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This analysis will consider deferent leadership development systems at a structured organization such as McDonalds as well as an organization that operates in more of a creative space such as Facebook. The definitions of leadership in such organizations differ significantly and require different approaches. Facebook is looking for more out-of-the-box innovators while McDonald's is seeking leaders that can fulfill needed roles with the structures that they have already designed. The different requirements within these organizations produce an interesting dichotomy in perceptions of leadership development that can be studied to provide insights about leadership in general.
Career Development at McDonald's combines a focus on personal growth and development with talent management objectives in order to help employees to perform at their very best -- while experiencing personal career satisfaction. McDonald's has a well-developed leadership development program in place. McDonald's defines leadership development as (McDonald's, N.d.):
As the world…
Transformation of a group to one with unified values and a shared sense of accomplishment requires better people skills than I currently possess (Bass & iggio 2006).
These weaknesses, of course, will present certain obstacles that must be overcome during my leadership development. The drive to accommodate can denote a general desire to subsume one's will for someone else's purposes or ends, and this could limit my potential for development and adherence to my development plan, especially in a practical (i.e. working) environment (London 2002). My concern for people might also cause certain obstacles or gaps in the development plan; much of transformational leadership is directly related to the interrelationships fostered by the leader, and this will require additional attention on my part (Bass & iggio 2006).
Actions and Timeline
Several specific actions can and must be taken in order to bring my leadership development plan into full fruition, and…
Bass, B. & Riggio, R. (2006). Transformational leadership. Mahwah, NJ: Lawrence Erlbaum Associates.
Bush, T. (2003). Theories of educational leadership and management. Thousand Oaks, CA: Sage.
Hiebert, M. & Klatt, B. (2001). The encyclopedia of leadership: a practical guide to popular leadership. New York: McGraw-Hill.
London, M. (2002). Leadership development. Mahwah, NJ: Lawrence Erlbaum Associates.
The famous Peter Drucker was very prescient when he said that managers do things right and leaders do the right things. Leadership development is being able to know better and better with time what things should be done and why both in general terms and based on particular circumstances and the choices offered (Weinschenk, 2013). Part of knowing what to do and why is knowing the conditions on the ground, knowing how things operate and how to conduct one's self while traversing this environment. The current lay of the land at this college is no different.
In general terms, leadership capacity and the management of the same is all about being prepared to deal with both the mundane and the extraordinary. It is also about managing the expected and the unexpected. At a minimum, any good leader will make sure to help hone, perfect and even…
Fullan, M. (2005). Eight Forces for Leaders of Change. Journal of Staff Development, 26(4), 54.
Weinschenk, S. (2013, September 20). Leadership | Psychology Today. Psychology Today: Health, Help, Happiness + Find a Therapist. Retrieved September 20, 2013, from http://www.psychologytoday.com/basics/leadership
This is significant, because the author cites studies that indicate how organizations that have a high degree of transformational leadership skills throughout each layer of their companies are much more adept at transforming all forms of knowledge into an ongoing competitive advantage and competitive strength. By making the commitment to an ongoing leadership development program, the author contends that a knowledge-based organization emerges that is capable of interpreting and quickly acting on opportunities and threats (Amagoh, 2009).
Analysis and Conclusions Drawn
The analysis in the article successfully integrates the concepts of transformational leadership with the dominant leadership development theories to deliver insights into how organizations can transform their knowledge into a competitive advantage. It sets the foundation for how an organization can become more competitive by being more coordinated, synchronized around common goals. This synchronization of processes and systems is attained through ongoing leadership development programs.
Implications for Practice
Francis Amagoh (2009). Leadership development and leadership effectiveness. Management Decision, 47(6), 989-999.
Leadership Hong Kong
Leadership Developments in Hong Kong
Hong Kong is one of the great business centers of the world. As such, its business and leadership cultures have been subject to many of the paradigm shifts and economic trends that are attendant to the globalizing world economy. This makes this a useful context within which to examine some of the more important recent developments in leadership theory. Included among them, the discussion hereafter considers such leadership dimensions as relationship orientation, task orientation, empowerment, charismatic leadership and transformational leadership. These leadership dimensions help to define a business atmosphere that is in a constant state of evolution since Hong Kong's turnover to Chinese authority in 1997. As the discussion will demonstrate, many of the leadership practices and principles in place reflect Hong Kong's longterm evolution as a free-market society and a bastion for capitalism. Simultaneously though, its role and relationship with respect…
Bass, B.M. & Stogdill, R.M. (1990). Bass & Stogdill's Handbook of Leadership: Theory, Research, and Managerial Implications. Simon and Schuster.
Choi, J. (2006). A Motivational Theory of Charismatic Leadership: Envisioning, Empathy, and Empowerment. Journal of Leadership & Organizational Studies, 13(1), 24-43.
Johnson, C. (2005). Meeting the Ethical Challenges of Leadership, 2nd edition. Thousand Oaks, CA: Sage.
Kim Eng Securities (KES). (2007). Kim Eng Hong Kong. Kim Eng Securities.
Leadership Development Plan
Leadership Development for Mentor
To be in position to coach training nurses and uphold care to patient as a first concern. The core objective of training as a nurse is to attain sufficient expertise in patient care and be able to uphold the ethics of nursing while undertaking roles in the professional (Duffy & Hardicre, 2007). The mentor shall endeavor to coach the training nurse towards this goal and assess the nurses' performance and attitude at work. The mentorship program will be through organizing seminars and workshops related the nursing practice for the training nurses.
By the end of the mentorship program the training nurses should have a wholesome understanding of what entails in the nursing profession. They should also be able to confidently take up nursing duties with the diligence the profession calls for; keep good records of the patient performance; respond appropriately to patient needs…
Caldwell, B.J., & Carter, E.M.A. (2001). The Return of the Mentor: Strategies for Workplace Learning (Eds.). . London: The Falmer Press.
Duffy, K., & Hardicre, J. (2007). Supporting students in practice 1: assessment. Nursing Times, 103(47), 28-29.
Gardner, & John. (1990). Leadership. New York: NY: The Free Press.
Leadership Development Plan
Creating, staffing and managing a virtual team to results presents a very unique set of challenges both form a logistics and leadership standpoint. Creating a state-of-the-art new packaging product that is inexpensive to ship yet durance enough to not get damaged will take cross-functional teams of experts in packaging, physics of containers, logistics, and supply chain systems, in addition to costing and financial analysis. Each of these aspects of an organization are critically important to the development, successful launch and sales of the new packaging product. This paper details the greatest obstacles a team leader would face in completing the project and delivering a profitable new product. These challenges and their recommended solutions are the foundation of this paper.
The Many Challenges Of A Virtual Team
The foundation of effective virtual teams is the insightful selection of its members, the ability to quickly create communication and collaboration…
Jarge Felfe & Schyns, B. 2004, "Is Similarity in Leadership Related to Organizational Outcomes? The Case of Transformational Leadership," Journal of Leadership & Organizational Studies, vol. 10, no. 4, pp. 92-102.
Kayworth, T.R. & Leidner, D.E. 2002, "Leadership effectiveness in global virtual teams," Journal of Management Information Systems, vol. 18, no. 3, pp. 7-40.
Purvanova, R.K. & Bono, J.E. 2009, "Transformational leadership in context: Face-to-face and virtual teams," Leadership Quarterly, vol. 20, no. 3, pp. 343.
Mentorship programs and peer organizations alike can support new workers in a positive fashion, so they will feel free to let their leadership qualities shine.
Supervisor support for creativity and innovation, spotting top talent early on to facilitate retention, and fostering the leadership qualities desired by the organization in a consistent fashion are critical in retention (Gilpin-Jackson, & Bushe 2007). So are creating networks of peer supporters. This may seem counter-intuitive to organizations that stress competitiveness as a way of fostering leaders. However, workers must have a sense that a high benchmark of excellence is desired by the organization, and know that their colleagues uphold similar values. Peer support also contributes to a positive work environment. In one follow-up study of a managerial training program: "Verbal encouragement was nice and appreciated but could not necessarily overcome fears of violating peer group norms. One specific way in which having a boss…
Gilpin-Jackson, Yabome & Gervase R. Bushe. (2007). Leadership development training transfer:
a case study of post-training determinants. The Journal of Management
Development, 26(10), 980-1004. Retrieved September 30, 2009, from ABI/INFORM
Global. (Document ID: 1454347571).
The usefulness of the planning methods used to meet the leadership requirements at strategic level
Planning is a very important process at every level of the organization, it is the process being used by the leaders to set the organizational goals, come up with the strategies and set the time limit for the tasks which are relevant to help achieve the set objectives. All the leaders need to have plans which can deliver the organization from its current position to meet its future goals. Various planning methods can be applied by the leaders which require various leadership skills and quality in order to accomplish the set goals and objectives. The type of leadership style being used in an organization determines the planning methods that the organization can adopt. The plans can be very effective and easy to implement if the organization work on the plan as a team.…
Gerhard Plenert, (2012). Strategy Implementation. Retrieved May 26, 2012 from http://www.referenceforbusiness.com/management/Sc-Str/Strategy-Implementation.html
John Wiley & Sons, (2000). Detailing Types of Plans. Retrieved May 26, 2012 from www.cliffsnotes.com/study_guide/Detailing-Types-of-Plans.topicArticleId-8944,articleId-8871.html
SM Advisors, (2010). Tactical Plan Development. Retrieved May 26, 2012 from http://www.smadvisors.com/?id=29258141770
Challenges faced by Barton
Barton is the senior vice president of human resources in Zendal pharmaceuticals .She had turned in her budget as she did routinely to her boss Palmer. However, the papers had been returned to her, and she noted that her proposed executive education had been cut by almost 75%.she took it as a mistake and decided to approach her boss on the issue. Her boss however said that there was no mistake in the revision claiming that there were orders given to cut down the following year's budget by 20%. Palmer said that recession had made their sales drop and due to their numerous debts they had to cut down on budgets so it was not Barton's budget being cut only (Kesner, 2010).
Palmer gave Barton a condition that she had to satisfy before he made any consideration on the revision he had done of…
Kesner, I.F. (2010). Leadership Development: Perk or Priority?
Executive Education. (2013).Program for Leadership Development Accelerating the Careers of High-Potential Leaders. Retrieved April 28,2013 from http://www.exed.hbs.edu/programs/pld/Pages/default.aspx
From your personal experience, give an example of each technique and the impact it had on you.
A metaphor had an impact on me, by showing how there were specific ideas which could be used to motivate someone to do more. At the same time, it is utilized as way of warning about the dangers of becoming involved in specific activities. In my personal experiences, these ideas reshaped how I looked at the world around me and my interpretations of different events. Over the course of time, this developed my attitudes and beliefs by creating foundation of comprehending numerous concepts. (Wasonga, 2006) (obbins, 1991)
For example, diverse metaphors taught me morals and behaviors that should be avoided. These areas allowed me to see a situation more clearly by having a basic saying which defined who I was. It is at this point, when these beliefs reshaped my personality.…
Robbins, A. (1991). Awaken the Giant Within. New York, NY: Simon and Schuster.
Wasonga, T. (2006). Learning from Tactic Knowledge. International Journal of Educational Management,
20 (2), pp. 153 -- 162.
I will create a study plan to enable me to balance work, home, and school demands and involve my family with this plan.
To enhance my attractiveness as a candidate for employment I will continue to add to my professional areas of expertise. I will obtain additional certification in CMC (Certification in Cardiac Medicine) and CCN (Certification for Adult, Pediatric and Neonatal Critical Care Nurses).
Present what you need or want to learn to improve your practice and the strategies needed to meet your learning needs
Obtaining additional expertise is essential to work in an ICU, given the variety of conditions I will deal with, and also the diverse patient base. Becoming an involved member of professional organizations will be helpful. I also intend to draw upon the mentorship and knowledge resources of my professors and older nurses who have pursued similar career paths. I intend to use my personal…
Hildreth, Amy N. (et al. 2010). Surgical intensive care unit mobility is increased after institution of a computerized mobility order set and intensive care unit mobility protocol: A
prospective cohort analysis. The American Surgeon. Retrieved through FindArticles.com on February 12, 2011 at http://findarticles.com/p/articles/mi_7453/is_201008/ai_n56827335/
Lang, Gary Morris; Elizabeth a. Pfister & Michelle J. Siemens. (2010). Nursing burnout: Cross-
sectional study. Military Medicine. Retrieved through FindArticles.com on February 12,
Given the extensive demands put upon the military, which is currently fighting two wars on two different fronts, prioritization of resources, even regarding recreational services, is essential.
The men and women served must believe that the organization has a strong sense of integrity, and truly believes that it has their best interests at heart: this is true of the military in terms of how it secures the safety of personnel, but also on a much smaller level in terms of the comforts enjoyed by them on base. When people trust their leaders, they are more apt to accept changes (Maxwell 2000, p.67). Being flexible to the ever-shifting social needs of the armed services is demanded in a world characterized by change. AAFES has begun offering discounts on laptops, for example, and other electronic services that are needed when members of the military take classes or use computers to stay in…
AAFES. (2010). Army and Air Force Exchange Service. Retrieved July 14, 2010 at http://www.aafes.com/default_s.aspx
Maxwell, John C. (2000). Developing the leader within you. Nelson.
Leadership Development Practice at Ford Motor Company
Given the enormous effect of an informed and effective leadership team on a company's profitability, it is not surprising that leadership development has become an important part of the practices of many Fortune 100 companies. By identifying potential leaders today and providing them with the training and education they will need to become effective leaders in the future, these companies are making an investment in their futures. The costs that are associated with providing these leadership development programs are significant, though, making the need for informed and effective practices essential. To determine how one Fortune 100 company is approaching the need for such leadership development programs, this paper provides a review of the relevant literature concerning Ford Motor Company, followed by a summary of the research and important findings in the conclusion.
eview and Discussion
One Fortune 100 company that has clearly embraced…
Egodigwe, L. (2009, June). In perfect alignment: An HR auto exec understands the importance of synchronizing the team. Black Enterprise, 39(11), 48-49.
Extending reach and ensuring effectiveness of leadership development. (2009, June 22).
Workforce Management, 88(7), 13.
Krivokapic-Skoko, B., Dowell, D., O'Neill, G. & Kleinschafer, J. (2009). Research note:
David Mollish and Diane Landers, GAI Consultants, in their article entitled Establishing Staff Development as a High Priority elies on Interaction, Tenacity and an Enthusiastic Executive-Level Champion, believe that the surest way to develop both the organization and future leaders is to identify and develop staff continually (2012). In many ways, this is common sensical -- one of the maxims of leadership has always been that it is imperative one trains their successor so that there is business and organizational continuity. However, Mollish and Landers take this even further noting that there are three key benefits from establishing and promoting a robust Leadership Development Program (LDP):
"A sustainable investment in the company's future is established.
Leadership potential is recognized early in an employee's career.
Learning, leadership, and loyalty become intrinsic values, corporate-wide."
Essentially, this means that the organization as a whole must be committed to the idea of continual development,…
Brown, L.M. And B.Z. Posner. (2001). "Exploring the Relationship Between Learning and Leadership," Leadership and Organizational Development. May, 2001: 274-80.
Kouzes, J., and Posner, B., (1994). "An extension of the leadership practices inventory to individual contributors." Educational and Psychological Measurement, (54) 4, 959-966.
Mollisn, D. And Landers, D. (April 30, 2012). Establishing Staff Development as a High Priority Relies on Interaction, Tenacity and an Enthusiastic Executive-Level Champion. TrainingMag. Retrieved from: http://www.trainingmag.com/content/leadership-development-program-thrives
Baker, D.E., Walsh, M.B., & Marjerison, L. (2000). Developing high performance leadership at the process level. In E.F. Holton & S.S. Naquin (Eds.), Developing high-performance leadership competency (Vol. 6, pp. 47-72). San Francisco: Berrett-Koehler.
Bass, B.M. (1985). Leadership and performance beyond expectations. New York: McGraw-Hill.
Bass, B.M. (1990). Bass & Stodgill's handbook of leadership: Theory, research, and managerial application. New York: Free Press.
Brungardt, C. (1996). The making of leaders: A review of the research in leadership development and education. The Journal of Leadership Studies, 3 (3), 81-95.
Burke, M.J., & Day, .. (1986). A cumulative study of the effectiveness of managerial training. Journal of Applied Psychology, 71, 242-245.
Collins, D.B., Lowe, J.S., & Arnett, C.. (2000). In E.F. Holton & S.S. Naquin (Eds.), Developing high-performance leadership competency (Vol. 6, pp. 18-46). San Francisco: Berrett-Koehler.
Conger, J. (1999). Leader's change handbook. San Francisco: Jossey-Bass.
Friedman, T.L. (2000). The lexus…
Baker, D.E., Walsh, M.B., & Marjerison, L. (2000). Developing high performance leadership at the process level. In E.F. Holton & S.S. Naquin (Eds.), Developing high-performance leadership competency (Vol. 6, pp. 47-72). San Francisco: Berrett-Koehler.
Bass, B.M. (1985). Leadership and performance beyond expectations. New York: McGraw-Hill.
Bass, B.M. (1990). Bass & Stodgill's handbook of leadership: Theory, research, and managerial application. New York: Free Press.
Brungardt, C. (1996). The making of leaders: A review of the research in leadership development and education. The Journal of Leadership Studies, 3 (3), 81-95.
Leadership Development Plan
It is imperative for an effective leader to have a plan in order to succeed. This takes into account a personal plan intended for growth and a professional one intended for improvement. The purpose of this paper is to highlight my personal strengths and weaknesses as a leader, ascertain the areas necessitated for enhancement, and pinpoint the leadership skills and practices that I will employ to become an effective leader. In addition, this paper will also delineate an outline of the goals and objectives that I deem to be a priority as well as a timeline for this leadership development. The general result will encompass an inclusive leadership plan of development that I will utilize to develop myself as an individual and also for any organization that I will eventually work for in the forthcoming periods.
The personal assessment of management skills facilitated clear awareness and discernment…
Bateman, T. & Snell, S. (2015). Management: Leading & collaborating in the competitive world (11th ed., Chapter 1). New York, NY: McGraw-Hill Education.
Biro, M. M. (2012). 5 Leadership Behaviors Loyal Employees Trust, Forbes.
Bolden, R., Gosling, J. (2006). Leadership Competencies: Time to change the tune? Leadership, 2: 147.
Cameron, K. (2011). Responsible leadership as virtuous leadership. Journal of Business Ethics, 98: 25-35.
Leadership Development Plan
I am an informed and inquisitive leader, and have sufficient command over functional knowledge and subject matter. esides this, I can easily grasp ideas and concepts. Paying attention to what others have to say, and supporting them, is a rather easy task for me. I like to take on novel challenges regularly so as to be able to learn new things. I look to multiple sources for inspiration, and my zeal as well as all the knowledge I have amassed aids me in leading by example.
Trust is one "superpower" I possess. People usually place their trust in me easily, and set store by whatever support I give them. They perceive me to be a credible, knowledgeable and reliable leader. Another task that I find easy to do is build confidence among team members.
In spite of the aforementioned strengths, there are some areas in which I…
Alvarez, A., Butterfield, L., & Ridgeway, D. (2016). Building Group Cohesion in the Workplace. Retrieved from cpancf.com: http://cpancf.com/articles_files/buildinggroupcohesionintheworkplace.asp
Baldoni, J. (2011). How a Good Leader Reacts to a Crisis? Retrieved 2016, from https://hbr.org/2011/01/how-a-good-leader-reacts-to-a
Piccolo, R. (2012). Extraversion and Leadership. Retrieved from http://ron-piccolo.com/2010/11/27/extraversion-and-leadership/
The need in the short-term to create greater confidence in managing the uncertainty of the role is critical. As is the need for creating more opportunities for shared risk with subordinates. The development of this skill however will need to be medium-term as taking extension courses at a local university to make my ability to analyze and solve complex problems and build a more consistent action strategy is critical. In the medium-tern the need for also managing time as it relates to all of these factors in the problem solving characteristic is also critically important. In summary, over the long-term the need for more focus on creativity and its role in managing needs to be focused on through additional training and also through mentoring to understand how to better analyze and solve problems over time.
Assessing the Sustaining the Vision Characteristic
The dimensions included in this leadership characteristic are really…
SMAT Goal 1: Leadership Development
Who is involved in the goal, what is the goal, where will it take place?
Self, Colleagues, Supervisors and Subordinates. The development of leadership comes with not only "doing," but in learning to listen, to find opportunities to exert leadership in a number of ways, and to use leadership theory to buttress a tool box of information that will help in a variety of situations.
(How are you going to achieve the goal?
Goals will be measured and achieved based on three factors: personal inventory of success or failure; feedback from stakeholders; feedback (written and verbal) from supervisors.
What resources/expert available to assist you with attaining your goal?
Bibliographic sources on leadership theory, use of contemporary nursing theories (Watson, Lenninger, etc.) on specific aspects of leadership behavior, feedback from stakeholders.
Is this goal something that is realistically obtainable in…
Bridon, M. (September 8, 2008). In the Know: Sharpen Your Organizational Skills. Stressed Out Nurses.Com. Retrieved from: http://www.stressedoutnurses.com / 2008/09/in-the-know-sharpen-your-organizational-skills/
Buchwach, D. (2009). Time Management for Nurses. HC Pro. Retrieved from: http://www.hcmarketplace.com/supplemental/7538_browse.pdf
Katzenbach, J. (1996). Change Management: Real Change Leaders. The McKenzie Quarterly, 1(1), 148-63.
Kuzmenko, T., Montagno, R., & Smith, B. (2004). Transformational and Servant Leadership: Content and Contextual Comparisons. Journal of Leadership and Organization Studies, 10(4), 80-91.
My personal leadership development plan is based my intention to use transformational leadership theory to promote healthcare-eldercare advocacy in my organizational behavior. As Shanks and Buchbinder (2012) show, “leadership development includes both formal and informal efforts” (p. 279). Completing courses online or at a university are formal ways to develop one’s leadership skills, while informal efforts can include anything from mentoring others to coaching and guiding staff members in new tasks or cross-discipline work. No matter the method employed, a personal leadership development plan should utilize a strategy for maximizing leadership effectiveness by implementing an appropriate theoretical support for the plan, recognizing one’s leadership strengths, correcting one’s leadership weaknesses, and identifying action items that will help close gaps between being the leader one is now and being the leader one seeks to become.
Transformational leadership is a style of leadership that can be applied in virtually any…
Just this past April I was promoted to Head of the Standard and Criteria Development Office for the Department of Health and Medical Services (DOHMS) in xxx (location?
). In this capacity, I am expected to ably handle a variety of responsibilities including: Overseeing all aspects of standards development activities and quality activities in the Licensing and Specifications Department with all the private healthcare facilities in the area; leading and supporting the development of standards and criteria related to the healthcare practice; contributing to the development and on going review of DOHMS standards strategy and offering advice about current clinical practices, quality, safety, and service development; and keeping abreast of standard requirements and evidence and effectively communicating these to a variety of concerned individuals.
The reason for this promotion to the Head of the Standard and Criteria Development Office was because of my previous success as the Head of the…
Sustainability in Leadership
Current global occurrences have posed a great challenge to the continued existence of living things on earth. At this stage in the history of man, humanity is struggling with a lot of challenges; and these challenges are not restricted to region or race. Problems associated with climate change, increased rate of poverty, inconsistent democracy, and lack of justice and fairness in society are common to all nations. At this critical moment, there becomes a vacuum to be filled with urgency by leaders whose sole desire and purpose is to salvage the earth from total destruction. The world needs leaders who possess strategies to effectively combat these challenges and lead their followers into lifestyles that are self-sustaining. Leaders who could bring about this much needed sustainability to our environments are regarded as Sustainability Leaders.
Purpose of Sustainable Development in Modern Leadership
Leadership in the traditional setting is,…
Banuri, T. & Najam, A. (2002). Civic Entrepreneurship: A Civil Society Perspective on Sustainable Development (Vol. 1: Global Synthesis). Boston, MA: Stockholm Environment Institute -- Boston Center.
Bennis, W. & Goldsmith, J. (2003). Learning to Lead: A Workbook On Becoming a Leader. 3rd ed. New York: Basic Books.
Brown, D. (2000). What Practical Difference Would the Adoption of the Earth Charter Mean to the Resolution of Global Warming Issues? P. Miller & L. Westra (Eds.), Just Ecological Integrity: The Ethics of Maintaining Planetary Life (pp. 205-214). New York: Rowman & Littlefield Publishers, Inc.
Boutros-Ghali, B. (1998). Leadership and Conflict. In Carnegie Commission on Preventing Deadly Conflict (Ed.), Essays on Leadership (pp. 1-6). New York: Carnegie Corporation.
Leadership is a process that helps in directing and mobilizing people. It has for the past 100 years been a subject of many studies. These studies have come up with theories of the nature and exercise of leadership. Some of these theories include trait theories of leadership, theories of emergent leadership, leadership style theories, psychodynamic theories, and the path goal theories among others. The second section of this paper focuses on evaluation of behavior of selected leaders. Leaders of different organizations exhibit specific behaviors that are in line with models and theories of leadership. Their behaviors can guide the behavior of individual followers, groups, or even teams. The analysis section touches on how leaders perceive their roles and what makes them develop as leaders. The summary wraps up all that the paper is about and what I have learnt.
Management and leadership are interchangeably used in our everyday…
Avolio, B.J., Walumbwa, F.O. & Weber, T.J. (2009). Leadership: Current theories, research, and future directions. Annual Review of Psychology, 60, 421-429.
Bass, B. (2008). The Bass Handbook of Leadership: Theory, Research, and Application. New York: Free Press.
Bennis, W. & Nanus, B. (1997). Leaders: Strategies for Taking Change 2nd Edition. New York:
Collins Business Essentials.
Leadeship Style Inventoy
Leadeship cises have been bewing since the past centuy. Evidently, the latest global economic lapses of financial makets aised a highe need fo an effective leadeship than it had been befoe. These cises led to a call fo contempoay oganizations to scutinize o assess the leadeship potential among thei employees and new ecuitments. Following the cuent changes in oganizational ules and business games, as well as andomly emeging competitions, the most fundamental pioity fo businesses and/o oganizations is to ascetain new leadeship potentials, develop them, and find the most appopiate ways to gow them. This pape theeby ecommends the need fo developing authentic and visionay leades by utilizing the "Leadeship Style Inventoy (LSI)" and matching the leadeship esults obtained, with distinguished job equiements. It futhe majos on the use of Kiesey Tempeament Sote and DiSC assessment as tools of evaluation, used in detemining an individual's leadeship competence…
references of cooperative extension faculty. Mexico: New Mexico StateUniversity.
Howell, R.E., Michael, J.A., & Wong, S.K. (1993). Leadership development in extension.
Journal of Extension, 31(1), 27-46.
Nahavandi, A. (2000).The art and science of leadership, 2nd Edition. Upper SaddleRiver, NJ:
Most conclusions on this approach were vague or indecisive in terms of social, psychological or mental significance (ice, 1978, 1981; Graen et al., 1972; Ashour, 1973).
Furthermore, over the years, many scholars have come to the realization that leadership is situational and hence there are many realistic settings like the environment, the employees, the resources, etc. that determine the characteristics needed in a leader as well as his/her business approach (Hershey and Blanchard, 1977, 1984). This is why it is important to first understand the different types of scenarios that a leader can face and then use those scenarios as the foundation on which most leadership techniques and approaches are built. This idea of leadership being situational is very helpful in outlining the methods through which leadership can be developed and has taken up a good part of the last three-decade of research (Mckenna, Boyd and Yost, 2007).
Adler, a. (1946). Understanding human nature. New York: Permabooks.
Ashour, a.S. (1973). The Contingency Model of Leadership Effectiveness: An Evaluation. Organizational Behavior and Human Decision Processes 9: 335-76.
Bandura, a. (1997). Self-efficacy. The Exercise of Control. New York: W.H. Freeman. (Bass, B.M. 1985). Leadership and Performance Beyond Expectations. New York: The Free Press.
Bennis, W., and B. Nanus. (1985). Leaders. New York: Harper and Row.
Leadership for Organizations
The success of organizations and individuals' careers are influenced by the role of leaders. Nowadays firms seek leadership skills in individuals for all sorts of careers while recruiting. Chief Executive Officers (CEOs) believe that it has become critically important to nurture leadership approach at all levels of the organization (Lussier, Achua, 2009, p. 4).
The topic of leadership has been gaining tremendous attention of academic world and media (ass, Riggio, 2006, p. 17). Many experts have written about leadership and the challenges related to it as the subject is highly valued and at the same time a complex phenomenon (Northouse, 2009, p. 1).
In today's world individuals need to develop skills and capabilities required in professional world through personal development. They need to assess their strengths, weaknesses, leadership competencies and goals in order to achieve leadership capabilities (Rothstein 2010).
Leaders need to possess a wide range…
Adams, J.D. (Ed.). (1986). Transforming leadership: From vision to results. Alexandria, VA: Miles River Press.
Allen, K.E. (1995). Making sense out of chaos: Leading and living in dynamic systems. Campus Activities Programming, 52-59.
Argyris, C. (1970). Intervention theory and method: A behavioral science view. Reading, MA: Addison-Wesley.
Armstrong, S., & Armstrong, S. (1996). The conductor as transformational leader. Music Educators Journal, 82(May), 22-25.
The SMEs are competitive in ussia, but many under developments are causing a lag in the developments of the companies. There are many inconsistencies in the leadership, but other factors also discourage the improvement of the small companies. These issues include lack of resources in ussia, and also lack of capabilities. The development in infrastructure has proven to be slow and also lack of equipment. Many companies are waiving from the ussian market mainly because of the complexities and also the issue of transition economies.
SMEs are not taking advantage of strategies that will elevate them to economy driven positions. The SMEs are not taking the right measures to establish business relation. The SMEs have to commit themselves in the market, it terms of investing, acquire the best personnel and realize their potential through time management. Modes of success have to be analyzed and adopted through joint ventures, engaging in…
Albertini, F. (2011). Entry Strategy for SMEs in the Russian Market. School of Business and Economy. 8(2), 3-5.
Analovi, F. & Karami, a. (2003). Strategic management in small and medium enterprises. New York: Cengage Learning EMEA.
Bolden, R. (2001). Leadership Development in Small and Medium sized Enterprises. Retrieved October 11, 2012 from http://centres.exeter.ac.uk/cls/documents/SME2.pdf
Dallago, B. (2012). Small and Medium Enterprises in Central and Eastern Europe. University of Trento, Tokyo. Retrieved October 11, 2012 from http://src-h.slav.hokudai.ac.jp/pdf_seminar/031210smes_3.pdf
Leadership in Nursing
Excellence in leadership is an inherently innate skill set that over time emerges in the attitude, commitment and performance of subordinates. It is also reflected in how a given business unit or department coordinate, collaborates and trusts each other (Cohen, 2013). Compounding these factors are the often complex, highly intricate and often challenging aspects of managing and leading a nursing department (Swearingen, Liberman, 2004). The stresses and requirements of nursing leadership serve as a catalyst that accelerates leadership skills in nurse leaders. The challenges of orchestrating and leading a department are in many ways a crucible that leads to stronger nurse leaders capable of overcoming challenges and continually growing over time (Wong, Cummings, 2009). The most effective transformational leaders know how and when to rely on individualized consideration, intellectual stimulation, inspirational motivation and idealized influence (ao, 2013). Taken together these are the attributes that are essential for…
Cohen, S. (2013). Transitioning new leaders: Seven steps for success. Nursing Management, 44(2), 9.
Rao, M.S. (2013). Smart leadership blends hard and soft skills. Human Resource Management International Digest, 21(4), 38-40.
Swearingen, S., & Liberman, A. (2004). Nursing leadership - serving those who serve others. The Health Care Manager, 23(2), 100-109.
Wong, C., & Cummings, G. (2009). Authentic leadership: A new theory for nursing or back to basics? Journal of Health Organization and Management, 23(5), 522-38.
At the core of leadership is the interaction between the leader and the follower. Much of leadership theory can be understood in terms of how leaders and followers interact and what the underlying assumptions are with respect to the roles and nature of leadership. Because of the many different types of leaders, and successful examples thereof, leadership scholarship has developed multiple branches that seek to explain leadership, but no one branch has yet proved definitive. Instead of understanding leadership through a single paradigm, and it better to understand it in terms of multiple paradigms, and different leadership theories can be applied to the same situation, and any given leader might apply multiple leadership styles at the same time.
Part of the appeal of leadership scholarship is that it encompasses so many unique academic disciplines. Leadership scholarship began life as in business schools but has been studied in the psychological…
Avolio, B., Walumbwa, F. & Weber, T. (2009). Leadership: Current theories, research and future directions. Annual Review of Psychology. Vol. 60 (2009) 421-449.
Boyatzis, R., Smith, M., & Blaize, N. (2006). Developing sustainable leaders through coaching and compassion. Academy of Management Learning & Education. Vol. 5 (1) 8-24.
Falk, S. & Rogers, S. (2011). Junior military officer retention: Challenges & opportunities. Harvard University. In possession of the author.
Kocolowski, M. (2010). Shared leadership: Is it time for a change? Emerging Leadership Journeys. Vol. 3 (1) 22-32.
For some leaders this means acting as a mediator to help those who are conflicted to resolve their issues (Hernez-Broome and Hughes). In addition most large organizations actually have conflict management procedures in place to assists with conflicts that arise. Leaders are often responsible for making sure that these procedures are followed and carried out.
hat is motivation and how does a leader motivate others?
Motivation is the act of persuading an individual to perform in a manner that is conducive with the goal that needs to be met (illiams). There are several ways that leaders motivate the people that they manage. These modes of motivation may include everything from reward systems to promotions. Good leaders want those that they manage to be intrinsically motivated as opposed to being extrinsically motivated. Individuals who are intrinsically motivated tend to perform in a way that is expected without needing any type of…
Hernez-Broome, Gina, and Richard L. Hughes. "Leadership Development: Past, Present, and Future." Human Resource Planning 27.1 (2004): 24+.
Williams, Michael. Leadership for Leaders. London: Thorogood, 2005.
Having a base school changed my career somehow, but the stigma over foreign languages and French is still present. The status of the subject you are teaching matters a lot in the U.S., determining if you can be a leader regardless of the particular leadership style or qualities that you might possess. Because of this, my positive leadership skills are sometimes affected in my interaction with others. However, I try to always remain positive, finding solutions to problems and overcoming the difficulties that others have vis-a-vis a non-native speaker of English.
Students and staff sometimes need some time to adjust to my accent and point-of-view and to really accept my cultural differences even after I have spent ten years in the U.S. Even so, I feel I can be a good leader because I always look to constructively resolve problems; I am enthusiastic, eager, organized and open to different points-of-view…
Throughout history and at every corner of the world, there are great men and women who have heeded the call to power, influence and even fame and glory. These personalities changed history through the exalted deeds they performed and even the notorious acts committed. People followed them and to those true believers, they have given their lives to these influential people who are regarded by many names but foremost amongst them, they are known as leaders. Leaders are those that influence people's behaviors and make them believe and follow the leader's will in order to achieve the goal set for by the one leading. There are various styles of leaders from the charismatic, autocratic, democratic, to the delegative. Some leaders use one style while others combine two or more especially when situations warrant differing approaches. There is an adage that goes, "leaders are made not born" and despite…
Center for Creative Leadership. (2009, May). "Developing a leadership strategy: A critical ingredient for organizational success." Global Organizational Leadership Development White Paper Series. Retrieved August 20, 2011 from http://www.ccl.org/leadership/pdf/research/LeadershipStrategy.pdf
Herold, D.M. & Fedor, D.B. (2008). Changing the way you lead: Leadership strategies that work. Stanford, CA: Stanford University Press.
Palmer, R.E. (2008). Ultimate leadership: Winning execution strategies for your situation. Upper Saddle River, NJ: Pearson Education, Inc.
Hence, a more corporate attitude is being embraced by pro-vice-chancellors, but the salient question in this article is this: will a university be better off with corporate-style, bureaucratic leadership, or with leadership that pursues academic excellence and a pure mission of educating students?
Wang, Yong, and Poutziouris, Panikkos. (2010). Leadership Styles, Management Systems and Growth: Empirical Evidence from UK Owner-Managed SMEs. Journal of Enterprising
Culture, 18(3), 331-354. Doi: 10.1142/So21849581000604.
What these authors bring to light in this article is that a higher rate of sales and growth for medium sized businesses can be realized when run by an owner that also manages the business. This survey of 5,710 respondents in the UK further pointed to the fact that when the owner-manager delegates authority, the operation is more professional and successful.
Webb, Kerry S. (2009). Creating Satisfied Employees in Christian Higher Education: Research
on Leadership Competencies. Christian Higher Education, 8(1), 18-31.…
Zembylas, Michalinos, and Iasonos, Sotiroula. (2010). Leadership styles and multicultural education approaches: an exploration of their relationship. Leadership in Education,
13(2), 163-0183, doi: 10.1080/13603120903386969.
In this article the authors surveyed 17 principals in multicultural schools in Cyprus in order to find out what leadership styles worked best. The issue is relevant because immigration means new challenges for education leaders. About half of the 17 principals embraced a transactional leadership and "conservative multiculturalism" although another group adopted a style more in tune with what the authors call "critical multiculturalism embedded in critical and social justice leadership."
Leadership Analysis of OSIM
High growth technology companies are fertile organizations for the conflicts of leadership styles. The incessant need for accelerating new product development and staying in step with customer needs on the one hand and the pressure to reduce costs often lead high tech firms to adopt transactional leadership mindsets (Eppard, 2004). This gets amplified in Asian cultures where time is a very limited resource and large-scale organizations including OSIM International have a myriad of conflicting priorities (Beugr, Acar, Braun, 2006). Defining a management style that is agile enough to respond to these many challenges while at the same time concentrating on attaining cost targets is essential for survival in highly competitive industries (Pieterse, van Knippenberg, Schippers, Stam, 2010). on Sim, CEO of OSIM, must balance these many requirements while engraining a high level of accountability and ownership throughout the global operations of OSIM International. Balancing transactional and…
Beugr, C.D., Acar, W., & Braun, W. (2006). Transformational leadership in organizations: An environment-induced model.International Journal of Manpower, 27(1), 52-62.
Deluga, R.J. (1988). Relationship of transformational and transactional leadership with employee influencing strategies.Group & Organization Studies, 13(4), 456.
Eppard, R.G. (2004). Transformational and transactional leadership styles as they predict constructive culture and defensive culture. (Order No. 3144365, Virginia Polytechnic Institute and State University). ProQuest Dissertations and Theses, 129-129.
Guay, R.P. (2013). The relationship between leader fit and transformational leadership. Journal of Managerial Psychology,28(1), 55-73.
However, while I see that Boy Scouts has helped develop my empathy and my planning ability, I know that I continue to struggle with my ability to frame concepts for a group. Servant leadership is not about asserting power, but about developing rightful authority. ather than force a group to do the leader's bidding, a servant leader's role is to persuade people to follow the leader's path. However, it is not really the leader's path that he asks people to follow. On the contrary, because a servant leader listens to people, respects all members of the group, and considers short- and long-term consequences, the path that the servant leader proposes should be one that is best for the group. Of course, that path may not seem best to the group because of competing interests, short-term worldview, or the fact that every plan is going to have pluses and minuses for…
Bennis, W., and Thomas, R. (2007). Leading for a lifetime: how defining moments shape leaders of today and tomorrow. Boston: Harvard Business Press.
Cress, C., Collier, P., and Reitenauer, V. (2005). Learning through serving: a student guidebook for service-learning across the disciplines. Sterling, VA: Stylus Publishing.
Greenleaf, R. (2002). Servant leadership: a journey into the nature of legitimate power and greatness. Mahwah, NJ: Paulist Press.
Komives, S., and Wagner, W. (2009). Leadership for a better world: understanding the social change model of leadership development. San Francisco: Jossey-Bass.
Leadership and otational Development Program for Saudi Arabian Monetary Agency (SAMA)
Leadership development and rotational programs are crucial for building the potential, skills, and capabilities of new and existing employees. They provide employees with ongoing mentorship, in-depth experiences, as well as training across various functions within the organisation (Columbia University Centre for Career Education, 2016). Organisations rely on these programs to recruit and develop individuals for leadership responsibilities. This paper provides important guidelines for the design of a leadership development and rotational program for the Saudi Arabian Monetary Agency (SAMA). The program is aimed at fresh graduates with less than two years working experience.
Designing the Program
The first step in designing the leadership development and rotational program is to define the objective of the program (Donnelly, 2016). It is indeed a critical step. The objective should resonate with the overall objective of the organisation. It should clearly…
Columbia University Centre for Career Education (2016). Leadership development and rotational programs. Retrieved from: https://www.careereducation.columbia.edu/resources/leadership-development-programs
Donnelly, T. (2016). How to create a leadership development program. Retrieved from: http://www.inc.com/guides/2010/07/how-to-create-a-leadership-development-program.html
Gurdjian, P., Halbeisen, T., & Lane, K. (2014). Why leadership development programs fail. Retrieved from: http://www.mckinsey.com/global-themes/leadership/why-leadership-development-programs-fail
Pernick, R. (2002). Creating a leadership development program: nine essential tasks. Alexandria: International City/County Management Association (ICMA).
Leadership and Conflicts
LADESHIP AND CONFLICTS
Teamwork has increasingly become a common aspect within the organizational setup. Organizations in varied sectors and industries are ever more reliant on teamwork in the achievement of their goals and objectives. Nonetheless, teamwork presents a breeding ground for conflict, in large part due to differences in background, views, beliefs, personalities, objectives, and priorities (Toegel & Barsoux, 2016). Indeed, if not properly handled, conflict within a team can considerably hamper team morale, motivation, collaboration and productivity. This section highlights a team conflict scenario, and discusses approaches for dealing with team conflict, clearly pointing out the role of leadership in managing team conflict.
One instance of team conflict I have experienced during my professional life relates to disrespect for team norms on the part of some team members. Every team often has rules that determine how members of the team behave and interact with one another…
Biech, E. (2007). Thriving through change: a leaders guide to change mastery. Alexandria, VA: ASTD Press.
Brewster, C., Sparrow, P., & Vernon, G. (2011). International Human Resource Management. 3rd edition. UK: CIPD.
Costanza, D., Badger, J., Fraser, R., Severt, J., & Gade, P. (2012). Generational differences in work-related attitudes: a meta-analysis. Journal of Business & Psychology, 27(4), 375-394.
Gratton, L., & Erickson, T. (2007, November). Eight ways to build collaborative teams. Harvard Business Review. Retrieved from: https://hbr.org/2007/11/eight-ways-to- build-collaborative-teams
One reason has to do with the intellectual hurdles that senior executives jump in obtaining their jobs. It takes at least an IQ of about 110 to 120 to get an advanced degree such as an MBA. There is thus a high selection pressure for IQ in order to enter the executive ranks." (p. 250)
The text goes on to argue that the result is that there is not a great deal of variation in the intellectual properties possessed by most leaders. In a sense, this is a further confirmation that certain qualities are inborn, insofar as most leaders can be expected to fall within a specific range of proven intellectual capacity. To go a step further to this point though, Goleman et al. indicate that the difference between the excellent, the average and the inadequate leader will be founded on the high variance of emotional intelligence capabilities. This suggests…
Avolio, B.J. (2005). Leadership Development in Balance. Psychology Press.
Goleman, D.; McKee, a. & Boyatzis, R.E. (2002). Primal Leadership: Realizing the Power of Emotional Intelligence. Harvard Business Press, 1st Edition.
Koestenbaum, P. (2002). Leadership: The Inner Side of Greatness, a Philosophy for Leaders, New and Revised. Jossey-Bass; 2nd Edition.
Kouzes, J.M. & Posner, B.Z. (2003). The Leadership Challenge. Jossey-Bass, 3rd Edition.
Leadership Challenge -- Leadership Credibility
The catalyst of all successful leadership is trust and the ability to stay consistent, transparent and honest even in the midst of exceptionally challenging and stressful situations. Paradoxically this is why there is such a crisis of confidence in leadership today; the landscape many companies and their leaders travel over daily is uncharted and it takes exceptional insight, intellectual, maturity and leadership skill to stay on course. The four characteristics as defined by Kouzes and Posner (2012) are how honest, forward-looking, inspiring and competent a leader is as perceived by their subordinates and peers. Contrasting these attributes are the skills and trait-based approaches defined by Northouse (2013). The skills-based frameworks that supports much of the theoretical models of leadership Northouse relies on to explain his theories lacks a definition of how leaders mature over time however. Taken to an extreme, the skills and traits-based approaches…
Kouzes, J.M., & Posner, B.Z. (2012). The Leadership Challenge (5th ed.). San Francisco, CA: Jossey-Bass.
Northouse, P. (2013). Leadership: Theory and practice (6th ed.). Thousand Oaks: SAGE.
Leadership in My Community
In my community, our church had always wanted to do something to give back and provide assistance to people but no one in the parish could decide on an appropriate task. I came up with the idea of having a ravioli dinner to celebrate the community's Italian heritage and having an all-day benefit by selling pots of ravioli (the community could come in with whatever size pot they had and fill it up with ravioli for $10 a pot) and giving the proceeds to the local homeless shelter. I utilized my servant leadership skills to help move this idea into action by leading others through giving them whatever assistance they needed. I surrounded myself with like-minded individuals from the parish -- about half of dozen (to help organize) and asked them what they needed to make this idea a reality; through these discussions I was able…
And certainly those men and women that have the ability to be trained, and have the character and judgment and willingness to be led before they are ready to lead, are certainly ready become military leaders. And just as a diamond must have three properties to become a diamond -- carbon, head, and pressure -- a leader must have three properties as well -- "character, knowledge, and application" (UC).
In conclusion, inspiring troops as they go into harm's way is the solemn, august responsibility of military leaders. The traits that a leader must have in order to lead and inspire, include: engendering trust; be willing to assume the same risks as those he is leading; be competent and cooperative and have sound judgment; and have the character and knowledge to know what to do and when to do it.
Crandall, Doug. (2006). Leadership Lessons from est Point. Hoboken,…
Crandall, Doug. (2006). Leadership Lessons from West Point. Hoboken, NJ: John Wiley & Sons.
Harvey, Robert. (2008). Maverick Military Leaders: The Extraordinary Battles of Washington,
Nelson, Patton, Rommel and others. New York: Skyhorse Publishing.
Sweeney, Patrick J. (2010). Do Soldiers Reevaluate Trust in Their Leaders Prior to Combat
Sales Assistant at Marks and Spencer Section
There is a derivative need to ensure that Marks and Spenser Gifts vendors compete in Europe and America and other sections of the favorites in the clothing and cosmetics distributions. The business is located in the UK, but has a number of retail outlets in major world cities. The corporate organization was operational for the last one decade. The business is currently exploring options in food and beverage industry and thus the direction of social media sales strategy is a remarkable idea.
Some of the social media online platforms include Google blog, Facebook, Twitter, LinkedIn and YouTube. Most people are now using social media for the basic transaction. As a result, there are opportunities to market using social media better than using traditional methods, which are relatively expensive, do not meet the odds of gain. In addition, online marketing constructively differs from traditional…
Agnihotri, Raj., Kothandaraman, Probakar., Kashyap, Rajiv., & Singh, Ramendra., 2012.
Bringing "Social" into Sales: The Impact of Salespeople's Social Media Use on Service Behaviors and Value Creation. Journal of Personal Selling and Sales Management, 32(3), 333-348.
Gregory, A., 2000. Problematizing Participation: A Critical Review of Approaches to Participation in Evaluation Theory. Evaluation, 6(2), 179-199.
Safko, Lon., 2013, . The fusion-marketing bible: fuse traditional media, social media, and digital media to maximize marketing. Choice Reviews Online, 50(10), 50-56.
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:
This study was similar to the third study in that both involved a retrospective review of data based on prior studies and program data. This study differed from the third study in that the prior study involved only a review of published literature, whereas the third study consisted of action research through both off-site data collection conducted through interviews of participating faculty members as well as a more in depth on-site action site case study of one educational institution. Additionally, while the second study concerned issues pertaining to the training of medical students in professional teamwork and collaboration skills in the professional medical setting, the third study concerned the manner in which community colleges establish and implement in-house "grow-your-own" staff development programs
Reille, a. And Kezar, a. "Balancing the Pros and Cons of Community
College 'Grow-Your-Own' Leadership Programs" Community College
Review 38 (1) 2010: 59-82.
This study consisted of action…
Leadership and Employability
eport on Accounting and need of Strategic Leadership
Accountants at the management levels can be depended upon to have technical accounting expertise to give organizations the financial knowhow they need to fulfill statutory reporting requirements. However, management accounting also entails supporting the enterprise. Management accountants can combine analysis and accounting skills with their business understanding, making them able to give reliable performance metrics and forward looking, evidence-based management information. Management accounting skills are very much in demand. We are aware of many others who are not fortunate in this context. About 75 million young people are not employed, whilst employers still cannot find individuals with the right skills to grow their businesses (CGMA eport, 2014). This report aims to inform and make young accounting graduates aware of ways to become effective accounting department team members and to eventually grow into future finance directors within businesses. A firm…
ACCA. (2013). The importance of strategic financial leadership in the UK public sector in a time of financial austerity. UK.
Accountingverse Team. (2015). What is accounting?. Introduction to Accounting.
Accountingverse.com. Retrieved from http://www.accountingverse.com/accounting-basics/whatis-accounting.html
CEO Services, ASAE & The Center for Association Leadership. (2008). The Challenge of Financial Leadership. American Society of Association Executives ™ (ASAE), Washington. Retrieved from http://www.asaecenter.org/Resources/whitepaperdetail.cfm?ItemNumber=34618
Leadership Training at General Electric Company
Leadership experience at GE
General Electric has always been touted as one of the most influential corporate organizations across the globe. In the U.S. alone, GE is the leading company as one of the most developed corporate body. At GE, leadership training and development forms the center role that management seeks to enhance. The company has a program where fresh graduates from college are incepted where they join the program to learn the industry's best practices. The company's leadership is focused on establishing a foundational basis that supports the generation and dissemination of learning objectives that target the population of the youth. The management believes in talent development and the creation of new blood in the organization. Other cases of leadership at the company include training the people on the best industry practices that are done to develop talent. The talent development at the…
GE Capital (2013). Big Manager On Campus: How GE Lands Its Pick Of Top Grads. Accessed May 11, 2015 from http://cohort.gecapital.com/newsletter/2013/03/02-07/Big%20Manager%20on%20Campus.pdf
General Electric. (n.d.). University Students. Accessed May 11, 2015 from http://www.ge.com/careers/culture/university-students
Leadership and Its Core Values
My belief is that a leader ought to be committed, resilient, adaptable, trustworthy, confident, and fair. Scholars have recognized that what is required of leaders change with their position in the organization. The reason for this is pretty apparent: the nature of the job varies from position to position. There are differences in scope of responsibility, functional activity, complexity, and time horizon for the various jobs in an organization. Mumford, Campion and Morgeson (2007) recommended the Leadership Skills Strataplex of Leadership development. As per the model, higher level jobs require all the skills required by the lower level jobs. Nonetheless, as one moves up in the ladder, some skills are needed more, and grow in importance. Mumford et al. (2007) broadly categorized leadership skills into cognitive, strategic, business, and interpersonal categories (Meuse, Dai & Wu, 2011).
Value-ased Leadership: The values of honesty, integrity and loyalty…
AONE. (2007). AONE Guiding Principles. American Organization of Nurse Executives.
Kolcaba, K, & DiMarco, M. (2005). Comfort theory and its application to pediatric nursing. 31(3), 187-193.
March, A., & McCormack, D. (2009). Nursing theory directed healthcare: Modifying kolcaba's comfort theory as an institution-wide approach. Holistic Nursing Practice, 23(2), 75-82.
Mumford, T. V., Campion, M. A., & Morgeson, F. P. (2007). The leadership skills strataplex: Leadership skill requirements across organizational levels. The Leadership Quarterly, 18, 154-166.
For a business or an organisation to be successful, there is a need for well trained and effective executives / leaders. An organization without proper leadership will find it very difficult to achieve sustainable success. Leaders help in drafting and disseminating information about new visions or directions and providing staff with the right motivation to boost productivity in this age of intense competition. Therefore, it is necessary for companies to continuously train their leaders so as to ensure that their skills are up-to-date and that their organisations are being led in the right direction (Gitlow, 2004). Based on these observations, this paper seeks to explore the finer issues of leadership through insights of an interview with an acknowledged leader, who trained to be a leader through experience and diligence he gained in different occupations throughout his career.
Throughout his life he has experienced various things that have…
Dmock, V., & McGree, K. (1995). Leading Change From The Classroom: Teachers As Leaders. Retrieved from http://www.sedl.org/change/issues/issues44.html
Gitlow, A. (2004). Being the Boss: The Importance of Leadership and Power. Beard Books.
Kadalie, D. (2006). Leader's resource kit: Tools and techniques to develop your leadership. Nairobi: Evangel Publishing House.
Sanders. (1967). Natural and Spiritual Leadership. Spiritual Leadership, 35-42.
SMART Goal 1: Leadership Development
specific- Who is involved in the goal, what is the goal, where will it take place?
In regards to leadership development with the context of nursing leadership, a mentor would need to be approached. Leadership development hinges primarily on the individuals ability to learn and subsequently development needed skills. A mentor is a viable option in which to do so. As such the specific goal, as it relates to leadership development would be to acquire a mentor and meet periodically to discuss skill progression. It will take place within the confines of the hospital, either bi-weekly or monthly. In addition, another specific goal would be to identify personal areas of opportunity monthly and address those areas specifically with the mentor. In addition, the mentee will have specific metrics in which they are evaluated on in regards to leadership development. These metrics may include patient service…
" (Ying-Feng, 2006)
As mention earlier, the leadership at GE was able to pull of years of having the best leadership; for instance, in eptember 7, 2001, when 44-year-old Jeff Immelt was picked as being the company's twelfth leader after Edison, he faced an intimidating challenge. Not only would he be guiding a $130 billion global company managing businesses from lighting to aircraft engines to monetary services, nonetheless he would do so following Jack Welch, a legendary CEO who, over two decades, had generated an average annual total return to shareholders of more than 23%.
As Immelt took on one of the biggest management jobs in the world, some wondered whether GE's vaunted management development process had prepared him to lead such a complex organization. But for the new CEO, the bigger question was, how could he ensure that GE's talent machine kept developing executives who could continue driving the…
Storm, P., 1995. Strategy and leadership. Organization Studies, 16(3), pp. 527-527.
Tivendell, J., 2003. Teams that lead: A matter of market strategy, leadership skills and executive strength. Canadian Psychology,, 44(4), pp. 428-430.
Ying-Feng, K., 2006. Influences on employee career strategy adoption in the information service industry: Superior leadership style or employee achievement motivation?. International Journal of Management,, 23(1), pp. 176-186. .
Malcolm is far too much focused on career progression that all his actions are geared towards promotion, as opposed to productivity. Although he remains a high performer, his somewhat ill-timed ambitions could get in the way of enhanced performance in areas that, in his opinion, fit poorly with his career ambitions.
The most likely contributory factors in this case are poor career planning (on Malcolm's part), failure by the organization to assign mentors during the early stages of deployment, and poor feedback processes.
One possible solution is to ensure that Malcolm is properly mentored. Another solution is to ensure that the responsibilities Malcolm is assigned match with his competencies and career goals.
Advantages & Disadvantages
One key advantage of mentorship in this case could be enhancement of professional development. This could, from a general perspective, help in the reduction of employee turnover costs. The disadvantage of…
Lawson, K. (2008). Leadership Development Basics. Danvers, MA: American Society for Training and Development.
enhance the reliability of this exercise, I requested Alex, a good friend of mine, to rate me by checking statements he believed to be generally true about me. I then proceeded to complete the assessment exercise by checking statements that I believed were a true reflection of myself. Later on, I compared Alex's analysis with my self-analysis. This exercise, I must say, was critical in the assessment of my interpersonal skills related to both leadership and influence. I was able to identify a number of specific behaviors that ought to be changed.
In brief, the exercise revealed that I am fond of telling others that which they want to hear, as opposed to the truth. Upon reflection, I found out that this I do to avoid hurting other people's feelings. I also routinely have trouble displaying or demonstrating my true feelings. Again, this I do to avoid hurting others. Next,…
Adler, N.J. & Gundersen, A. (2007). International Dimensions of Organizational Behavior (5th ed.). Mason, OH: Cengage Learning.
Sindell, M. & Hoang, T. (2001). Leadership Development: Management Development. New York, NY: ASTD Press.
"Our leadership development and training programs push each and every delegate to gain a rigorous personal insight into what makes them tick and then, with that understanding of themselves, to stretch the boundaries of what's comfortable for them" (Leadership development - Leadership skills and training, 2008, Impact Factory). Leadership training through the organization stresses emotional rather than technical skills, unlike GE. Human perception, creativity and out-of the box thinking is what is defined as leadership skills by Impact Factory and by the companies that use its services to train new and older employees alike, employees defined as leaders, and lower level employees as well. Key to success for individuals and the organization as a whole include: "Determining how well you perceive what's going on around you...polishing interpersonal skills and communication skills" (Leadership development - Leadership skills and training, 2008, Impact Factory).
The influence of leadership theory of a 'great man'…
General Electric: Imagination at work. (2008). GE. Retrieved 1 Sept 2008. http://www.gepower.com/commitment/en/integrity.htm
Ethos. (2008). The Impact Factory. Retrieved 1 Sept 2008 at http://www.impactfactory.com/ factory.shtml
Impact Factory. (2008). Impact Factory Homepage. Retrieved 1 Sept 2008 at
Leadership Training and Its elationship to Communication Skills, Self-Esteem, and Problem Solving Skills among Youth
Transformational leadership remains a critical phenomenon as described through behavioral components such as inspirational motivation, idealized influence, individualized consideration, and intellectual stimulation. Idealized influence is the first element and is reflected based on the conceptualization by transformational leaders who behave in a manner that allows them appear as role models among their followers. Such individuals are respected, trusted, and admired (Olive, Gottfried, Guerin, Gottfried & eichard, 2011). Followers relate with the leaders with the aim of emulating them.
Children's attachment style is normally attributed to parental factors or parenting style. Attachment styles are well formed at early ages even though they are predictive of outcomes for future leadership. Early life shows that bonds developed by infants with caregivers vary between from an insecure to secure attachment styles. The relationship identifies diverse infant attachment styles which…
Day, D.V. (2011) Integrative perspectives on longitudinal investigations of leader development: From childhood through adulthood. The Leadership Quarterly 22-561 -- 571.
Gottfried, A.E., Gottfried, A.W., Reichard, R.J., Guerin, D.W., Oliver, P.H., & Riggio, R.E. (2011). Motivational roots of leadership: A longitudinal study from childhood through adulthood. The Leadership Quarterly, 22(3), 510 -- 519.
Mortensen, J., Lichty, L., Foster-Fishman, P., & Warsinske, K. (2014). Leadership through a Youth Lens: Understanding Youth Conceptualizations of Leadership. Journal of Community Psychology, Vol. 42, No. 4, 447 -- 462
Murphy, S.E., & Johnson, S.K. (2011) The benefits of a long-lens approach to leader development: Understanding the seeds of leadership. The Leadership Quarterly 22. 459 -- 470.
One of the main reasons for his success has been the fact that Mulally was not intimidated by the necessary decision to divest large assets despite possible concerns that doing so demonstrated weakness of fear on the part of the organization. Mulally recognized that the current challenges facing the organization required consolidation and solidarity of Ford brand names instead of diversity (Hochleutner, 2011), which conflicts with traditional business management theory in many situations (Hill & McShane, 2007). The strategic vision that Mulally demonstrated in that respect is a fundamental component of effective organizational leadership (Hill & McShane, 2007).
Under Mulally's leadership, Ford has also embraced technological innovation (Hochleutner, 2011) and in the broadest sense that extends beyond merely innovation of its product line. In that regard, Mulally recognized the importance of the newest forms of social media, especially with the youngest segment of its market. Instead of relying on traditional…
Hill, C.W.L. And McShane, S.L. (2007). Principles of Management. New York:
Hochleutner, M. "Ford CEO, Alan Mulally, on remarkable turnaround: It took leadership, courage, and service to something great." (February 9, 2011). Retrieved March 4,
2011 from the Stanford University Center for Leadership Development and Research (CDLR), from:
History of Modern Leadership Studies Since 1900
The evolution of modern leadership studies begins with the Great Man Theory, which originated in the 19th century and carried over into the 20th century. It came about as people looked at the world’s greatest leaders who stood out from the run of the mill individuals of their time and made a significant difference upon the course of human history. Individuals like George Washington, or Abraham Lincoln or Napoleon Bonaparte—they were seen as Great Men who were born with something special that made them into great leaders. The idea was promoted by Thomas Carlyle (1888) and other writers, such as Herbert Spencer (1896), who added his own twist on the theory by arguing that Great Men were as much products of their own day and age as anything else. Great Man Theory got the ball rolling in leadership studies, and out…
Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The leadership quarterly, 16(3), 315-338. Badshah, S. (2012). Historical study of leadership theories. Journal of Strategic Human Resource Management, 1(1), 49.
Carlyle, T. (1888). On Heroes, Hero-Worship and the Heroic in History, NY: Fredrick A. Stokes & Brother.
Chaleff, I. (2015). Intelligent disobedience. ILA Member Connector.
DeRue, D. S. (2011). Adaptive leadership theory: Leading and following as a complex adaptive process. Research in organizational behavior, 31, 125-150.
Ghasabeh, M. S., Soosay, C., & Reaiche, C. (2015). The emerging role of transformational leadership. The Journal of Developing Areas, 49(6), 459-467.
Gibson, J. W., & Blackwell, C. W. (1999). Flying high with Herb Kelleher: a profile in charismatic leadership. Journal of leadership studies, 6(3-4), 120-137.
Katz, R. L. (1955). Skills of an effective administrator. Harvard Business Review, 33 (1), 33-42.
Lewin, K., Lippitt, R. & White, R.K. (1939). Patterns of aggressive behavior in experimentally created social climates. Journal of Social Psychology 10: 271–301.
Malcolm X and Leadership
The Leadership Styles of Malcolm X
Malcolm X was a natural born leader, according to Manning Marable in his biography Malcolm X: A Life of Reinvention (2011:33). What made him so was his incessant drive and ability to command others through repetition of "pet themes" as well as his ability to speak rapidly and overtop others (Marable 2011:33). In his early days before his conversion to Islam, Malcolm X demonstrated a remarkable effectiveness as a "leader of the pack" of assorted hoodlum with whom he fraternized. In this sense, contingency theory best applies to this stage of Malcolm's life, because given Malcolm's social context at the time, his style of leadership -- assertive, combative, and harping -- fit the situation and the type of people with whom he operated: people who respected only muscle and might, of which Malcolm had the intellectual and willful kind. In…
Avolio, B.J., Walumbwa, F.O., & Weber, T.J. (2009). Leadership: Current theories, research, and future directions. Annual Review Psychology, 60 421-449.
Conger, Jay A. (1989). Leadership: The art of empowering others. Academy of Management Executive, 3 (1) 17- 25.
Conger, J.A. (1999). Charismatic and transformational leadership in organizations
Charismatic politicalleadership. The Leadership Quarterly, 10 (2) 145-179.
The Army offers unparalleled opportunities for leadership development, and not just at the theoretical level but also at the practical and applied stages. Nowhere is leadership more important than in the military, which is why the principles taught in this course will continue to resonate with me as I progress in my career. While every lesson has something to offer, the modules on leadership theories and on ethics have proved especially helpful for me to gain insight into different styles and approaches. For example, Big Man theory, trait theory, and situational leadership theories all apply to the Army. Because I have a better understanding of the diversity of leadership styles, my attitudes about leadership have changed since taking this course. Some leaders are more effective as transactional managers, focused on specific tasks and goals, but lack the big picture vision that sets apart servant leaders and visionary leaders. I appreciate…
Culture delineates the behavioral customs, mutual practices, common outlooks and beliefs that dictate any organization. The leadership culture of an organization is a distinctive and potent aspect of its organizational culture. Leaders can be considered to be the cultural designers and planners of any organization. In the end, an entity embraces and espouses the individualities and priorities of its leaders. Forming a culture of leadership is a fundamental constituent of an organization's capacity to grow and progress year over year. This is not an element that can be executed at once. Instead, a culture of leadership advances gradually by undertaking the essential steps and investing time and resources that are needed to form leaders not just at the highest levels of organizations, but also all over the organization (Schein, 2006). Leadership culture can be outlined as the system of time and again unspoken customs, standards and suppositions that act as…