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Leaders in American Policing:
Police officers in the United States are in an exceptionally demanding position since they confront predicaments and conditions that are characterized with physical danger, emotional challenges, and psychological difficulties. Generally, these professionals are placed in situations with great need though with limited resources. This in turn places them in circumstances where it's easy for them to develop feelings of skepticism and lethargy. As a result, the officers can not only develop hostility but also give way to resentment that is directed towards the organization and the people they serve. In attempts to achieve and maximize effectiveness, police organizations need to ensure that professionals serving in this crucial role are conscious of their duties as leaders, managers, and supervisors. Leaders in American policing are continually faced with the unique challenge of trying to define and attain success as well as helping other to harness their initiatives towards…
Baker, T.E. (2010). Effective police leadership: moving beyond management (3rd ed.). New
York, NY: Looseleaf Law Publications, Inc.
Batts, A.W., Smoot, S.N. & Scrivner, E. (2012, July). Police Leadership Challenges in a Changing World. Retrieved from National Institute of Justice website: https://ncjrs.gov/pdffiles1/nij/238338.pdf
Conyers, R.L. (n.d.). A Review of Leadership Theories and Possible Changes to Police
The concepts of leadership -- charisma for example -- become subject to academic study and analysis. This ultimately produces insight into particular leadership types and understanding of the nature of those types (estley & Mintzberg, 1989). Managers, therefore, can become leaders by adopting more of the traits of leaders.
Any split that remains between management and leadership therefore rests on the assumption that some of the traits associated with leadership are not imitable. The manager cannot move along the continuum beyond a certain point. Likewise, a leader may not be able to move fully to the realm of scientific management either, if he or she cannot develop the necessary skill set. Charisma remains as yet unquantified.
A manager is by definition a leader. Both roles bear the same basic function with regards to marshalling resources towards specific objectives. The continuum reflects only the approach that the manager/leader takes towards this…
Zaleznik, A. (1977). Managers and leaders: Are they different? from Levinson, H. Designing and managing your career. Boston: Harvard Business School Publishing.
Yukl, G. (2001) Leadership in organizations. Prentice Hall.
Fielder, F. (2006) Small groups: key readings in social psychology. New York: Psychology Press.
Westley, F. & Mintzberg, H. (1989). Visionary leadership and strategic management. Strategic Management Journal. Vol. 10 (S1) 17-32.
Leaders on Leadership
One can see why a person might not pick up Leaders on Leadership on first glance. There are a good number of business books on the topic, and it could well be difficult to understand the mix of business and biblical thinking. But this product lives up to the promises of the subtitle. It is a good offer of Wisdom, Advice and Encouragement on the Art of Leading God's People.
I particularly liked the playful and life-connected nature of the book. It's filled with easy to appreciate stories about how the editor and the contributors, each incredible leaders in various spiritual communities, both express their viewpoints and demonstrate how they work through reflections and interactions with everyday people, some of whom are followers and others probably not even religious. Barna himself proudly encourages this tactic from the beginning by pulling on sports stories and other personal experiences.…
Leaders and History
Having a leadership position and being a leader are not the same thing, even though many people believe it is. Being appointed to a leadership role is entirely dependent upon circumstances; being a leader is an innate quality that moves beyond the tactical and into the strategic, allows those with greatness to rise to the occasion, and often results in drastic changes in society and culture. We can ask, though, about the traits of leaders that make them successful. There is scholarly evidence, in fact, that shows there are personality traits in leaders that are more developed than non-leaders. When combined with certain historical circumstances, these traits become dominant and the "Great Man" theory of leadership is fulfilled. This view says that leaders are born, not made -- that there is some sort of genetic configuration that allows certain people to move beyond even their own wildest…
How did these eight leaders (George Washington, Socrates, Mary Baker, Carl Stotz, Martha Graham, Martin Luther King Jr., Cesare Borgia and Dorothy Day) challenge, shape, and/or change history
All of these leaders played an important part in changing and shaping history. George Washington, Socrates and Martin Luther King Jr. all transformed the way nations as well people looked at themselves. This was achieved by each of these men standing up for their causes no matter what. These sacrifices set the examples for others to follow in the future. (Berens, 2006) (Willis, 1995)
At the same time, there are those individuals who had an impact on addressing various social challenges. Some examples of this include: Mary Baker, Carl Stotz, Martha Graham and Dorothy Day. They established various leagues / societies or they had profound effect on questioning how everyone looked at social issues. This created a change in the way…
Berens, L. (2006). Understanding Yourself and Others. Huntington Beach, CA: Telos.
Bradford, S. (2011). Cesare Borgia. New York, NY: Penguin.
Willis, G. (1995). Certain Trumpets. New York, NY: Simon and Schuster.
If it is just generally assumed that these employees are lazy or do not care about their job, they will often be the object of anger from other employees. If other employees and management would talk to these employees and determine what could be done to help them, it is quite possible that simple accommodations can be made that will keep everyone happy and help to dissipate the anger that other employees have toward them.
Those that work for others in this country are a natural resource, of sorts, and they all deserve to be treated fairly, and with dignity and respect, when they are on the job. Anger that is directed at these employees, either from management or other employees, accomplishes nothing in the way of productivity and can negatively impact the future of the company. Not all managers realize the significance of this issue, as many see workplace…
Averill, J.R. (1983). Studies on anger and aggression: Implications for theories of emotion. American Psychologist, 38, 1145-1160.
Bartz, A.E., Blume, N.E., & Rose, J. (1996). Gender differences in self-report measures of anger: The role of social desirability and negative affect. Journal of Social Behavior and Personality, 11, 241-253.
Bem, S.L. (1977). On the utility of alternative procedures for assessing psychological androgyny. Journal of Consulting and Clinical Psychology, 45, 196-205.
Bensimon, H.F. (1997, September). What to do about anger in the workplace. Training & Development, 28-32.
Nonetheless, the leadership abilities of Winston Churchill, as Lamb points out, "surely made the difference between defeat and victory during World War II and possibly helped to save Western civilization" (1993, 25).
Personalities in Power: The Making of Great Leaders (Lafayette, LA: Huntington House Publishers, 1989) by Florence Littauer. Although somewhat biased, this work illustrates exactly what it takes to become a great leader. As Littauer tells us, "leadership is much more than mere personality, for it encompasses the mind and soul of the person who comes out on top and saves the day" (1989, 21).
Shaping History: 100 Great Leaders (London: Foulsham Press, 2004) by Brian Mooney. This book should be required reading for all students, due to providing concise yet detailed analysis of some of the greatest leaders of all time. As Mooney relates in his preface, "these 100 greatest leaders, ranging from Julius Caesar to Bill Clinton,…
Barber, James G. (1985). U.S. Grant: The Man and the Image. Carbondale: Southern
Blakesley, Lance. (1995). Presidential Leadership: From Eisenhower to Clinton.
IL: Nelson-Hall Publishers.
Lamb, Richard. (1993). Churchill as War Leader. New York: Carroll & Graf.
Leaders and Managers as Facilitators
Leaders & Managers as Facilitators
Leaders ole as a Team Builder
Leadership Style in Light of Fundamental Interpersonal elations Orientation (FIO)
Leadership Style in Light of Myers-Briggs Type Indicator (MBTI)
Impact of Leadership within the Cohort
ole in Team Development
Hindrance in Team Development
Balance between Task and Process
Different Styles of Team Members
Surprises during Facilitation Sessions
Dynamics in Team Development
Mission as a Leader
Facilitators are the most influential and important people in today's modern organizations. Effective and efficient facilitators are capable of helping individuals, teams and complete organizations in getting the tasks accomplished in the face of evolving organizations. They attain the skill of improving the quantity and quality of work by motivating and leading the members to work together with greater efficiency (Weaver…
DiTullio, L. (2010). Project Team Dynamics: Enhancing Performance, Improving Results. New York: Congress Publication.
Northouse, P.G. (2010). Leadership: Theory and Practice. New York: SAGE Publicatiion.
Weaver, R.G., & Farrell, J.D. (1997). Managers As Facilitators: A Practical Guide to Getting Work Done in a Changing Workplace. New York: Berrett-Koehler Publishers.
Western, S. (2008). Leadership: A Critical Text. London: Sage Publication.
Leaders of Vietnam
The Vietnam War has been considered the longest and most controversial one in U.S. history since it spanned over 20 years from 1954 to 1975 and cost many lives in the way of independence. The war was actually between the anti-Communist South and Communist North Vietnam, but it was exaggerated by U.S. who supported the anti-Communist community due to its own strategic interests. The war ended as a result of fall of Saigon, the capital of South Vietnam and the two parts of the same country united again, giving a huge forfeit to anti-Communist alliances. The war was led by two brilliant leaders on both sides; Ho Chi Minh in North while Ngo Dihn Diem in the Southern part of Vietnam. These two persons derived the entire population of Vietnam for a single goal, freedom, although they both differ in ideologies and orientations and were strictly opposed…
e. job cuts, alternative pay leveling, increased productivity without increased reward.
Leadership Job Design
Leaders who are most effective at transformational leadership clearly elicit trust but they must then use all the skills they have developed to further the ideas into practice. One of the ways in which they can do this is by using the emotive and practical information they have as members of a team and as trusted and understanding employers to build job tasks that are appropriate and responsive to individual skill, ability and desires. This may mean allowing an individual to stretch and improve his or her skill level by allowing them to do a task that they previously registered a desire to learn or it may mean not giving someone more tasks when they have registered the complaint that they are feeling overworked. (Barker & Camarata 1998) Any decision must be openly seen to demonstrate…
Barker, R.T., & Camarata, M.R. 1998. "The Role of Communication in Creating and Maintaining a Learning Organization: Preconditions, Indicators, and Disciplines." The Journal of Business Communication.
Bartram, T., & Casimir, G. 2006. The relationship between leadership and follower in-role
performance and satisfaction with the leader: The mediating effects of follower empowerment and trust in the leader on the leadership-performance relationship. Leadership and Organization Development Journal, 28(1): 4-19.
Boerner, S., Eisenbeiss, S.A. & Griesser D. 2007. "Follower Behavior and Organizational Performance: The Impact of Transformational Leaders." Journal of Leadership & Organizational Studies 13:15.
He worked to convince all of America that man was indeed created equal and his dream became a reality following his death. Today, largely based on his influence, races mingle at schools, churches and employment. Whereas there used to be a great division of ideas and traditions there is now a sharing of diverse cultures and ideas that can be blended together to create a more cohesive society (Wolfson, 2003).
Another great leader in American history is W.E.B. Dubois. Dubois felt differently about King when it came to the radical nature the minorities should be willing to take to make their point known but he was as strong a leader as King in his commitment to the cause.
In his The Souls of Black Folk, W.E.B. Dubois called this moment in the life of every African-American "the revelation." Sooner or later, the young black child discovered that he…
Greenstein, Alan (2006) Presidential difference in the early republic: the highly disparate leadership styles of Washington, Adams, and Jefferson.(George Washington, John Adams, Thomas Jefferson) From: Presidential Studies Quarterly
Wolfson, Adam (2003) The Martin Luther King we remember.
Cullen, Charles T. 2006. Jefferson's White House guests. White House History 17: 24-43.
Leaders around You, John C. Maxwell underscores the importance of leadership development within an organization. Growing leaders, not buying them, can help a company achieve its goals. This is because Maxwell values human resources, and the ethical responsibilities existing managers have towards the people they train and mentor. Maxwell also does not limit his discussion to the study of corporate leadership. The author draws on Christian principles, which is why the principles addressed in Developing the Leaders around You can be applied just as well to a spiritual, educational, or family situation.
Developing the Leaders around You develops core concepts of leaderships and places them within a spiritual and ethical framework. For example, the author discourages leadership styles that emphasize authoritarianism or competitiveness. Instead, Maxwell urges readers to develop a cooperative attitude towards leadership, which makes teamwork a critical part of organizational achievement. A supportive corporate culture fosters collective growth…
leaders and followers form relationships, and the impact of those relationships on followers, leaders, and organizations. These include relational leadership theory (RLT), leader-member exchange theory (LMX), and direction-alignment-commitment (DAC). For your initial post for this discussion, compare two of these leadership models. Present your analysis of the similarities and differences of the models. Then, address how you could apply these two models to help leaders become more effective. Which of these models might help you become a more effective leader, and in what ways?
Relationship Leadership Theory can provide a framework for the study of leadership looking at evolving social orders and change. t looks at relationships in two ways- as the outcome of investigations and the context for action. Therefore, RLT can help one become a more effective leader by incorporating the idea of change into the model. Leader-member exchange theory explains how relationships between the members of a…
It is important to conceptualize leadership from a relational perspective because, at its heart, leadership is about relationships. Leadership is the relationship between a leader and a follower or followers. Therefore, relationships are always a component of any part of leadership. However, recognizing this is a relatively recent phenomenon. Leadership was once viewed as a top-down phenomenon, with subordinates seeming to have very limited impact on the leadership relationship. This shift in ontology is important for moving the theory and practice of leadership forward because it recognizes that groups are composed of more than leaders. Followers/subordinates are now considered critical to the group process, therefore establishing relationships with them is as important for leaders as giving instructions. This is seen as improving the group process, as well as improving the group experience for subordinate members. Since the best leaders are seen as those who can motivate through positive emotions, not simply through fear or intimidation, understanding how this works helps further the study of leadership.
Graen, G. & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. Leadership Quarterly, 6(2), 219-247.
Judge, T. & Piccolo, R. (2004).
Among these concepts and principles in the book, the most remarkable information that Maxwell provides for his readers, which can also be identified as the book's strength, is the author's ability to create concrete "formulas" by that people can follow. Take, as an example, his "Four stages of adaptation," which helps leaders to undergo the decision-making process using visual, emotional, experiential, and convictional adaptation. Each level of adaptation allows the leader and his/her member to further understand a task or problem at hand; envisioning the problem in various perspectives creates a more effective solution for the problem or task. Thus, Maxwell's pluralist view of leadership -- that is, that leadership can be assumed in various ways or viewpoints -- makes "Developing leaders" a guide for various readers, individuals who have different sets of beliefs, attitudes, and behavior towards leadership and interaction or socialization with other members of the…
Maxwell, J. (1995). Developing the leaders around you. Nashville: Thomas Nelson Publishers.
Leaders, Followers and Situational Factors
It is unanimously accepted that the outcome of a job is highly dependable on the concern and interest of an effective leader. However, there are certain leader/follower characteristics and situational factors that impact leadership effectiveness. To begin with, let us analyze some leader characteristics that could influence leadership. Leadership and intelligence are always associated. However, if a leader is cleverer and smarter than his followers, his intelligence can come in the way of leading them successfully (Christine, 1999, p. 19). Honesty is the primary characteristic that needs to be present in a leader. This honesty must reflect in his actions to impress his followers. A leader must not make fake promises. He must act upon his words to create a positive environment of trust and honesty. Self- confidence of a leader is also important when we consider leadership effectiveness. A confident leader is…
M. Chemers, Martin. (1994). Leadership. Retrieved (2011, April 13) from http://www.questia.com/PM.qst?a=o&d=115434543
R. Gedney, Christine . (1999). LEADERSHIP EFFECTIVENESS AND GENDER. Retrieved (2011, April 13) from http://www.au.af.mil/au/awc/awcgate/acsc/99-061.pdf
leaders are individuals with great authority in their field of expertise that masses trust in. These leaders usually have inside information in their business field that most people don't have access to and can offer a pertinent analysis of different situations. Opinion leaders can set trends and can significantly influence masses' beliefs and behaviors.
Marketers use opinion leaders overtly and covertly. Overtly means companies associate themselves with opinion leaders that become companies' and brands' image in order to influence the purchasing behavior and to take advantage of the leader's fans. An example of this type of strategy is when celebrities become spokespersons for different companies, or become their image or ambassador. Covertly means that companies pay opinion leaders to influence masses' behavior through different activities, usually media, but not making the relationship between the company and the opinion leader public (Mattison, 2011). This adds credibility to what the leader is…
1. Mattison, B. (2011). Do We Listen to Opinion Leaders? Yale Insights. Retrieved July 1, 2014 from http://insights.som.yale.edu/insights/do-we-listen-opinion-leaders .
2. Can't, M. et al. (2009). Marketing Management. Juta & Co. Retrieved July 1, 2014 from http://books.google.ro/books?id=6uU-Dz-sCIQC&pg=PA63&dq=buying+decision+behaviour+types&hl=ro&sa=X&ei=0aeyU_HAJai_ygOr5YDoBg&ved=0CBIQ6AEwAA#v=onepage&q=buying%20decision%20behaviour%20types&f=false .
3. Pride, W. & Ferrell, O. (2010). Marketing. Cengage Learning. Retrieved July 1, 2014 from http://books.google.ro/books?id=-R1zRakeLJgC&pg=PA233&dq=roles+played+by+buying+center+participants+in+the+business+buying+process&hl=ro&sa=X&ei=6cayU7egO4HOygPo9IHYCQ&ved=0CBgQ6AEwAQ#v=onepage&q=roles%20played%20by%20buying%20center%20participants%20in%20the%20business%20buying%20process&f=false .
There are research studies about knowledge management and local knowledge which the present research must take into consideration. However, judging from the information which is available online, it is safe to say that this is a research area which still needs to be worked upon. The studies which already exist are limited to describing local needs in small communities through the world and the manner in which leaders of various types have reacted to them.
Cultural competencies refer to those skills and behaviours which allow an individual or an organisation to work in an efficient manner in a cross cultural environment. The mechanisms through which such a process becomes possible include understanding, appreciating, honouring and respecting both the similarities and the differences encountered between cultures. Again, the existing literature focuses mainly upon very specific case studies which are often based upon cultural situations which are located outside the United States.…
Bennett, N., Glatter, R., Levacic, R. Improving educational management through research and consultancy, Google Books, Retrieved July 5, 2010 from http://books.google.it/books?hl=it&lr=&id=mcUH125X6_8C&oi=fnd&pg=PA11&ots=Xf-hE3CPF6&sig=SariutsDiLwbplZ-7-kOp5v5sVA#v=onepage&q&f=false
Developing a community knowledge service in support of local community leadership in rural development and biodiversity, retrieved July 5, 2010 from http://www.equatorinitiative.org/images/stories/equatorknowledge/CKS/cks_concept_note.pdf
Dixon, P. Motivation leadership change management: Patrick Dixon on leadership strategies, Youtube, Retrieved July 6, 2010 from http://www.youtube.com/watch?v=jh7h7kDQtLI
Dixon, P. Leadership, motivational management training- great events. YouTube, Retrieved July 5, 2010 from http://www.youtube.com/watch?v=LHoGRBuRsKQ&feature=channel
Moreover, he had personally experienced the results of incompetent leadership and the decisions that were made by them in numerous battles with no strategic value. This forced him to focus on using tactics that protected the lives of his soldiers and directly engaged the enemy. (Hughes, 2002) (Tucker, 2010, pp. 1081 -- 1082)
As a result, he would take the basic principles that ommel was using with the blitzkrieg and applied them to the battlefield. In this case, he had special operations forces and the air force soften targets well in advance of regular ground units. This was designed to take out: enemy command / control and the ability to counterattack. The impact is the Iraqi army was easily defeated (with the total number of American casualties coming in at less than 100). (Hughes, 2002) (Tucker, 2010, pp. 1081 -- 1082)
This is illustrating how Schwarzkopf's dedication to: his men,…
Harvey, R. (2008). Maverick Military Leaders. New York, NY: Sky Horse.
Hughes, L. (2002). Norman Schwarzkopf. Lincoln, NE: I Universe.
Laver, H. (2008). The Art of Command. Lexington, KY: University of Kentucky Press.
Tucker, S. (2010). Encyclopedia of Middle East Wars. Santa Barbra, CA: ABC-CLIO.
Additional challenges leaders face include infusing autonomy and ownership for tasks, jobs and the broader vision of an organization on the part of subordinates and associates, managing teams with a high level of Emotional Intelligence (EI) which is the insight to place the best possible contributors in the roles that align to their strengths, and the ability to foster collaboration through a team as well. There are also the challenges of ethical decision making and use of data, the need for accountability regarding goal and strategies to attain them, and courage to face high levels of uncertainty and still make progress towards goals in spite of a lack of certainty. All of these challenges are predicated on a leader being able to inspire and continually earn trust by being genuinely concerned about their subordinates while at the same time staying true, even to a passionate level, to the visions they…
Davis, Sister Elizabeth (1997). The leadership role of health services managers. International Journal of Care Quality Assurance. Incorporating Leadership into health Services. October 4, 1997. pp. I - iv.
Kouzes, J & Posner, B (2003). The Leadership Challenge. Jossey-Bass; 3rd edition. New York, NY. August 7, 2003; pp. 3-23.
Qualitative Research Project on Leader-Follower Communication
Communication is an essential part of the leader-follower relationship and more important during a crisis. While much of the available communication research has been leader centric, this study sought to determine what followers want from their leaders concerning communication. To help in answering the research question, the paper utilized a qualitative research methodology with interviews as the data collection tool. Three participants working in the state of Florida, who were sampled through convenient sampling, participated in the study. Data were analyzed to determine emerging themes. According to the findings, followers want communication to be through phone calls and emails, be motivating, empowering, and address cultural and personal concerns. This paper, therefore, concludes that, in the communication between leaders and their followers, followers want formal and humane communication, motivation, empowerment, and communication that meet their emotional needs.
Table of Contents
Blendea, S. (2016). Improving the communication of teaching. Research and Science Today, 11(1), 103-111.
Emerson, R. W. (2015). Convenience sampling, random sampling, and snowball sampling: How does sampling affect the validity of research?. Journal of Visual Impairment & Blindness, 109(2), 164-168.
Goncalves, P. (2017). Want successful employee communications? Think like a marketer. Strategic HR Review.
Holton, M. J. (2014). The leader-follower relationship: A leader-follower perspective (Doctoral dissertation, Dublin, National College of Ireland).
Johansson, C. (2018). Leadership communication. The international encyclopedia of strategic communication, 1-16.
Kamales, N., & Knorr, H. (2019). Leaders with Managing Cultural Diversity and Communication. Asia Pacific Journal of Religions and Cultures, 3(1), 63-72.
Katiti, A. J. (2020). Management of Employees during Economic Downturn: A Literature-Based Review. Journal of Human Resource & Leadership, 4(2), 70-87.
Kootbodien, A., Prasad, N. V., & Ali, M. S. B. S. (2018). Trends and impact of WhatsApp as a mode of communication among Abu Dhabi students. Media Watch, 9(2), 257-266.
It is the key ability that inspires those who follow a leader to create change and help organizations to be successful. Unfortunately trust is a lot harder to come by than competence, which is why so many people are merely managers and not leaders (Bennis and Goldsmith, 1997).
Trust within the workplace is the connection that keeps an organization together. If there is not trust among the employees then very little is meaningful and efficient work cannot be accomplished. If employees do not trust one another and do not trust management, a company can very quickly find themselves with trouble. In order to ensure that a constructive, confident workforce is continued within an organization, managers have to take practical steps to maintain trust in the workplace. An effective way in which managers can build and maintain organizational trust is to stress the importance of integrity. Integrity is essential in order…
A Crisis in Leadership. (2009). Retrieved May 21, 2010, from Knol Web site:
Bennis, Warren and Goldsmith, Joan. (1997). Learning to Lead. New York: Basic Books.
Tips for Maintaining Employee Trust. (n.d.). Retrieved May 21, 2010, from Web site:
leaders face; these dilemmas are critical to the success of not only the leader, but of the organization he or she provides leadership for, according to the authors of an article in CNN Money (Stewart, et al., 1996).
hat are the ideas in this article and how practical are they?
The authors' ideas are original and practical, which helps the reader grasp the importance of each one. Moreover, the authors specifically point out that these nine dilemmas, when faced in an open and honest evaluation and discussion, can empower employees (not exclusively "leaders" per se because anyone can lead if there is the right strategy) to help shape an organization to be creative and disciplined.
Personally I believe that it is important for a leader (or a person who strives to be a leader) to be constantly reaching out and embracing all the good ideas and strategies that are available.…
Stewart, Thomas A, and Curry, Sheree R. (1996). The Nine Dilemmas Leaders Face the Hardest Job a Leader has is to Navigate Among often Conflicting Goals. Identify Them
First, and you can Steer a Winning Course. CNN Money. Retrieved December 13, 2012,
from http://money.cnn.com .
adapt change for an organization, there would have to be a couple of steps. The first step would be doing an assessment of what is currently going on. It would need to be figured out what is going well, what is not going well, what needs to change and why. Another huge part of adapting and creating a change is getting the proper people to buy in to the change. Indeed, it is quite easy for one person to change their behavior, especially if it makes sense to them. However, when dealing with a medium to larger group of people, there has to be some cooperation. The people that are otherwise involved with the change need to "buy in" to that change or the change will be incomplete or it will completely fail.
There is a litany of reasons why people refuse to buy in to a change. One example…
ichard H. Anderson, CEO of Delta Airlines
ichard H. Anderson graduated from Houston University with a Bachelor's degree in Science, and holds a Juris Doctoral Degree, earned from South Texas's Law College. Anderson was Northwest Airlines' Chief Executive between 2001 and 2004 (his overall service for Northwest Airlines stretched between 1990 and 2004), and held the same position at Ingenix (or OptumInsight, Inc.) between 2005 and 2007, before taking the Executive VP (Vice President) position at the UnitedHealth Group Inc. from 2004 to 2007. Further, he held the position of New Commercial Services Group's President at the same organization from 2005 to 2007. He has held numerous executive posts since his joining the field in 1990, earning him the leadership skills he uses to drive organizations forward. Today, he serves as Delta Airlines' CEO, a position he has held since 1st September, 2007 (Bloomberg, 2016).
Jeff Smisek, former CEO…
Bloomberg. (2016). Delta Air Lines Inc. (DAL:New York). Retrieved March 9, 2016, from Bloomberg: http://www.bloomberg.com/research/stocks/people/person.asp?personId=331864&privcapId=266311
Bloomberg. (2016). United Continental Holdings. Retrieved March 9, 2016, from Bloomberg: http://www.bloomberg.com/research/stocks/people/person.asp?personId=173806&privcapId=309845
Carey, S. (2016, February 3). Delta Air Lines CEO Richard Anderson to Retire, Become Executive Chairman. Retrieved from The Wall Street Journal: http://www.wsj.com/articles/delta-air-lines-ceo-richard-anderson-to-retire-become-executive-chairman-1454536677
CF. (2016, February 9). Delta CEO Richard Anderson's Retirement Caps a Remarkable Nine Years for the Airline. Retrieved March 9, 2016, from http://crankyflier.com/2016/02/09/delta-ceo-richard-andersons-retirement-caps-a-remarkable-nine-years-for-the-airline/
How to be a Great Leader
Effective leadership and a solid corporate culture are absolutely essential to organizational success. Leaders are like the captains of a ship while the corporate culture is like the sea through which the ship navigates. A good captain will make sure the shipmates understand the mission and have the right spirit to see it through. A good culture will allow for smooth sailing—and, of course, a bad culture will be like sailing through a hurricane or typhoon. Good leaders will help to create a good culture that empowers workers and fosters success; bad leaders will inevitably foster a bad culture that undermines the organization’s mission (Schyns & Schilling, 2013). This paper will discuss what matters most when leading and creating a positive culture.
No organization is ever without conflict. When it comes to managing conflict, one of the most important leadership traits a leader can…
Ethical Challenges Leaders Face
Today, there are a wide range of ethical challenges that criminal justice leaders face in the fulfillment of their mandates. These include offers for benefits from interested parties (i.e. offers for various perks from suppliers), establishment of intimate relationships with subordinates, attempts to shield their organizations from adverse outcomes of investigations, etc. Some of the strategies that criminal justice leaders ought to make use of in an attempt to overcome barriers to professional progression include prioritizing ethical conduct and engaging in behaviors that match expectations, advancing the relevant support to ethical programs, etc.
One of the things about the material that interested me the most was the claim that ethical behavior begins with the commitment of senior executives to promote ethical conduct in the organizational setting. Previously, I was of the opinion that ethics programs were all that is required for the creation of an ethical…
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.
In contrast, a high-stress job, such as in a police department or hospital may create a sense of solidarity between friendly colleagues that is extremely strong to the point that it can influence job performance ratings. Bias can influence superior's perceptions of how much a friend deserves a promotion or a raise, and there is a strong sense of being part of an 'in-group' that is intrinsic to the profession in an 'us vs. them' mentality. A lack of financial resources may further raise the stakes in terms of the need to promote friends. However, such high-stakes jobs demand a high degree or professionalism, and promotion of in-group members may not always yield higher-quality performance, as measured in an objective fashion.
If the in-group is too tight, and too reliant upon standard operating procedures, solutions to using scarce resources can result in a lack of creativity and a failure to…
Leader-Member Exchange Theory (LMX). (2009). Changing Minds. Retrieved March 12, 2009 at: http://changingminds.org/explanations/theories/leader_member_exchange.htm
Manzoni, Jean-Francois & Jean-Louis Barsoux. (2000). Appendix 1: What Leader-Member
Exchange Theory tells managers. From Set-Up-to-Fail Syndrome: How good managers cause great people to fail. Cambridge HBS Press. Excerpt retrieved March 12, 2009 http://www.set-up-to-fail.net/pdf/lmx.pdf
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…
It is difficult to show which theory works best in practice, as every company has a unique environment and workforce (Daft, 2004). However, few would argue that Theory X is an outdated leadership style that does not promote success. According to Kopelman et al. (2008): "At the heart of McGregor's argument is the notion that managers' assumptions/attitudes represent, potentially, self-fulfilling prophecies. The manager who believes that people are inherently lazy and untrustworthy will treat employees in a manner that reflects these attitudes. Employees, sensing that there is little in the job to spur their involvement, will exhibit little interest and motivation. Consequently, and ironically, the manager with low expectations will lament that 'you can't get good help nowadays,' oblivious as to the actual nature of cause and effect. Closing the serf-reinforcing cycle, the manager feels vindicated; that is, his low expectations were warranted. Conversely, the manager who believes that…
Benson, Gary L. (1983). "How Employee Assumptions Influence Managerial Behavior." Supervisory Management March: 2(7).
Bittel, Lester. (1989). McGraw-Hill Management Course. New York: McGraw-Hill.
Braden, Pamela. (2007). West Virginia University, Division of Business and Economics. Retrieved from the Internet at http://www.wvup.edu/jcc/mgmt410/TheoryZ.pdf .
Daft, R.L. (2004). "Theory Z: Opening the Corporate Door for Participative Management." Academy of Management Executive 18, no. 4: 117-122.
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.
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 .
The second and even more enlightening idea was that the leader who influences others to follow is, indeed, a leader, but the one who influences others to lead is at the top rung of leadership.
Sociologists tell us that even the most introverted individual will influence ten thousand other people during his or her lifetime," Maxwell points out (Maxwell, 1993).
His stories and anecdotes were helpful -- everything from Eisenhower to leadership in a flock of cranes. Not only did they lighten the tone but, in all cases, were appropriate in making a point clearer.
We all have tasks that pile up unless we prioritize. According to Maxwell, "20% of our priorities will give us 80% of our production." Therefore, our time and energy are best used if we channel them to our top priorities. To me, this is a simple yet profound concept.
The most valuable lesson from this…
Maxwell, J. (1993). Developing the leader within you. Nashville, TN: Thomas Nelson Inc.
Developing a Strong Leader
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
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 You: Self-Assessment / Johari Window the Johari Window emphasizes aware . Others things unwilling admit. One improve personal relationships increase . The (2) behaviors key improving personal professional relationships: •Openness Feedback -- recognize things aware accept information provide.
I see myself as an individual who is unhesitant about getting actively involved in activities that are innovative but that I consider beneficial for me and for the team as a whole. As a manager I've learnt that decision making is an essential step in assisting the community experience progress and I thus feel that it is always important for me to be prepared to make right decisions, regardless of the gravity of a situation. y being well-acquainted with strategies I can use in critical conditions I consider that I am better trained to deal with situations that others might interpret as having no solution whatsoever.
My life experiences shaped…
Philips, Jean M., Morris Gully, Stanley, "Organizational Behavior: Tools for Success," (Cengage Learning, 07.01.2011)
Robins, Stephen, "Self-assessment Library 3.4: Insights Into Your Skills, Interests and Abilities," (Pearson South Africa, 01.07.2008)
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…
John Mackey: hole Foods Leader
Leadership is often defined as having an inspirational function. "Leadership is the ability to influence a group toward the achievement of goals. A leader does not have to be someone who holds a formal position or title. They can emerge from a group and provide vision and motivation to those around them" (Schutte, Chapter 12, 2010: Slide 3). Leadership is said to be in stark contrast to management, which merely "deals with the complexity of the organization and works with planning, organizing, leading and controlling to bring about order and consistency in the organization. Even though the two roles have different areas of focus, both are necessary for organizational success" (Schutte, Chapter 12, 2010: Slide 3). Leadership defines the vision of the organization; management offers practical ways to embody that vision. Having charismatic and inspiring leadership is essential for an organization that 'breaks the mold'…
"About Whole Foods." Whole Foods. [6 Dec 2011]
Fishman, Charles. The anarchist's cookbook. Fast Company. 2004. [6 Dec 2011]
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:
In his Pulitzer Prize winning biography, His Excellency George ashington, Joseph J. Ellis presents a balanced and comprehensive portrait on the nation's first president that steers a course between hero-worship and debunking. He based his work on the latest edition of the ashington papers, which now include virtually every scrap of written information available except for his last three years as commander of the Continental Army and the second presidential term in 1793-97. For many modern readers, ashington comes across as a cold, distant, patriarchal figure, an iconic face on Mount Rushmore or the dollar bill, but not exactly a people's president like Abraham Lincoln. At the opposite extreme, Leftist and revisionist writers regard him as the creator of a nation that "was imperialistic, racist, elitist, and patriarchal," and prefer to write social history about women, slaves and common soldiers rather than the dead, white male ruling class (Ellis,…
Ellis, Joseph J. His Excellency George Washington. NY: Vintage Books, 2005.
Grant, Susan-Mary. Book Review. History Today, Vol. 55, June 2005.
Wesiberger, R, W. Book Review. Pennsylvania History, 2006.
Hayyat Malik, S. (2012). A Study of Relationship between Leader Behaviors and Subordinate Job Expectancies: A Path-Goal Approach. Pakistan Journal of Commerce & Social Sciences, 6(2), 357-371.
This study explores the relationship between leadership behavior and acceptance of a leader by subordinates. The underlying concept is path-goal theory, which is based on the idea that a leader's style can dictate organizational effectiveness, and that the style should be tailored to specific situations. There were n=200 managers in the study. They were not randomly selected, but rather were pulled from four telecom companies in Pakistan. The author found that leadership behavior does influence subordinate behavior. Another finding was that certain behaviors can be predictors of subordinate acceptance of a leader.
The study ties into leadership studies that seek to identify if there are traits or behaviors that can be used as predictors of effective leadership. The leaders in these organizations were…
Kramer, W. S., & Shuffler, M. L. (2014). Culture's consequences for leadership: The role of context in affecting leadership perceptions and performance. Industrial and Organizational Psychology: Perspectives on Science and Practice, 7(2), 199-203. doi:10.1111/iops.12132.
Saxena, S. (2014). Are transformational leaders creative and creative leaders transformational? An attempted synthesis through the Big Five Factor Model of Personality Lens. Aweshkar Research Journal, 18(2), 30-51.
Van Dierendonck, D., Stam, D., Boersma, P., De Windt, N., & Alkema, J. (2014). Same difference? Exploring the differential mechanisms linking servant leadership and transformational leadership to follower outcomes. The Leadership Quarterly, 25(3), 544-562. doi:10.1016/j.leaqua.2013.11.014.
Leader Effectiveness and Culture: The GLOBE Study
The Global Leadership and Organizational Behavior Effectiveness esearch Program (GLOBE) is a multi-phase, cross-cultural project that was carried out by investigators around the world to investigate inter-relationships between organizational culture, societal culture and organizational leadership (House et al. 2002). obert, J. House saw the need for cross cultural leadership theory as well as research and conceived the action point of a global research undertaking in 1991. The program formally began in 1993 with a team of 160 scholars who studied societal and organizational structure, and the attributes of effective leadership in 62 countries (Ahlstrom and Bruton, 2010). The researchers measured culture at different levels of industry organization and society and presented results in the form of qualitative and quantitative data sourced from responses of 17,000 managers from a number of entities (951 organizations to be specific), from the 62 societies. This text compares…
Ahlstrom, D. & Bruton, G.D. (2010). International Management: Strategy and Culture in the Emerging World. South-Western: Cengage learning
Alon, I. (Ed). (2003). Chinese Culture, Organizational Behavior, and International Business Management. Westport: Praeger Publishers
House R.J. And Hanges P.J., Javidan M., Dorfman P.W., Gupta V. (2004). Culture, Leadership, and Organizations. The GLOBE Study of 62 Societies. Thousand Oaks, CA: Sage
House R.J. And Hanges P.J., Javidan M., Dorfman P.W., Gupta V. (2002). Understanding Cultures and Implicit Leadership Theories Across the Globe: An Introduction to Project Globe. The Journal of World Business (37) Retrieved 13 January 2015 from http://www.iucedu.eu/group/sem1_L3/2013%20CCAINT/reading/Understanding%20cultures%20House%20Javidan.pdf
leader succeed. Explain type leadership characters interviewing a candidate a CEO position.
Characteristics of Leaders
There are several characteristics that successful leaders are considered to have. Most theories on leadership state that such traits refer to integrity, self-esteem, confidence, empathy, organizational skills, good judgment, initiative, courage, endurance, they are proactive, they have visionary skills, communication skills, and others. There are numerous combinations of skills that characterize the great leaders of the world.
However, there are individuals that posses such skills, but that do not become leaders. Certain theories consider that leadership is an innate skill that cannot be developed. In the case of individuals that have such skills but do not become leaders, this situation can be attributed to the fact that they lack the desire to lead. They are not interested in becoming an example for others, or in managing groups or teams.
Other leadership traits are represented by…
1. Brooks, C. (2012). What Are the Characteristics of a Leader? Business News. Retrieved April 17, 2013 from http://www.businessnewsdaily.com/2727-leadership-styles-skills.html .
2. Murray, A. (2012). Leadership Styles. The Wall Street Journal. Retrieved April 17, 2013 from http://guides.wsj.com/management/developing-a-leadership-style/how-to-develop-a-leadership-style/ .
"What Makes a Good Leader," by Daniel Goleman
Evaluating Emotional Intelligence.
Goleman studied 188 companies to determine what makes a person successful in business.
Personal capabilities necessary for success:
Cognitive ability (intelligence).
Technical skill and intelligence are important but emotional intelligence most important factor for success.
Components of Emotional Intelligence.
Means being aware of one's emotions, strengths, weaknesses, needs, and drives.
ecognition of how one's feelings affect them.
Understanding of one's value and goals in life.
ealistic view of oneself.
Like an inner conversation that frees us from our feelings.
Allows a person to control their actions.
Helps create an environment of trust and fairness.
Emotional control helps a person to react to new and unexpected situations.
6. Signs of self-regulation: thoughtfulness, reflection, comfortable with ambiguity and change, able to control impulses.
1. Leaders are motivated by need to…
Goleman, Daniel. (1998). "What Makes A Leader?" Best of HBR. Retrieved from http://hbr.org/2004/01/what-makes-a-leader/ar/1
The military strengths enable the leader at hand to have a fair share of the leadership duties and capabilities in the society (Wagner, 2008).
Who do you think is the most indispensable leader in the world today, what category (from the list below) does this person belong?
I think that Barrack Obama is the most indispensable leader in the world today. Mr. Barrack Obama is one of the leaders that have come to the forefront in the general success of leadership in the present world. In most instances, Barrack Obama has come out as a leader with the capabilities of capturing the entire world with his personal skills and attributes. The strengths of this president are bestowed within the running and management of the affair of the United States of America. The entire world knows that there are fruitful avenues of managing the available avenues of growth and development…
Buzan, T., Dottino, T., & Israel, R. (2007). Grass roots leaders: The BrainSmart revolution in business. Aldershot: Gower.
Dixon, B. (2012). Social media for school leaders: A comprehensive guide to getting the most out of Facebook, Twitter, and other essential web tools. San Francisco: Jossey-Bass.
Feinstein, S. (2008). Barack Obama. Berkeley Heights, NJ: Enslow Publishers.
Johansen, R. (2012). Leaders make the future: Ten new leadership skills for an uncertain world. San Francisco, Calif: Berrett-Koehler Publishers.
Disintegrating elationships Between Organizational Leaders and Employees
Organizational leadership behavior towards employees can significantly affect their perception of the workplace, and contribute to the organization high performance and most essentially create and maintain a proper organizational culture that lead to the success of the organization . The good health of the organization depends greatly on the relationship between leaders and employees. However, the relationship that exists between organizational leaders and employees are failing at a high rate in today's workplaces and the reasons for this are not clear. Leaders in organizations have a tendency to use employees in the time of the organizational needs and them to simply ignore the employee's commitment and their potential. Committed employees should be rewarded with committed organizational leadership. Critical in organizational leadership interaction with employees is communication. Communication keeps employees informed and results in a feeling of connectedness and inclusiveness in the organizational operations,…
Abrrow, H.A., Ardakani, M.S., Harooni, A. & Pour, H.M. (2013, July). The Relationship Between Organizational Trust and Organizational Justice Components and Their Role in Job Involvement in Education. International Journal of Management Academy, 1(1), 25-41.
Albrecht, S.L. (2010). Handbook of employee engagement: perspectives, issues, research and practice. Northampton, MA: Edward Elgar Publishing.
Broner, S. (2009). Employees' perceptions of leaders' attitudes and employee retention: a quantitative study on perceived attitudes. Ann Arbor, MI: ProQuest LLC.
Creswell, J.W.(2007). Qualitative inquiry & research design: Choosing among five approaches .(2nd ed.).Thousand Oaks, CA: SAGE.
Firstly, in Piagetian manner, the subject is confronted with a moral dilemma, that is, a short story in which two or more moral principles oppose each other. He or she is asked to make a choice. Secondly, the interviewer uses intensive probing, that is, why-questions, and questions which stimulate the respondent to consider varying situational contexts. Thirdly, stage scoring of interview is based on well conceived and meaningful measurement units.Through the confrontation with moral dilemmas, the subject is stimulated to consider moral norms rather than merely technical knowledge of solving a problem (most people suggest a technical solution first, which seems an appropriate strategy in most every-day decision making).(Kolhberg)
There are six levels of leaders, according to the combined works of Jean Piaget, Lawrence Kohberg, and obert Kegan. esearch shows the majority of leaders are level four leaders or level five leaders. Level four leader 'Achiever' is categorized as…
Cherry, Kendra.(2012)About.com guide. Kohlbergs Therory of Moral
Development.Retrieved from website:
Comparing Characteristics of Leaders and Managers
The term leader and manager is often used in an interchangeable manner and it is likely that at some point most leaders have undertaken a management role. However, when looking at leaders and managers there are some distinct differences. These can be considered in terms of their characteristics and the way these characteristics manifest. A common theme in much literature is the way in which leaders may be identified as they have followers and inspire others
This refers to the concept of leaders having charisma. In this context there are many examples of leaders both good and bad. Leaders which fit in with this context include, John F. Kennedy former U.S. President, Nelson Mandela the South African leader, Richard Branson founder of the Virgin empire and Howard Schultz the CEO and inspiration behind Starbucks. These are all examples of charismatic leaders
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 come in many different types and flavors with the visionary leaders being the most prominent and cited much of the time. Names that come to mind are Oprah Winfrey, Steve Jobs and Warren Buffett. This report will cover the topic of visionary leadership in general as well as a focus on one leader in particular, that being Bill Gates of Microsoft fame, and how he himself signified and exemplified visionary leadership (USA Today, 2013). The author of this report is asked to what makes Bill Gates a visionary with some specific examples. The author is also asked to clarify and explain what a visionary leader brings to the workplace they operate in. The author is asked whether a visionary leader is needed in every workplace with a clarification of why or why not. Finally, the business conditions that call for visionary leadership are also asked for.
Macke, J. (2013, February 14). Best Buy Is Losing Its Best Chance of Survival: Jeff Macke | Daily Ticker - Yahoo! Finance. Yahoo! Finance - Business Finance, Stock Market, Quotes, News. Retrieved May 31, 2013, from http://finance.yahoo.com/blogs/daily-ticker/best-buy-losing-best-chance-survival-jeff-macke-181740101.html
Microsoft. (2013, May 31). Microsoft Corporation. Microsoft Corporation. Retrieved May 31, 2013, from http://www.microsoft.com
USAToday. (2007, September 3). Most influential people - USATODAY.com. USA TODAY: Latest World and U.S. News - USATODAY.com. Retrieved May 31, 2013, from http://www.usatoday.com/news/top25-influential.htm
Worst Faults a Military Leader Can Exhibit:
Incompetence, selfishness, and living in the past
"If America is to meet the multiple challenges of the 21st century, it is crucial that we develop a system that places the right people in the right places in government at the right moment."[footnoteRef:1] ut just as critical as being the 'right' type of leader is avoiding making some of the most typical mistakes of poor leaders of the past. Incompetence and disorganization; fighting the last war rather than the current conflict (i.e., living in the past); selfishness and a focus on the personal ego rather than the actual needs of the nation are the three worst faults a leader can exhibit. [1: J. McCausland, "Developing strategic leaders for the 21st century," Strategic Studies Institute, 2008. Available: http://www.StrategicStudiesInstitute.army.mil / (26 Sept 2013), xi]
On a very basic level, military leaders must have basic organizational skills.…
Bartone, P, Barry, C., & Armstrong, R. "To Build Resilience: Leader Influence on Mental
Hardiness. Defense Horizons, 69 (2009): 1-8.
Hermann, Margaret. "Assessing leadership style: A trait analysis." Social Science Automation
Failure to Lead
Leaders who lead with ambition but fail by making a faulty choice are often the more condemned leaders but there is another group that is even less competent or at least unlucky, that being leaders who react tepidly or refuse to make a firm choice or take blame for the same. Such leaders are too tentative and are not assertive enough and this lead to a leader not being taken seriously as an executive or even a figurehead because there is cogent and strong voice dictating what is to be done and why. It is clear that trying one's best as a lead and with fervor will always stand as a better way to try and fail than to not make a decision and/or not make it quickly enough thus almost certainly leading to failure or less success.
The traits of good leaders are tossed around…
Better leadership is crucial to Detroit's future. (2013). Crain's Detroit Business, 29(28).
Fibuch, E.E. (2011). Failure of Senior Leadership -- Is This a Problem in Your Hospital?.
Physician Executive, 37(2), 46-50.
Politicians and politics are terms that usually elicit fascination in nearly every conversation and discussion. Actually, it seems like people have some fascination with evaluation of political leaders resulting in the fact that biographies of current political figures become best sellers. In addition, the tragedies and triumphs of political leaders attract huge public attention as they become newspaper headlines. One of the major reasons for the increased fascination is because of curiosity about the personal characteristics, individual preferences, decision making processes, and the beliefs and work of these leaders. However, most of the analysis and learning about the personalities and leadership styles of these leaders is always carried out in a cursory manner. People have been forced to rely on analysis of what political leaders say as a means of learning their individual characteristics and leadership styles (Hermann, 2002). Nonetheless, it's still important to examine and understand the…
Hermann, M.G. (2002, November 13). Assessing Leadership Style: A Trait Analysis. Retrieved November 28, 2013, from http://socialscience.net/docs/lta.pdf
Mascuilli, J., Molchanov, M.A. & Knight, W.A. (n.d.). Political Leadership in Context.
Retrieved November 28, 2013, from http://www.ashgate.com/pdf/SamplePages/Ashgate_Research_Companion_to_Political_Leadership_Intro.pdf
McKeown, L. (2012, October 23). 3 Lousy Leadership Traits from the Campaign Trail.
Analyze describe founding leader(s), leadership style, major business principles a profit-oriented entrepreneurial approach primary goal provide a product service consumers make a profit. 2. Analyze describe founding leader(s), leadership style, major business principles a social-responsibility oriented entrepreneurial approach primary goal make a positive impact society (people, families, ecology, similar) providing a product service consumers make a profit.
Leadership style refers to the method or manner in which a person provides guidance regarding a particular issue, implements plans or motivates people in order to get a particular job done or goal achieved Baumgartel, 1957.
There are there major leadership styles that are seen in the various leaders all over the world Lewin, 1944()
The first is the authoritarian or autocratic leader. This is the leader who is a dictator and tells his employees or servants what they want to be done, how they want it done and any recommendations that…
Baumgartel, H. (1957). Leadership Style as a Variable in Research Administration. Administrative Science Quarterly, 2(3), 344-360.
Hirschman, C. (2008). GIVING Voice to Employee Concerns. [Article]. HRMagazine, 53(8), 50-53.
Lewin, K. (1944). A Research Approach to Leadership Problems. Journal of Educational Sociology, 17(7), 392-398.
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Regional Star to Global Leader
Global and Intercultural Competencies of Yang Jianguo
Using the information case study from regional star to global analyze the global competencies and intercultural competencies of Yung Jianguo. What are his strength and weakness?
Yang Jianguo possesses some of the most important and competent skills having been promoted from a regional to a global leader. Getting an appointment to this position demands great qualities that only a few educated and well-experienced persons can possess. This man had certain cultural and global competencies that enabled him to be among the best people. For instance, he is very innovative and can form ideas and opinions that can take a business so many milestones. His critical analysis of situations and business environment makes him capable of tackling global issues that may seem a bit complex. His ability to apply these skills competently made him one of the best global…
Adler, N.J., & Gundersen, A. 2008. International dimensions of organizational behavior. Mason, Ohio, Thomson/South-Western.
Doh, J., & Stumpf, S. 2009. Handbook on Responsible Leadership and Governance in Global Business. Cheltenham, Edward Elgar Pub.
McCall, M.W., & Hollenbeck, G.P. 2010. Developing global executives the lessons of international experience. Boston, Harvard Business School Press.
Mobley, W.H., Wang, Y. & Li, W. 2008, Advances in Global Leadership. London: Emerald Group Publishing
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.
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There are four types of leaders, each with a slightly different style, each with slightly different strengths. The four leadership styles are telling, selling, developing and delegating (eck and Yeager, 2001).
The first leader exercises his power by directing or telling employees what to do, when to do it and how to do it. This is the most dominant form of leadership and it can be destructive to a team.
The second leader gets together with the employees and listens to their ideas before coming to a decision. This style of leadership can be criticizes as over-involving the employees rather than making a decision and delegating authority.
The third leader develops his ideas with his staff. The leader supports the employees and solves any problems that come up. In its negative form, this type of leadership is over-accommodating, as some leaders allow the employees to simply flounder around without…
Anderson, Robert. (1977). Grinding It Out: The Making of McDonald's. New York: St. Martin's Books.
Beck, John D.W., & Yeager, Neil M. (2001). The Leaders' Window: Mastering the Four Styles of leadership to Build high-Performing Teams, Second Edition. Palo Alto, CA: Davies-Black Publishing.
Don, Kettl. (2003). Team Bush: Leadership Lessons From the Bush White House. New York: McGraw Hill.
Gates, Bill (2000). We're All Swimming in the Same Pool. Inside Out. Retrieved from the Internet at www.microsoft.com/billgat...mepool.asp.
Terror states, already plagued by economic failure and social conflict, respond to such a strengthening in legitimation (ees, 2000).
Not all states in crisis will fall to the development of a "cult of the leader." The reason is based in other possible legitimacy outlets. As mentioned, some governments and leaders are able to become legitimate and powerful through simple tradition and legal authority. In those states, a cult leader is not required, since the need to create a false reality does not exist.
In today's technological society, terror state leaders will have a more difficult time setting the stage for "cult of the leader" situations. With the ability to communicate outside one's own region through the internet, individuals are less likely to view leaders through ethnocentric eyes. Further, with news sources from around the world, the population of such states will be able not only to see the facts as…
Lovatt, C.A. (1999). Ceausescu's return. Central Europe Review 1(9): 14-15.
Rees, E.A. (2000). Leader Cults: Varieties, Preconditions and Functions. The Leader Cult in Communist Dictatorship. Hampshire: Palgrave McMillan.
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.