How to Succeed in the Thesis

Excerpt from Thesis :

(Koskella, 2002; 1)
While leadership is unquestionably an inborn talent that can be honed
and improved, it is nonetheless an individualized talent and therefore both
rarified and special. Such is to say that the dually important aspects of
experience and ability are those which cannot be taught in an academic
context. Especially in the organizational sense, one must gather and
sharpen these respective qualities, suggesting that leadership theory bears
only a passing relationship to those instincts and principles which one
must know or of which one must be capable in order to function successfully
in an organizational leadership role. Ultimately, this means that a leader
with the proper merits to effectively steward an organization is one who
will demonstrate the capacity for a formal application of proven leadership
methods and who will simultaneously adapt to the demands which are specific
to the organization in question. This mode of discussing leadership is
useful because it demonstrates the need for balance between abiding some of
the universal principles pertaining to leadership and managerial competence
and tailoring leadership methods and practices toward the unique
characteristics of the organization.
Within the framework of our discussion on leadership, it is
appropriate to consider motivation now defined as an organizational
priority. This is to note that "the study of motivation is the exploration
of the energization and direction of behavior. Psychological theories are
motivational theories only insofar as they address these two aspects of
behavior." (Deci, 3) Namely, managerial leadership must today be armed
with the ability to recognize these conditions as they are evident in
individual employees. The increasing diversity of gender, ethnicity and
cultural background is likely to experience a proportion of these two
behavioral aspects that is distinct. This proposes a clear challenge for
leadership to be able to recognize and seize on such proportions while
simultaneously abiding traditional organizational goals relating to
individual and collective performance outcomes.

6. Keeping Balance in Your Life
Proceeding from this idea concerning the centrality of effective
leadership, I believe, there is an overriding importance to this theme in
shepherding an organization properly, with the increasingly globalized
corporate atmosphere instigating the continued evolution of the ways in
which performance must be measured. Achieving personal balance in this
framework means the careful balancing of personal ambition and
organizational goals.
Indeed, it will be upon these factors that the performance aptitudes
of laborers must be considered. Certainly, productivity may be measured by
economic indicators, which may in turn provide the industrial planner the
opportunity to detect the existence of shortcomings. However, the cause
may well be deeply rooted in the psyche of an organization and its
personnel. Therefore, it is important to look to the individual for
evaluation of the effectiveness of a working atmosphere. Rooted in the
empirical implications of an organization's economic outlook, an
examination of the proclivity of individuals to balance expectations should
include clinical consideration of the employee's satisfaction with working
conditions and the capacity of the organization to accommodate the
individual's unique, culturally derived needs. More than a decade deep
into the process of global deregulation, it is now reasonable to make
resolutions regarding the definite personnel impacts of the shrinking
global village. In particular, we can resolve that organizations are
inherently becoming more culturally diversified and that, therefore, a
balanced organizational psychology is highly dependent upon the
organization's effective accommodation of and sensitivity to diversity
7. Conclusions
Studies of business theory demonstrate that the orientation of
personnel at the member and leadership level will be contingent upon a wide
array of organizational characteristics. The features discussed here
relating to preparation, communication, group orientation, leadership and
balance can serve as something of a blueprint for self-evaluation and
organizational evaluation, with the lens of organizational psychology
providing illumination to the value in refining effectiveness in each of
said areas.

Works Cited:

Alper, S., Tjosvold, D., & Law, K.S. (2000). Conflict management, efficacy,
and performance in organizational teams. Personnel Psychology, 53(3), 625-

Deci, E. L. & Ryan, R.M. (1985). Intrinsic Motivation and self-
determination in human behavior. Springer.

Hamlin, S. (2006). How to Talk So People Listen: Connecting in Today's
Workplace. Collins Business.
Holton, J. (2001). Building trust and collaboration in a virtual team. Team
Performance Management, 7(3-4), 36-48.

Koskella, L. (2002). The…

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