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Leadership is a powerful social role in which an individual or group of individuals inspire others to reach a common goal. The qualities that define effective leadership will vary depending on the role the leader plays, such as in business or politics. Some leaders will work behind the scenes in a more laissez-faire manner and that approach will work for the specific situation and for reaching those situational goals. Other leaders need to play a more active role in guiding other people by providing them with verbal inspiration or serving as a role model. Some leaders are authoritarian in nature, and do not share their power with others; some leaders are democratic in nature, and distribute their power with other members of the team.
egardless of the type of leadership required in any given scenario, there are some core traits that help to define all leaders. With few exceptions leaders…
Bass, B.M. & Riggio, R.E. (2006). Transformational Leadership. New Jersey: Lawrence Erlbaum.
Prive, T. (2012). Top ten qualities that make a great leader. Forbes. Dec 19, 2012. Retrieved online: http://www.forbes.com/sites/tanyaprive/2012/12/19/top-10-qualities-that-make-a-great-leader/
"Transformational Leadership," (n.d.). Retrieved online: http://www.langston.edu/sites/default/files/basic-content-files/TransformationalLeadership.pdf
Leadership Can Be Taught
The importance of effective leadership to organizational success is well documented, but the process by which people become leaders remains far less understood. For instance, Brandt (2002) asks, "Can those who wish to lead learn from others, or is the capacity for leadership -- or lack thereof -- hard-wired into our DNA at birth?" (p. 12). Despite the ongoing debate over nature vs. nurture continues, it is reasonable to suggest that people can be taught leadership and there is a growing body of evidence in support of this assertion (Olson, 2009).
Part of the problem in this debate is the fact that belief systems either way can turn into self-fulfilling prophecies. For instance, Brotherton (2013) reports that, "Believing people are 'born' leaders is likely to result in a focus more on selection (identify the right people) rather than on development (develop the people you get)" (p.…
Brandt, J. (2002, June). Great CEOs: Nature or nurture? Chief Executive, 179, 12.
Brotherton, P. (2013, February). Leadership: Nature or nurture? Talent Development, 67(2), 25.
Olson, D.A. (2009, Winter). Are great leaders born, or are they made? Frontiers of Health Services Management, 26(2), 27-31.
Segelken, R. (2006, May). Leadership initiative teaches principles through practice: Students discover that leaders are made, not born, as they learn to build teams, trust others, and take risks. Human Ecology, 34(1), 2-9.
An important part of the job of a public school principal is to set a tone for others -- teachers, administrators, counselors and staff -- not just by producing memos and holding meetings, but also through his or her leadership and on-the-job performance. Leadership at this level of school administration is vital in terms of providing motivation and by setting an example. Leadership also entails the basic fundamentals of management; schools aren't businesses, but on the other hand running a school with a consciousness that emulates good business practices means being accountable for everything that goes on.
Meanwhile, by shadowing my principal for a few days I have been able to witness and record a number of leadership qualities that she exhibits.
Ten characteristics of leadership I discovered while shadowing my principal
ONE: I found that this principal conducts daily business similar to what Drs. Alex Schneider and Neil…
Pepper, K. (2010). Effective Principals Skillfully Balance Leadership Styles to Facilitate
Student Success: A Focus for the Reauthorization of ESEA. Planning and Changing,
Schneider, A., and Burton, N. (2005). An ideal 'type'? -- the characteristics of effective school principals as perceived by aspiring principals both from within education and those from an alternate career path. MiE, 19(2), 6-9.
Qualities of an Effective Leader
hat are the qualities that go into a strong, effective leader in today's business world? This paper explores and critiques those qualities through the available literature.
How Centered Leaders Archive Extraordinary Results
An "extraordinary" amount of stress is being placed on leaders in the business community due to today's "complex, volatile, and fast-paced business environment," according to an article in the peer-reviewed journal McKinsey Quarterly (Barsh, et al., 2010). And in that fast-paced business world there are many leaders who simply lack the skills needed to handle the issues that come before them, Barsh explains. The answer to that problem is to locate those capabilities that are available in the literature and cultivate them, Barsh goes on (1). By "cultivating" capabilities Barsh is actually talking about taking constructive steps to "frame" certain challenges and hence to "unlock" the full potential of the organization (1).
Barsh, J. Mogelof, J., and Webb, J. (2010). How centered leaders achieve extraordinary results.
McKinsey Quarterly, Vol. 4, 78-88.
Maccoby, M. And Scudder, T. (2011). Strategic Intelligence: A Conceptual System of Leadership
For Change. Performance Improvement, 50(3), 32-40.
Level Three Leadership
An effective leader takes into consideration the thoughts and values of those directly answerable to him. He is capable of influencing the basic values, assumptions, beliefs, and expectations that his/her subjects subscribe to with regard to how the world should be. He seeks to engage with the workers or the subjects at personal level. Such a leader recognizes that workers are not only concerned with better remuneration but also factor in issues pertaining to their time and talent, creativity, and commitment. S/he appreciates that work and engagement are intertwined. Besides, an effective leader appreciates that for their organizations to deliver superior customer satisfaction in the service oriented economy he has to engage the workers (Clawson, 2012). An effective leader will mobilize the employees to look into what the customers think and feel. Effective leader invests his time into trying to understand the basic assumptions and values his…
Clawson, J.G. (2012). Level Three Leadership: Getting Below the Surface. Upper Saddle River, NJ: Prentice Hall.
Pigors, P. & Myers, C.A. (1981). Personnel Administration: A point-of-view and a Method. New York: McGraw-Hill.
perception about how managers become effective leaders affects how we evaluate individuals' leadership potential. Believing that a manager was born a leader is expected to result in a concentration more on selecting the right person rather than developing the employee. On the other hand, the belief that managers can be made leaders through experiences will be more expected to result in a concentration on ensuring that managers have the appropriate opportunities to become leaders (Gunter, 2011).
All managers are born with the ability to lead; however, the issue is what level managers are able to become leaders. This prompts the question of whether managers learn leadership or whether leadership can be taught. Obviously, it is impossible to teach managers how to become a leader but managers can learn leadership. This is a powerful statement. Managers cannot be taught how to lead, but they can develop their leadership ability through their…
Barna, G. (2007). Leaders on leadership: Wisdom, advice, and encouragement on the art of leading God's people. Ventura, Calif., U.S.A: Regal Books.
Fisher, J.L., & Tack, M.W. (2008). Leaders on Leadership: The College Presidency. San Francisco, Calif: Jossey-Bass.
Gunter, H. (2011). Leaders and leadership in education. London: Chapman.
Neary, I. (2010). Leaders and leadership in Japan. Richmond, Surrey: Japan Library.
The concept of leadership in current business world has resorted to a new way in the current environment. It is not any longer parallel with the statement of traditional management. Majority of the businesses are still trapped in the primitive days, where there is no existence of leaders or authority, but overcoming that there is a prevalence of managers who direct and monitor the hired employees. Today's variety of leadership reinstates effectiveness, aspiration, inculcation, and persistence intricacies, which give rise to abundant innovativeness and joy, retorted the employees.
Each and every business requires leadership. Leadership is one among the resorts that managers influence the attitude of masses in the business. Most fruit-yielding managers are one among successful leaders. They prod people to toil to attain the organization's aims. Ken Blanchard observes four leadership patterns sprouting out of mixtures of coordinated and directive attitude: directing pattern, coaching pattern, coordinating pattern,…
Blanchard, Ken. (1997) "The Color Model, a Situational Approach to Managing People," Blanchard Training and Development
Bread Bakers Guild of America" (1998) Bread Lines Newsletter -- Volume 6 Issue
Brown, Steven W. (April 1995) "13 Fatal Errors Managers Make and How You Can Avoid Them" Berkley Pub Group; Reprint edition
Dodge, Richard E. "The ABCDs of Becoming a More Effective Leader" Retrieved at http://www.lifeway.com/lwc/article_main_page/0,1703,A%253D151284%2526M%253D50068,00.html . Accessed on 12/11/2003
career of Jack Welch (the former CEO of GE). Jack Welch has become a legend in successful management and leadership. He took over as the youngest CEO of General Electric in 1981, and by his retirement in 2001, he had turned the company around and created massive profits. Welch is often cited as one of the most successful leaders of all time, and is given credit for turning GE into the largest company in the world, with record-breaking profits.
Jack Welch, the CEO of GE, was born in Salem Massachusetts. He graduated from the University of Massachusetts with a BA, and obtained his MS and PhD in chemical engineering from the University of Illinois. He went to work for GE in 1960 as an engineer in Pittsfield, Massachusetts. He felt the company was full of bureaucracy and top-heavy with managers, and he even planned to leave the company, but one…
Brown, Michael E., In the Eye of the Beholder: Misconceptions of Ethical Leadership: How to Avoid Potential Pitfalls. Organizational Dynamics, Vol. 36, No. 2, 140 -- 155.
Javidan, Mansour, Peter W. Dorfman, Mary Sully de Luque, and Robert J. House, 2006. Cross Cultural Lessons in Leadership from Project GLOBE. Academy of Management Perspectives, 67-90.
Rowe, W. Glenn, 2001. Creating Wealth in Organizations: The Role of Strategic Leadership. Academy of Management Executive, Vol 15. No. 1, 81-94.
Slater, Robert. 2004. Jack Welch on Leadership: Abridged from Jack Welch and the GE Way. New York: McGraw-Hill.
Leader's Self-Insight 1.1: Your Learning Style: Using Multiple Intelligences
I scored evenly on all of the types of intelligence measured by this self-assessment: logical-mathematical, verbal-linguistic, interpersonal, intrapersonal, and musical. This indicates that I am a well-rounded person with the ability to work in multiple environments on different tasks.
Leader's Self-Insight 1.2: Your Leadership Potential
I scored slightly more (7) on the even-numbered indicators than on the odd ones (6), indicating I have leadership capabilities such as "vision and change." However, the scores were about even.
Leader's Self-Insight 1.3: Are You on a Fast Track to Nowhere?
On people skills, I scored 3 out of the 4 qualities. I believe I have solid interpersonal skills. On working with authority, I scored 2. I believe I need to work more on my assertiveness and courage when dealing with persons in positions of authority because I remain afraid to speak up and express…
Daft, R.L. The Leadership Experience.
64). Additionally, the managers, in their course of work, they communicate with those whom they work. They talk in a formal manner, whereas, the leader presents a persuasion to the people. The leader persuades the people to make them see his perception point, and hence earn their trust. Additionally, in working with others, the manager focuses on directing the groups. The manager gives directives to the people. On the contrary, the leader creates a team, thus treats all as part of the action. In this way, the leader incorporates the views and feelings of all that work with him. Lastly, the manager has an aspect of trying to be the hero in the work place, whereas the leader makes heroes of the people around them.
There are a few similarities between an effective manager and an effective leader in their line of work. In the course of their duties,…
EIlers, H.-C. (2010). "Leaders lead and managers manage" Differences and Similarities. Mu-nchen, GRIN Verlag GmbH. http://nbn-resolving.de/urn:nbn:de:101:1-201009161608 .
Beerel, a.C. (2009). Leadership and change management. Los Angeles, SAGE.
Bertocci, D.I. (2009). Leadership in organizations there is a difference between leaders and managers. Lanham, Md, University Press of America. http://public.eblib.com/EBLPublic/PublicView.do?ptiID=500777 .
Storey, J. (2003). Leadership in Organizations Current Issues and Key Trends. London, Routledge. http://public.eblib.com/EBLPublic/PublicView.do?ptiID=182563 .
In order to be more comfortable as a leader, exercising wisdom when making decisions, hoping for the best, and preparing for the worst is more important.
Effective leaders are known to be visionary people who can bigger issues and how they can be achieved through the elimination of obstacles. Apart from being visionary, it's important to share the positive vision with my followers and motivate them as they help in making the difference. As a leader, I will visualize and articulate goals that motivate followers and unite them to pursue the established objectives collectively.
Since people tend to do what they see their leaders doing more than what they say, I'll be proactive in the accomplishment of the vision. it's not only enough to share the vision and the conceived ideas regarding deeper issues. The achievement of the vision and objectives is dependent on the effort…
Public administration managers, due in part to the ubiquitous nature of information, now have a very profound role within their respective companies. I agree, to a certain extent with, the author's assessment of management duties in Chapter 15. He describes, many management positions in todays global environment as being "…hectic, frantic, and constantly changing." This is indeed true as public administrators, due to our global economic contraction are now forced to do more with less. This is particularly true as public administrators often rely on public funding in order to conduct their underlying business activities. Managers, particularly those in public administration, must now deal with excessive mistrust on the part of consumers and extensive regulation. With various rules, regulations and budgetary constraints placed on public administrators, management must now be aware of an ever increasing amount of regulatory change and its implications on the underlying business operations of…
For Ann to succeed as a leader in her department and proceed in her ascend to more demanding roles within the hospital, there is an existing need for her to understand herself and how her peers view her. In so doing, she will be better placed to get their support by modifying her behavior.
Yet another leadership complexity for Ann has to do with her visibility given her senior position as the head of the Nutrition and Dietetics Department. Traditionally, being promoted to head a department within the hospital has been seen as some sort of grooming for a bigger management role. In that regard, Ann needs to clearly distinguish between goals that could derail her and those that could pave her way to success. Further, it can also be noted that if indeed she is promoted to a more senior and demanding role, Ann would be required to develop…
Their leadership role deals with service to their clients, hence, they are their leadership role are similar in a way. However, they differ in that; Florence has the attribute of being autocratic, whereas Clinton is persuasive. Florence showed aspects of commanding whereas Clinton worked by means of winning the trust of others to support his initiative. Secondly, it is notable that nightingale is a nurse while Clinton is a politician. Additionally, they lived in different times, hence the level of development explains their difference in the way they approached issues. They both are holistic; however, Clinton is more open-minded as compared to Nightingale.
Self-analysis of myself as a leader
As a leader, a person works with a group. Therefore, the leadership skills that a person exercises should focus on establishing effective working relations and the environment. A quality leader has multidimensional traits, making him or her appealing and effective in…
Parakala, K. (2012). Leadership - the Clinton style. Retrieved from http://www.itsmyascent.com/web/itsmyascent/career-advice/ -
Yoder-Wise, P. (2011). Leading and managing in nursing (5th ed.). St. Louis, MO:
Elsevier. ISBN: 978-0-323-06977-9.
Leaders Can Effectively Manage Change in an Organization
It has often been said that a manager is what one does and a leader is who one is. The differences between management and leadership transcend difference sin perception of how an organization and emanate from how a management professional chooses to gain support and cooperation in the attainment of objectives. Managers often are given the task of maintaining the status quo and minimizing variation in performance over time. Leaders are by definition the visionaries of an organization that set a compelling long-term goal or objective and then orchestrate an enterprise to their achievement. Implicit in this definition of a leader is also the ability to discern strategies issues, opportunities and risks, and also clearly communicate an organizations' strategy to the departmental or work unit level. Most of all, a leader can infuse any organization with a strong sense of purpose, energy…
Antonakis, J., & House, R.J. (2002). The full-range leadership theory: The way forward. In B.J. Avolio & F.J. Yammarino (Eds.) Transformational and Charismatic Leadership, Volume 2, p. 3 -- 33. Boston: JAI Press.
Bromley, Howard R, M.D., M.B.A. & Kirschner-Bromley, V. 2007, "Are You a Transformational Leader?," Physician Executive, vol. 33, no. 6, pp. 54-7.
Burke, C.S., Sims, D.E., Lazzara, E.H. & Salas, E. 2007, "Trust in leadership: A multi-level review and integration," Leadership Quarterly, vol. 18, no. 6, pp. 606.
Butler, C.J. 2005, The relationship between emotional intelligence and transformational leadership behavior in construction industry leaders, University of Colorado at Boulder.
Leaders Born or Made? Proposed Outline
The question as to whether leaders are born or made has been actively debated for years. The debate continues. However, careful evaluation of leadership behaviors and an informed analysis of literature on management and leadership demonstrate that actually, leaders are both born and made. It is important to note that although individuals could be trained to be effective leaders, some people tend to have what could be referred to as natural aptitude for leadership.
Leaders are Born
The claim that leaders are born, not made, has been around for a long time. Those advancing this argument are convinced that leadership is in the genes, that great leaders possess some genetic characteristics that underwrite their success as leaders.
During the early periods of the 20th century, most were of the view that to be an effective leader, an individual had to be…
Daft, R.L. (2014). The Leadership Experience (6th ed.). Stamford, CT: Cengage Learning.
Dyk, B. & Neubert, M. (2008). Management: Current Practices and New Directions. Boston, MA: Cengage Learning.
Hogue, W. (2013). Elements of Leaders of Character: Attributes, Practices, and Principles. Bloomington, IN: WestBow Press.
Johnson, B. & Williams, K. (2004). Introducing Management: A Development Guide (2nd ed.). Burlington, MA: Elsevier Butterworth-Heinemann.
Leaders and managers, while seeming the same, are not synonymous. In general, managers conduct and organize affairs, projects, or people -- the tactical side. Leaders have followers, not subordinates -- they inspire, motivate and set the direction to achieve goals. The 21st century manager must be an effective leader due to the rapid and widespread changes in the business and organizational environment. For instance, most organizations are no longer simply local or regional in their operational paradigms. Instead, they are national, and almost always in some way (suppliers, customers, etc.), global. Globalization has brought the world closer in communication, economics, politics, and especially business -- and stakeholders are robust. The Internet and technological improvements have allowed instantaneous communication almost anywhere, and even poor women in India are using Smartphones to manage their banking portfolios. The idea of globalism continues to break down cultural barriers. As this continues it will…
REFERENCES and WORKS CONSULTED
What is the Difference Between A Manager/Supervisor and a Professional? (2011). U.C
Berkeley. Retrieved from: http://hrweb.berkeley.edu/faq/887
Chambers, H., and Craft, R. (1998). No Fear Management: Rebuilding Trust. Boca Raton,
FL: CRC Press.
). Concomitantly, many higher educational institutions may lack the resources needed because of the aforementioned dwindling state budgets and overall shaky national economy, as well as skyrocketing costs of administration.
Not surprisingly, these trends have combined to make the accountability of educational leaders a timely issue, but one that remains under-studied. In this regard, these authors cite internal and external political pressures that are calling for such accountability concerning educational leadership's effectiveness as well as organizational-institutional efficacy (Armstrong et al.). Based on their review, Armstrong and his colleague conclude that the most critical issue facing departmental chairs is the disintegration of trust in leadership in higher education. ebuilding and fostering trust is an essential component of effective leadership, and it appears that the 360-degree feedback model can provide educators at all levels with a framework in which to overcome such obstacles in this important area (Armstrong et al.).
Aguirre, a., Jr. & Martinez, R. (2002). Leadership practices and diversity in higher education: Transitional and transformational frameworks. Journal of Leadership Studies, 8(3), 53- 54.
Amey, M.J. (2005). The entrepreneurial college president. Journal of Higher Education, 76(5), 604-605.
Armstrong, T., Blake, S.Y. & Piotrowski, C. (2000). The application of a 360-degree feedback managerial development program in higher education: The Florida model. Education, 120(4), 691.
Kezar, a. (2007). The research university presidency in the late 20th century: A life cycle/case history approach. Journal of Higher Education, 78(1), 119.
JIM Kouzes, lecturer and author of nine books of leadership, including the best seller, "The leadership Challenge," qualities that make an effective leader have different perspectives.
There are four things that everyone look for in a good leader. Firstly, people want a leader who is honest to them, trustworthy, and has integrity. Secondly, people want someone who looks forward that is forward looking, who has a vision of the future, and thinks about the long-term, also people want someone who can forecast things in case of crisis. Thirdly, people want someone who is consistent, competitive, expertise and knows what they are doing. Fourth, people want a person who is inspiring, energetic, optimistic and positive about the future.
Research on how leaders execute or put all those attributes into action, or execute those qualities has produced five practices that successful leaders indulge those practices on the job and contribute to the…
Brady, Chris. (2007): Launching a Leadership Revolution: Mastering the Five Levels of Influence. New York: Business Plus.
Citrin, James M. (2007): The Dynamic Path: Access the Secrets of Champions to Achieve Greatness Through Mental Toughness, Inspired Leadership and Personal Transformation. New York: Rodale Press, Inc.
Covey, Stephen M.R. The Speed of Trust the One Thing that Changes Everything. New York: Free Press, 2006.
Kouzes, James. (2003): Leadership Challenge. New York: John Wiley and Sons, Inc.
Selection of the Leader
Definition of Leadership by General Tommy Franks
Leadership Philosophy of General Tommy Franks
Learning to Lead
Analyzing Strengths and Weaknesses Using Leadership Challenge Model
Leadership Adventures of General Tommy Franks Using Kouzes and Posner Leadership Framework
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable others to act
Encourage the Heart
Enhancing the Effectiveness in Leadership
Learning From the Experience of General Tommy Franks
Take the Challenge
Accept the Opportunity
Learn to lead with General Tommy Franks
This paper discusses the leadership style and traits of a retired U.S. Army General namely General Tommy Franks. He was regarded as the commander in chief of Central Command of United States from the period of July 200 till July 2003. At that time he was given charge of the Middle East region that comprised of twenty- five countries. His most influential…
Franks, T.R. (2005). American Soldier. HarperCollins.
Kouzes, J.M., & Posner, B.Z. (2003). The five practices of exemplary leadership. Pfeiffer.
The Leader is interested in aligning the beliefs and values of people with the overall goals and vision of the organization. In the Leadership role one can bring about change by providing direction, by setting an example, by motivating through inspiration, and by building teams based on respect and trust. A leader is focused on results rather than methods, systems and procedures. Leaders ask themselves "For what purpose?" And "What are the consequences for the system as a whole?" (Chait, 1997)
Different organizations offer various training programs for developing leadership skills in relation to planning, organizing, staffing, leading and controlling. The following paper analyzes the subject matter of these leadership trainings from various training writings and programs, in the light of the aforementioned human resource and management functions within an organization.
Planning is concerned with the future impact of today's decisions. It is the fundamental function of…
Altbach, P.G., Berdahl, O., Gumport, P.J. (1998). American higher education in the twenty- first century. Baltimore, Md.: The Johns Hopkins University Press.
Angelo, T.A. (1997) The campus as learning community: Seven promising shifts and seven powerful levers. AAHE Bulletin.
Chait, R. (1997) Contradictions of leadership and application of common sense. Speech delivered at the Leadership Conference of the California State University System, Long
Leadership ehavior for Effective Decision Making
Effective decision making in the competitive business environment is closely linked with leadership skills. Managing change in existing organizations can often be extremely difficult, as it requires changing the organizational culture, the very roots that bind its members. This paper analyses the characteristics of a successful leader, illustrated with a practical example. Contrary to popular understanding, there is no unique style of leadership for all situations and the leader needs to be flexible and change his approach depending on case to case basis. The analysis takes into account the various theories on leadership - behavioral, contingency and transformational and evaluates the response of the leader to various situations in a typical organization operating in a fiercely competitive environment.
From the analysis, it is observed that the leader exhibited varying leadership styles and behavior to address and resolve various issues. The leader is found to…
Bennis, W. (1994) 'Visionary Leadership', in W.Bennis, J.Parikh and R.Lessem (eds) - 'Beyond Leadership: Balancing Economics, Ethics and Ecology', Blackwell: Oxford, pp.32-34
Gardner, H. (2001) 'Leading Minds' (ed) Manrik, J - 'Writers on Leadership', London: Penguin, pp. 73-76
Hampden-Turner, C. (1994) 'Charting the Corporate Mind' in W.Bennis, J.Parikh and R.Lessem (eds) 'Beyond Leadership: Balancing Economics, Ethics and Ecology', Blackwell: Oxford, pp.110-114
Jacobson, R. (2000) 'Leading for a Change: How to master the Five Challenges faced by every leader', MA: Butterwoth-Heinmann, pp.135-138
There are many theories of leadership which can help make a transition smoother. Contingency theory and situational theory are two such theories which states that no one leadership style can suit all situations but there is some difference between these two theories. Leaders need to understand that they will not be facing the same kind of situations each day and hence they must be willing to adopt a flexible style that can be altered according to the situation at hand. This is quite similar to situational theory of leadership with one major difference. Contingency theory maintains that some times a leader who appears very effective and successful in one situation may not find himself all that effective in a different situation simply because leadership is contingent upon some factors. Situational leadership on the other hand states that leaders can adopt certain behavior and traits for variety of situations and alter…
Ken Blanchard, Patricia Zigarmi, and Drea Zigarmi Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Leadership (1999)
The leader must ensure that both parties clearly determine exactly what outcomes constitute acceptable performance and those results which do not.
The leader must understand that for many followers, the expenditure of effort on the part of the follower leads to satisfaction on the job (Isaac et al.).
While the debate over nature vs. nurture continues as it applies to leadership, it is clear that although not everyone can be a charismatic leader that possesses the natural attributes to engender this level of motivation and commitment among their subordinates, it is possible to develop those management skills that can help motivate others to superior performance in a sustainable fashion. According to ogoff, Lee and Suh (2004), "Discovering which factors or practices lead to business success and which lead to failure is a primary, and as yet unfulfilled, purpose of business research" (p. 364). To help address this deficiency, these researchers…
Byham, W.C. (2002). 14 leadership traps: Why many CEOs don't have the leadership bench strength they need. T&D, 56(3), 56.
Isaac, R.G., Zerbe, W.J. & Pitt, D.C. (2001). Leadership and motivation: The effective application of expectancy theory. Journal of Managerial Issues, 13(2), 212.
Maddock, R.C. & Fulton, R.L. (1998). Motivation, emotions, and leadership: The silent side of management. Westport, CT: Quorum Books.
Rogoff, E.G., Lee, M.S. & Suh, D.C. (2004). Who done it? Attributions by entrepreneurs and experts of the factors that cause and impede small business success. Journal of Small Business Management, 42(4), 364.
From scheduling lunch shifts to arranging for common planning time, my principal has effectively and efficiently managed the set amount of time that we have in a school day. Collaboration between parents and community members is evident as well. We often have parent / child literacy nights. Annually we also hold a rotherhood Dinner that honors community members that have positively influenced the children in our neighborhoods. Throughout New edford, Carney Academy is highly regarded; our reputation precedes us.
Educational Philosophy 6
Knowledge acquired from textbooks and college classes may give me some techniques and standards that effective leaders must know, however they are not going to teach me everything I need to know. Hopefully, my experiences as a successful coach and an employee of an excellent leader will help in building a solid foundation for me to become an effective leader myself.
ass, ernard M (1985), Leadership and…
Bass, Bernard M (1985), Leadership and performance beyond expectations, New York: Free Press.
Conger, Jay A. And Rabindra N. Kanungo (1987), Towards a behavioral theory of charismatic leadership in organizational settings. Academy of Management Review 12/4: 637-647.
Burns, John M. (1978), Leadership, New York: Harper and Row
Bernstein, R. Should You Be the Boss? Mar 99, Vol. 108 Issue 6, p33, 3p, 1c
Leadership and Management in Healthcare
Effective Leadership and Management
Leadership is much like communications in regards to the complexity inherent in these concepts. There are many different perspectives that are used to examine these issues and researchers study leadership and management from such disciplines includes Industrial and Organizational Psychology, Social Psychology, Business, and Sociology. There have been somewhere in the neighborhood of six to eight major approaches, depending on the vantage point, to leadership theory produced in the scientific literature over the last sixty years and even more have emerged from outside academia (Kilburg & Donohue, 2011). Competing theories include such perspectives as trait theory, situational theory, behavioral theory, competencies theory, network theory of leadership and many more.
Much of the work that a nurse-leader engages in on a daily basis rests in their ability to communicate with others; including clients, colleagues, superiors, and subordinates. Therefore, since this…
Judge, J., & Bono, J. (2000). Five factor model of personality and transformational leadership. Journal of Applied Psychology, 751-765.
Kilburg, R., & Donohue, M. (2011). Toward a "Grand Unifying Theory" of Leadership. Consulting Psychology Journal, 6-25.
Marquis, B., & Huston, C. (2011). Leadership Roles and Management Functions in Nursing: Theory and Application. Lippincott Williams & Wilkins.
Straker, D. (2011). Transformational Leadership. Retrieved February 6, 2011, from Changing Minds: http://changingminds.org/disciplines/leadership/styles/transformational_leadership.htm
The concept of the charismatic leader captivates those who study leadership. In part, the appeal of the charismatic leader is that charisma is inherently difficult to identify, quantify and measure. We simply know it when we see it. Each leader has his or her own personal charisma, which affects his or her ability to guide and motivate the actions of others. Those with strong personalities may perhaps be better at motivating, and the result is stronger action. The charismatic leader, as noted, is also someone who can move the organization beyond the status quo. This hints that part of charisma is having vision, at least when combined with the ability to execute that vision. This paper will explore the idea of the charismatic leader.
Defining charismatic leadership
As Yukl notes, the idea of leadership itself is inherently lacking in precise definition, which creates problems for the study of leadership,…
Conger, J. & Kanungo, R. (1987). Toward a behavioral theory of charismatic leadership in organizational settings. Academy of Management Review. Vol. 12 (4) 637-647.
Criulla, J. (2003). The ethics of leadership. Belmont, CA: Wadsworth.
Riggio, R. (2012). What is charisma and charismatic leadership? Psychology Today. Retrieved September 28, 2013 from http://www.psychologytoday.com/blog/cutting-edge-leadership/201210/what-is-charisma-and-charismatic-leadership
Yukl, G. (1999). An evaluation of weaknesses in transformational and charismatic leadership theories. The Leadership Quarterly. Vol. 10 (2) 285-305.
Manager: A Leader
Leaders and business managers are valued commodity in the workplace. A leader is someone who can offer a compelling invitation for others to take action, while managers manage and accomplish work through others. Leaders lead and motivate people to higher levels, often giving people purpose to what they do, while managers tend to be more mechanical and provide authority based on the administrative level.
Today's leader needs a multitude of characteristics including an ability to develop a vision, and an ability to articulate that vision. Some of the traits of leaders are honesty, energy, a thirst for learning and commitment.
Vision in regards to the leader refers to visualizing a future state. The leader has a clear picture of what the future looks like. Moreover, a leader has a clear picture of achieving that vision (Godin, 11). In addition, an effective leader must also be able to…
Colvard, James E., "Managers vs. Leaders," Government Executive. Washington: Jul 2003. Vol. 35, Iss. 9: 82
Godin, Patty., "Achieving vision: Managers vs. leaders," Manage. Aug 1998. Vol. 50, Iss. 1: 10-12.
Robinson, Graham., "Leadership vs. management," The British Journal of Administrative Management. Jan/Feb 1999; 20-21.
Weathersby, George B., "Leadership vs. management," Management Review. Mar 1999. Vol. 88, Iss. 3: 5.
Peter Drucker: Effective Executive Guide
According to Peter Drucker, being an effective leader means getting things done. Intelligence and imagination are often present in great abundance amongst higher-level executives, but the ability to be efficacious in the world is rare (Drucker 1-2). While manual workers can be judged fairly easily on output, it can be struggle to quantify managerial efficacy. First and foremost, managers must understand this and not confuse efficacy with 'creativity.' Their actions must have a concrete, direct purpose, and if they do not understand this they will not be successful leaders. For Drucker, success is not something undefined and elusive. It is meeting the goals set for the organization, and ensuring one's actions enable the organization to thrive.
The proliferation of professionals and knowledge-based workers is the source of much of the red tape that prevents things from 'getting done.' Too many workers have knowledge, but lack…
Bartle, Bill. (2012). Participatory management. Community Empowerment Collective.
Drucker, Peter F. (2006). The effective executive. Harperbusiness Essentials.
Karlgaard, Rich. (2004). Peter Drucker on leadership. Forbes. Retrieved:
un Tzu informs that we cannot punish people until they feel loyalty to us: namely, until they consider themselves members of our group.
10. Keep them guessing
This quality may be pertinent only to leaders of a business / corporation. Her un Tzu advises keeping one's strategies and plans concealed from one's competitor so that one retains competitive advantage.
The Art of War, maintains un Tzu, is "a matter of life and death, a road either to safety or to ruin. Hence it is a subject of inquiry which can on no account be neglected." (pt. 2)
The same goes for the Art of Leadership. It is also "a subject of inquiry which can on no account be neglected" and its qualities need to be known and inculcated in order to have maximum success in the field.
'Leader' as term may be inchoate, but as many entrepreneurs have…
Bateman, T.S., & Snell, S. (2009). Management: Leading and Collaborating in a Competitive World, Eighth Edition. New York, NY: McGraw-Hill Companies, Inc.
Kotter JP. 1996. Leading Change. Boston, MA: Harv. Bus. School
Schein, E. (1985). Organizational culture and leadership. CA: Jossey-Bass.
Sun Tzu, (2001). The Art of War Wylie, TX: Pickard & Son, Publishers.
CEO as Leader of Ford Motor Company
The leadership of any large, diverse multinational corporation needs to concentrate on a unifying vision coupled with transformational leadership skills to keep the company moving forward over the long-term (Wang, Oh, Courtright, Colbert, 2011). At the Ford Motor Company, the challenge is to not only manage these core aspects of effective leadership, the CEO must also initiate and continually improve innovation over time as the auto industry is going through significant transformation (Luca, McNamara, 2010). The intent of this analysis is to evaluate how effective leaders are in the auto industry in synchronizing these many tasks, in conjunction with serving as a catalyst of effective innovation and transformational growth over time.
Analysis of the CEO ole at Ford
Alan Mulally is currently CEO of Ford Motor Company, and his background is heavily based on aerospace, defense and commercial airline industries. In these industries,…
M. Birasnav, S. Rangnekar, & A. Dalpati. (2011). Transformational leadership and human capital benefits: the role of knowledge management. Leadership & Organization Development Journal, 32(2), 106-126
Blair, Gerard M. (1993). Becoming a great manager. Management Development Review, 6(4), 3.
Ann Gilley, Pamela Dixon, Jerry W. Gilley. (2008). Characteristics of leadership effectiveness: Implementing change and driving innovation in organizations. Human Resource Development Quarterly, 19(2), 153.
House, R.J., & Shamir, B. (1993). Toward the Integration of Transformational, Charismatic, and Visionary Theories. In M.M. Chemers and R. Ayman (Eds.), Leadership Theory and Research: Perspectives and Directions, p. 81 -- 107. San Diego: Academic Press.
Fleenor, Atwater, Sturm and McKee (2014) focuses on the need to develop "effective leaders and leadership behavior" that can positively impact organizations (p. 63). Their study provides a meta-analysis of the pertinent literature on the subject from the past quarter century, primarily published in The Leadership Quarterly, a journal of scholarly critique, theory, and research. The researchers note that theories of leadership are relatively new to academia, and that approaches to the development of leaders is still being refined by scholars and professionals across the board. The study focuses primarily on issues (both intrapersonal and interpersonal) that relate to developmental leadership, utilizing "multi-source or 360-degree feedback responses" in order to deepen the current state of understanding regarding how leaders are trained and formed (Day et al., 2014, p. 63).
This study is particularly helpful because of its approach to the need for youth leadership training and development. The subject is…
Baumeister, R., Campbell, J., Krueger, J., Vohs, K. (2003). Does high self-esteem cause better performance, interpersonal success, happiness, or healthier lifestyles? Psychological Science in the Public Interest, 4(1): 1-44.
Day, D., Fleenor, J., Atwater, L., Sturm, R., McKee, R. (2014). Advances in leader and leadership development: A review of 25 years of research and theory. The Leadership Quarterly, 25: 63-82.
Den, H., Deanne, N., & Belschak, F. D. (2012). When Does Transformational Leadership Enhance Employee Proactive Behavior? The Role of Autonomy and Role Breadth Self-Efficacy. Journal of Applied Psychology, 97(1), 194-202.
Gage, R., Thapa, B. (2012). Volunteer Motivations and Constraints among College
This attribute of ownership and passion makes everyone associated with the project realize that "the buck stops here" as it relates to each project. There is an element of transparency as well in having strong ownership and passion for projects that makes project managers who have this attribute easy to work with, and as a result they gain support quickly in organizations.
Fifth, leadership in project management is also evident in the strong commitment to stay current with operations research, statistical, and operations research initiatives and plans throughout their areas of expertise. Having an inherent interest in the specific areas of project management, leaders in this field often contribute their expertise and thought leadership in written articles and industry speeches sharing their lessons learned in the process.
These five essential attributes are evident in project management leaders. The catalyst of excellent project management performance is a passion for the area…
Aguirre, Calderone, Jones (2004) -10 Principles of Change Management. Resilience Report, Booz, Allen Hamilton. New York, NY. Accessed from the Internet on May 10, 2008:
Alstyne, Marshall van, Erik Brynjolfsson, and Stuart Madnick (1997). "The Matrix of Change: A Tool for Business Process Reengineering." MIT Sloan School Working Papers available on the Internet, accessed on May 1, 2008:
Leadership Qualifications in the orkplace
Proposed Leadership Model
For eras there have been people and leaders have discussed what the qualifications that make a great leader are. Leadership travels all the way back to the period of the ancient Greeks. In the 1500's, there was an Italian statesman named Niccolo Machiavelli, who wrote The Prince, and in this book he talked about the different methods for leaders to use in obtaining power (Leadership 2003). This all led to the current events dating to the early 1900's and what has been used and developed in today's society. There are a lot of theories of what a leader in the workplace should have and the idea that leaders during history have been people who were seen or looked up to as leaders and deeply appreciated. As people say "There are those that lead and those that follow." An individual with…
Akinboye, J., 2005. Executive behaviour battery. Ibadan: Stirling-Horden Publishers.
Borman, W., 2004. The concept of organizational citizenship. Current Directions in Psychological Science, 13(6), p. 238 -- 241.
Cameron, J.D.E.K.R. & R.R., 2001. Extrinsic rewards and intrinsic: Reconsidered once again.. Review of Educational Research, pp. 30-54.
Charlton, G., 2000. Human Habits of Highly Effective Organisations.. Pretoria: Van Schaik Publishers.
Successful and Unsuccessful Leaders
Coach K. and John Stumpf are leaders that have used differing styles of leadership. On one hand, Coach K. uses a transformational leadership style whilst Stumpf uses an authoritative style of leadership. Stumpf employed a controlling and intimidating technique whilst Coach K. uses a more interactive and relational approach. Coach K. has been a successful mentor and coach over the years by having good and healthy relation with his subordinates. Employees in Wells Fargo had a poor relation to John Stumpf as he failed to consider the perspectives of the employees. John Stumpf utilized his power and influence within Wells Fargo to change the behavior of personnel to conform to his controlling and authoritative culture. Coach K. uses his influence to not only be a leadership teacher and also coach, but also in people development. Taking these aspects into consideration, Mr. Stumpf is considered to be…
Bass, B. M., & Bass, R. (2009). The Bass handbook of leadership: Theory, research, and managerial applications. Simon and Schuster.
Davis, S. (2015). How did Mike Krzyzewski reach 1,000 wins? With a million small steps. Sports Illustrated. Retrieved from: http://www.si.com/college-basketball/2015/01/25/mike-krzyzewski-duke-blue-devils-1000-wins
Duran, D. (2015). Lessons from Duke's Coach K: 3 keys to leading an exceptional team. Investment News. Retrieved from: http://www.investmentnews.com/article/20150513/BLOG16/150519966/lessons-from-dukes-coach-k-3-keys-to-leading-an-exceptional-team
Egan, M. (2016). 5,300 Wells Fargo employees fired over 2 million phony accounts. CNN Money. Retrieved from: http://money.cnn.com/2016/09/08/investing/wells-fargo-created-phony-accounts-bank-fees/
Compare and contrast the trait and behavioral approach to leadership, discuss which approach is more effective and explain your reasoning. Lastly, identify and describe a leader who uses the approach you chose as more effective and evaluate why he/she is an effective leader
The trait approach to leadership encompasses the conception that there are particular virtues a leader must have. This leadership theory accentuates that there is a particular set of basic personality indicators that set leaders apart from followers. On the other hand, the behavioral approach to leadership takes into account a set of actions that any leader ought to undertake in relation to an organizational circumstance. In comparing these two leadership approaches, the fundamental similarity is that both approaches lay emphasis that there are distinguishable actions that any leader ought to be capable to undertake in any given circumstance. Behaviorism is similar to the trait approach…
Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational dynamics, 18(3), 19-31.
Johnson, W. (2016). Describe the Major Similarities & Differences Between the Trait & Behavior Leadership Theories. Chron. Retrieved from: http://smallbusiness.chron.com/describe-major-similarities-differences-between-trait-behavior-leadership-theories-36413.html
Kelchner, L. (2017). The Importance of Ethics in Organizations. Chron. Retrieved from: http://smallbusiness.chron.com/importance-ethics-organizations-20925.html
Muray, A. (2016). What is the Difference Between Management and Leadership? The Wall Street Journal.
According to the authors, this can be done if employees are given a sense of importance in the organizations. Knowledge workers are already short in supplies and most competing rivals also compete to get the best human resource in terms of knowledge workers. It is therefore essential for any organization to retain this highly skilled part of their workforce and in order to do that organizations must eliminate the autocratic elements and give the employees more say in the organization.
The shortage in supply of specialized knowledge workforce has not only made this type of labor more expensive but also more immobile and difficult to acquire. High employee turnovers with this type of labours can therefore be threatening to organization's sustainable management and long-term success. The company should be more flexible with its bureaucracy. It should allow more decentralization as far as functional and regional departments are concerned (Ireland &…
Macht, J. (1993). Special education's failed system: A question of eligibility. United States of America.
Kalat, J. (2007). Introduction to Psychology. United States of America: Thomson
Kaufman, A. (2009). IQ testing one hundred one. New York: Springer Publishing Company
Kline, P. (1991). Intelligence: The psychometric view. London: Routledge.
The American Association of Colleges of Nursing (AACN) and the Council on Graduate Education for Administration in Nursing (AACN, 1996; Dienemann & Aroian, 1995) operationally define the professional nurse as one who has been prepared with a minimum of a baccalaureate or higher degree in nursing. (Feldman & Greenberg, 2005, p. 219)
These were necessary requirement in the 90's. Now in an ever increasing age of need for more highly educated professional, the Clinical Nurse Leader armed with a Master's degree or better, is more adapted to handle a wide range of situations and create a fulcrum from which to balance all the staff in a given unit.
Clinical Nurse Leader
Kennedy, M.S.. (2004) Introducing the Clinical Nurse Leader. American Journal of Nursing, 104 (10), 22.
This article is a report regarding the decisions calling for a new role for nurses. The American Association of Colleges of Nursing…
Dalton, B., & Wright, L. (1999). Using Community Input for the Curriculum Review Process. Journal of Social Work Education, 35(2), 275.
Feldman, H.R. & Greenberg, M.J. (Eds.). (2005). Educating Nurses for Leadership. New York: Springer.
Kennedy, M.S.. (2004) Introducing the Clinical Nurse Leader. American Journal of Nursing, 104 (10), 22.
Knorr, R.S., Condon, S.K., Dwyer, F.M., & Hoffman, D.F. (2004). Tracking Pediatric Asthma: The Massachusetts Experience Using School Health Records. Environmental Health Perspectives, 112(14), 1424-1439.
Theory vs. Creativity in Design
Leaders have a task of moving the organization forward in a fashion that is supported by all stakeholders. After allocating resources to bolster organizational success, leaders must primarily assess and accept the risks related innovation. Innovation includes accepting new management theories to replace the outdated philosophies widely incorporated into an organization's procedures and policies over time (American Evaluation Association, 2004). This study aims to identify, discuss, and recommend strategies to create tension between existing management theories and management's ability to create new business paradigms. The study will also identify and discuss stakeholder attitudes towards innovation, ethics, and inclusion as primary drivers of a successful organization. While focusing on innovation and ethics, the study will suggest ways in which organizational leadership can prepare a company for the future and current environmental changes.
How leaders integrate innovative principles while adhering to industry and market mandates
American Evaluation Association. (2004). American evaluators association guiding principles for evaluators. American Evaluation Association. Retrieved from http://www.eval.org/p/cm/ld/fid=51
Bogan, C.E., & English, M.J. (2010). Benchmarking for best practices: Winning through innovative adaptation. New York [u.a.: McGraw-Hill.
Burton, R.M. (2008). Designing organizations: 21st century approaches. New York: Springer.
DiMaggio, P. (2011). The twenty-first-century firm: Changing economic organization in international perspective. Princeton, NJ [u.a.: Princeton Univ. Press.
Transformational leaders have the innate ability to motivate their team members by the vision of what they are trying to accomplish together (Hur, van den Berg, Wilderom, 591). Leaders at this level also show through personal effort why sacrificing for a goal is worth it (Pryor, Oyler, Humphreys, Toombs, 18). Contrasting my own leadership style, I have learned that being able to provide subordinates with an opportunity to take on a task their own way, master it, and find purpose in it is a major step in the right direction. The concepts of autonomy, mastery and purpose as the core of motivation is what I am working to achieve today as a leader. I am also on the journey to being a better leader on this dimension as well, working to show that sacrificing for a long-term goal is worth it.
Leadership is a skill set that must be…
Joaquin Camps, and Hannia Rodriguez. "Transformational leadership, learning, and employability. " Personnel Review 40.4 (2011): 423.
Hur, Y., P. van den Berg, and C. Wilderom. "Transformational leadership as a mediator between emotional intelligence and team outcomes. " Leadership Quarterly 22.4 (2011): 591.
Pryor, M., J. Oyler, J. Humphreys, and L. Toombs. "The people cried - a case of compassionate, transformational leadership. " Journal of Business Cases and Applications 4.(2011): 1-20.
Smith, M.. "Are you a transformational leader? " Nursing Management 42.9 (2011): 44.
Leadership and Management
The ole of Leaders and Managers in an Organization
Leaders and managers serve important but distinct roles within an organization. While the title of "leader" isn't exclusive to those in only upper level positions within a company, the title manager usually almost signifies and assigned rank within an organization. In the following paragraphs, we look at the roles of both leaders and managers in more detail.
The ole of Leader
A leader is a person who sets the vision for the organization. They are the captains, they navigate often unknown territory, make strategic decisions in an effort to steer the organization to higher levels of success and to meet the organizations' missions and goals. Leaders inspire, they educate and they motivate. Leaders persuade and influence others well. An effective leader is able to clearly communicate the vision of the organization and effectively encourages the organizations members and…
Amabile, Teresa., & Khaire, Mukti. Creativity and the Role of the Leader. Harvard Business Review. Retrieved from http://www.bnet.com/cp/creativity-and-the-role-of-the-leader/238789
Bennis, Warren. (2009). On Becoming A Leader. New York: Basic Books.
Kotter, J. (1990). A force for change: How leadership differs from management. New York: Free Press.
Tracey, Brian. (2008 January 25). The Role of a Leader. Entrepreneur.com. Retrieved from http://www.entrepreneur.com/management/leadership/article189618.html .
obert Nardelli -- a Controversial Leader
Leadership landscape has evolved greatly over the last few decades. Where there has been an extensive research performed in this area, major emphasis has been levied on distinguishing managers from leaders. And, in today's robust and diversified workplace, leaders with exceptional motivating power and business management ability is what every organization needs. This is the reason why obsolete leadership styles when exercised, tend to bring out disastrous results. This is precisely what happened when obert Nardelli of General Electrics was made CEO of Home Depot, a leading store with a glorious history of excellent customer service and major customer satisfaction. Although Nardelli brought a rich experience to Home Depot but the ideology he was following had major clashes with the original vision of Home Depot which later on made him declared as one of the worst CEOs in the history of United States.
Bass, B., & Riggio, R. (2006). Transformational Leadership. London: Lawrence Erlbaum Associates.
Colvin, G. (2001, January 8). Home Depot Mirrors the Way I Operate. Retrieved March 1, 2008, from Money.CNN.com: http://money.cnn.com/magazines/fortune/fortune_archive/2001/01/08/294458/index.htm
Colvin, G. (2007, January 3). Nardelli's Downfall: It's all about the stock. Retrieved February 5, 2008, from money.cnn.com: http://money.cnn.com/2007/01/03/news/companies/colvin/_nardelli.fortune/
DePree, M. (2004). Leadership is an Art. New York: Doubleday.
Leader' by Warren Bennis
The classic book 'On Becoming a Leader' by Warren Bennis scrutinizes the dissimilarities between leaders and their followers. It details the processes that lead to the emergence of leaders and how they sustain themselves. In the chapter under the topic 'Knowing the World', Bennis studies the significance of studying to leaders, and differentiates between the three main types of learning: innovative, shock, and maintenance. He goes ahead to reveal the benefit of (1) looking back into one's childhood and adolescent years, and utilizing past experiences to influence present happenings; (2) deliberately searching for the types of experiences that can enlarge and improve an individual; (3) knowing the importance of risk-taking coupled with the knowledge that failure is both important and unavoidable; and,(4) bearing in mind that the future gives one the chance to do the things that ought to be done, rather than being a test…
Bennis, W.G. (2009). On Becoming a Leader. New York: Basic Books.
The term health care refers to the inter-related system of care provided to persons during illness. In most of the cases, healthcare begins with the family doctor who refers patient to specialists if needed or directly order further diagnostic testing. Community health clinics perform the same procedure as a family doctor, but alongside with that, clinics also provide insight into patterns of health or illness seen within the community. Hospital just form one part of the healthcare community, as are mostly visited when a patient's condition is more acute and requires intervention by the hospitals high-end staff, since more can be done for him in a hospital rather than in a clinic where he is just an out-patient.
Clinics of various types provide very specific services, such as "pain management clinics" these clinics are targeted for towards people suffering from pain conditions. ehabilitation services also form a needed part…
DDI (2006) Health Care Global Comparison: Leadership Forecast 2005|2006. DDI, Pennsylvania.
DDI (2007) Leading the Past: Preparing the Future. DDI, Pennsylvania.
Fischer (2007) Culture and cultural analysis as experimental systems. Cultural Anthropology. 21(1) 1-65.
Greenfield D (2007) The enactment of dynamic leadership. Leadership in Health Sciences. 20(3) 159-168.
They always see the things that might go wrong in any situation, and even if it is subtle, this attitude transfers to the staff. They become less enthusiastic, more skeptical, and far less productive. A positive attitude can overcome many other deficiencies, and it can incite a positive, productive attitude in those around a leader, as well.
Competence might seem like a given in a good leader, but that is not always the case. Some organizations promote from within, and may promote someone who has a good record of accomplishment, but no managerial skills. In this case, the leader may fail because they lack competence in this area. A good leader is competent in the overall operation of the organization, but is also competent in management skills, which will make them an even more effective leader.
Initiative is also imperative for a good leader. Without a drive to succeed, projects…
These may either be wrong decisions, or decisions that do not maximize the organization's competitive advantage or effectiveness.
A positive correlation exists between management success and effective information needs assessment, gathering and use. Strategic use of information seems to be a critical success factor for successful management. For example, "excellent" chief executives of not-for-profit organizations provide critical decision-making information to their board of directors and tend to be adept at using information strategically (Lei, 2006). Another critical success factor is a clearly articulated sense of mission that serves as the focal point of commitment for board and staff and as the guidepost by which the organization evaluates its success and adjusts its course over time. This concurs with the theory of one prominent researcher that a clearly focused mission and adherence to it are key organizational success factors.
In summary, leadership must embrace the humane treatment of employees and their…
Communication and leadership. http://www.nwlink.com/~Donclark/leader/leadcom.html
Bryson, J.M. (2002). Strategic planning for public and non-profit organizations. San Francisco, Calif.: Jossey-Bass Publishers, 96.
Cockburn, I. (2004). Measuring competence? Exploring firm effects in pharmaceutical research. Strategic Management Journal 15 (special winter issue), 63-84.
Drucker, Peter F. (1994). Management: tasks, Responsibilities, practices. New York, N.Y.: Harper & Row, Publishers, 125.
Leadership in Law Enforcement
ole of the leader within those criminal justice organizations
By reviewing contemporary literature on criminal justice the study gives informed analysis of the expected standards and ethical practices that good leaders ought to have. It takes note that just as is the case with criminal behavior, theoretical knowledge like developmental, learning and biological theories seek to understand ethical and moral behavior. The study found out that leaders acting ethically is essential if a criminal justice system and organization is to grow in a healthy and ethical manner. The study also points out that the society's confidence in criminal justice may be eroded if the organizations act unethically. It is therefore important, says the study, that the organizations adopt the kind of leadership that motivates players in the industry to pursue ethical ideals in their work (Karimu, 2012).
What you believe is critical for the criminal justice…
Imundo, L. (1991). The effective supervisor's handbook. New York: AMACOM.
Jurkanin, T. J. (2012). The Police Chief as Coach: Analogies between Sports and Effective Police Leadership. Police Chief, 24-26.
Karimu, O. (2012). Understanding Leadership Standards and Ethical Practices in Criminal Justice. Asian Journal of Social Sciences & Humanities.
McCallum, D. W. (2005). Leadership within the Florida Department of Corrections . Florida: SLP Research.
personal philosophy of leadership. Address what role you feel a health care leader should play, what leadership theory they should follow, and why leaders should follow that theory.
My personal philosophy of leadership is that leaders need to remain strong and focused, decisive and relatively uninfluenced by their own or others' emotions. In healthcare, it is particularly important to apply evidence-based practice and rational thought to decisions, rather than rely on charismatic leaders to become figureheads in an organization or healthcare team. Increasingly, healthcare leaders rely on collaborative work environments where leadership philosophies that are collaborative and democratic prove most successful (Chriem, et al., 2013). Collaborative work environments occasionally rely on having a formal leader, but increasingly we are encountering shared power situations in which there is no one clear leader and in which each person's contributions are recognized as equal. This is true in some, but not all, healthcare…
Chriem, S., et al. (2013). Leadership as boundary work in healthcare teams. Leadership 9(2): 201-228.
Rus, V. (1980). Positive and negative power. Organization Studies 1(1): 3-19.
Zheng, X. et al. (2016). Curvilinear relationships between role clarity and supervisor satisfaction. Journal of Managerial Psychology 31(1): 110-126.
leader admire. Your selected leader a real-Life individual a fictional character television,
The style of leadership that best describes me is known as the dominance style. I focus really intently on goals that I seek to accomplish, and I largely work at them until they are accomplished in as little time as possible. As such, I actually prefer to be the one who is in charge of making decisions and actuating others to accomplish objectives. Once I have an objective, my principle concern is the proverbial bottom-line or achieving that objective with efficiency. I have realized that power is one of the ways in which dominance leaders are able to assert themselves over others to help fulfill the needs of an organization.
Much of my style of leadership involves the assertion of such power over subordinates to get them to best perform tasks that can help me and overarching organizations…
Antoine, P. (no date). Fielder's contingency theory of leadership. www.stfrancis.edu. Retrieved from http://www.stfrancis.edu/content/ba/ghkickul/stuwebs/btopics/works/fied.htm
Ivey, G.W., & Kline, T.B. (2010). "Transformational and active transactional leadership in the Canadian military." Leadership & Organization Development Journal. 31 (3): 246-262. Retrieved from ProQuest.
Northouse, P. (2010). Leadership: Theory and Practice. Thousand Oaks, CA: Sage Publications.
leader candidate leadership (past present) struggled due ineffective management. How / improved / management practices? Please specific practical problems leader faced.
Nokia is certainly one of the best known companies in the world and its past success has made it possible for hundreds of millions of fans to direct their attention toward the company. The company's CEO up until recently (Microsoft purchased Nokia on September 2, 2013), Stephen Elop, is largely responsible for a series of successes that the Nokia saw from 2010 on. However, the fact that he considered that the firm had what it took to compete with companies like Samsung and Apple made it difficult for Nokia to keep its place on the smartphone market. Elop did not realize that the mobile phone industry started to experience rapid progress and that he needed to urge his subordinates to come up with complex strategies in order to prevent…
Cartwright, T. & Baldwin, D. (2011). Communicating Your Vision. John Wiley & Sons.
"Nokia CEO admits failure to foresee fast-changing," Retrieved September 7, 2013, from the Inquirer Technology Website: http://technology.inquirer.net/12903/nokia-ceo-admits-failure-to-foresee-fast-changing-industry
Reinvigorating a big company is one of the hardest jobs an executive can ever take on. Often times, a boss thinks they possess all solutions to all problems. They therefore stop listening to their colleagues and this has resulted organizational decline (BBC, 2016). It can be a tough exercise leading organizational change. Not all business leaders are cut for such an exercise. It can be debated that the organizations that win in the long run are those that have mastered both planning and leading change. There are several things that can spur change including growth being predominantly in a market which is unfamiliar, pricing factors to remain competitive, change in regulations, changing customer expectations, shortfall in talent and constraints in the organization's capacity. The factors which spur change are numerous and the examples given are not a complete representation of the wide scope of demands that force organizations to change…
leader I am selecting is Howard Schultz from Starbucks. Schultz founded the company based on his vision based on the coffeeshops of Europe, which filled a social function as well as serving coffee. He sought to design a shop for Americans that would serve the same dual function. His original name was Il Giornale, but when he had the opportunity to buy Starbucks from its original owners, he did that and merged the two operations.
Schultz graduated with a Bachelor of Science in Communication from Northern Michigan University, and indeed Communication has long been one of his strengths. Schultz has consistently been able to communicate his vision of the company to all employees, not just his senior management team. This vision is his strength, and that can be seen in a couple of ways at Starbucks. The first is that the company has a consistent look and feel to its…
2011 Starbucks Annual Report. Retrieved June 19, 2012 from http://investor.starbucks.com/phoenix.zhtml?c=99518&p=irol-reportsannual
Business Week. (2012). Executive profile: Howard Schultz. Business Week. Retrieved June 19, 2012 from http://investing.businessweek.com/research/stocks/people/person.asp?personId=194300&ticker=SBUX:U.S .
Meyers, W. (2005). Conscience in a cup of coffee. U.S. News and World Report. Retrieved June 19, 2012 from http://www.usnews.com/usnews/news/articles/051031/31schultz.htm
Habit/Getting Things Done
Effective Habits and Getting Things Done:
A Comparison of Stephen Covey and Ram Charan
Both Stephen Covey and Ram Charan have written books dealing with the effective habits of individuals and how to get things done. Naturally, this type of topic is very important to businessmen and women around the country and around the world. It is important here to discuss what these two men have done that makes their work so important and so lasting in today's society. This will begin with a discussion of their books, or at least some of their books, and conclude with who has given the best advice. This conclusion will be based on opinion, since there are always those that could make an argument for either man, depending on the personal preference of the book's readers and what they feel they need in order to have the best possible experience.…
Bossidy, Larry, Charan, Ram, & Burck, Charles (2002). "Execution: The Discipline of Getting Things Done." New York: Crown Business.
Buhler, Patricia. (1997). "Becoming more effective -- lessons from Covey." Supervision.
Charan, Ram (2004). "Profitable Growth is Everyone's Business: 10 Tools You Can Use Monday Morning." New York: Crown Business.
Covey, Stephen (1990). "Seven Habits of Highly Effective People." New York: Free Press.
Definitions / Descriptions of Trait Leadership
According to Peter Northouse's book, trait leadership focuses on identifying several qualities: intelligence, self-confidence, determination, integrity and sociability. Published in 2009, Northouse's book (Leadership: Theory and Practice) goes into great detail as to what constitutes trait leadership and what behaviors and values do not qualify vis-a-vis trait leadership. Northouse isn't alone in providing narrative that defines and describes trait leadership. A University of Cincinnati publication (Army Leadership Traits & ehaviors) explains that leadership trait theory focuses on a leader's: a) values and beliefs; b) personality; c) confidence; and d) mental, physical, and emotional attributes (www.uc.edu).
In the book The Anatomy of Leadership (West, 2000), the author asserts that trait leadership "makes the assumption" that there are "distinctive physical and psychological characteristics" -- above and beyond standard leadership -- that account for the effectiveness of a leader. Those traits include "height, attractiveness, intelligence,…
Bazerman, Max H., and Tenbrunsel, Ann E. 2011. 'Ethical Breakdowns,' Harvard Business Review. Retrieved January 10, 2013, from http://hbr.org .
Dowie, Mark. 1977. 'Pinto Madness,' Mother Jones. Retrieved January 10, 2013, from http://www.motherjones.com .
Gioia, Dennis A. 1994. 'Pinto Fires and Personal Ethics: A Script Analysis of Missed Opportunities', in The Ford Pinto Case: A Study in Applied Ethics, Business, and Technology, D. Birch and J. Fielder, Eds. State University of New York: Albany, NY.
Leggett, Christopher. 1999. 'The Ford Pinto Case: The Valuation of Life As It Applies To The Negligence-Efficiency Argument,' Retrieved January 10, 2013, from http://www.wfu.edu .
.....leader in an organization is affected by various factors including organizational structure, culture, and values. While organizational leaders need to possess professional/technical skills, they also need to develop social skills in order to enhance their effectiveness in their respective positions. The list of sociopolitical skills categories suitably reflects the required skills that help to promote the success of an organizational leader in his/her new role or position. The suitability of this list is attributable to the fact that they help promote the leader's smooth transition to the new role or position. Without these skill categories, a leader is more likely to experience challenges with regards to effectiveness in their new roles and responsibilities in the organization. According to Pagon, Banutai & Bizjak (2008), leaders require several competencies in order to be effective in their roles and positions including interpersonal skills, communication, technical skills, and people skills among others. These skill…
Attributes of effective teams
Establishment of team "Norms"
Four stages of team development
Seven tools for developing team leader credibility
Three different Roles
Attributes of effective teams
Decision tech began to fall apart after two years into their business. Though the company had all the resources that any company would need to achieve success, the company missed crucial deadlines and could not stop attrition of key personnel.
The board of the company ultimately decided to change the leadership. It was evident that the company executives and the workers were not functioning as a team. This has resulted in the dismal performance of the company. The morale of the company was down as well. When the CEO was asked to step down, the employees were not surprise.
As a team the Decision Tech team lacked a few vital qualities that are needed for most teams to succeed.
The first quality…
Leadership and Management
Nursing Issue: Nursing Shortage and Turnover
Nursing shortage and nursing turnover is a key contemporary issue that has an adverse impact on nursing with respect to health care delivery to patients. Owing to the increase in the number of baby boomers retiring, there is a major strain on the healthcare system due to their several medical health needs (Peterson, 2001). In addition to the deteriorating nurse shortage is the shortage of other staff comprising different associated health professionals, administrators, and support workforce. The shortage of other staff is unfavorably influencing nurses who have the most incessant and closest association with patients and their households (Peterson, 2001). What is more, current reforms have augmented accessibility to healthcare, which has instigated an even greater need for nurses. This issue of insufficient staffing gives rise to greater stress levels and considerable workloads. In turn, this leads to nurse turnover, with…
American Sentinel University. (2014). What's the Difference Between a Nurse Manager & Nurse Leader? The Sentinel Watch Nursing. Retrieved from: http://www.americansentinel.edu/blog/2014/09/12/leadership-management-in-nursing-what%E2%80%99s-the-difference/
Andrews, D. R., & Dziegielewski, S. F. (2005). The nurse manager: job satisfaction, the nursing shortage and retention. Journal of Nursing Management, 13(4), 286-295. doi:10.1111/j.1365-2934.2005.00567.x
Bass, B. M. (1991). From transactional to transformational leadership: Learning to share the vision. Organizational dynamics, 18(3), 19-31.
Cox, P., Willis, W. K., & Coustasse, A. (2014). The American Epidemic: The U.S. Nursing Shortage and Turnover Problem. Marshall Digital Scholar.
Trans Lead OB
Solutions at a NPO radio station
In response to a series of unattended Board of Directors meetings in the last several Quarters, the following is an organizational analysis intended to support communications on Company activities for report to investors and stakeholders. The document outlines information on human resource operations, and the organization's strategic plan of transformation. The report will serve as introduction to the forthcoming 4th Quarter Meeting, where presentation of operations will serve as starting point for more general discussion on organizational behavior (OB) changes as they pertain to human resource management. Short-term and long-term strategic objectives, goals and updated strategic plan are inserted for review in preface to the upcoming, annual board retreat and training.
As you are aware of, in the recent past the number of meetings in the Company increased gradually from monthly to biweekly, and finally to once a week in response…
Burke, W.W (2007) Organization change: Theory and practice. (2nd ed.). Thousand Oaks, CA: Sage.
Hitt, Black & Porter (1995). Management. Upper Saddle River: Pearson Education, Prentice Hall.
Pynes, J.E. (2008). Human Resources Management for Public and Nonprofit Organizations: A Strategic Approach. Hoboken, NJ: Wiley, John & Sons, Inc.
Thill, John V. & Courtland L. Bovee (2005). Excellence in Business Communications, 6th Edition. Upper Saddle River: New Jersey.
Charismatic vs. servant leadership
The career of General Colin Powell is by any measure an extraordinary one. Powell was the first African-American Secretary of State and a much-talked about candidate for the presidency in his own right. From the very beginning of his career, Powell eluded conventional definitions of what it means to be black in American politics and created a unique brand of charismatic leadership. Powell self-identified as a Republican but was unafraid to be an advocate for a different point-of-view when debates about the Iraq War raged within in the administration of George ush. Powell saw the involvement of the U.S. In Iraq as a flagrant contradiction of the principles he had learned while serving in Vietnam, which was to have a clear goal for an intervention; to use military force in a rapid fashion; and also to establish the support of the American people for…
Blanken, Rhea. "8 Common Leadership Styles." ASSOCIATIONS NOW, January 2013.
http://www.asaecenter.org/Resources/ANowDetail.cfm?ItemNumber=241962 accessed 26 Aug 2013)
Butler, G. "Humane leadership." Marine Corps Gazette, 96(2012) 8, 21-25. Available:
Under what circumstances should a meeting be avoided and problems solved by some other form of communication?
Meetings can be expensive in terms of their costs to an organization. Not only do the people spend the time in the actual meeting which represents a direct cost in terms of wages, but they also are using this time to be in a meeting as opposed to working on their other job requirements which can represent an indirect cost to the organization as well. Therefore, formal meetings should only be conducted when the situation merits the team hosting a meeting. There are many instances of organizational issues that do not necessarily need a meeting to address.
One common mistake in regard to hosting meetings is to plan a meeting for something that could be effectively managed over the phone. Generally, an employee can accomplish quite a bit with a phone call…