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Leadership
Leaders are often put into the position of having to make difficult decisions. At times, the leader must tackle difficult ethical issues. In the situation of the posthumous father, the leader at the hospital is being forced to make a decision for the same reason that many leaders must: there are no set policies for the issue and nobody else wants to make the decision because it is too difficult. Leadership is being the place where the buck stops.
When faced with a difficult ethical dilemma, the leader should be able to make a calm, rational assessment. In a situation such as this, the leader will inevitably upset somebody with his or her decision. Another component of leadership is being able to communicate the decision is a clear, decisive manner that diffuses any potential difficulty. Emotions in this situation are high on all sides, so the decision must be rendered in such a fashion that emotions are not raised any further.
In this instance, the policy may not have used death as an example, but the word and spirit of the policy appear to support a decision not to donate the sperm. The wife may wish the hospital to do something very important to her, but it is certainly not the hospital's obligation to follow those wishes. The administrator must, in this situation, weight the interests of the organization above those of the individual making the request. It must always be remembered to whom the duty of care is owed. In this case, that is the hospital. The leader may ultimately make this decision on the basis of reducing legal risk to the hospital, but the true leadership is in the rendering of that decision in such a way that all stakeholders, even the ones with the most to lose by the decision, feel confident in the person's ability to make the decision. Thus, the leader here will likely decide not to allow the posthumous sperm removal and must show strength and clarity in announcing this decision to the stakeholders in order of importance, directly and personally.
Leadership Theory in a Changing and Globalizing Marketplace Modern business practice is permeated by the complexities of a changing world. The impact of globalization on the cultural makeup of companies, the effects of the global recession on the conventions of daily business and the evolutionary shifts brought on by emergent technology all call for an orientation toward simultaneous stability and adaptability. Only under the stewardship of a qualified, communicative, flexible and
Leadership, according to La Monica (1938), is when a person has authority that is recognized by others, and the person has followers/subordinates under them, who believe that the person will assist them in attaining certain goals (carrying out specific objectives for the followers). Furthermore, anyone that is willing to assist and help others could be referred to as a leader (p.8) Leaders see what others do not Most leaders have
However, the sum total of the organization's output extends beyond the realm of the quantifiable. Qualitative measures also exist, and they can impact on the quality of the organization's output as well. It can be argued that even qualitative outputs will eventually impact on quantitative outputs. Ford's loss of reputation as the result of the Pinto scandal, for example, cannot be quantified but the sales and profit decreases that
Most conclusions on this approach were vague or indecisive in terms of social, psychological or mental significance (Rice, 1978, 1981; Graen et al., 1972; Ashour, 1973). Furthermore, over the years, many scholars have come to the realization that leadership is situational and hence there are many realistic settings like the environment, the employees, the resources, etc. that determine the characteristics needed in a leader as well as his/her business approach
Leadership Self-Assessment Analysis In the wake of the corporal scandals of Enron and the Arthur Anderson Company, there have been increased calls for strong ethical leadership. Leadership had always been regarded as a key factor in ensuring the effectiveness of any organization. However, new models are also being developed to challenge the limitations of the prevailing classical theories of leadership. This paper argues for a tempered approach, one that combines effective leadership
The benefits of high-quality relationships come from relational resources (Wright, et al. 2005) they create. Such resources include durable obligations (e.g., arising from feelings of gratitude, respect, and friendship), network contacts and connections (including privileged access to information and opportunities, social status, and reputation of influential others), and the ability to have open information exchanges with those around them (Valle & Halling, 1989). Relationships that do not develop so well are