The Nature of Leadership
- Definitions of leadership
- Leadership effectiveness
- Major research approaches
- Conceptualising leadership
- Comparing leadership theories
Nature of Managerial Work
- Activity patterns of managerial work
- Content of managerial work
- Theory of demands, constraints, choices
- Research on situational determinants
- The changing nature of managerial work
- Managerial discretion
- Descriptive research
- Application for managers
Perspectives on Effective Leadership Behaviour
- Ohio state leadership studies
- Michigan leadership studies
- Limitations of survey research
- Experiments on task and relations behaviour
- Research using critical incidents
- High-high leader
- Leadership behaviour taxonomies
- Specific task behaviours
- Specific relations behaviours
- Evaluating the behaviour approach
Participative Leadership, Delegation and Empowerment
- Nature of participative leadership
- Consequences of participation
- Research on effects of participative leadership
- Normative decision model
- Guidelines for participative research
- Delegation
- Guidelines for delegating
- Empowerment
Dyadic Role-Making Theories
- Leader-member exchange theory
- Leader attributions about subordinates
- Follower attributions and implicit theories
- Follower contributions to effective leadership
- Self-management
- Integrating leader and follower roles
Power and Influence
- Conceptions of power and authority
- Power types and sources
- Acquiring and losing power
- Consequences of position and personal power
- Types of influence behaviour
- Power and influence behaviour
- Research on influence tactics
Managerial Traits and Skills
- Nature of traits and skills
- Early research on leader traits and skills
- Major research programmes of research on leader traits
- Managerial traits and effectiveness
- Managerial skills and effectiveness
- Other relevant competencies
- Situational relevance of skills
- Evaluation of trait research
- Application guidelines
Contingency Theories of Effective Leadership
- LPC contingency model
- Path-goal theory of leadership
- Leadership substitutes theory
- The multiple-linkage model
- Cognitive resources theory
- Evaluation of contingency theories
- Application guidelines
Charismatic and Transformational Leadership
- Early theories
- Attribution theory of charismatic leadership
- Self-concept theory of charismatic leadership
- Other conceptions of charisma; consequences of charismatic leadership
- Transformational leadership
- Research on theories; transformational versus charismatic leadership
- Evaluation of theories
- Guidelines for transformational leadership
Leading Change in Organisations
- Change processes
- Different types of organisational change
- Influencing organisational culture
- Developing a vision
- Implementing change
- Increasing innovation and learning
Leadership in Teams and Decision Groups
- Nature of teams
- Functional teams
- Cross-functional teams
- Self-managed work teams
- Self-defining teams
- Virtual teams
- Procedures for facilitating team learning
- Guidelines for team building
- Decision-making in groups
- Leadership functions in meetings
- Guidelines for leading meetings
Strategic Leadership
- Constraints on executive discretion
- Attributions about chief executives
- Research on effects of leadership succession
- Evolutionary change and strategic leadership
- Political power and strategic leadership
- Executive tenure and strategic leadership
- Executive teams
- Competing values in strategic leadership
- Monitoring the environment
- Formulating strategy
Developing Leadership Skills
- Leadership training programmes
- Designing effective training
- Techniques for leadership training
- Learning from experience
- Developmental activities
- Self-help activities
- Facilitating conditions for leadership development
- Systems perspective on leadership development
Ethical Leadership and Diversity
- Ethical leadership
- Gender and leadership
- Leadership in different cultures
- Managing diversity
Example Candidate Response Booklet
Example Candidate Response (ECR) Booklets are a source of crucial information for Centres and Candidates as they use real candidate responses. We ask Senior Examiners to comment on five or more responses in terms of why the mark was awarded with commentary about how to improve the answer (if necessary).
