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In the Age of Information, many observers suggest that email, instant and text messaging have virtually replaced the need for a national postal service in the United States, but the fact remains the U.S.

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.

Shells Fine Dining is an 80 seat fine-dining establishment with an attached 30-seat lounge. Shells Fine Dining focuses on fine dining in an elegant and relaxed style. The establishment offers a diverse selection of fine…

Evidence-based research suggests that companies who integrate their online and offline services are much more likely to benefit from marketing by utilizing an entire spectrum of tools and methods available to them.

Economics is the study of the economy that includes macroeconomics and microeconomics (Financial & Investment Dictionary).

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.

Intellectual property is very important as American business continues to expand and develops. Businesses are now attempting to penetrate foreign markets which are unique in their laws, customers and beliefs. International trade is no different in this regard as business attempts to capitalize on a burgeoning middle class in China. As such, it is important for business to protect the intellectual capital that made their operations thrive and flourish. Too many individuals are now copying or directly replicating American brands in an attempt to garner profits. Brands are in many instances, the most important aspect of an American business. By pilfering or using very similar brands, emerging markets are literally stealing profits that are earned by American business. This is an international trade issue as businesses must now attempt to enforce higher standards of transparency in regards to intellectually capital. Businesses must do so without destroying the international relationships between Asian consumers and their American counterparts. It is the nature of capitalism to copy or mimic successful products. It is when companies outright copy a trademark or patented process that complications arise. Intellectual property is no different in this regard. China specifically, has been notorious for infringing on American companies intellectual capital. This ultimately hinders international trade which discourages innovation among American businesses. Furthermore, international trade is hindered as businesses may be reluctant to expand in areas with high degrees of copyright and intellectual rights infringement.

This reference material attempts to analyze the internal capabilities of Proctor and Gamble. Including in this discussion, are the strengths and weaknesses of the underlying business franchise. In addition, the author analyzes how P&G has maintained its strong business position for so many years. The document concludes with a comparison of P&G with that of Kodak who suffered an ill advised misstep into the foray of digital imaging. Due in part to this misstep Kodak has suffered the ultimate consequence of bankruptcy while P&G has endured and in fact thrived.

The sources of power within an organization can have a lasting impact upon what the organization accomplishes. Both corporations and public schools have various sources of power that are responsible for the manner in…

The economic situation of Western Europe was faring extremely well in the first thirteen years of the 20th century following the Industrial Revolution. However, the growth of Nazism and Fascism followed by the World…