Leadership, graduate school, and professional development: Project, process and personal development

Publication Year:
2016
Usage 6
Abstract Views 6
Repository URL:
https://scholar.utc.edu/rcio/2016/sessions/3
Author(s):
Bergman, Shawn; Wasowski, Bridget; Belinda, Casher; Lesniak, Katherine
Publisher(s):
University of Tennessee at Chattanooga
Tags:
Industrial and organizational psychology
lecture / presentation description
As one of the first subjects to be studied systematically by I-O Psychologists, the topic of leadership has garnered the attention of both scholars and practitioners for the last 100 years (Barling, Christie, & Hoption, 2011). One model that provides a comprehensive taxonomy of leadership styles is the charismatic, ideological, and pragmatic (CIP) model of leadership (Mumford, 2006). Based on the early work of Weber (1924), this model suggests that the three leader types differ in a number of ways, but are largely distinguished by how leaders make sense of their environments by providing information and rationale regarding the direction they are taking (Hunter et al., 2011). While the model suggests that the influence of these different leadership styles can best be seen during times of crisis (Mumford, 2006; Strange & Mumford, 2002), the taxonomy is a valuable tool for leaders working on emerging projects and allows for a contingency approach. Presenters are second-year graduate students leading separate burgeoning projects at Appalachian State University. Presenters will each briefly: (1) describe their emerging project; (2) discuss how they have been influenced by and are leading using one of the three leadership types; (3) utilize the CIP model to self-diagnose their personal leadership styles; and (4) offer suggestions for ways they can improve.