Crucible
Essays

Colin Shindler observed in What do Zionists Believe? that "Zionism is seen in pejorative terms today…At worst, 'Zionist' is used as a term of abuse, an epithet to be hurled at anyone who does not see the…

Describe how the turnaround team may have used Gerard and Teurf's transformation skills to overcome the frustration of employees.

¶ … Cousin Vinny and American Criminal Justice

"James Joyce, in a Portrait of the Artist as a Young Man… defines the material of tragedy as 'whatever is grave and constant in human sufferings'," (Campbell, 1991, p. 50). It is the humanity of tragedy which luridly…

During the period between 1914 and 1918, the full brunt of early 20th century technology was brought to bear on the battlefields of Europe and the ghastly results were truly impressive, but the initial results of these weapons were insufficient to completely turn the tide of the war. Consequently, the belligerents became increasingly bogged down in trench warfare that demanded even more destructive weapons. To determine what happened during World War I in these areas, this paper details the type of techniques and weaponry used throughout the war and looks at how these changed technologically to change future wars. An examination concerning the reasons why there were so many stalemates on the battlefield, which led to a war of attrition and mass casualties is followed by a summary of the research and important findings in the conclusion.

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.

Parthenon was an architectural achievement the likes of which ancient Greece had never seen before. Athens, by the time of its construction, had become a cultural hub -- a place of affluence and learning.

Having developed my values within the crucible of a Christian society and household, I feel strongly about the role of health care in our society. Being from Cuba affords me personal experience with the pitfalls of…

The Spanish empire had a stronghold in Cuba. However, the Cubans were not very satisfied with the rule and small instances of rebellion had started to emerge. In 1895 the rebellion gained momentum and the Spaniards were…

Gerrit Cornelis Berkouwer born in 1903, in Amsterdam, was a Dutch Reformed theologian. He grew up in a devoutly practiced Reformed Christian home and began and completed his theological training at the famous Free…