their path in the obtainment of
their daily work activities (goals) (Northouse, 2013).

• In general, the theory claims that a leader who attempts to “clear

the path” to a goal for a group member tends to find the group
member’s job satisfaction and performance increase.

House’s Path-goal ● Supportive Leadership

theory of leadership ● Participative Leadership
● Achievement Oriented Leadership
 ● Directive Leadership

Using Path-Goal
Theory to Match Directive Leadership Style:
Leadership Style to
COVID-19 pandemic • Application:In the initial phases of the pandemic, countries
might have benefited from leaders employing a directive style
by issuing clear and specific directives or mandates.

• Implementation: Leaders would provide explicit guidelines

on preventive measures, lockdowns, travel restrictions, and
healthcare protocols. Decisions are communicated swiftly,
offering clear directives to the public and relevant authorities.

• Effectiveness: Directive leadership might have been effective

in urgent situations to ensure rapid implementation of crucial
measures. However, overreliance on directives without
flexibility could lead to public compliance issues or limited
adaptation to evolving circumstances.
Directive Leadership Style: New Zealand's Prime Minister
Jacinda Ardern

• When COVID-19 emerged, she swiftly implemented strict

lockdown measures, closed borders, and communicated clear
directives to the public about social distancing, mask-wearing,
and staying at home.

• Ardern's proactive approach resulted in successful

containment of the virus during the initial phase,
Supportive Leadership Style:

• Application: To address the psychological and social impact

of the pandemic, supportive leadership is crucial.

• Implementation: Leaders might communicate

empathetically, offering reassurance, acknowledging
hardships faced by citizens, and providing mental health
support. They could promote solidarity, encourage
community support, and facilitate assistance for vulnerable
 populations.

• Effectiveness: Supportive leadership could help alleviate

anxiety, foster unity, and maintain public trust.
Supportive Leadership Style: South Korea's President Moon Jae-
in

• President Moon Jae-in's leadership in South Korea reflected a

supportive style during the pandemic. He regularly
communicated with empathy and reassurance, recognizing the
challenges faced by citizens and healthcare workers. Moon
offered support to vulnerable groups and emphasized
solidarity in facing the crisis.

• Moon's supportive leadership contributed to maintaining

public trust and adherence to guidelines, fostering a sense of
national unity, and effectively managing the pandemic
through widespread testing, contact tracing, and public health
measures.
Participative Leadership Style:
● Application: Involving experts, communities, and
stakeholders in decision-making is essential for effective
pandemic management.
● Implementation: Leaders engage with healthcare experts,
scientists, local authorities, and community representatives to
gather diverse insights. They encourage collaboration, seek
input for policy decisions, and incorporate suggestions into
strategies.
● Effectiveness: Participative leadership can enhance decision
quality, improve public compliance by fostering a sense of
ownership, and increase confidence in implemented
measures. However, it might slow decision-making due to the
need for consensus.
Participative Leadership Style: Germany's Chancellor Angela
Merkel
● Chancellor Angela Merkel of Germany demonstrated a
participative leadership style by engaging with scientists,
health experts, and regional leaders to formulate pandemic
response strategies. She held regular consultations with
 experts, openly discussed challenges, and involved
stakeholders in decision-making processes.
● Merkel's participative approach facilitated consensus-building
and cooperation among different levels of government and
experts. Germany's response was characterized by a
coordinated and data-driven strategy that contributed to
managing infection rates and hospitalizations.
Achievement-Oriented Leadership Style:
● Application: Setting ambitious but achievable goals and
focusing on outcomes can drive effective pandemic
management.
● Implementation: Leaders emphasize specific targets like
vaccination rates, testing capacity, and hospital preparedness.
They recognize and celebrate milestones achieved in
controlling the spread, reducing mortality, or vaccine
distribution.
● Effectiveness: An achievement-oriented approach might
inspire motivation, focus efforts on key priorities, and
maintain public engagement. However, unrealistic goals
might lead to disappointment or demotivation if not met.
Achievement-Oriented Leadership Style: Israel's Prime Minister
Benjamin Netanyahu
● Prime Minister Benjamin Netanyahu of Israel aimed to
rapidly vaccinate a large portion of Israel's population and
emphasized achieving high vaccination rates as a primary
goal to bring the pandemic under control.
● Netanyahu's focus on achieving high vaccination coverage led
Israel to become a global leader in vaccination rates early in
the pandemic, significantly reducing severe illness and
hospitalizations