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Additionally, the leader of the virtual team communicated in a far more effective manner than did the leader of the team at the nuclear site. Perhaps the leader of the virtual team realized that the only way to achieve the team's objective was through a consistent, regular and ongoing communication style that would enhance the team's effectiveness. Therefore, the leader diligently addressed the issue in an ongoing manner.
The nuclear site team's leader, knowing that a face-to-face meeting could take place within a matter of mere moments was most likely much less diligent in communicating the needs, goals and objectives of the group.
The ComCorp study states that "a number of disintegrating forces continually pull teams apart, including time zone differences, local pressures, cultural differences, and a general lack of face-to-face contact and interaction" (Kerber). No such circumstances exist for the nuclear plant or other local leadership teams.
Kerber, K.W. & Buono, a.F. (2004) Leadership challenges in global virtual teams: Lessons from the field, SAM Advanced Management Journal, Vol. 69, Issue 4, pp. 4-10
Rogers, M.J. & Walker, C.M. (2010) Evaluation of leadership teamwork interventions at DTE Energy -- Fermi 2 nuclear power station, Power Engineering, Vol. 114, Issue 5, pp. 6-8
There are several candidates for taking charge of Gene One during its initial public offering and for some time following, at least until the company has stabilized in its new position, if not for longer. There are of course positive aspects and drawbacks to each of the potential company leaders, but any negative aspects of one individual's leadership can be mitigated by a more temperate and even handed leadership structure, yet one that still allows for efficient and decisive decisions to be made and carried out.
Studies have shown that leadership is often more even-handed when measured in terms of influence rather than in terms of procedural behavior, and this knowledge will be directly and explicitly applied to the Gene One leadership structure in the situation at hand (Hysom & Johnson 2006). Michelle Houghton and John Kirby will be the primary decision makers for the company; Houghton's commitment to the…
Hinduan, Z.; Wilson-Evered, E.; Moss, S. & Scannell, E. (2009). "Leadership, work outcomes and openness to change following an Indonesian bank merger." Asia-Pacific journal of human resources 47(1), pp. 59-78.
Hysom, S. & Johnson, (2006). "Leadership Structures in Same-Sex Task Groups." Sociological Perspectives 49(3), pp. 391-410.
Massod, S.; Dani, S.; Burns, N. & Backhouse, C. (2006). "Transformational Leadership and Organizational Culture: The Situational Strength Perspective." Proceedings of the Institution of Mechanical Engineers; Part B; Journal of Engineering Manufacture 220(6), pp. 941-9.
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.
These leaders are aware of their emotions and the effects they have on others. Understanding one's emotions is the starting point for an effective self-management and management of others. In addition to this, an effective leader should be aware of its limitations, its strengths, and its capabilities. These competencies are in strong correlation with social competencies, which help leaders understand the behavior of their subordinates, their clients, and to better perceive relationships within the organization.
In order to effectively manage its employees, the leader must first be able to understand them. This is where EI intervenes. An effective leader should not only use its EI competence for managing people, but also for promoting EI among them and encouraging them to develop their Emotional Intelligence skills. Employees with developed EI skills develop better relationships with their colleagues, their bosses, or their subordinates, are more pleased with their jobs and the overall…
Mayer, J.D. (1999). Emotional Intelligence Information. Retrieved October 16, 2007 at http://www.unh.edu/emotional_intelligence/ei%20What%20is%20EI/ei%20definition.htm .
Emotional Intelligence (1998). Retrieved October 16, 2007 at http://www.funderstanding.com/eq.cfm .
Rock, Michael (2006). The 90% Factor EQ (Emotional Intelligence) and the New Workplace. CanadaOne online. Retrieved October 17, 2007 at http://www.canadaone.com/magazine/eq050198.html .
Childs, Roy (2004). Emotional Intelligence and Leadership. Team Technology. Retrieved October 17, 2004 at http://www.teamtechnology.co.uk/emotional-intelligence.html .
Team evaluation: MGI
Fundamentally, my team worked so effectively because of our common goals and determination to succeed. A critical component of creating our effective team was the drawing-up of a team charter. The charter listed team member strengths, duties, processes, ground rules, and above all a timetable of deliverables. Having a series of deadlines for small projects, rather than focusing on the single, final deadlines of the project forced us to keep in constant contact over email and have a consistent and ongoing dialogue about the preoccupations of the case study.
One of the challenges of being a member of a virtual team is that the distanced format can lack accountability, and people do not get a clear sense of the personalities of other team members. However, in the case of our team, we clearly bonded as a unit. The fact that Nicholas Payne was so prompt in getting…
I see that in my own leadership style I am oriented towards a transactional style, but that in order to improve my leadership I need to weave the daily leadership actions together better with an eye to creating long-term organizational excellence. I feel that I have developed strong communications skills and healthy leadership traits in terms of being rational but also being able to deal with the emotional elements of the job. I perhaps struggle a little at listening, but I also can be short-sighted with my decision-making, such that months or years later I find my decisions have set an undesirable tone that must be corrected. These are the most significant deficiencies between the leader I am and the leader I wish to become.
Long-term strategy can also be considered somewhat of a weakness. There is certainly a gap between the specificity of long-term strategies that the organization has…
Schermerhorn, John. (2001). Situational Leadership: Conversations with Paul Hersey. Ohio University. Retrieved August 1, 2009 from http://www.situational.com/PdfViewer.aspx?pdfPath=~/Pdf/Conversations_With_Paul_Hersey.pdf
Fielder, Fred. (1964). A Contingency Model of Leadership Effectiveness. Academic Press, Burlington, MA.
Vroom, VH & Yetton, PW. (1973). Leadership and Decision-Making. Yale University. Retrieved August 1, 2009 from http://www.lederne.dk/NR/rdonlyres/E8715858-DCEE-4355-88BB-B3E82FE7DA9B/0/18VictorVroom2.pdf
Enos, Darryl D. (2007). Performance Improvement. CRC Press, p. 153
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.
The speeches by Chris Christie and Bill Clinton at their respective national conventions highlight a number of characteristics of collaborative leadership. In politics, being able to collaborate while retaining one's sense of identity is essential success. Obama won by building a coalition of African-Americans, Latinos, women, the young, city dwellers and the educated. Romney failed to build a coalition of different groups, relying primarily on rural white voters. Collaborative leadership and team-building are clearly essential to political success.
Both speeches spent considerable time attacking the other side, and those elements of the speeches work against collaborative leadership. We can learn from the negativity, because there is a tremendous fracture in American politics. As a result of this fracture, the last Congress passed a low number of laws, failed to do even the basic tasks of government, and managed to get the credit rating of the country lowered. Dedicating your…
The consequence of participative leadership can also be successful decisions suggested by specialists in the particular field. In this type of business management, the supervisor does not only engage team members, but can also take leadership from his peers (ampur, 2010).
One of the most appropriate participative leadership examples can be when a supervisor segregates project work in his team associates including himself converses the project necessities and prospects with the team manager and other associates, and then they work on it together. Participative leadership definitely augments worker approval, decreases the workload of administrators, and generates better collaboration; with all this ultimately contributing to high-quality work in the project (ampur, 2010).
The major advantage of participative leadership style is that this method encourages the resolve and progress of possible leaders who are already present in the team. Since this method of leadership and management necessitates all the team associates to…
Leadership Styles. (2010). Retrieved December 6, 2010, from Web site:
McCrimmon, Mitch. (2007). What is Participative Leadership? Retrieved December 6, 2010,
from Suite 101 Web site: http://www.suite101.com/content/what-is-participative-leadership-a23335
Leadership Priorities and Practice in Organizational Management
The enterprise software industry is going through a series of disruptive innovations that are disrupting the economics of the industry while also shifting the balance of power away from the Chief Information Officer (CIO) to the line-of-business leaders including the Vice Presidents, General Managers and Directors of Business Units. As this balance of power shifts throughout enterprise software, many long-standing approaches to developing, delivering, monetizing, and supporting software are also changing. One of the most successful companies in the enterprise software industry, specifically in the Aerospace and Defense sector, is Cincom Systems. Cincom has been able to attain a highly profitable business model by creating very customized systems for customers' needs while at the same time creating maintenance agreements that ensuring highly profitable recurring revenue stream over the long-term. This strategy has been largely responsible for the company's ability to withstand the recurring…
Adler, P.S., McDonald, D.W., & MacDonald, F. (1992). Strategic management of technical functions. MIT Sloan Management Review, 33(2), 19-19.
Carroll, S.J., & Gillen, D.J. (1987). Are the classical management functions useful in describing managerial work? Academy of Management. The Academy of Management Review, 12(1), 38-38.
Cunningham, J.B. (1979). The management system: Its functions and processes. Management Science, 25(7), 657-657.
Gold, B. (1991). Towards the increasing integration of management functions: Needs and illustrative advances. International Journal of Technology Management,, 10-10.
After the departure of LTC wood the lieutenant colonel that was in command a battalion in the 56th Heavy Brigade Combat Team (HBCT), there was a change of command. There was a new brigade leadership team that assumed responsibility for the period of pre-deployment and train-up. The paper will look at an analysis of the leadership problem that the new brigade leadership had. There will be a proposal on the solving of the leadership problem and finally an analysis of the expected outcome from the solutions that have been proposed.
There was an indication that the leadership performed well within Afghanistan given the circumstances. However there were various leadership challenges that were presented which required attention. First of all there were incompatible communication systems that crippled command and communication throughout the brigade. Due to the varied battlefield, electronic and environmental conditions leaders were often required to carry…
Cherry, K.(2013).What is problem solving? Retrieved July 20, 2013 from http://psychology.about.com/od/problemsolving/f/problem-solving-steps.htm
Sieck, W.(2013). Critical Thinking Skills: What are They and How Do I Get Them? Retrieved July 20, 2013 from http://www.globalcognition.org/head-smart/critical-thinking-skills/
SkillsYouNeed.com.(2013). Problem Solving. Retrieved July 22, 2013 from http://www.skillsyouneed.com/ips/problem-solving.html
University of Kent Careers and Employability Service. (2010). Problem Solving and Analytical Skills. Retrieved July 20, 2013 from http://www.kent.ac.uk/careers/sk/problem-solving-skills.htm
The balanced scorecard concept highlights a number of different measures that reflect on the success of a company. These measures include the normal financial measures that corporations use, but also measures relating to the customer, to the staff and to the environment/community. The leader must therefore take into account these different dimensions -- innovation, processes, financial outcomes and the customers -- in order to ensure that the company excels (Kaplan & Norton, 1992). The role of the leader is both to serve as visionary and strategist, but also as the inspirational leader of the organization. Vision is essential, because the leader has to see how all of the different elements of the organization come together to deliver on the multiple objectives laid out in the balanced scorecard approach.
The first step for the leader is to determine the organization's strategy, something that demands a high level of vision (Porter,…
Kaplan, R. & Norton, D. (1992). The balanced scorecard: Measures that drive performance. Harvard Business Review. In possession of the author.
Porter, M. (no date). Leader as strategist. Leadership Excellence. In possession of the author.
Powell, C. (no date). Leadership principles. Leadership Excellence. In possession of the author.
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:
Systems Perspective, Organizational Behavior Perspective, and Organizational Development Perspective. I have discussed how the three theories apply to my leadership style and how they relate to my definition of leadership which is the betterment of the organization and its people. The three perspectives were key to the success of my Squadron and the care and welfare of the organization, followers and Families. The next chapter will define what I have learned and why it is important to me as I cover my final thoughts.
As I reflect back why I started my pursuit of getting a degree I would have to "Thank" a lot of people. My wife would be the number one reason for me pursuing my completion of the whole degree process as it took a lot of prodding and poking, she's the best. I have many senior leaders and peers that I would like to…
CEO Salaries and Leadership
Leaders are important in organizations, but seldom is leadership just one person. My starting point with respect to CEO salaries is that they are overblown, and CEOs are not worth what they are paid. A truly exceptional CEO can warrant truly exceptional pay, because they make contributions to the organization that reflect in the share price. But most CEOs do not do this. They are too out of touch to lead, and the rest of the leadership team can handle the day-to-day leadership of most companies, with any halfway competent CEO. Most C-suiters are good enough to take on the CEO's job, at least the leadership part, if not the political aspects of it. In essence, I find that there is a pretty significant difference between great leaders who are visionary and can bring about buy-in from people who've never even met them, and most leaders,…
The means by which the company could enhance its public perception are countless, having however the downside of requesting sustained financial investments.
A first means by which the new leading team could implement change and improve the company's perception is that of developing and implementing strong media campaigns. These campaigns would be constructed on the visionary ideas of the late Don uiz and would point out the benefits of the healthier products obtained through biotechnology. These campaigns would have a twofold benefit in the meaning that they would, on the one hand, familiarize the public with the company and improve its reputations, but on the other hand, they would also familiarize the customer base with the products, generating as such increasing levels of demand for the Gene One products and services.
The second means by which Gene One could enhance its public perception is that of becoming more involved in…
Zimmerman, M.A., 2008, The Influence of Top Management Team Heterogeneity on the Capital Raised through an Initial Public Offering, Entrepreneurship: Theory and Practice, Vol. 32
1995, Family Businesses cautioned about Going Public, Journal of Accountancy, Vol. 179
Specifically, feedback is a necessity for assessing the immediate needs of the team, for evaluating both individual and team performance, for enabling individuals to improve their performance, and for enabling teams to improve their joint performance and teamwork.
Where the sports analogy breaks down again is in the different level of immediacy that applies to feedback in the realm of sports and professional business. In sports, feedback loops exist on a momentary basis at the operational level, whereas in business functions, it is very rare to have such immediacy of feedback. However, other than the temporal difference, feedback loops provide many of the same essential functions in both realms. In general principle, teams without efficient feedback mechanisms are destined to remain at their current levels of performance and success. Conversely, teams that succeed do so partly by accurately evaluating past performance with the express purpose of implementing the changes necessary…
Leadership and Performance in the Workplace
The problems at Woody's Veneer are fundamental in nature. They speak to a completely toxic organization, so in that sense a diagnosis of minor issues of motivation is actually insufficient to describe this work environment. At the most basic level, there is no respect between workers, management and ownership. None of these levels are working together towards a common goal; instead they are working against each other at every turn. It has been theorized that participative management results in the highest level of motivation among workers, but this organization does not involve the workers in any way, and they are lashing out (Magloff, 2016).
Leadership is also responsible for setting the tone in an organization, both respect to organizational culture and with respect to organizational norms. In this case, it is clear that leaders are setting very poor norms, and the followers within the…
Beslin, R. & Reddin, C. (2004). How leaders can communicate to build trust. Ivey Business Journal. Retrieved March 4, 2016 from http://iveybusinessjournal.com/publication/how-leaders-can-communicate-to-build-trust/
Cherry, K. (2016). What is transformational leadership? About.com. Retrieved March 4, 2016 from http://psychology.about.com/od/leadership/a/transformational.htm
Magloff, L. (2016). Organizational motivation theories. Houston Chronicle. Retrieved March 4, 2016 from http://smallbusiness.chron.com/organizational-motivation-theories-4961.html
Wengrzyn, R. (2016). Group norms influence us. Study.com. Retrieved March 4, 2016 from http://study.com/academy/lesson/how-types-of-group-norms-influence-individual-behavior.html
The author of this report has been asked to select from among a list of ten leaders and assess their leadership style including whether it is effective or not whilst using four to five sources. From the list, the author of this report has chosen Mary Barra, the current CEO of General Motors in the United States. The primary article that shall be used from a reference standpoint is Darling and Leffel, authored in 2010. However, other sources will be looped in as well. While Barra's style may be critiqued and criticized by some, her inclusive style is no less than a good start for other leaders to mimic and follow.
Of course, leadership is the act and process of leading a group of people. In the context of this report, a leader would be a person who guides a corporation in a given direction as a means…
Darling, J., & Leffel, A. (2010). Developing the Leadership Team in an Entrepreneurial Venture: A Case Focusing on the Importance of Styles. Journal Of Small Business & Entrepreneurship, 23(3), 355-371. http://dx.doi.org/10.1080/08276331.2010.10593490
Englemeier, S. (2014). Did Mary Barra's Inclusive Leadership Style Propel Her to The Top?. Industryweek.com. Retrieved 13 October 2015, from http://www.industryweek.com/companies-amp-executives/did-mary-barra-s-inclusive-leadership-style-propel-her-top
Getha-Taylor, H., Fowles, J., Silvia, C., & Merritt, C. C. (2015). Considering the Effects
of Time on Leadership Development. Public Personnel Management, 44(3), 295-
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
Technical, interpersonal, and conceptual skills
Interpersonal skills entail knowing how to interact with others. No employee desires to have a boss who is inconsiderate or rude or one who has poor human skills. All these could reduce productivity and employee morale. Managers with effective human skills tend to have subordinates who have positive attitudes and strong desires to increase productivity. Managers are always expected in any organization to have harmonious relationships with those below them like supervisors, peers, and subordinates (Yukl, 2012).
Conceptual skills refer to an individual's aptitude to formulate ideas. These skills include formulating abstractions, thinking creatively, understanding issues, solving problems, and analyzing complex situations. Within the business context, these skills are viewed as integral prerequisites for top executive positions. Conceptual skills differ from technical skills and interpersonal skills. The three types of skills assume vital roles for certain purposes and in certain situations. However, conceptual skills…
Phillips, D. T (1993). Lincoln on Leadership: Executive Strategies for Tough Times. Warner Books, Inc.
Yukl, G.A. (2012). Leadership in Organizations. 8th Ed. Boston, MA: Pearson Education
Leadership and Human Resources
Sunflower Electric Power Corporation certainly had compelling circumstances that motivated management to pursue cultural change. Having recently undergone debt restructuring and charges of mismanagement and corruption, employee morale was at an all-time low. The major priority for the company was to completely change its corporation culture with a huge emphasis on interpersonal relationships.
The culture of Sunflower was a command-and-control culture characterized by authoritative and conservative leadership. This culture had encouraged turf wars among managers and had inhibited effective job performance. Sunflower's new CEO, Chris Hauck, undertook many initiatives to change the culture to a competence culture in which leadership is visionary, sets high standards and encourages people to achieved new heights.
Competence cultures, unlike command-and-control ones pursue excellence and innovation. However, resistance to change would make Sunflower's cultural evolution a challenging one. There are four basic reasons for resisting change (Greene, Adam and Ebert, 1995):…
Greene, C., Everet, A, and Ebert, R. (1005). Management for effective performance. Englewood Cliffs: Prentice-Hall, Inc.
Maxwell, J. (2003). Leadership by example is key to guiding a strong company. Houston Business Journal. Retrieved November 13, 2003 from Houston Business Journal Web Site: http://houston.bizjournals.com/houston/stories/2003/10/06/smallb2.html
Schneider, B., Competence run amok. Retrieved November 13, 2003 from Hanigan Consulting Web Site: http://22.214.171.124/search?q=cache:frizEcXV4IUJ:www.haniganconsulting.com/competence_run_amok.pdf+%22Competence+culture%22&hl=en&ie=UTF-8
Models for team behavior within the organization
Teams have become an increasingly ubiquitous part of complex, modern organizations. One survey of 962 H leaders found that fifty-four percent of respondents spent up to 30% of their day in team settings (Blanchard 2012). No longer are individual employees solely appraised in terms of their individual usefulness: their ability to function as part of a team is essential. "Organizations are more networked, more flexible, and more dynamic than ever before. Outsourcing, globalization, and competitive pressures are forcing organizations to rely more on work teams comprised of not only of employees, as well as outside experts or counterparts from allied organizations" (Blanchard 2012). Teams may composed of a combination of external or internal employees and they are invariably diverse and multifaceted.
Although every team is different, certain genetic rubrics have been developed to assess how teams function, the most famous of…
Blanchard, K. (2013). Critical role of teams. Retrieved:
Chapman, Alan. (2009). Bruce Tuckman: Storming, norming, and performing. Retrieved:
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/
Team and Tension
The major components of House's Path-Goal Theory are directive leaderships, supportive leadership, participative leadership, and achievement-oriented leadership. Each leadership style has its own unique attributes which correlate directly to an individual's personality traits. For instance, directive leaders tend to have a more authoritarian approach to leadership. They tend to establish working hierarchies of relationships and reporting structures. Directive leaders also tend to operate as a single leader with sole responsibility over a limited amount of resources. As such directive leaders are particularly effective in routine and repetitive environments that adhere to strict requirements. Manufacturing and retail management positions tend to be very effective positions for directive leaders. Directive leaders give subordinates instructions about their task, how it is to be performed, and the time frame in which it needs to be completed. There is often very little freedom in regards to how the task should be accomplished.…
Team members would then select which plan they felt would be most advantageous to their venture and vote accordingly, with the winning plan thus determining the group leader as the pre-selected plan leader. This would not entirely solve the factionalism problem, but the lack of vision and clear objectives currently affecting the group is the primary problem with the lack of leadership and is something that needs to be addressed; these are the problems that are preventing the group from moving forward in an effective and efficient way, and are the fundamental reasons behind the need for more defined and concrete leadership (Myatt, 2012). Once this leadership is established with a broader consensus about the direction the venture should be heading, those members of the team who disagree with the outcome will be more encouraged to renew their commitment to the team and maintain the right attitude in their efforts…
Boyle, J. (2011). Damaging Consequences From a Lack of Leadership. Accessed 12 December 2012. http://bigthink.com/experts-corner/damaging-consequences-from-a-lack-of-leadership
Myatt, M. (2012). Businesses don't fail -- leaders do. Accessed 12 December 2012. http://www.forbes.com/sites/mikemyatt/2012/01/12/businesses-dont-fail-leaders-do/
Peshawaria, R. (2011). There is no such thing as bad leadership. Accessed 12 December 2012. http://www.forbes.com/sites/rajeevpeshawaria/2011/08/19/there-is-no-such-thing-as-bad-leadership/
Leadership is a complex process involving the ability of an individual to inspire, motivate and redirect ways of thinking. It refers to the ability to bring out the best in oneself and others. In any set up, there must be rules and regulations to guide the relationships between people and activities. In a set up like an organization, there are goals and objectives that the organization aims to achieve. These objectives and targets rely on the ability of a leader to organize and direct activities towards their attainment. Leadership is the ability of one individual to stir the sentiments and behaviors of others towards the achievement of the set goals. The leader does this by transforming the goals to be a common goal to others.
Methods used by leaders to influence group members
Leaders can use power to get things done. How a leader uses these powers determines the success…
Gitlow, L.A. Being the boss: The importance of leadership and power. Washington D.C: Beard
book, 2004. Print.
Hellriegel, D & Slocum, W.J. Organizational behavior. Mason U.S.A: Cengage learning, 2009.
Analysis of Self-Managed Work Teams
The autonomy of work teams has increasingly become a necessity in many enterprises who rely on a depth of expertise, experience and wealth of knowledge that their knowledge-rich employees provide (Roper, Phillips, 2007). Given how complex, diverse and deep specific areas of expertise are in the core functional areas of any business, it isn't possible for a single manager or leader to have an expert-level command of all expertise. This makes the formation and successful functioning of a team even more critical, as a leader must create a culture of trust, openness and shared communication and collaboration. This is accentuated and made clear in the empirical studies of exceptional leadership of virtual teams across diverse cultural and geographic locations (Muthusamy, Wheeler, Simmons, 2005). The intent of this analysis is to critically evaluate the role of compensation programs for teams, the pros and cons of…
Adrian, N., & Snow, D. (2007). Quality tools, teamwork lead to a Boeing system redesign. Quality Progress, 40(11), 43-48
Leavy, B. (2012). Higher Ambition Leadership. Strategy & Leadership, 40(3), 5-11.
Muthusamy, S.K., Wheeler, J.V., & Simmons, B.L. (2005). Self-managing work teams: Enhancing organizational innovativeness. Organization Development Journal, 23(3), 53-66.
Power, J., & Waddell, D. (2004). The link between self-managed work teams and learning organisations using performance indicators. The Learning Organization, 11(2), 244-259.
This team has a number of problems including a strong lack of communication, and perhaps the communication skills necessary to overcome that absence. Additionally, the leadership of the group is relatively weak in character, at least as a leader for this particular team. The team may have the collective, and individual, knowledge and expertise to accomplish the task that has been set before them, however, using that knowledge and experience seems to be completely hindered by the team's lack of cohesion. Although there seems to be a consensus among the team as to which design would work best for the project, no one seems to want to take the lead in asserting what is obvious to the team members. That is where good leadership skills can come in handy.
The team as a group has a world of experience; academic and professional in nature. Gary, the…
The team on which the paper is based is a class discussion team that was formed in the curse of the semester to enable us accomplish the various tasks that would be assigned.
Stages of team development
Our group went through the various stages of development like any other groups with the challenges and the progress handled by the member of the group. The following is a summary of the stages that our group went through. Each stage was characterized by the indicated activities and conditions, with some of these characteristics crossing over to the next stage among a few people.
The group structure was a simple one since it is an academically focused group that was formed to meet the specific tasks before it within the semester and eventually disperse as indicated above. There was the group representative who acted as the link between the…
Ann Marie N. & Joyce S., (2009). Group Dynamics and Team Building. Retrieved December 20, 2013 from http://www.wfh.org/2/docs/Publications/Hemo_Org_Resources/Monographs/HOD4_Group_Dynamics_2-edition.pdf
Grant, R.W., & Finnocchio, L.J. (1995). Interdisciplinary Collaborative Teams in Primary Care:
A Model Curriculum and Resource Guide. San Francisco, CA: Pew Health Professions Commission.
Mind Tools (2013). Forming, Storming, Norming, and Performing: Helping New Teams Perform
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
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.
Models of leadership and management
Comparison and contrast of leadership models
Application of leadership model: Case of Mark Zuckerberg
Table 1- Leadership Table
Leadership in public and private sector businesses is important for the growth of these businesses. Of late, many researchers have thoroughly investigated the role leadership in promoting businesses. Researchers have also tried to explore the common characteristics of global business leaders that have led their businesses to successful heights. Different models of effective leadership in corporations have also been drafted. One major aspect of leaders being explored in their ability to inspire people surrounding them and use this inspiration to achieve results that could be achieved without having complete trust of followers. While followers might be hard to make for a leader, and yet harder to retain, few researchers have put forth consolidated models of inspirational leaders that effectively make and retain followers.…
Brio, M.M. (2013). Think like Zuck: How Leadership diversity Sparks Innovation. Forbes Magazine. Retrieved from: [ http://www.forbes.com/sites/meghanbiro/2013/01/27/think-like-zuck-how-leadership-diversity-sparks-innovation/ ]
Forbes. (2013). The World's Billionaires: Mark Zuckerberg. Forbes Magazine. Retrieved from: [ http://www.forbes.com/profile/mark-zuckerberg/ ]
Drucker, P.F. (2004). What makes an effective executive? Harvard Business Review, 58-63.
Goffee, R., & Jones, G. (2001). Why Should Anyone Be Led by You? IEEE Engineering Management Review, 29(1), 94-100.
Leadership Path Goal Theory
The Boy Scouts" using the "path- goal theory
Path Goal Theory
Explain how the theory works and include an example
Explain the effect of power and influence that leaders have on followers in the organization
Are the followers receptive?
Would you recommend another strategy?
Evaluate the role of transformational and transformational leadership in the organization
Effectiveness of transformational and transactional leadership in the organization
Assess the traits and characteristics of an effective team leader within the organization
Explain how the leadership supports vision, mission, and strategy in the organization
If you were the leader in the organization, what would you change and why?
The leadership theories are different in their relevance and approach, however, the importance of effective leadership cannot be undermined in operations of a successful organization. The boy scouts and other military organizations also…
Bolman, L.G., & Deal, T.E. (2011). Reframing organizations: Artistry, choice and leadership. USA: Jossey-Bass.
Samson, D., & Daft, R.L. (2009). Fundamentals of management. Australia: Cengage Learning.
Winkler, I. (2010). Contemporary leadership theories. USA: Springer.
Team Conflict Situation
For the purpose of this paper, I am a leader of a team that is working together to complete a project of significance. Unfortunately, but not surprisingly, there is a conflict between members of my group. The conflict is escalating, which is problematic, as the deadline for the project is approaching and again, the project holds significance for us and the company for which we work. The nature of the conflict among the group members has to do with the high degree of task interdependence for this particular project. Something that is an unfortunate, regular occurrence in group projects is that some of the group members feel overworked and that they have become responsible for the majority of the work on the project. This is another aspect of the team conflict I must address as leader of this group. Besides myself, the team members are women…
Behfar, K.J., Peterson, R.S., Mannix, E.A., & Trochim, W.M.K. (2008). The Critical Role of Conflict Resolution in Teams: A Close Look at the Links Between Conflict Type, Conflict Management Strategies, and Team Outcomes. Journal of Applied Psychology, 93(1), 170 -- 188.
Bradley, B.H., Klotz, A.C., Postlethwaite, B.E., & Brown, K.G. (2013). Ready to Rumble: How Team Personality Composition and Task Conflict Interact to Improve Performace. Journal of Applied Psychology, 98(2), 385 -- 392.
Somech, A., Desivilya, H.S., & Lidogoster, H. (2009). Team conflict management and team effectiveness: the effects of task interdependence and team identification. Journal of Organizational Behavior, 30, 359 -- 378.
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.
My organization is Miami-Dade Transit, for which I am a bus operator. The Transit system is an independent operating entity within the government of Miami-Dade County. Leadership of this company is typically appointed, and this was the case of the current Director, Ysela Llort. She was posted to the position at Transit in February 2012, after a career spanning many different units within the county, including Public Works, Aviation and Seaport, as well as an earlier role at Transit. Her background is diverse enough that she not only can effectively manage the transit system for one of the most highly-populated counties in the country but also that she can perform a role as liaison with the county, the government entity that funds and provides oversight for the Transit division. This paper will examine the leadership style of Ms. Llort, in the context of my experiences working there.
CBS (2010). Miami-Dade Commissioners livid over transit scandal. CBS News. Retrieved December 7, 2013 from http://miami.cbslocal.com/2010/12/07/miami-dade-commissioners-livid-over-transit-scandal/
LeMay, N. (2008). Leadership can be learned, but how is it measured? U.S. Aid. Retrieved December 7, 2013 from http://www1.msh.org/Documents/OccasionalPapers/upload/How_Can_Leadership_Be_MeasuredOP.pdf
Miami-Dade (2013). Ysela Llort -- Director. Miami Dade County Retrieved December 7, 2013 from http://www.miamidade.gov/biographies/transit.asp
Miami Today. (2012). Ysela Llort puts transit on track to open airport link station while trying to restore federal faith in the systems controls Miami Today. Retrieved December 7, 2013 from http://www.miamitodaynews.com/news/120308/story-profile.shtml
Leadership Choice: Designing Climates of Blame or esponsibility
In E. Grady Bogue's book The Leadership Choice: Designing Climates of Blame or esponsibility, the author addresses the impact that self-knowledge can have on a person's life and career. In other words, the way a person acts in his or her personal life is often directly related to the way a person acts in his or her professional life. The morals, opinions, and beliefs held by a person are not generally confined to one area of that individual's life. They are spread across all of the areas of life and designed to be used by that person in many different ways. When a leader has opinions and beliefs, those are generally included in that leader's personal and professional lives, and it may be very difficult to keep them separate. Most people would likely question why anyone would want or need to keep…
Antonakis, J., Cianciolo, A.T., & Sternberg, R.J. (2004). The nature of leadership. New York: Sage Publications, Inc.
Bogue, E.G. (2010). The leadership choice: Designing climates of blame or responsibility. New York: WestBow Press.
Frey, M., Kern, R., Snow, J., & Curlette, W. (2009). Lifestyle and transformational leadership style. Journal of Individual Psychology, 65(3), 212-240.
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
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.
Analyze describe founding leader(s), leadership style, major business principles a profit-oriented entrepreneurial approach primary goal provide a product service consumers make a profit. 2. Analyze describe founding leader(s), leadership style, major business principles a social-responsibility oriented entrepreneurial approach primary goal make a positive impact society (people, families, ecology, similar) providing a product service consumers make a profit.
Leadership style refers to the method or manner in which a person provides guidance regarding a particular issue, implements plans or motivates people in order to get a particular job done or goal achieved Baumgartel, 1957.
There are there major leadership styles that are seen in the various leaders all over the world Lewin, 1944()
The first is the authoritarian or autocratic leader. This is the leader who is a dictator and tells his employees or servants what they want to be done, how they want it done and any recommendations that…
Baumgartel, H. (1957). Leadership Style as a Variable in Research Administration. Administrative Science Quarterly, 2(3), 344-360.
Hirschman, C. (2008). GIVING Voice to Employee Concerns. [Article]. HRMagazine, 53(8), 50-53.
Lewin, K. (1944). A Research Approach to Leadership Problems. Journal of Educational Sociology, 17(7), 392-398.
Schein, E.H. (1985). Organizational Culture and Leadership: A Dynamic View. San Francisco, CA: John Wiley & Sons, Incorporated.
Effective leadership has a big role to play when it comes to the life and success of any organization. Leadership normally transforms what is potential into a reality. Leadership is therefore the successful act that brings success to all of the potent potential that is in an organization as well as its people. Each day there are new paradigms that are proposed and at the same time the old ones are loosing their effectiveness. Leadership is therefore a major way through which people normally change the minds of other people and steer forward towards the accomplishment of the goals that have been identified within an organization. Organizations need leaders so as to orient and make new employees familiar with how things go about in the organization.in this case George Latour is making attempts of leading and coaching a new employee into the organization, Sherry Stern. However the relationship…
Fryer, B., Goodnight, J., Goulston, M., Lawrie, J.M. & Chappelow, C. (2004). The Micromanager. Harvard Business Review, 82(9), 31-39.
Chambers, H. (2005, Summer). Surviving the Micromanager. How to Succeed with Away Boss. Canadian Manager, 30(2), 24-25.
Simonton B.(2010). Good Leadership vs. Bad Leadership. Retrieved April 10, 2014 from http://www.bensimonton.com/good-vs.-bad-leadership.html#.U0evb8uLrFw
Benincasa R.(2007). 6 Leadership Styles, And When You Should Use Them. Retrieved April 10,2014 from http://www.fastcompany.com/1838481/6-leadership-styles-and-when-you-should-use-them
Leadership Style: What Do People Do When they are Leading?
Hewlett Packard (HP) remains one of the most successful computer and related services company in the Diversified Computer Systems industry. In this text, I concern myself with the leadership style of Meg Whitman -- the CEO of HP. In so doing, I will amongst other things analyze how her leadership style aligns with the company's culture. I will also examine Whitman's strengths, weaknesses as well as personal and organizational values.
Born in 1956, Whitman has over the years earned herself an enviable reputation as an efficient and brilliant corporate executive keen on making a mark in a corporate environment dominated by men. Having cut her teeth at Hasbro, Stride ite, Disney, and most notably eBay where served as CEO for a decade, Whitman rose to become the head of HP. She has also in the past tried her hand in…
Ferris, G.R. & Treadway, D.C. (Eds.). (2012). Politics in Organizations: Theory and Research Considerations. New York, NY: Taylor and Francis Group.
Forsyth, D.R. (2010). Group Dynamics (5th ed.). Belmont, CA: Cengage Learning.
Fox, W. (2007). Managing Organizational Behavior. Cape Town: Juta and Company.
Hellriegel, D. & Slocum, J.W. (2009). Organizational Behavior (12th ed.). Mason, OH: Cengage Learning.
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:
Two of the most pressing issues in corporate leadership today include gender equality and labor rights. In "Women See Slow Progress in Leadership," Gay (2013) cites numerous empirical studies showing that the glass ceiling remains nearly impenetrable at the highest levels of management. The report cites the work-life balance ideal as the most common reason offered for why many women are either opting out of the CEO lifestyle, or are not considered ready or willing to handle the challenges and pressures of senior leadership.
In "The Best etail Companies to Work for ight Now," Smith (2013) describes Costco's approach toward human resources management. The company has recently been named one of the best companies to work for in the United States because of their relatively high salaries, supportive work environment, opportunity for growth, and job security. Its ethical labor rights practices are helping gain positive publicity for Costco, showing…
Gay, M. (2013). Women see slow progress in leadership. The Wall Street Journal. 14 Nov, 2013. Retrieved online: http://online.wsj.com/news/articles/SB10001424052702303289904579196123043065800
Greenleaf, R. (2013). Ten principles of servant leadership. Butler University. Retrieved online: http://www.butler.edu/volunteer/resources/principles-of-servant-leadership/
Lavinsky, D. (2013). Are you a visionary business leader? Forbes. Retrieved online: http://www.forbes.com/sites/davelavinsky/2013/04/26/are-you-a-visionary-business-leader/
Robert K. Greenleaf Center for Servant Leadership (2013). What is servant leadership? Retrieved online: https://greenleaf.org/what-is-servant-leadership/
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.
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."
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
Leadership is the ability of influencing individuals or groups for attainment of particular goals. It is the ability of managing interpersonal behaviour by motivating others. There are a number of approaches to leadership, but these can broadly be categorized as Behaviouristic theory, Traits theory, Charismatic theories of leadership and transformational leadership. For the purpose of this assignment, we have chosen transformational leadership approach.
The process of transforming and changing individuals is termed as transformational leadership. In simple terms, transformational leadership can be defined as the ability to make people improve, change and led. Transformational leadership involves assessment of subordinates' needs, motives and giving them due value. Thus, it can be said that a leader having characteristics of transformational leader has the ability to increase the performance of company by giving due value to the employees/subordinates. (Hesselbein and Cohen 1999)
Transformational leadership has four factors which are commonly named…
Hesselbein, Frances, and Paul M. Cohen. (1999). Leader to Leader. San Francisco, CA: Jossey-Bass Publishers.
Northouse, Peter G. (2001). Leadership Theory and Practice, second edition. Thousand Oaks, CA: Sage Publications, Inc.
This week, maybe not my most charismatic week to be honest. There are definitely times when I can turn on the charm and be very charismatic, but this week I don't think I've excelled in this regard. I think that I should pay attention to opportunities to be charismatic because this is a skill that can be developed. Since I know that I have it in me to be this way, I figure that I should probably cultivate this skill a little more, because that will help me to be a better leader.
I think back to a recent trip I took. I was able to get a free seat upgrade just by asking, and when I met people I was able to impress them right away, gain their confidence and talk business effectively. I got a lot out of that trip in that regard, just be…
The main issue in this case appears to be that Jessica's training effort has resulted in some unforeseen consequences, with managers treating all employees like they have been instructed to treat the mentally challenged ones. This has resulted in some unhappy feelings among those employees who have been part of the team in the long-term and are not handicapped.
Perhaps one of the causes for the situation is that the suggested management style has worked very well with the handicapped people. It could be that the style has imposed itself subconsciously within the minds of the managing staff. It may be that they are unaware of the changes in their management style and how this is making the staff feel.
The first step towards a solution has already been taken by communicating the problem to Jessica. Head chef Tammy and the host Kurt have both communicated to Jessica that…
Kinicki, A. And Williams, B. (n.d.) Contingency Approahces: Does Leadership Vary with the Sitatuation? Retrieved from: https://www.inkling.com/read/management-angelo-kinicki-brian-williams-5th/chapter-14/14-4-contingency-approaches
So was this true for Cornwallis, who must bear the
dubious association of his side's historical failure to retain the American
colonies even as evidence suggests that his best efforts were extended as
exemplary traits of leadership. Certainly, as Buchanan reports, "it is
also a measure of his leadership that in all the actions in which we have
observed him his militia performed like seasoned regulars." (Buchanan, 190)
This relationship between leader and organizational members is an expected
demand of the military.
Perhaps more surprising and pleasing with consideration of unique
anecdotal detail of the Buchanan text is the core competency listed by the
military requiring "the ability to operate in an environment, encompassing
higher and lower command structures, and using one's influence outside the
traditional chain of command." (DoA, 67) This means that a leader is
expected even such formally and bureaucratically impacted contexts to hold
a certain degree…
Buchanan, J. (1999). The road to Guilford Courthouse: The American
Revolution in the Carolinas. Wiley.
Department of the Army (DoA). (2006). Army Leadership: Competent,
Confident, and Agile (FM6-22). Defense Link. Online at
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.
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
Leadership Self-Assessment Analysis
In the wake of the corporal scandals of Enron and the Arthur Anderson Company, there have been increased calls for strong ethical leadership. Leadership had always been regarded as a key factor in ensuring the effectiveness of any organization. However, new models are also being developed to challenge the limitations of the prevailing classical theories of leadership.
This paper argues for a tempered approach, one that combines effective leadership with good management. Both factors are important, since over-managed and under-led organizations tend to lose sight of their goals. By the same token, while charismatic leaders can lead their organizations to high levels of success, the lack of management skills means that such victories do not last in the long run.
The growing awareness of corporate and white-collar crime has likewise presented new challenges to the classical leadership model. Organization leaders should now be wary of lawsuits the…
Bolman, Lee G. And Deal, Terrence E. 1997. Reframing Organizations: Artistry, Choice and Leadership. San Francisco: Jossey-Bass, 2nd ed.
Northouse, Peter G. 1997. Leadership: Theory and Practice. Thousand Oaks: Sage Publishing.
Leadership Style Book Review: Summary of Book
"Blessed are the flexible, for they shall not be broken," reads the quotation on the title page of 17 Essential Qualities of a Team Leader: Becoming the Kind of Person Every Team ants, by management guru John C. Maxwell. The word 'leadership' on its own often brings to mind rather stultifying and outdated modalities of leading by command, much like a general, or cliches about being true to one's values. Besides, few readers will be put in charge of a military unit, or hold the title of CEO -- but virtually every individual who participates in the business world will one day either lead or be part of a team designated to work on a particular product or target area of interest for the company.
To suit the needs of today's marketplace and corporate structure, thus John C. Maxwell offers a different concept…
Maxwell, John. (2002) 17 Essential Qualities of a Team Leader: Becoming the Kind of Person Every Team Wants. Atlanta, Georgia: Maxwell Motivation, Inc.
Leadership in an International Business
Changing oles of Managers & Teams
Leadership and Employees Behavior in International Business
With the change in the structure of enterprises from national to international, the organizations are forced to hire talent from cross-cultural background. Due to this, a complexity for an organization while handling their human capital increases. In order to combat this complexity, it is important that the individuals inducted show an acceptance to diversity and eagerness to work in a cross-cultural environment. Similarly, the individual needs of such employees should also be satisfied in order to motivate them and enhance the effectiveness of their performance.
Where the nature of human resources changes in an international business, so does the role and responsibility of managers. Manager in such environment are expected to play a role of a leader who knows how to motivate his team, celebrate difference, handle conflicts effectively and improves overall…
Griffin, Ricky & Pustay, Michael, 2004, International Business, 4th ed, Prentice Hall.
Kets De Vries, Manfred.F.R. 2005. Characteristics of effective leadership. Management Today, 20 (10), 14-16.
Kotter, John, 2003. Leading change. What leaders really do? Management Today, 19 (3), 4-7.
Northouse, Peter G. 2004, Leadership: Theory and practice. 3rd ed. California. SAGE Publications.
Since trust is an important factor in the change process, special steps must be taken to build trust in the virtual environment. These include building a team with strong but complementary abilities and high integrity and immediately orienting the team towards the end objective in a non-competitive manner (Greenberg, et al., 2007).
There is also a higher risk for breakdown in a virtual team. Therefore, in organizing such a team I would place strong emphasis on building trust as quickly as possible among the team members. This includes instilling a common vision and establishing strong communication links between the group members almost immediately, as issues can emerge more quickly in a virtual setting than in a non-virtual one (Ibid).
Bell, B. & Kozlowski, S. (2002). A typology of virtual teams. Group & Organization Management. Vol. 27 (1) 14-49.
Bergiel, B., Bergiel, E. & Balsmeier, P. (2008). Nature of…
Bell, B. & Kozlowski, S. (2002). A typology of virtual teams. Group & Organization Management. Vol. 27 (1) 14-49.
Bergiel, B., Bergiel, E. & Balsmeier, P. (2008). Nature of virtual teams: A summary of their advantages and disadvantages. Management Research News. Vol. 31 (2) 99-110.
Bommer, W. (1996). Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship behaviors. Journal of Management. Retrieved April 9, 2010 from http://findarticles.com/p/articles/mi_m4256/is_n2_v22/ai_18452989/pg_2/
Greenberg, P., Greenberg, R. & Antonucci, Y. (2007). Creating and sustaining trust in virtual teams. Business Horizons. Vol. 50 (4) 325-333.
e. child care and health insurance). As, they can negotiate lower group rates for: the company and offer them as part of the total compensation package that everyone is receiving. (Northouse, 2010, pp. 89 -- 93)
Was urton a charismatic leader in the company at this time? Explain your answer.
Yes, urton was a charismatic leader. The reason why, is because he would utilize strategies that went above and beyond what traditional leaders were using to motivate employees. This is important, because his ability to use this technique helped him to be able to receive greater concessions out of employees in comparison with other carriers. At the same time, he was given greater amounts of flexibility in making adjustments to: the kinds tasks employees were able to do and their schedules. This gave urton the ability to adapt to changes that were taking place inside the industry. As, this allowed…
Butler, D. (2000). Business Planning. Oxford: Butterworth.
Harris, J. (2002). Organizational Behavior. Binghamton, NY: West Publishing Company
Nelson, D. (2007). Understanding Organizational Behavior. Mason, OH: Thomason
Northouse, P. (2010). Leadership. Thousand Oaks, CA: Sage Publishing.
Transformational leaders have the innate ability to motivate their team members by the vision of what they are trying to accomplish together (Hur, van den Berg, Wilderom, 591). Leaders at this level also show through personal effort why sacrificing for a goal is worth it (Pryor, Oyler, Humphreys, Toombs, 18). Contrasting my own leadership style, I have learned that being able to provide subordinates with an opportunity to take on a task their own way, master it, and find purpose in it is a major step in the right direction. The concepts of autonomy, mastery and purpose as the core of motivation is what I am working to achieve today as a leader. I am also on the journey to being a better leader on this dimension as well, working to show that sacrificing for a long-term goal is worth it.
Leadership is a skill set that must be…
Joaquin Camps, and Hannia Rodriguez. "Transformational leadership, learning, and employability. " Personnel Review 40.4 (2011): 423.
Hur, Y., P. van den Berg, and C. Wilderom. "Transformational leadership as a mediator between emotional intelligence and team outcomes. " Leadership Quarterly 22.4 (2011): 591.
Pryor, M., J. Oyler, J. Humphreys, and L. Toombs. "The people cried - a case of compassionate, transformational leadership. " Journal of Business Cases and Applications 4.(2011): 1-20.
Smith, M.. "Are you a transformational leader? " Nursing Management 42.9 (2011): 44.