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Be a Visionary Leader

  • Edda Weimann
  • Peter Weimann
Chapter

Abstract

Goals

  • How can you become a visionary leader?

  • How can you avoid frequent leadership errors?

  • How can you motivate your colleagues and co-workers?

  • How do you prevent identity crises for yourself and your subordinates?

This chapter outlines the key characteristics of a good leader. It depicts leadership styles and describes methods of leadership, empathy, authenticity and anticipation. To understand how you can motivate your co-workers, Maslow’s hierarchy of needs and other motivational theories are explained. The term ‘noetive dissonance’ is described, as are measures to avoid it. The hassles of the first 100 days in a new workplace are outlined as well as how burn-out syndrome can be detected and avoided.

Keywords

Staff Member Emotional Exhaustion Leadership Style Extrinsic Motivation Meaningful Work 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

References and Further Reading

  1. Adams JS (1965) Inequity in social exchange. In: Berkowitz L (ed) Advances in experimental social psychology. Academic Press, New York, pp 267–299Google Scholar
  2. Carter L, Ulrich D, Goldsmith M (2005) Best practices in leadership development and organization change. Wiley, San FranciscoGoogle Scholar
  3. Cook CW, Hunsacker PL (2001) Management and Organisational Behaviour. McGraw-Hill Irwin, BostonGoogle Scholar
  4. Graf H (2007) Die kollektiven Neurosen im Management. Linde, WienGoogle Scholar
  5. Herzberg F, Mausner B, Snyderman BB (1959) The motivation to work. Wiley, New YorkGoogle Scholar
  6. Mann C (2006) The hospital myth – disenchantment. Amazon KDP, SeattleGoogle Scholar
  7. Maslach C (2001) Job Burnout. Annu Rev Psychol 52:397–422CrossRefPubMedGoogle Scholar
  8. Maslow AH (1943) A theory of human motivation. Psychol Rev 50(4):370–396CrossRefGoogle Scholar
  9. Pfeffer J (2010) Power: Why some people have it – and others don’t. Harper Collins, New YorkGoogle Scholar
  10. Sutton R (2010) Good boss, bad boss. How to be the best and learn from the worst. Little Brown, BostonGoogle Scholar

Copyright information

© Springer Berlin Heidelberg 2017

Authors and Affiliations

  • Edda Weimann
    • 1
    • 2
  • Peter Weimann
    • 1
    • 3
  1. 1.Commerce Faculty Department of Information SystemsUniversity of Cape TownCape TownSouth Africa
  2. 2.Groote Schuur Hospital Academic HospitalUniversity of Cape TownCape TownSouth Africa
  3. 3.Beuth UniversityBerlinGermany

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