21st Century
Essays

This paper examines the rule of law in today's China as the nation prepares itself on the world stage and attempts to ease the strain in the East-West relationship. China hopes to be perceived as a nation stepping away from subjective authoritarianism (such as appeared under Mao) and toward a kind objective and democratic governance.

¶ … accession to the World Trade Organization in 2001, China's laws regarding intellectual property rights were largely weak and ineffective, even though there were some laws on the books that were designed to protect…

Cystic Fibrosis in the Modern Era disease that steals a childhood, adolescence and adulthood in an assault on the lungs and other vital organs that cause every living action to revolve around the diagnosis, care, and…

The field of dentistry has changed considerably over the past decade and continues to develop innovations into the 21st century. New advances include straightening teeth without wires, bands and brackets; oral cancer…

Whether American citizens should have the unfettered right to bear arms and own guns, has been one of the most hotly debated and contentious issues ever since the Second Amendment was added to the U.S.

¶ … United States is the diversity of its landscape, its biomes, and the incredible amount of natural resources available. Because it was resettled by Europeans relatively late in the historical span of human culture,…

This article examines one of the major trends and issues in police management which is the challenges for law enforcement managers because of increased globalization. The analysis begins with a critical research on the issue from a Canadian perspective and the major challenges originating from this trend. This is followed by an analysis of the responses by the Canadian law enforcement agencies in addressing the challenges associated with the issue.

The likeability of a manager will determine how effective they are on transactionally-oriented tasks while also being a very accurate predicator of hwo effective they will be in more transformational roles in an organization. The intent of this analysis is to define likeability from a leadership standpoint, illustrating how this aspect of a leader's personality must be authentic, transparent in approach and genuine in how a leader earns and keeps the trust of subordinates, peers and superiors. A likeable person is by definition one that is known for their friendliness or the ability to create an ongoing dialogue that includes a significant level of self-disclosure and ability to communicate with accuracy, clarity and honesty (George, 1995). A likeable leader is one that has the ability to combine friendliness, relevance of communication to others, empathy or the capacity to feel what others are also feeling ands enunciate those emotions, all unified by a very strong level of authenticity, integrity and realness (Gabriel, Griffiths, 2002). All of these factors together define a likeable person, and add in the willingness of a leader to self-sacrifice, create and stay consistent with roles in an organization that capitalize on the unique strengths of an associate, and a strong foundation of transformational leadership begins to emerge. One of the key findings of this study is that to the extent a manager has the ability to create and sustain a high level of trust with subordinates is the extent to which they are able to also sustain transformational leadership in a team. While leaders have varying levels and depths of skills that contribute to their ability to be transformational in the scope of their work, those with demonstrated high levels of emotional intelligence (EI) combined with the four foundational aspects of transformational leadership skills consistently have a higher level of likeability than their more transaction-oriented counterparts (Gabriel, Griffiths, 2002). In evaluating if likeability leads to greater leadership performance, a model of proposed Likeability and Organizational Transformation has been created and is presented in this analysis. The existing body of research indicates that likeability is one of the foundational elements of effective transformational leadership, yet it does not exist in isolation. The accumulated research completed for this study indicates that likeability of a leader is highly correlated to their level of EI. The dimensions of EI have a direct, predictive effect on how likeable and effective a leader will be. Another finding from this analysis is that likeability by itself does not guarantee a leader will be effective; it is only their ability to translate EI-based skills in conjunction with a very strong foundation of transformational skills that they are able to accomplish challenging goals and propel an organization to fulfill its shared vision. This study also concludes that likeability is also not essential for success either, as the many examples from leaders and CEOs renowned for being very difficult to work with who have propelled their organizations to leadership positions in their industries. Larry Ellison of Oracle, known for being exceptionally demanding and for creating a culture of mistrust and intense internal competition is not likeable according to the dimensions of the research completed for this study. He is however exceptionally effective in driving his organization to attain its vision and mission. What this study has found is that when the triad factors of Emotional Intelligence (EI), trust and transformational leadership are combined, leaders increase the propensity of being liked. These three factors combined provide leaders with a solid foundation of being effective in their roles as well. Likeability does not assure results however. Figure 1, Analysis of Key Factors of Likeability, shows how these three factors must be balanced and in proportion to each other in a leader's management style to be effective. Deficiencies in EI for example could lead to a very collegial work environment yet the leader would not know how and when to define tasks and key strategies to accomplish objectives over time. All three must be balanced in order for a catalyst of continued progress to be formed and stabilized within an organization.

Although the airline industry was rocked by the terrorist attacks of September 11, 2001, many carriers have overcome this aftermath to emerge as profitable carriers with numerous opportunities for growth on the horizon. One of the hallmarks of the successful air carriers, though, has been efficient flight operations and scheduling that contributes to passenger satisfaction and brand awareness. To determine how some air carriers have succeeded in this area while others have failed, this paper provides a review of the relevant peer-reviewed literature dated within the last 5 years. A summary of the research and important findings are presented in the conclusion.

The industrial age, transactional, transformational and situational leadership models emerged from the unique needs of organizations to optimize their workforces to the tasks needed to accomplish strategic goals.