Note: Sample below may appear distorted but all corresponding word document files contain proper formattingExcerpt from essay:
Indeed, this seems a direct response to the prevailing understanding of how one must ultimately achieve organizational effectiveness by seizing on common ground. As our research denotes, "humans are primordial team players. Our uniquely complex social relationships have been a crucial survival advantage. Our extraordinarily sophisticated talent for cooperation culminated in the modern organization." (Goleman, 199) Indeed, this is the very premise by which the judicial system is allowed to operate. In this context, the jury is a key organizational context in which consensus must be achieved. This imperative denotes a goal which must be reached in spite of the divergent worldviews inherent to any room of twelve different individuals.
It is through this plot movement that Lumet carefully draws out the process of ascension to group cohesion. Indeed, this is no simple task, as Juror #8 must none-too-gently navigate the apprehension of some, the distortion of perspective in others and the outright irrational defiance of still others in order to steward the organization to a recognition of itself as a single working unit. With Juror #3, the presence of a long-standing conflict with his son causes him to apply an irrational and deeply emotional prejudices against the defendant. Sensing this, Juror #8 must steward him toward a proper and ethical ascent to their shared goal, demonstrating the degree to which a lead must also serve to others as a paragon to ethical excellence in supplement to his practical abilities. Indeed, we are shown here that ethical trespass is often a product of ignorance rather than malice.
This points us in the direction of a compelling point of consideration where both leadership and the scenario in this film are concerned. Namely, Yuki suggests that the irrational emotions felt by organizational members must be addressed even as leadership attempts to project and reinforce a common goal. Yuki reports that "many recent conceptions of leadership emphasize the emotional aspects of influence much more than reason. According to this view, only the emotional, value-based aspects of leadership influence can account for the exceptional achievements of groups and organizations. Leaders inspire followers to willingly sacrifice their selfish interests for a higher cause." (Yuki, 5)
Here, Yuki makes a connection which is quite apparent in the Lumet film. Namely, the imperative to address the emotional experiences of organizational members is tantamount to establishing the common ground needed to accomplish group responsibilities and ambitions. For the jury charged with deciding the fate of a young man, the importance of this common goal has been overshadowed by individual emotional dispositions. The leadership role assumed by Juror #8 forces this conflation of interests into the light and requiring organizational members to place the collective priority of rendering a proper decision ahead of individual desires and biases. Here, the leader helps to forge a collective unit out of many disparate strands.
This points to a "requirement in our definition of groups is that of attempting to accomplish a common goal. If there is no common goal or purpose, there is no group by our definition. A common goal is a goal toward which individual members are willing to work." (Ivancevich & Matteson, 314) of course, it is clear that the motives driving each individual in the film's scenario are distinct, and in some cases even clearly divergent. It is this reality that casts doubt initially on the ability of these men to reconcile their own personal beliefs or dispositions with the demands of jurisprudence. And yet, they are united, as contended by the Ivancevich & Matteson text by the clear goal at the outset to achieve a unanimous verdict in the case. Though each has his own perspective on the verdict, they are driven collectively, and thus inevitably, toward the achievement of compromise.
And in many ways, the dynamic between the two jurors around which we have drawn focus is demonstrative of the inherently necessary process in defining ethical decision-making and forging leadership meddle. Indeed, "the inherently abstract or 'fuzzy' nature of values creates the potential for multiple plausible interpretations of the values' appropriate meanings. We argue that value expansion occurs due to both cognitive and interpersonal processes." (Cha & Edmonson, 71) by forcing these processes, Juror #8 emerges as a clear organizational leader, capable even of mounting such resistant forces as the personal prejudice governing Juror #3.
These personal prejudices are particularly compelling for one such as myself. As both a woman and one who is frequently younger than most other organizational members, I find that I must sometimes struggle against peoples' biases and assumptions about me. Both my age and my gender, two features which I consider to be strengths, are sometimes received with hostility by the older men who often surround me. Particularly in those contexts where I have been in a position of authority, I have been forced to use many of the methods applied by Juror #8 in my own battle to command respect. Here, I would find that the brand of participatory leadership utilized by the Juror is particularly accurate to the strategies that helped me to find success and even a positive relationship with my subordinates. By engaging others in ways that allowed for power-sharing and independent attendance to responsibilities, I too have found that others tend to be moved toward the higher cause of organizational success to disband their irrational prejudices.
Cha, S.E. & Edmonson, a.C. (2006). When Values Backfire: Leadership, Attribution, and Disenchantment in a Values-Driven Organization. The Leadership Quarterly, 17, 57-78.
Christensen, S.L. & Kohls, J. (2003). Ethical Decision Making in Times of Organizational Crisis. Business & Society, 42(3), 328-358.
"Leadership Movie Organizational Leadership According" (2010, May 06) Retrieved December 10, 2016, from http://www.paperdue.com/essay/leadership-movie-organizational-2761
"Leadership Movie Organizational Leadership According" 06 May 2010. Web.10 December. 2016. <http://www.paperdue.com/essay/leadership-movie-organizational-2761>
"Leadership Movie Organizational Leadership According", 06 May 2010, Accessed.10 December. 2016, http://www.paperdue.com/essay/leadership-movie-organizational-2761
By the same token, by not having any specific policy implications, servant leadership theory does not expressly reject the transformational, situational or results-focused ideas of leadership. It is merely an adjunct to these theories, and is mostly useful for deciding on whether or not somebody should become a leader in the first place. Situational Leadership and Results-Focused Leadership These two leadership theories are opposed to one another, but they share the
Organization Management The Walt Disney The Walt Disney Company The Walt Disney Company An organization is any social entity that has a well-designed structure to coordinate its functions, and the organization has to have a specific goal. Most organizations hardly work internally alone, but rather involve the external environments. Some organizations are profit oriented, like the business organizations, while others are non-profit making (Daft et al. 2010). In this context, a contemporary focus is
organizational dynamics of Coffee Bean & Tea Leaf, Singapore with a reference to the relevant theories. The strengths and weakness are highlighted and then recommendations made on how to improve the daily running of the franchise. Overview of the company Organizational structure Organizational culture at Coffee Bean and Tea Leaf Employee motivation Organizational form Overview of the company Coffee Bean & Tea Leaf Singapore is part of a larger organization (a franchise) that deals in coffee
Furthermore, there are a number of similarities and overlaps between such leadership theories that do not prevent their being characterized as transformational in nature. For example, "Most leaders behave in both transactional and transformational ways in different intensities and amounts; this is not an entirely either-or differentiation" (Miner, 2002 p. 743). One of the more interesting issues to emerge from the research is the need for transformational leaders to teach
leadership and change management are very crucial factors in the determination of an organization's success. One of the main causes of organization failure is poor leadership. This coupled with the lack of appropriate change management program can quickly send an otherwise profitable business venture into the dreaded domains of bankruptcy and losses. This paper is therefore dedicated to the investigation of the effects of leadership and change management on
Kodak and Fujifilm, And Leadership Assessment Kodak and Fujifilm The History and Core Business of Each Company Eastman Kodak, in the words of Hill and Jones (2007, p. 482), "was incorporated in new jersey on October 24, 1901, as a successor to the Eastman Dry Plate Co., the business originally established by George Eastman in September 1880." It is important to note that as the authors further point out, the Dry Plate Company
Leadership theory is a complex and engaging field. Indeed, people have been studying the concept of leadership and organization for many years now. The purpose is to understand two factors. First, there is a need to understand how a group works. What are it's dynamics and how does a leader develop. Second, to refine the organization of a given group so that its leadership will be able to guide it