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An 82 indicates moderate readiness for a leadership role. This is a good score, albeit a love of haggling is perhaps a strange measure. With the other 1s that I scored, those are fair in that they are things people in leadership positions should be able to deal with -- areas where I can improve my leadership skills.
With Quiz 1-2, a lot of those apply to me. I have held a formal leadership position, but I often taken the initiative to deal with things, even when I have not be granted formal permission to do so. I hope to never work in multilevel sales (aka pyramid scams) -- that cracked me up. There are definitely some gaps in my leadership experience -- there are moments when I take a back seat and let somebody else handle the leadership. For me, I take leadership positions every now…
Therefore, it is important that leaders be sufficiently mature and psychologically evolved to avoid the common psychological impediments to learning from others (Fitch, 2010). More specifically, effective leaders are capable of empowering others (Maxwell, 2007) and of allowing others to contribute to their knowledge base without feeling challenged by the isolated reversal of their leader-follower relationship where circumstances (such as technical expertise) make that advisable for the benefit of the organization (Gove, 2010). In principle, leaders who are threatened by the success of others in their organizations (Maxwell, 2007), or who cannot assume the role of learner because they perceive that dynamic as threatening to their authority (Fitch, 2010; Gove, 2010) are less likely to increase their own knowledge base from interactions with others in their organizations.
Personal Leadership Development
Having recently been promoted into a leadership position in which I am responsible for increasing their productivity, I hope to…
Fitch, B. "Good Decisions: Tips and Strategies for Avoiding Psychological Traps." FBI
Law Enforcement Bulletin Vol. 79, No. 6 (2010).
Gove, T. "The Art of Managing Up." FBI Law Enforcement Bulletin Vol. 77, No. 6
Leadership Skills for Criminal Justice Professionals
Leadership is vitally important in any field, whether it is in the public or private sector; but leadership is especially important for professionals in the criminal justice field since the welfare and safety of the public is at stake. And when ethical values are not adhered to in the criminal justice system it creates a gap in quality service for citizens, and moreover a lack of virtue and ethics presents a very negative and potentially embarrassing scandal for public servants. This paper discusses leadership skills and ethical considerations vis-a-vis the criminal justice system.
In the book by Michael Carpenter and Roger Fulton (A Practical Career Guide for Criminal Justice Professionals) offers practical advice to those who would serve the community in a criminal justice capacity. Being a leader entails a great deal more than being "the boss," Carpenter explains (Carpenter, et al.,…
Carpenter, Michael J., and Fulton, Roger. (2007). A Practical Career Guide for Criminal
Justice Professionals. Flushing, NY: Looseleaf Law Publications.
Roberts, Julian V. (2007). Public Confidence in Criminal Justice in Canada: A Comparative and Contextual Analysis. Canadian Journal of Criminology and Criminal Justice, 49(2), 153-184.
Souryal, Sam S. (2010). Ethics in Criminal Justice: In Search of the Truth. Atlanta, GA:
That is what I am looking for in terms of career progression.
In addition to all these leadership aspects, the challenge of staying patient in the midst of corporate cultures that over time have learned to be myopically focused and often slow-moving, resistant to change. The greatest long-term challenger of any leader is in initiating and sustaining long-term change in their organizational cultures (McGuire, hodes, Palus, 3).
ealizing that if and when I get into a managerial position within any organization, there will no doubt be times when I will want to change the culture and see opportunities for it to become more efficient, more streamlined and market-focused. I'll have to develop my patience as a leader specifically for these circumstances and concentrate on finding incremental approaches to bringing lasting, positive change into the organizations I will become a member of during my career. esistance to change has forced many…
Peter F. Drucker. "What Makes an Effective Executive" Harvard Business Review 82.6 (2004): 58-63. ABI/INFORM Global. ProQuest. 21 Jul. 2008
Ann Gilley, Pamela Dixon, Jerry W. Gilley. "Characteristics of leadership effectiveness: Implementing change and driving innovation in organizations"
Human Resource Development Quarterly 19.2 (2008): 153. ABI/INFORM Global. ProQuest. 22 Jul. 2008
Robert F. Hurley. "The Decision to Trust." Harvard Business Review 84.9 (2006): 5562. ABI/INFORM Global. ProQuest. 21 Jul. 2008
Leadership Skills for the Criminal Justice Professional
Criminal justice professionals need leadership skills. If they are not seen to be leaders, their jobs are made more difficult because it is harder to get criminals to obey them when they give orders or need to secure and get control of a situation (Nordin, Pauleen, & Gorman, 2009). They also need to be able to work with other officers and show skills that make them leaders. Those skills allow rookie officers to look up to officers who have been there for some time. In addition, police and other criminal justice professionals must have leadership skills because they are generally looked up to in their communities. While there have long been stories of "crooked cops," there are some people in any profession who have difficulties or who are untrustworthy. The majority of those who work in the criminal justice system are good people…
Bryan, K. & Mackenzie, J. (2008). Meeting the speech, language, and communication needs of vulnerable young people: Model of service delivery for those at risk of offending and re-offending. Royal College of Speech and Language Therapists. Retrieved from http://www.rcslt.org/about/campaigns/RCSLT_model_of_service_delivery_offending_2008.pdf
Nordin, M., Pauleen, D.J., & Gorman, G.E. (2009). Investigating KM antecedents: KM in the criminal justice system. Journal of Knowledge Management, 13(2): 4-20. Retrieved from http://lpis.csd.auth.gr/mtpx/km/material/JKM-13-2a.pdf
Walsh, E.F. (2010). The development of comprehensive criminal justice leadership standards: A modified delphi study approach. Retrieved from http://gradworks.umi.com/3467496.pdf
Aside from these, there are several other "technical" elements a manager has to acquire. Therefore, a good manager has to be acknowledged with the machines and the technological process involved. Moreover, the manager has to improve his communication skills, both written as well as oral. In the case of oral communication, the manager must send out a clear and concise message in a logical sequence of ideas. With written communication, the leader must prove impeccable grammar and spelling.
A good manager must be highly documented in regard with the task to be solved and offer his workers all the necessary resources and feed-backs.
In order to become the "ideal manager," if such a manager were to exist, one must focus his learning process towards two directions: the human mind and the technical elements of his work field. Therefore, one must teach himself to be a good psychologist, to be able…
The Human Aspects of Project Management, Verma, V.K., Volumes 1-3 Project Management Institute, PA, U.S., 1995-97
Trust and the Unintended Effects of Behavior Control in Virtual Teams, Gabriele Piccoli, Blake Ives (2004)
leadership skills of Lee Iacocca, beginning with a brief biography and a look at his careers at Ford and Chrysler. Using his 9 C's as a point of reference, it shows how Iacocca's success at leadership stemmed from his devotion to creativity, common sense, communication, charisma, and character, among others. It examines how his leadership effected and was affected by political outsiders as well as by economic factors. It analyzes his philanthropic pursuits and his literary career as well. It concludes that Iacocca proved his leadership ability by arranging the 1979 bailout, a re-organization of a top heavy company, innovative design, and all around competency in business matters.
The Leadership Skills of Lee Iacocca
Born Lido Anthony Iacocca (named after the town in which he was conceived) in 1924, "Lee" Iacocca grew up to be one of the most popular and revered business men in the world. First…
Avolio, B.J., Walumbwa, F.O., Weber, T.J. (2009). Leadership: Current Theories,
Research, and Future Directions. Annual Review of Psychology, 60: 421-29.
Iacocca, L. (1984). Iacocca: An Autobiography. NY: Bantam.
Iacocca, L. (2007). Where Have All the Leaders Gone? NY: Scribner.
leadership skills, chosen project manager project. Your order business project manager development scope statement. Your boss asked sales deliverables. You met sales manager a general sense support sales team require product.
The main purpose of the marketing and sales departments is to provide product specifications, photographs of products, pricing structures and some of the marketing materials (not in their entirety, since these are created jointly with the sister company). The meeting will thus focus on developing the necessary requirements for the sales and marketing departments in terms of what they need to do in the next period of time in all these areas, with the responsibilities, deliverables, exclusions and assumptions.
For each of the four mentioned areas, deliverables need to be established, as such:
product specifications: (1) create a list with the product's most important characteristic (sales team, consulting the production team); (2) summarize the list of characteristics, determining…
Toxic Behavior and Leadership Skills
One of the toxic behaviors that I expect to face when collecting data for my dissertation is role differences, where employees feel like it is the duty of management and not their duty to increase organizational effectiveness. This text analyzes how this issue can be resolved using Scharmer’s Theory U of Leading from the Future. The second part of the paper identifies a conflict theory from ‘Quantum Leadership: Creating Sustainable Value in Healthcare’ that I could use to guide my leadership endeavors.
Role differences can be a source of toxicity, especially when employees at the lower levels of the organization are unwilling to cooperate because they believe that it is not in their place to contribute to organizational decision-making. This is a common occurrence if the organizational culture does not promote inclusive decision-making and employees are continually taken as passive implementers rather than active participants…
Albert, N. M., Pappas, S., O’Grady, T., & Malloch, K. (2020). Quantum Leadership: Creating Sustainable Value in Healthcare (6th ed.). Burlington, MA: Jones & Bartlett.
Gibbs, G. K. (2013). Scharmer’s Theory U and Administrative Leadership: Seeking Leaders and Developing Candidates. International Journal of Humanities and Social Sciences, 3(14), 66-69.
Applied here means that we need to use any approach suitable in order to serve the final purpose.
Change Agents: The "change agent" is again closely connected with the vision concept I have previously discussed. A manager needs to be able to deal with all the changes that the company is submitted to and adapt the organization according to the requirements from the market or act before the market. This is the only way it can actually remain competitive.
Reflective Skepticism: In my opinion, reflective skepticism means that nothing should be taken for granted and nothing should be believed to be true unless reflected on and proven by each individual in part. In an organization, reflective skepticism should be a significant resource of new and potentially profitable ideas.
Diversity: No one needs to underestimate the ethics aspect, but there is a general conception in many organizations that ethics is something…
Leadership and Teamwork Issues
Mary Tarkington, Chief Executive Officer:
Mary has the right intention as far as hoping to improve the health of her employees. However, her manner of speaking and referring to her employees as having "stomachs bulging out of their pants" is demeaning and inappropriate for the workplace, particularly in the context of motivating employees positively. Mary's delegation of the responsibility to a team by forming the Wellness Task Force was appropriate, but her failure to appoint a team leader was a mistake. Doing so would have empowered the leader she selected more than the selection by group vote. Mary should also have remained a bit more involved, such as by meeting with Kristine separately for an update before the group presentation.
Brent, ystems Analyst:
Brent's conduct was clearly passive-aggressive and designed to undermine Kristine's authority as group leader. His first comments were inappropriate, condescending, and unnecessary. His…
Kemp, Francine D. "Saving Face" Industrial Engineer, 41(5), 39-43. (May/09). Retrieved June 22, 2009, ABI/INFORM Global database. (Document ID: 1711521141).
Liu, Meina. "The Intrapersonal and Interpersonal Effects of Anger on Negotiation Strategies: A Cross-Cultural Investigation." Human Communication Research, 35(1), 148. Retrieved June 22, 2009, from Research Library database. (Document ID: 1623305651).
“It’s not whether you win or lose, but how you play the game.” Many of the most common cultural maxims are sports related, because sports great an optimal environment for social learning. Sports teach self-efficacy and build honest confidence, while also helping individuals develop the communications and leadership skills they can apply in all areas of life.
In face, empirical research continually shows that participation in sports leads to life skills development. For example, Gould & Carson (2008) found that sports help people develop transferable life skills—meaning the types of skills that are not limited to the sporting arena. Those skills include conversational skills and skills in creative conflict resolution.
Team sports are particularly conducive to psychological and social skills development. During team sports, participants learn how to deal with conflict directly, resolving disputes without using aggression or passive-aggression. Holt (2017) points out, “rather than seeking to remove conflict children…
49). That goes for leaders in the learning community as well. Thessin asserts that while it is important to teach students to solve problems, there is a lack of focus on another important, related goal: "the need for teachers to learn to do the same" (49). Teachers are leaders and they must be given the training to develop problem solving skills along with the other important skills mentioned in this paper.
Alansari, Eissa M., and Albustan, Suad A. (2009). Center for Continuing Education and Community Service at Kuwait University: A Model in Leadership for Adult and Continuing
Education. College Student Journal, 43(2), 1-8.
Fulton-Calkins, Patsy, and Milling, Charlie. (2005). Community-College Leadership: An Art to be Practiced: 2010 and Beyond. Community College Journal of Research and Practice, Vol.
Jameson, Jill, Ferrell, Gill, Kelly, Jacquie, alker, Simon, and Ryan, Malcolm. (2006). Building
trust and shared knowledge in communities…
Alansari, Eissa M., and Albustan, Suad A. (2009). Center for Continuing Education and Community Service at Kuwait University: A Model in Leadership for Adult and Continuing
Education. College Student Journal, 43(2), 1-8.
Fulton-Calkins, Patsy, and Milling, Charlie. (2005). Community-College Leadership: An Art to be Practiced: 2010 and Beyond. Community College Journal of Research and Practice, Vol.
They are the reason that many organizations advance even in the toughest of times because they bring out the best in people around them, including peers and subordinates, through a passion for bringing change about for the better. Excellent management combines all these attributes and a great sense of when to use which managerial strategy in which situation at the best possible time, and in that innate sense is what excellence in management is all about. Finally excellent leaders strive to be transparent and trustworthy to both peers and employees in their organizations. Jenkins and Oliver (1998) define this aspect of behavior that leads to successful change as being critical for the creation of trust between executive managers and the many affected employees of the company. Transparency creates trust.
Jenkins and Oliver (1998) - the Eagle & the Monk: Seven Principles of Successful Change (United…
Jenkins and Oliver (1998) - the Eagle & the Monk: Seven Principles of Successful Change (United Publishers Group, 1998)
Leadership Skill - Planning
Planning as a Leadership Skill
There are many leadership skills that are important, and one of the most significant is planning. Additionally, there are many different models for planning. The one chosen here is vision-based or goal-based. This is a good type of planning for an individual or a company that has not done much strategic planning previously, because it allows that company (or individual) to do something that is relatively basic but that is still highly effective and that works well (Garth, 2000; Nag, Hambrick, & Chen, 2007). Two other models, Issues-Based planning and Scenario Planning, were considered but deemed more complicated and unnecessary. In vision-based planning, it is necessary to first identify the purpose. Usually, a company does this through the creation of a mission statement (Drucker, 2000). From the mission statement and the kinds of things that the company would like to see…
Drucker, P. (2000). Strategic Management: Concepts and Cases (10th Edition), New York: Prentice Hall
Garth, M. (2000). Strategic Management. New York: Wiley.
Govindarajan, V. (2005). Ten Rules for Strategic Innovators: From Idea to Execution. New York: Harvard Business Press.
Nag, R.; Hambrick, D.C.; & Chen, M. (2007). What is strategic management, really? Inductive derivation of a consensus definition of the field. Strategic Management Journal, 28(9): 935 -- 955,
1. Tasler, N. (2010). Five Secrets of Charismatic leadership. BusinessWeek. Retrieved March 20, 2012 from http://www.businessweek.com/managing/content/nov2010/ca2010112_608471.htm .
2. Maxwell, J. (2008). Charismatic Leadership. Retrieved March 20, 2012 from http://www.refresher.com/mindfulnetwork/articlelive/articles/82/1/Charismatic-Leadership/Page1.html.
According to Lance Secretan during the Industry Week on 12 October 1998, "There is more to leadership than methods and techniques-it is more about having an open mind and a good heart. Leadership is all about inspiration -- of yourself and every other person. Effective leadership is concerned with human experiences, not human processes. Leadership is neither a program nor a formula, it is more of a human action that originates from the heart and puts other people's hearts and feelings into consideration. It is more of an attitude than a routine" (Secretan, 1998).
Every leader in the public safety sector requires a very strong guiding force -- you can either call it a moral purpose or a vision, but it should always act as a compass that chooses the appropriate path of all aspects of leadership whether managerial or instructional in nature. Such a leader also requires…
Eastern Kentucky University. (n.d.). Eight Skills of a Successful Public Safety Leader. Retrieved from http://safetymanagement.eku.edu/resources/articles/eight-skills-of-a-successful-public-safety-leader/
Fullan, M. (2002). Leading in a Culture of Change .Retrieved from http://www.csus.edu/indiv/j/jelinekd/edte%20227/fullanleadinginacultureofchange.pdf
Horsager, D. (2012, Oct). You Can't Be a Great Leader Without Trust. Here's How You Build It. Retrieved from http://www.forbes.com/sites/forbesleadershipforum/2012/10/24/you-cant-be-a-great-leader-without-trust-heres-how-you-build-it/#112803707a48
Secretan, L. (1998, October). Leading Thoughts. Retrieved from LeadershipNow: http://www.leadershipnow.com/leadershipquotes2.html
GOUP LEADESHIP SKILLS refer to the ability of a leader to manage a group in a manner that ensures maximum cooperation between group members and helps each make significant contribution for the accomplishment of organizational goals and objectives. ecent studies in the field suggest that group leadership skills may differ from individual leadership but the essential core competencies probably remain the same. For this reason, let us first understand what leadership means and how crucial a role in plays in organizations today.
Fenton (1990) explains who a leader is: "Leaders stand out by being different. They question assumption and are suspicious of tradition. They seek out the truth and make decisions based on fact, not prejudice. They have a preference for innovation."
Leadership is therefore "an interactive process that influences, motivates, and elicits human potentialities in the pursuit of group goals or interests" (Sogunro, 1996, p. 31). The most damaging…
Adrianna Kezar, Reconstructing static images of leadership: an application of Positionality theory. Journal of Leadership Studies. Volume: 8. Issue: 3. 2002. 94+.
Bavelas, A. (1969). Leadership: Man and function. In C.A. Gibb (Ed.), Leadership. (Pp. 9-16). Baltimore, MD: Penguin Books.
Beal, G.M., Bohlen, J.M., & Raudabaugh, J.N. (1962). Leadership and dynamic group action. Ames, IA: Iowa State University Press.
Dimock, H.G. (1987). Factors in working with groups: Leadership and group development. (Rev. ed.). Puslinch, ON: Center for Human Resource Development.
Acquiring Leadership Skills
The multicratic, or participative, leadership style takes into consideration the opinions and thoughts of others (Five Styles of Leadership: Participative Leadership, 2013). This helps in utilizing team talent in collective decisions where the team as a whole takes accountability for the decisions. Followers become more motivated and more creative with less contributions that give a higher quality of input. The participative leadership style enables knowledge of where training is needed, develops teamwork that brings new ideas, evaluates performance for improvement, gives encouragement for both on the job and work/life balance, and enables new knowledge from member experiences.
orking as a healthcare aide in a continuing care center for the past 17 years, I was awarded the responsibility of orientating new healthcare aide workers. here each institution has formed their own policies and procedures, the participative leadership style enabled me to gain input for training measures. It allowed…
Code of Ethics and Standards of Practice. (2008, June 18). Retrieved from CLPNA: http://www.clpna.com/wp-content/uploads/2013/02/docs_CLPNAEthics-Standards.pdf
Five Styles of Leadership: Participative Leadership. (2013). Retrieved from Leadership With You: http://www.Leadership-with-you.com/participative-leadership.html
Larson, S. (n.d.). What Makes for An Effective Leader? Retrieved from Free Management Library: http://managementhelp.org/leadership/traints/leader.htm
Smith, M. (2011). Are you a transformational leader? Nursing Management, 42(9), 44-50 retrieved from http://journals.lww.com.nursingmanagement/Fulltext...2011/09000/Are_you-a_transformational_leader_8.aspx.
Negotiation: A Required Skill in Leadership
Negotiation as a Leadership Skill
A Required Skill in Leadership
A Required Skill in Leadership
The purpose of this work is to write a memorandum to a colleague describing the characteristics of effective leaders for the public sector in the 21st century. Included will be negotiation and mediation skills and the reasons that these characteristics are important in today's leaders. In the work of Michael E. Siegel on Leadership in American Presidents presented is a "model of effective leadership based on a four-part framework used to analyze the performance of three recent American presidents" stated to be Carter, Reagan, and ush. The framework reportedly can be utilized by leaders as well as managers in the public and private sector organizations in self-analysis as to performance in what is stated to be "four critical areas of leadership." Siegel (2001) This is particularly true…
Braham, Barbara (2004) Negotiation Tips: Skills Techniques & Strategies for Effective Negotiation http://www.bbraham.com/html/negotiation.html
Howard Gardner "Using Multiple Intelligence to Improve Negotiation Theory and Practice." Negotiation Journal October 2000: 321-324.
Katheleen M. Eisenhardt, Jean L. Kahwajy and L.J Bourgeois III "How management teams can have a good Fight" Harvard Business Review. July-Aug 1997.
Lewicki, Roy J, David M. Saunders, and John Minton. Essentials of Negotiations. NY: McGrew Hill 2nd edition 2000.
Improving One's Leadership Skills
Using examples from sport/wellness, discuss how leadership and management might overlap in carrying out the organization's mission.
Actually, leadership and management typically do overlap when carrying out an organization's mission statement. In fact, they should overlap one another, particularly when the organization considered is part of the sports/wellness vertical industry. Leadership is the overall direction of an organization, and plays a considerable role in denoting mission objectives and tailoring them in a practical way. Management is responsible for implementing the mission statement and a leader's ideas. In sports and wellness, leadership would decide the atmosphere, nature, and personality of a particular gym. Management would supervise employees so that those goals are achieved.
Explain why strong leadership/weak management and weak leadership/strong management scenarios might be detrimental to sport/wellness organizations.
Neither scenario (either strong leadership/weak management or weak leadership/strong management) is ideal for sports and wellness organizations. Both…
Borland, J.F. (2014). Sports Leadership in the 21st Century. Burlington, MA: Jones & Bartlett Learning.
According to Blass, et al., writing in Human Resources Management, the best way to acquire political skills, is through the mentoring process. The inexperienced individual who has a desire to become a leader in the HR field must have a mentor who is "…armed with organizational experience" that is borne of "vicarious and firsthand experience" and is willing to share "insights and cues with proteges on what it takes to be successful in the organization" (Blass, et al., 2007, p. 6). Mentors must be able to have an "adaptive capacity" to teach the political skills necessary to lead, Blass continues.
Politically skilled individuals generally possess "greater adaptive capacity," Blass continues, which can result in "positive and strong leader reputation" (p. 6). Moreover, Blass argues that individuals with well-honed political skills gain "influence" because they are socially astute, have learned adaptability, and adjust behaviors "to meet situational demands" (p. 11).
Blass, Fred R. And Ferris, Gerald R. (2007). Leader Reputation: The Role of Mentoring, Political
Skill, Contextual Learning, and Adaptation. Human Resource Management, 46(1), 5-19.
Choo, Ho Geok. (2007). Leadership and the Workforce in Singapore: Evaluations by the Singapore Human Resources Institute. Research and Practice in Human Resource
Management, 15(2), 104-114.
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:
Leadership and Management Training Guide:
Leadership and management are terms that have been used interchangeably as many people assume that they are similar despite of their fundamental differences. The main reason attributed to this trend is the fact that these concepts must go hand in hand because they are complementary and linked together. Actually, attempts to separate leadership and management always contribute to several problems more than it solves. However, much has been written regarding the importance and difference between leadership and management. The effectiveness of managers and leadership abilities in a management team basically depends on their understanding of the differences between the two.
Differences in Leadership and Management:
Effective leaders and managers have become necessary for the successful operation of teams, organizations, and groups. This is because of the similarities and differences that exist between leadership and management for effective functioning of each. Leadership is basically described as…
Bacon, T.R. (2011, June 3). Five Deadly Leadership Power Drains. Retrieved May 6, 2012,
DiMaio, R.O. (2011). How To Be A Leader. Retrieved May 6, 2012, from http://www.leadershipinstitute.org/resources/writing.cfm?w=6
Ricketts, K.G. (2009, February). Leadership vs. Management. Retrieved from University of Kentucky -- College of Agriculture website: http://www.ca.uky.edu/agc/pubs/elk1/elk1103/elk1103.pdf
Leadership: Enhancing Lessons Experience
According to Johnson, & Giorgis (2002), Leadership is the process in which an individual influences actions of others towards common goals, Formulates policies, strategies, and influence people towards achievement of the same strategies. Over the past decades, various changes in the world have led to various definitions of leadership. The fall of the Soviet Union, globalization and various advances have changed the world we knew. A woman in leadership positions is a new phenomenon; various leadership trainings are available, and leadership as a skill is now an asset for professionals. For African Universities to ensure knowledge transfer and observing millennium development goals, a good leadership structure is essential. A leader has exception skills and acts outrageously to situations (Padam, 2009).
Scholars have advanced various theories on leadership. Leaders' Individual personal attributes beat explains the trait theory, when one looks closely at Mahatma Gandhi and Hitler it…
Johnson, N.J., & Giorgis, C. (2002). Leadership. The Reading Teacher, 56(3), 315-316. Retrieved from http:/ / proquest.com/docview/203276035
Padam, S. (2009). Leadership: Theory and practice. South Asian Journal of Management, 16(3), 136-137. Retrieved from http://.proquest.com/docview/222728386
Ilgen, D.R., Hollenbeck, J.R., Johnson, M., & Jundt, D. (2005). TEAMS IN ORGANIZATIONS: From input-process-output models to IMOI models. Annual Review of Psychology, 56, 517-543. Retrieved from http://search.proquest.com/docview/205830055
Hanson, K., & Leautier, F. (2011). Enhancing institutional leadership in african universities: Lessons from ACBS's interventions. World Journal of Entrepreneurship, Management and Sustainable Development, 7(2), 385-417. doi: http://dx.doi.org/10.1108/20425961201000040
Contingency leadership theories are based on the view that the situation dictates the ideal leadership style -- and how much of that style can be learned or not is variable.
There are elements of leadership, however, that cannot be taught. In particular, the inspirational aspect of leadership is very difficult to teach. Leaders can reach their subjects in a number of different ways, using a wide range of triggers. While to a certain extent these ways can be identified through scientific study -- psychology and sociology in particular -- there is an element of relating to other people than is entirely inherent. Some leaders are simply born with better charisma and interpersonal skills than others. The former in particular is nearly impossible to teach -- those with charisma that makes others want to follow seldom can identify what it is they do that makes them so charismatic -- they simply…
Sixth, his service commitment is exceptional, as he has been known to work with many customers to solve problems and help them get to their goals as hospitals and healthcare providers. Seventh, he is exceptionally resourceful and willing to move beyond traditional boundaries to accomplish greater tasks than would have been possible otherwise. Eighth, his focus on rewards and recognition is well-known throughout the entire healthcare industry, as is focus on giving credit to employees who create exceptional insight into how best to solve complex problems facing the company. Ninth, his focus on personal mastery is also evident in how much he invests in personal training for his employees. Tenth, his focus on being organized around priorities is also seen in how he uses the Internet as a means to communicate what is most important to the company and why. These ten core competencies are what differentiate the best leaders…
Dixon, D.L., & Bilbrey, P.A. (2004). Developing leaders daily. Executive Excellence, 21(6), 18-18.
Fitzgerald, S., & Schutte, N.S. (2010). Increasing transformational leadership through enhancing self-efficacy. The Journal of Management Development, 29(5), 495-505.
The Health Research and Educational Trust (2007). Report of the National Steering Committee on Hospitals and the Public's Health. Retrieved August 24, 2012 from http://www.hret.org/about/resources/biennial07.pdf
Mindtools (n.d.) Leadership styles - Using the right one for your situation.
Defining an Ethical Leader
Jeffrey Immelt, General Electric
The nature of leadership is multifaceted and often requires the continual mastery of new skills, insights, intelligence and perspectives to stay effective over the long-term. Such is the nature of ethical leadership, which requires a steadfast focus on a core set of ethical principles and values that guide a leader's judgment, ensuring consistency over the long-term. These are also the fundamental aspects of any leader's long-term credibility as well, and their ability to transform their enterprises over the long-term as well (John, 2005). Ethical leaders often resonate with credibility and the willingness to also change quickly in response to the needs of their organizations, employees, stakeholders and customers.
The purpose of this analysis is to define what an ethical leader is, how managers can progress to being more ethical in their leadership style, and how Jeff Immelt, CEO of general Electric,…
Crainer, S. (2009). From Edison to Immelt: The GE Way. Business Strategy Review, 20(3), 18-22.
Gonzalez, T.F., & Guillen, M. (2002). Leadership ethical dimension: A requirement in TQM implementation. The TQM Magazine, 14(3), 150-164.
Heinze, E. (2010). The meta-ethics of law: Book one of Aristotle's Nicomachean Ethics. International Journal of Law in Context, 6(1), 23-44.
Immelt, J. (2010). Renewing American Leadership. Vital Speeches of the Day, 76(2), 53.
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.
un Tzu informs that we cannot punish people until they feel loyalty to us: namely, until they consider themselves members of our group.
10. Keep them guessing
This quality may be pertinent only to leaders of a business / corporation. Her un Tzu advises keeping one's strategies and plans concealed from one's competitor so that one retains competitive advantage.
The Art of War, maintains un Tzu, is "a matter of life and death, a road either to safety or to ruin. Hence it is a subject of inquiry which can on no account be neglected." (pt. 2)
The same goes for the Art of Leadership. It is also "a subject of inquiry which can on no account be neglected" and its qualities need to be known and inculcated in order to have maximum success in the field.
'Leader' as term may be inchoate, but as many entrepreneurs have…
Bateman, T.S., & Snell, S. (2009). Management: Leading and Collaborating in a Competitive World, Eighth Edition. New York, NY: McGraw-Hill Companies, Inc.
Kotter JP. 1996. Leading Change. Boston, MA: Harv. Bus. School
Schein, E. (1985). Organizational culture and leadership. CA: Jossey-Bass.
Sun Tzu, (2001). The Art of War Wylie, TX: Pickard & Son, Publishers.
Leadership and management are two different concepts. Management is involved with the operational oversight of employees, departments, or processes, while leadership is involved with leading the company through organizational changes that are intended to enable the company to meet its objectives. Leaders, as are expected to carry themselves in a positive manner to motivate and influence the rest of the organization positively, because they act as an example to the rest of the employees in the organization.
Since leadership is mainly influenced by the behavior, different leaders apply different strategies to ensure that the objectives of the company have been fully met (Sheahan, 2006). This paper therefore analyzes the difference between leadership and management, and ways of cultivating leadership skills in managers that benefits the organization. The paper also explains how managers can set effective expectations for their employees so as to increase the performance of the organization.
Harvard Business Review, (2012). The Real Leadership Lessons of Steve Jobs. Retrieved September 28, 2012 from http://hbr.org/2012/04/the-real-leadership-lessons-of-steve-jobs/
Robert G. & Rebecca H., (2012). What Do Managers Do? Exploring Persistent Performance
Differences among Seemingly Similar Enterprises. Harvard Business School Weekly Newsletter. Retrieved September 28, 2012 from http://hbswk.hbs.edu/item/7091.html
Sheahan, K. (2006). Modern Leadership Theories. Retrieved September 28, 2012 from http://www.ehow.com/about_6303375_modern-leadership-theories.html
Leadership style of the CEO of Google Inc. using situational leadershi
Larry Page and Sergey Brin met at the Stanford University in 1995 and by 1996, they built first search initially called Backub, which used links to establish the importance of the individual web pages. They continued working on the search engine, and in 1998, they founded the now worldwide-established Google Inc. Company (Larson, 2010). The company packs a lot considering the young age of the company as it now serves billions of users and customers around the globe. The mission of Google Inc. is to organize the information of the entire world and make it useful and accessible universally. The headquarters of the company is in 1600 Amphitheatre Parkway, Mountain View CA 94043. The company boasts and enjoys a vast number of employees across the globe, with an established management team representing a team of the most experienced professionals…
Godin, S. (2009). Situational leadership by Kenneth Blanchard and Paul Hersey. Retrieved from http://www.sayeconomy.com/situational-leadership-by-kenneth-blanchard-and-paul-hersey / on May 15, 2011.
Nicholas Carlson, Google CEO Eric Schmidt: "We Don't Really Have A Five-Year Plan" (CLIP)|
May 20, 2009, 2:59 PM Read more: http://www.businessinsider.com/google-ceo-eric-schmidt-we-dont-really-have-a-five-year-plan-clip-2009-5#ixzz2TwicO74K
Larson, C. (2010). Interview: Googlopolis. Foreign Policy, (181), 152-152. Retrieved from http://search.proquest.com/docview/748713622?accountid=35812
Leadership Strategy from the Top Down: Lessons from the Boardroom in Small and Medium Enterprises
Leadership and management theories and strategies have proliferated at a rapid rate in the twentieth and twenty-first centuries, as organizations have grown larger and more complex and have faced pressures of a much faster pace of business. The demands made on leaders of business organizations and the need for strong leadership in navigating the ever-more changeable waters of modern business have grown along with businesses themselves, in both the degree to which leadership can affect operations and overall success as well as in the number of tasks and knowledge areas that leaders are supposed to be able to handle. Much of the diversification and increased scrutiny of leadership theories, processes, and practices can be attributed to the increased importance and complexity of leadership positions.
In something of an irony, however, the many different…
Demmer, W., Vickery, S., & Calantone, R. (2011). Engendering resilience in small- and medium-sized enterprises (SMEs): a case study of Demmer Corporation. International Journal of Production Research 49(18): 5395-413.
Gong, Y., Huang, J. & Farh, J. (2009). Employee learning orientation, transformational leadership, and employee creativity. Academy of Management Journal 52(4): 765-78.
Kotter, J. & Schlesinger, L. (2008). Choosing strategies for change. Harvard Business Review.
Kunze, F., Boehm, S. & Bruch, H. (2011). Age diversity, age discrimination climate and performance consequences -- a cross organizational stud. Journal of Organizational Behavior 32(2): 264-90.
The life and success of any organization is hinged on the leadership of that organization. An effective can transform the potential an organization has with regard to human capital and the available resources into a reality. An effective leader has the ability to propose new paradigms when old ones have become ineffective (IAAP, 2009). Effective leaders can change the minds of their followers and in the process make an organization achieve its identified goals. This paper seeks to illuminate whether the leadership at our procurement department is effective from the perspectives of the situational leadership and contingency theory approaches. The paper establishes whether the leadership and the procurement department were directive or supportive. The paper finally captures the insights that have been gained from analyzing the leadership at the procurement department.
The leader I worked with at the procurement department knew his goals and had the power to…
Burns, T., Stalker, G.M., (1961). The Management of Innovation. London: Tavistock.
Graeff, C.L. (1983). The Situational Leadership Theory: A Critical View. Academy of Management Review, 8(2), 285-291.
Hersey, P. & Blanchard, K.H. (1988). Management and Organizational Behavior. Englewood Cliffs, NJ: Prentice-Hall.
IAAP. (2009). Leadership Theories and Styles. Retrieved from http://www.etsu.edu/ahsc/documents/Leadership_Theories.pdf
I have grown fond of Mr. Joe Scott because of his ability to inspire his followers to do more than they would have expected to do. He has the capability of engaging his staff's commitment in a context of shared values and vision. He is capable of aligning the interests of the organization and its members. Those who have worked closely with him attest to his ability to inspire and motivate those who are working directly under him. He is capable is inspiring change because he's idealized influence, individual consideration, intellectual stimulation, and inspiration. He can maximize mutual interest and restrain in the process of exercising his power. His leadership style broadens and elevates the interest of the follower (Mind Tools, 2013). This ends up generating awareness and motivation towards the purpose and mission of the organization. His leadership traits bring the group purpose above individual needs for the…
Mind Tools (2013). Leadership Styles: Choosing the Right Style for the Situation. Retrieved from http://www.mindtools.com/pages/article/newLDR_84.htm
Murray, A. (2013). Leadership Styles. http://guides.wsj.com/management/developing-a-leadership-style/how-to-develop-a-leadership-style/
A leader carries with him/her a vision that he/she shares with those that are led.
In today's society a leader must by dynamic and flexible, as society is constantly changing and with that the rules that govern society. Thus a good leader must be possessed of a solid ethical and moral constitution, must be flexible in nature, adaptable to circumstances and perhaps above all else a good communicator. A leader must work with people to establish rapport and subsequently develop strategies for success.
Some people are born leaders whereas others need some tutelage, thus the journey toward leadership may begin in the schools, where teachers have the ability to cultivate young leaders and help them flourish for a time when they will later step out into the world to lead. It does not end there however, and must continue throughout the lifetime of the leader, as a successful leader is…
Chemers, Martin M. An integrative theory of leadership. Mahwah, NJ: Lawrence
Erlbaum Associates, 1997.
Conger, J.A., & Kanungo, R.N. (1998). Charismatic leadership in organizations.
Thousand Oaks, CA: Sage.
It is the balancing of tools within the rubric of employee-supervisor roles that requires one use different managerial techniques in order to solve the problem at hand. Similarly, find ways to build and increase trust between members of the group and management and group.
Blake, . And Mouton, J. (1985). The Managerial Grid III.: The Key to Leadership Excellence. Houston, TX: Gulf Publishing Company.
Boulgarides, J. And Cohen, W. (2001). Leadership Styles Vs. Leadership Tactics. The Journal of Applied Management and Entrepreneurship. 6 (1): 59-73. etrieved from: http://www.stuffofheroes.com/leadership_style_vs%20leadership%20tactics.htm
Cronkite, J. (2006). Why is Leadership Style Important. Dirgo Consulting Group. etrieved from: http://www.dirigoconsulting.com/articles/WhyIsLeadershipStyleImportant.pdf
Porter, M.E. (1998). Competitive Advantage: Creating and Sustaining Superior
Performance. New York: Free Press.
owe, A. And Boulgarides, J. (2998). Managerial Decision Making. New York: MacMillan Publishing.
Senge, P.M. (2006). The Fifth Discipline: The Art and Practice of the Learning
Organization. New York: Broadway.
Zeidan, H. (2005).…
Blake, R. And Mouton, J. (1985). The Managerial Grid III.: The Key to Leadership Excellence. Houston, TX: Gulf Publishing Company.
Boulgarides, J. And Cohen, W. (2001). Leadership Styles Vs. Leadership Tactics. The Journal of Applied Management and Entrepreneurship. 6 (1): 59-73. Retrieved from: http://www.stuffofheroes.com/leadership_style_vs%20leadership%20tactics.htm
Cronkite, J. (2006). Why is Leadership Style Important. Dirgo Consulting Group. Retrieved from: http://www.dirigoconsulting.com/articles/WhyIsLeadershipStyleImportant.pdf
Porter, M.E. (1998). Competitive Advantage: Creating and Sustaining Superior
Frank's leadership style is ineffective, which is part of the reason why his company may not be doing so well. The leadership style that Frank exhibits in this case study is authoritarian in nature. Frank does not want to listen to his managers, or engage them in the learning process. Frank does not believe that what they have to say is valid, and shuts them out of the decision-making process entirely. His method of communication is completely unilateral. This is the problem in this case as a whole: bad leadership. The root causes of the problem are that Frank does not want to change either his leadership style or his method of managing the company.
The leadership behaviors and attitudes that Frank exhibits include refusing to listen, acting in an authoritarian manner, and blaming others for problems instead of taking personal responsibility. As the business development manager, Frank is…
"Leadership Case Problem A."
"Recommended Approach to Case Study Analysis."
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.
In my opinion, leaders should be an example for their team regarding work. They should promote increased enthusiasm towards work, in order for their example to be followed by other members of their group.
However, when assessing an individual's leadership potential it is necessary to take into consideration its emotional intelligence level. People's emotional intelligence refers to their ability of understanding motions and feelings and their attitudes and reactions in different situations (Chapman, 2009). The emotional intelligence level reveals how we read people, how we tend to use our emotions, how we understand and manage these emotions, and impressions.
The results of my EIQ 16 test have revealed interesting aspects about myself that I was not really aware of. For example, on the reading people aspect I rated level 3, which means that I am competent in this field. This means that I am normally aware of my feelings and…
1. Bolden, R. et al. (2003). A Review of Leadership Theory and Competency Frameworks. Center for Leadership Studies. Retrieved February 2, 2011.
2. Guardian Portrait of the Supervisor (2010). Keirsey. Retrieved February 3, 2011 from http://www.keirsey.com/4temps/supervisor.asp .
3. Chapman, a. (2009). Emotional Intelligence. Retrieved February 3, 2011 from http://www.businessballs.com/eq.htm .
y providing 'Role clarity' formalization eliminates the confusion pertaining to 'who does what' in an organization. Formalization also results in 'specialization of tasks'. Formalization is a process by which organizations try to standardize employee behavior. Larger organizations are generally more formalized due to greater manageability.
The downside of formalizing is well-known. If an organization wants to implement formalization it would be met with resistance. Managing employee resistance will be a big problem for managers who attempt to standardize work procedures. Employees in a formalized organization strictly perform the duties allotted to them and not more which causes a serious effect on the productivity. The lack of initiative by workers and the consequent loss of productivity and increased operating costs imply a loss of competitive advantage. Also, the one sided bureaucracy witnessed in a formal organization may in some instances lead to opportunistic behaviors by leaders resulting in misuse of power.…
1) Anita Hall, (March 2007), 'Influence: The Essence of Leadership', Retrieved Aug 17th 2009, from, http://www.ianrpubs.unl.edu/epublic/live/g1695/build/g1695.pdf
2) California State University, 'Influence Tactics', Retrieved Aug 17th 2009, from, [HIDDEN]
tactics are most likely to change followers' attitude?
3) Kotterman, James, (July 2006), 'Leadership vs. Management: What's the Difference?', Journal for Quality and Participation,
The passive style is described as management by exception where employees do not receive notice for their positive contributions to the organization, but instead are paid attention by their manager only when an error or problem arises. Punishment or disciplinary action is often the medium used in this approach. Active transactional leadership uses contingent rewards. With this approach, employees are praised for their performance and may be eligible for pay increases or other incentives (Bolman & Deal, 1991, p. 419). The type of leadership exhibited clearly determines the type of motivation used and often its success or failure.
The situational leadership theory of Hersey and Blanchard proposes that the optimal amount of task and relations behavior depends upon subordinate maturity. As the authors note, what the manager needs is a simple and logical framework for making decisions that will be successful (Hersey & Blanchard, 1990, p. 412). This theory prescribes…
Bolman, L. & Deal, T. (1991). Reframing organizations. San Francisco: Jossey-Bass.
Bossidy, Larry; Charan, Ram; Execution, the Discipline of Getting Things
Done; Crown Business, New York, NY. 2002.
DuBrin, a.J., R.D. Ireland, & J.C. Williams. Management & Organization. Cincinnati: South-Western, 1989.
The five-factor model is a classification system of personality traits organized in five broad dimensions i.e. openness to experience, conscientiousness, extraversion, agreeableness, and neuroticism. The model was derived from factor analytic studies of a large number of existing measures on personality traits, and has been established as generalizable across cultures (McCrae & Costa, 1997; McCrae & Costa, 1999; McCrae & John, 1992).
The leadership should reflect extra-version; this dimension represents the leader to be optimistic, assertive, and sociable. The leader should serve as intervening means of transmission, expression, or communication. Extraverted leaders are capable of exercising their influence in an assertive manner to communicate in an effective method.
The leadership requires the individuals to be disciplined, organized, and persistent. The leader should watch over or guard against carelessness, laziness and inefficiency. Conscientious leaders are consistently methodical, responsible, and thorough in their decision-making and activities.
Sean P. Nubert. 2006. The five Factor Model of Personality in the Workplace.
Jack Welsh. 2005. Five Questions to Ask.
Herb Kelleher. 2003. Words of Wisdom to Graduates
Judge, T.A., Martocchio, J.J., & Thoresen, C.J. (1997). Five-factor model of personality and employee absence. Journal of Applied Psychology.
It was after this season that Phil Jackson left the Platoons of Albany and joined the Chicago Bulls as an Assistant Coach, and as it is generally said, the 'rest is history'. (Lakers Coach Phil Jackson signs with WMA and Original Entertainment)
In a nutshell, a leader can be seen as a person or an individual who is inevitably the most important person within the group or organization where he is working or associated with in any way. It is this very leader who is most often responsible for the successes and the failures of the group or the team, which is under him. However, it is sometimes said that success and failure also lies in the hands of the followers, and in nay sort of organization or group, it is in the hands of the follower that the leader's goals and dreams are generally carried out or executed. Chris…
DuPree, David. Phil Jackson, Zen and Now. USA TODAY. 6 June, 2002. Retrieved at http://www.usatoday.com/sports/nba/02playoffs/2002-06-05-cover-jackson.htm . Accessed on 24 January, 2004
Empowerment: Developing Effective Followers. Retrieved From www.surcon.com/Surcon_Empowerment.doc+the+career+and+leadership+of+Phil+Jackson&hl=en" http://www.surcon.com/Surcon_Empowerment.doc . Accessed on 24 January, 2004
Evaluate Performance Constantly. Retrieved From www.teamsthatwin.com/ftp/EVALUATE%2520PERFORMANCE%2520CONSTANTLY.pdf+how+was+Coach+Phil+Jackson+effective+in+enabling+players+to+reach+their+peak+performance+levels+&hl=en" http://www.teamsthatwin.com/ftp/EVALUATE%20PERFORMANCE%20CONSTANTLY.pdf . Accessed on 24 January, 2004
Lakers Coach Phil Jackson signs with WMA and Original Entertainment. William Morris Agency, Press Releases. Retrieved at http://www.wma.com/0/press/pressreleases/Phil_Jackson_Final.html . Accessed on 24 January, 2004
The Leader is interested in aligning the beliefs and values of people with the overall goals and vision of the organization. In the Leadership role one can bring about change by providing direction, by setting an example, by motivating through inspiration, and by building teams based on respect and trust. A leader is focused on results rather than methods, systems and procedures. Leaders ask themselves "For what purpose?" And "What are the consequences for the system as a whole?" (Chait, 1997)
Different organizations offer various training programs for developing leadership skills in relation to planning, organizing, staffing, leading and controlling. The following paper analyzes the subject matter of these leadership trainings from various training writings and programs, in the light of the aforementioned human resource and management functions within an organization.
Planning is concerned with the future impact of today's decisions. It is the fundamental function of…
Altbach, P.G., Berdahl, O., Gumport, P.J. (1998). American higher education in the twenty- first century. Baltimore, Md.: The Johns Hopkins University Press.
Angelo, T.A. (1997) The campus as learning community: Seven promising shifts and seven powerful levers. AAHE Bulletin.
Chait, R. (1997) Contradictions of leadership and application of common sense. Speech delivered at the Leadership Conference of the California State University System, Long
The transformation was so effective in the company that it eventually changed an entire industry as well (Lawless, 1998).
Another aspect of leadership lessons learned from Her Keller include his tolerance for individuality and non-conformity on the part of his employees, and how the culture of the company became known as a haven for those who wanted to work hard yet also have fun (Lubans, 2009). Not every leader can accomplish this unique feat of creating a culture tolerant and even promoting non-conformity over time, let alone become its main evangelist for this approach. Yet Mr. Kelleher realized that if management and the employees were going to trust one another, there would need to be an unpretentious, open culture that had a tolerance for failure and nonconformity (Lindebaum, Cartwright, 2010). Getting back to the point made earlier, a mindset that sees failure as feedback, not a dead-end, is critical for…
Bennis, W. (2009). Crises Reveal the Quality of Leadership. Leader to Leader, 2009(54), 27.
Why Herb Kelleher Gets So Much Respect from Labor. (1984, September). Business Week: Industrial/Technology,(2861), 112.
Robert Lawless. (1998). Introduction: Speech-Herb Kelleher. Competitiveness Review, 8(1), 1.
Lee, William G. (1995). Southwest Airlines' Herb Kelleher: Unorthodoxy at work. Management Review, 84(1), 9.
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.
Leadership Qualifications in the orkplace
Proposed Leadership Model
For eras there have been people and leaders have discussed what the qualifications that make a great leader are. Leadership travels all the way back to the period of the ancient Greeks. In the 1500's, there was an Italian statesman named Niccolo Machiavelli, who wrote The Prince, and in this book he talked about the different methods for leaders to use in obtaining power (Leadership 2003). This all led to the current events dating to the early 1900's and what has been used and developed in today's society. There are a lot of theories of what a leader in the workplace should have and the idea that leaders during history have been people who were seen or looked up to as leaders and deeply appreciated. As people say "There are those that lead and those that follow." An individual with…
Akinboye, J., 2005. Executive behaviour battery. Ibadan: Stirling-Horden Publishers.
Borman, W., 2004. The concept of organizational citizenship. Current Directions in Psychological Science, 13(6), p. 238 -- 241.
Cameron, J.D.E.K.R. & R.R., 2001. Extrinsic rewards and intrinsic: Reconsidered once again.. Review of Educational Research, pp. 30-54.
Charlton, G., 2000. Human Habits of Highly Effective Organisations.. Pretoria: Van Schaik Publishers.
Some say that leadership is just getting a job done. I wish to dispute that it does not work that way. Every professional's job is now the front lines, and the skills of leadership are now becoming pivotal to everyone's imagination of himself or herself as a professional. It is well-known fact that simply declaring yourself a leader will not induce anyone to follow you. The course of becoming a leader does not happen overnight. Leadership is growing and beginning to incorporate its significance in every aspects of work. The former command and control model of leadership is dwindling, and self-organizing systems are becoming new practices of looking at leadership.
Leadership is an inner journey, one that never halts. If you take this journey from the viewpoint of following your calling, listening to your heart, and exploring how you can be of service to something greater than yourself, then…
Community service awardee Bob Adams honored for his work with local youth
Publication Date: May 22, 2002
Town Crier Correspondent
The Town Crier Company, Inc., Los Altos, California. All rights reserved. http://www.losaltosonline.com/latc/arch/2002/21/Communit/1adams/1adams.html
The authors also find that the firms where these antecedents are most present are those in which either leadership style is highly evident. Firms that lack either leadership style are the lowest performing with respect to quality management.
The ultimate objective of any leader is to improve the company's performance. The most basic measures of performance are profit, revenue, market share and other financial statement measures. Even if the leader excels at other elements, if they do not translate to the bottom line, then the leader is not meeting the needs of the shareholders. hittington et al. (2009) have found that organizational performance is most positively affected by transactional leadership, whereas transformational leadership as found to have no impact. By contrast, Spinelli (2006) found the opposite -- that transformational leadership was more effective at delivering performance outcomes. This again hints that the best leadership style is dependent on the situation.…
Burns, J. (1979) Leadership. Harper Books.
Pieterse, a., van Knippenberg, D., Schippers, M. & Stam, D. (2010). Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment. Journal of Organizational Behavior. Vol. 31 (4) 609-623.
Kezar, a. & Eckel, P. (2008). Advancing diversity agendas on campus: Examining transactional and transformational presidential leadership styles. International Journal of Leadership in Education. Vol. 11 (4) 379-405.
Zagorsek, H., Dimovski, V. & Skerlavaj, M. (2009). Transactional and transformational leadership impacts on organizational learning. Journal of East European Management Studies. Vol. 14 (2) 144-165.
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…
During this time period I also began studying leadership and the more interesting aspects of motivation. I found that the concepts of autonomy, mastery and purpose can have a transformational effect on those I am leading as well. Instead of concentrating just on carrots and sticks to motivate others, I looked at how to create entirely new jobs that would allow for autonomy, mastery and purpose to be included in each role. This worked out extremely well in Iraq where there were many more projects that people to go around, and time, resources and talent were nearly always in short supply. This experience taught me that focusing on results was not enough; there had to be a focus on providing those reporting to me with a chance to grow professionally and find their path to their own leadership styles and approaches too.
I'm a veteran, single-mother and proven leader…
Our persistent approach to the initial years of the twenty-first century, necessitates to recall the crucial incidents of the previous century and to foresee the events to be come across in future more specifically in the ensuing years. The commercial class considered to constitute the largest section in the society much concerned bout the future events. Taking all the technological advancements that took place during the past century in to consideration the corporations are to strive for maintaining the competitiveness in the international market relentlessly. Taking together all the factors one can visualize the extraordinary variations that have profound impact on the global trade and commerce. The veracity of global economy combined with the dissemination of the information technology provided adequate impetus to the corporations large and small to compete in a new dimension. This lays emphasis of the effectiveness of management and leadership skills as a determinant for…
Big Dog's Leadership Page - Concept of Leadership. Retrieved at http://www.nwlink.com/~donclark/leader/leadcon.html
Classical leadership. Retrieved at http://www.infed.org/leadership/traditional_leadership.htm
Clemmer, Jim. Customer Satisfaction is a Reflection of Employee Satisfaction. Retrieved at http://www.clemmer.net/excerpts/cust_satisfaction.shtml
Employee Motivation in the Workplace. Retrieved at http://www.bnet.com/abstract.aspx?cid=110&sortby=comp&docid=62973
Type a versus Type B Leadership
The ability to guide and direct a group, department or entire organization is predicated on being able to balance task and relationship orientation through transformational leadership. The most effective leaders balance short-term transactional strategies for getting immediate results with transformational leadership skills, intermediating between each using emotional intelligence (EI) to guide their decision making (Ivey, Kline, 2010). The foundational elements of transformational leadership include individualized consideration, intellectual stimulation, inspirational motivation (Ismail, Mohamed, Sulaiman, Mohamad, Yusuf, 2011) and idealized influence. Transformational leaders are able to use situational awareness and EI to selectively apply each of these approaches at the most opportune time to get the best results (Ivey, Kline, 2010). The intent of this analysis is to evaluate how these techniques can be used for assessing scores from the Type A versus Type B tests taken. I received a score of 38 on Type…
Ismail, A., Mohamed, H.A., Sulaiman, A.Z., Mohamad, M.H., & Yusuf, M.H. (2011). An empirical study of the relationship between transformational leadership, empowerment and organizational commitment. Business and Economic Research Journal, 2(1), 89-108. Retrieved from ProQuest.
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.
" (Harmon 2006)
Both Peter and Tom seem to be committed to the nine key areas of leadership discussed in 'Challenge and Charge'.
Those nine traits include such characteristics as; being ethical, displaying courage and honesty, having a vision, teaching others those characteristics and values to which the leader holds true, have high expectations of those which are put into leadership capacities, and understanding those people with which the leader comes in contact with.
Further traits include; being competent and knowledgeable, and perhaps, most importantly, learning to delegate, support and encourage those that the leader puts in charge.
These traits can enhance the abilities of a leader, especially when not only are such traits being espoused, but they are being adhered to as well. The leader can set the example of what is expected by constantly and consistently reminding all those he or she comes in contact with the standards…
Blanchard, Ken, (2006) Leader to Leader Institute, http://www.leadertoleader.org/knowledgecenter/thoughtleaders/blanchard/ondrucker.html , Accessed January 9, 2007
Harmon, Frederick, (2006) Leader to Leader Institute, http://www.leadertoleader.org/knowledgecenter/thoughtleaders/harmon/ondrucker.html , Accessed January 9, 2007
Tom Peters Company, http://www.tompeters.com/blogs/main/leadership.xml , Accessed January 9, 2007
Transactional leaders use the extrinsic motivators, to get goals met within an organization, as stated by Suliman (2009). This type of leadership used internal reward or punishment mechanisms to get employees to follow their directive. Transactional leaders usually leave the current organizational structure and goals intact, since the characteristic of these leaders is not effective in situations that require change. Suliman, (2009) also argue that some leaders are very passive and only get involved if the necessary actions are contrary to the overall goal or achievement of the organization.
Visionary leaders are usually characterized as individuals who do not compromise their personal integrity for the overall goal of any organization or process. These leaders do not portray ordinary character traits, since they are usually concerned with direction or organizing action based on new possibilities or a progressive agenda as argued by McIntosh and Tolson (2009). These are usually interested…
Thankfully, in my role I have become experienced in dealing with multiple stakeholders. I utilized my transformational leadership skills to have all stakeholders buy into my vision of the project, allowing me to shape the project in a manner that would allow me to deliver satisfactory results to all of the stakeholders.
I knew that I was going to demand a lot from all of the different stakeholders, and therefore I needed to lead by example. I took this as the core of my vision for my leadership. I was a situational leader, moving between transformational and transactional as the situation required. I was tough when necessary, in particular with respect to ethics, but I was also able to make contributions that improved the positivity surrounding the project. I worked with the union representative to build a set of disciplinary actions based on my code of ethics, which…
The administrative support staff who is dealing with frustrated doctors who cannot adjust to the new computer tablets they are using as an alternative to paper files may require a transactional leader who can provide the organizational support needed to move through an uncomfortable transition. A single leader cannot always be everything to everyone. By learning one's leadership strengths and weaknesses and understanding the leadership skills needed to achieve the organizational objectives, the leader can begin to develop and foster his or her leadership team with people who offer complimentary skills and leadership styles.
Avolio, B.J. & Yammarino, F.J. (2002). Transformational and charismatic leadership: The road ahead. San Diego, CA: Emerald Group Publishing.
Business leadership: A Jossey-Bass reader. (2003). San Francisco: Jossey-Bass.
Clawson, J.G. (2009). Level three leadership: Getting below the surface. (4th ed.). Upper Saddle iver, NJ: Prentice Hall.
Dulewicz, C., Young, M., & Dulewicz, V. (2005, Spring).…
Avolio, B.J. & Yammarino, F.J. (2002). Transformational and charismatic leadership: The road ahead. San Diego, CA: Emerald Group Publishing.
Business leadership: A Jossey-Bass reader. (2003). San Francisco: Jossey-Bass.
Clawson, J.G. (2009). Level three leadership: Getting below the surface. (4th ed.). Upper Saddle River, NJ: Prentice Hall.
Dulewicz, C., Young, M., & Dulewicz, V. (2005, Spring). The relevance of emotional intelligence for leadership performance. Journal of General Management, 30(3), 71-86. Retrieved from EBSCOhost.
In order to accomplish this, I will need to in some ways "symbolize the norms" of what others expect (Wren 1995, pg. 188). This does note mean subsuming my identity, but making sure that I am more easily identified with than my mannerisms and extreme intellectualism sometimes allow.
How to ecognize Change
ecognizing change in oneself is supremely difficult, but there are tangible measures in leadership situations that can be used. The best way for me to tell if my expectations have fallen more in line with reality, for instance, would be to see how well and how easily my group accomplishes the set goals. If the goals seem to be creating an inordinate amount of stress and work, then it might be best to reduce expectations again. When it comes to changing the emotive content of my communication, asking a few trusted members of the team for their input…
Bass, B. & Riggio, R. (2006) Transformational leadership. Mahwah, NJ: Lawrence Erlbaum Associates.
Covey, S. (1991). Principle-centered leadership. New York: Simon & Schuster.
George, W. & Bennis, W. (2003). Authentic leadership. San Francisco: Jossey-Bass.
Goleman, D.; Boyatzis, R.; McKee, A. (2004). Primal leadership. Boston: Harvard Business School Press.