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Leadership, according to La Monica (1938), is when a person has authority that is recognized by others, and the person has followers/subordinates under them, who believe that the person will assist them in attaining certain goals (carrying out specific objectives for the followers). Furthermore, anyone that is willing to assist and help others could be referred to as a leader (p.8)
Leaders see what others do not Most leaders have acuity, where they are able to observe things that others cannot see, hence setting them out from the rest. Leaders see things with greater scrutiny and clarity, and they analyze both possibilities and also the expected outcomes, including problems and risks involved in taking a certain path of work. In simpler terms, leaders are able to tell what the current situation is and future expectations. Leaders also define reality and only work under realistic circumstances. Some theorists such as Max…
Bass, B.M. & Riggio, R.E. (2012). Transformational Leadership. New York: Psychology Press.
Browning, D. (2009). What leaders do: A Leadership Primer? Indiana: iUniverse Publishers.
CPP. Inc. (2013). Using Myers-Briggs Type Indicator Assessment with Leadership Practices Inventory. Retrieved February 28, 2013 from https://www.cpp.com/pdfs/MBTI_Use_With_LPI.pdf
Davis, M.J. (2003). Corporate Culture as the Driver of Transit Leadership Practices. New Jersey: Transportation Research Board.
The participating leadership style is facilitative, and the nurse will receive the supervision that she needs to feel completely comfortable with the work that she is doing.
The delegating leader provides less specific directions and engages in two-way communication with his or her subordinates. The unit manager decreases both the amount of task or directing behavior and the amount of relationship or supportive behavior. The unit manager develops trust in the new nurse in this way, and the delegating leader is confident that he or she has high-readiness followers.
Chen and Silverthorne (2005) conducted a study designed to test the Situational Leadership Theory (SLT) refined by Hersey and lanchard (1984) and earlier explicated by Fiedler (1972). These researchers looked specifically at the viability of the theory of leadership effectiveness and the impact of what they called the degree of match between the leadership style and the employee readiness level on…
Bolman, L.G. & Deal, T.E. (2003).Reframing organizations: Artistry, choice and leadership (3rd ed). San Francisco: Jossey-Bass.
Burns, J.M. (1978). Leadership. Harper & Row New York: NY.
Chen, J.C., & Silverthorne, C. (2005). Leadership effectiveness, leadership style, and employee readiness. Leadership & Organizational Journal, 26(4), 280-288.
Ciulla, J.B. (Ed.) (2004). Ethics, the heart of leadership. London: Praeger.
Indeed, this seems a direct response to the prevailing understanding of how one must ultimately achieve organizational effectiveness by seizing on common ground. As our research denotes, "humans are primordial team players. Our uniquely complex social relationships have been a crucial survival advantage. Our extraordinarily sophisticated talent for cooperation culminated in the modern organization." (Goleman, 199) Indeed, this is the very premise by which the judicial system is allowed to operate. In this context, the jury is a key organizational context in which consensus must be achieved. This imperative denotes a goal which must be reached in spite of the divergent worldviews inherent to any room of twelve different individuals.
It is through this plot movement that Lumet carefully draws out the process of ascension to group cohesion. Indeed, this is no simple task, as Juror #8 must none-too-gently navigate the apprehension of some, the distortion of perspective in others…
Cha, S.E. & Edmonson, a.C. (2006). When Values Backfire: Leadership, Attribution, and Disenchantment in a Values-Driven Organization. The Leadership Quarterly, 17, 57-78.
Christensen, S.L. & Kohls, J. (2003). Ethical Decision Making in Times of Organizational Crisis. Business & Society, 42(3), 328-358.
Goleman, D. (1998). Working with Emotional Intelligence. Bantam Books.
Ivancevich, J.M. & Matteson, M.T. (2002). Organizational Behavior and Management. McGraw-Hill Books.
Toyota's way of doing things (kata), or strategies, are presented in easy-to-understand language, without hype or excess verbiage. Key points in this book include how leaders lead and teach, how change is instrumental to success, and how Toyota organized improvement workshops specifically designed to deal with flaws and out-dated approaches to workplace dynamics.
The messages from this book are useful and practical. Being able to adapt to new work structures and strategies is part of improving the culture of workers, for one. Another message is that because the marketplace is unpredictable, an organization must be flexible and willing to adapt to market changes almost immediately. The step-by-step process that Toyota uses to analyze various production processes is a valuable tool for any company whether they make cars or vitamins. Another message that came across clearly was how the behavior of managers can have an enormously positive impact on the attitudes…
Johnson, Spencer. (1998). Who Moved My Cheese? An A-Mazing Way to Deal With
Change In Your Work And In Your Life. New York: G.P. Putnam's Sons.
Rother, Mike. (2009). Toyota Kata: Managing People for Improvement, Adaptiveness, and Superior Results. New York: McGraw-Hill Professional.
Organizational Leadership Change
Competition in the modern day business community has become cutting edge and the economic agents have to seek new means of creating competitive advantages. This situation has been brought about by the emergence of numerous important changes, all which generated important impacts upon organizational operations. For instance, the customers are now no longer the people buying what the company is offering, but they have become so powerful that they demand what to be produced and sold (Longenecker, Moore, Palich and Petty, 2005). Then, the employees, once the force operating the machines, are now the most valuable organizational asset (Hickman, 2005) and this is due to their ability to create intellectual capital. Then, there are also changes in the state of the economy, the development of the technologies or the demands of the stakeholders, such as the public, the governmental and non-governmental institutions and so on (Paul, Eva,…
Ahn, M.J., Adamson, J.S.A., Dornbusch, D., 2004, From leaders to leadership: managing change, Journal of Leadership and Organizational Studies, Vol. 10, No. 4
Armstrong, M., 2000, Performance management: key strategies and practical guidelines, 2nd edition, Kogan Page Publishers
Armstrong, M., Baron, A., 2005, Managing performance: performance management in action, 2nd edition, CIPD Publishing
Bell, R.L., Bodie, N.L.D., 2012, Leaders as catalysts for organizational change: how popular press business books address this topic, Journal of Organizational Culture, Communications and Conflict, Vol. 16, No. 1
Organizational Leadership Strategies
Falls in the elderly due to polypharmacy and possible approaches
Polypharmacy refers to the use of multiple medicines by the elderly especially those above sixty years. Most times, it involves the use of more than five regular drugs. Alternatively, it is sometimes referred to as unnecessary prescriptions or purportedly excessive medication. Polypharmacy has not yet achieved a universal definition. This problem has been persistent across forty percent of the elderly population that reside in their own homes (Menaker, 2010).
Polypharmacy might be appropriate: most times, it tends to be inappropriate. Polypharmacy is associated disadvantages such as an increase in adverse reaction towards drug intake, prescribing cascade, higher costs and drug vs. drug interaction. Polypharmacy leads to a decrease in life quality, cognition and mobility. The use of multiple medications is common even in fair illness and does not indicate poor treatment. Studies have repeatedly shown that an…
Drenckpohl, D., Bowers, L., & Cooper, H. (2007). Use of the six-sigma methodology to reduce incidence of breast milk administration errors in the NICU. Neonatal Network, 26(3), 161-166.
Hines, P.A., & Yu, K.M. (2009). The changing reimbursement landscape: nurses' role in quality and operational excellence. Nursing Economic$, 27 (1), 7-13.
Menaker, R. (2010). Leadership strategies in healthcare. The Journal of Medical Practice Management, 24(6), 339 -- 343.
Miller, D. (Ed.). (2005). Going lean in health care. Institute for Healthcare Improvement Innovation Series. Retrieved from http://www.entnet.org/Practice/upload/GoingLeaninHealthCareWhitePaper.pdf
Sellers want to get the maximum price for their goods. The market however, eventually will determine the price and the value that is conferred on any product. This ensures that the resource- optimization and resource-utilization in any organization is important.
Comparative advantage on international trade is seen as an advantage due to the fact that goods and services can be produced in regions that support and have the necessary raw materials and the labor for the task. Numerous studies by economists and researchers have indicated that nations relatively open to free trade grow faster and achieve higher incomes levels for their citizens than those nations that follow a relatively closed trade policy. There are however, significant drawbacks. Many countries, as a result of the open markets, come under intense pressure as a result of the talent, technology, capital, and institutions brought into a regional or small market by large-scale multi-national…
Broda, Christian, and David Weinstein. "Are We Underestimating the Gains from Globalization for the United States?" Current Issues in Economics and Finance 11.4 (2005): 1-7.
Muldoon, Robert D. "Rethinking the Ground Rules for an Open World Economy." Foreign Affairs 61.5 (1983): 1078-199.
Wolf, Martin. Why Globalization Works. New Haven: Yale University Press, 2004.
Good ideas are no longer assumed to merely rest in the minds of the organization's top leadership personnel, and employee loyalty to the company cannot be assumed, given that even the best employees know that they may be laid off during these volatile economic times.
Instead, supportive approaches to leadership are being adopted. A supportive approach depends upon a leader showing charismatic leadership instead of using his or her powerful position or monetary incentives to win a following. Through leadership the organization helps the employee to grow and accomplish things in the organization on a personal level. (Clark, 1998) More and more, Generation X managers are seeking companies that nurture their growth and provide a stimulating atmosphere, rather than simply looking for the position that pays them the most amount of money or promises long-standing benefits. Also, because companies are more unstable than before, the promise of benefits may be…
Clark. Don. (1998) "Organizational Leadership." Big Dog, Little Dog. Created March 19, 1998. Last update February 24, 2002. Retrieved 19 Jul 2006 at http://www.nwlink.com/~donclark/leader/obsurvey.html
McNamara, Carter. (1999) "Organizational Culture." Management Help. Retrieved 19 Jul 2006 at http://www.managementhelp.org/org_thry/culture/culture.htm
Smith, Gregory P. (2006) "Baby Boomer vs. Generation X
Managing the New Workforce." Business Know-how. Retrieved 19 Jul 2006 at http://www.businessknowhow.com/banman/ad.aspx?ZoneID=128&Task=Get&X=1153336142253
Leading an Organization
Organizations are created to fulfill certain specific roles and targets in the society that are meant to affect lives. The objective of starting organizations is to concentrate energies and forces to achieve an objective that is not much possible to be done by an individual. These organizations come in many forms and the need for specificity in the functions and needs of the stakeholders cannot be downplayed. However, some organizations focus on making businesses work while others are purely on making the lives of those they work for b improved. Some are created for social well-being of the members of the public. The following study focuses on Diode organization by identifying the main stakeholders, the mission, and vision guiding its establishment.
Diode is a non-governmental organization whose main objective is spearheading the creation of an enabling workplace environment for people with disabilities and other vulnerable…
Bratton, J., & Grint, K. (2009). Organizational Leadership. Mason, Ohio: Thomson/South-Western.
Tropman, J. (2010). The Management of Ideas in the Creating Organization. Westport, Conn.: Quorum Books.
Organizational Leadership and Team Development
Organizational Leadership & Inter-professional Team Development
In a contemporary healthcare environments, application of a quality healthcare is a complex system because it encompasses unique regulatory requirements, economic process as well as quality indicators that cannot be found in the traditional business environment. In essence, it is very critical to develop unique skill sets to the development of inter-professional team development and organizational leaderships that are critical for healthcare leaders at all level. Moreover, understanding the comprehensive approach to the patient care management is essential given the complexity that occur with the healthcare industry. The concept of organizational leadership assists in creating a team development to support leaders in order to create an effective patient-centric environment. (Weng, Kuo, Yan, et al. 2013).
The self-assessment tool is the strategy to understand the breadth and elements of family and patient care that assists organization to create an effective…
America Medical Association, (2014). HIPAA Violations and Enforcement. USA.
Autores, V. (2012). Pediatric Surgery. Elsevier Health Sciences.
Clark, H. And Taplin, D. (2012) Theory of Change Basics: A Primer on Theory of Change. New York: Actknowledge
Glennister, D. (2013). Towards a General System Theory of Nursing: A literature Review. University of Hull, Hull, UK
Program Reflection Survey
What was your experience of the modular format of the courses? Did the courses in each module seem to fit together well? Why or why not?
I have enjoyed this particular modular format. It had all of the academic quality that I expected from the Masters Course. For starters, it maintained high and extensive standards for academic excellence and classes that are quite intensive. In addition, the modular format had flexile scheduling. The classes were well scheduled to allow time for practical assessments and time to soak in the academic content. The internet communication and contact etween the classes enaled us as students to interact with each other together with the professors through the internet. In addition, these online discussions largely strengthened the conversation and deates held in the classroom. The courses in each module seemed to fit with each other in the right way,…
bibliography is an acknowledged research tool in social sciences and therefore goes in tandem with the main topic of organizational research.
This course will have a positive and constructive impact on my career in the future. I have gained an understanding on the significance of mechanisms in the theory-building practice and process. More so, I have also gained imperative knowledge on the benefits of mechanisms with regard to perceiving new relationships and progressing or evolving our competencies and abilities to forecast and comprehend the social world. Additionally, by having a deliberation on the challenges of relating mechanisms in organizational research and presenting methodologies of converting these challenges into prospects, I have attained much needed knowledge that will steer me ahead in my career.
At NIB (National Irish Bank), the unethical behavior of employees according to Knights and O'Leary (2005) was at no time suppressed. Leaders in this case according to the authors were largely concerned with profit maximization. This is a clear indication that when leaders fail to mould subordinates, the consequences could be dire. Indeed, a report issued by the inspector general with regard to the scandal at the institution revealed that the role leadership played in the entire scandal was momentous (Knights and O'Leary, 2005). Best Buy CEO's sexual relationship with an employee also set a bad example for other employees to follow. This is more so the case given that the two acted in a way that left no doubt in anybody's mind that they were having an affair. There were also clear disparities between the CEO and the concerned employee especially with regard to age, power, and position.
Brown, M.E., Trevino, L.K. & Harrison, D.A. (2005). Ethical Leadership: A Social Learning Perspective for Construct Development and Testing. Organizational Behavior and Human Decision Process, 97(2), 117-134.
Brown, M.E. & Trevino, L.K. (2006). Ethical Leadership: A Review and Future Directions. The Leadership Quarterly, 17, 595-616.
Knights, D. & O'Leary, M. (2005). Reflecting on Corporate Scandals: The Failure of Ethical Leadership. Business Ethics: A European Review, 14(4), 359-366.
McCann, J. & Holt, R. (2013). Perceived Leadership Integrity in the Manufacturing Industry. Journal of Business Ethics, 115, 635-644.
leadership, in particular the differences between tactical leadership and organizational leadership. Tactical leadership is focused on tactics and tends to be small scale in nature, flexible and decentralized. Organizational leadership tends to be more centralized, with a focus on resource deployment, logistics and support. Where tactical leadership is about what to do, organizational leaders ask how can we do something.
The concept of tactical leadership reflects a concern for the immediate time frame. Tactics are developed primarily to serve the current interests, and tactical leaders seek to find ways to resolve problems. This leadership style is not particularly well-suited for long-range planning but can be useful in combat and other mission settings. One of the key traits and benefits of tactical leadership is that it is flexible. Tactical leaders are capable of constant adjustment to tactics on the fly, which is a valuable skill in a rapidly-changing environmental…
Martin, R. (2011). The three levels of leadership. ALN. Retrieved December 3, 2013 from http://www.alnmag.com/articles/2011/06/three-levels-leadership
Danikowski, D. (2000). The challenges of organizational leader development for the army after next. Master of Military Art and Sciences.
Watson, T. (2000).. American centurions: Developing U.S. Army tactical leadership for the 21st century. U.S. Army Command and General Staff College. In possession of the author.
Organizational Leadership in Today's Society
Organizational leadership is a term used to refer to management approach through which leaders help establish strategic goals and objectives while motivating employees toward the achievement of these goals/objectives. In the modern business environment, organizational leadership is critical toward achieving the desired success given increased competitiveness. Modern organizations face intense competition from their rivals because of rapid technological advancements and increased globalization. These advancements have brought new ways of doing business, which has in turn generated new demands on organizational leaders. Therefore, organizational leaders need to establish strategic approaches that enhance competitiveness, success or profitability.
The Concept of Leadership
Based on insight obtained from the course, leadership primarily refers to the process of influencing others toward common goals or objective. Leadership determines the success or failure of any organization or project because of its role in influence (Wadhwa & Parimoo, 2013). Therefore, leadership is important…
These abilities cited above have helped me to become more intuitive to the individual strengths of my co-workers and to help place them at tasks where they can excel. And because I make myself approachable, I have found that personnel are forthcoming in telling me of their strengths, in providing me feedback with their progress and individual tasks and at indicating to me their unique needs. These have all helped to strengthen my role as a leader by allowing me to optimize the experience and, consequently, the productivity of individual team members. The organization as a whole would demonstrate improved overall productivity as well.
This approach is further verified by consequent research on the psychodynamic approach to leadership. Literature tends to emphasize the improvement of organizational strategy when said strategy incorporates the psychological, emotional and cultural makeup of the people who comprise an organization. According to Trehan (2007), "psychodynamic perspectives…
Trehan, K. (2007). Psychodynamic and Critical Perspectives on Leadership Development. Advances in Developing Human Resources, 9(1), 72-82.
Vries, M.K. & Engellau, E. (2009). A Clinical Approach to the Dynamics of Leadership and Executive Transformation. Harvard Business School.
Winkler, I. (2009). Psychodynamic Leadership Approach. Contemporary Leadership Theories, 23-30.
Organizational Leadership and Inter-Professional Team Development
This paper aims at analyzing business practices, reimbursement impact, regulatory needs and patient centered care in health care units.
In the modern society, patient-centered care has become prevalent and has been embraced by top providers in the industry, ranging from regulatory agencies, policymakers, research bodies and donors. This shift (from physician to patient-centered) can be traced back to the Institute of Medicine's report of 2001. The report identified the patient centered care as one of the leading factors that constitute high quality care. This meant that the patient centered care was the only method that could be used to create a satisfying patient experience, important for providing quality care. The emphasis here is on value versus volume that was in place even before affordable care act came into effect. Many health care providers have been forced to factor in their plans the patient centered…
Gocan, S., Laplante, M.A. & Woodend, K. (2014). Interprofessional collaboration in Ontario's family health teams: A review of the literature. J. Res. Interprof. Pract. Educ., 3, 1-19
Lingard, L., McDougall, A., Levstik, M., Chandok, N., Spafford, M.M. & Schryer, C. (2014). Using loose coupling theory to understand interprofessional collaborative practice on a transplantation team. J. Res. Interprof. Pract. Educ., 3, 1-17.
Medical Center Hospital System, (2016). Retrieved from www.mchodessa.com on 20 March, 2016:
Osula, B. & Ng, E.C. (2014). Toward a collaborative, transformative model of non-profit leadership: Some conceptual building blocks. Adm. Sci., 4, 87-104.
Emotional Intelligence and Effective Leadership
EMOTIONAL INTELLIGENCE - AN EFFECTIVE AND ELEVANT LEADESHIP VITUE IN MODEN TIMES
Emotional intelligence can be defined as the ability to appreciate and clarify emotions, as well as to use them to improve and develop thoughts. In management and leadership in the workplace, emotional intelligence is an essential skill that allows one to reason with, and about emotions. Another definition of emotional intelligence is the capability to not only recognize but also fittingly deal with one's individual feelings and also of others. It comprises three skills, generally: The first of these is emotional awareness, which is the capacity to recognize and ascertain one's own emotions and the emotions of people around them. The second skill is described as a person's capability to control their emotions and to channel them productively. This would include using these emotions to come up with solutions to problems. The third…
Brackett, M. A., & Salovey, P. (2006). Measuring emotional intelligence with the Mayer-Salovery-Caruso Emotional Intelligence Test (MSCEIT). Retrieved from: http://www.psicothema.com/pdf/3273.pdf .
McKee, A., Boyatzis, R. E., & Johnston, F. (2008). Becoming a resonant leader: Develop your emotional intelligence, renew your relationships, sustain your effectiveness. Boston, MA: Harvard Business School Pub.
Use of stakeholders of all kinds to achieve goals -- One is never a leader in isolation. Even the greatest musical conductor cannot make music without an expert orchestra that is inspired; without a team to ensure the production is put on; and an audience to attend and fund the venture. There are a number of stakeholders within any organization -- employees, stockholders, customers, vendors, professionals (legal, accounting, banking) that have a vested interest in seeing the business succeed. Including and using those stakeholders based on their expertise is the mark of a good leader.
Understanding of the particular psychology of the organization with which one works -- People are different, organizations are unique. Regardless of the strategic direction and goal, a good leader takes the time to understand the particular demographics and psychographics of the organization and appeals to the strengths of the resources, and tries to minimize the…
It is important to note, from the onset, that organizational culture can be a rather difficult concept to comprehend for most. This is more so the case given that it has got to do with the interactions between individuals in an organizational setting and how these interactions and behaviors are governed by the prevailing beliefs, values, as well as shared assumptions. In an attempt to help in the evaluation as well as assessment of the relevant organizational culture elements, Edgan Schein came up with a model that we could utilize to assess organizational leadership effectiveness. According to Edgar, the culture’s visible elements are the artifacts. These include, but they are not limited to, the various workplace processes, art, dress codes, as well as structures. Individuals who are not necessarily part of the culture can be able to recognize artifacts (Elisabeth, 2010). Given that these are the…
How might researchers study the effectiveness of inclusive leadership with regard to overall organizational effectiveness and competitiveness? Why is this effective methodology?
Researchers may achieve this by combining longitudinal and cross-sectional technique. The sample for the research will be chosen from the whole economic sector or from maximum possible industries such as banks, telecommunication, the public sector, construction and building, hospitality, agriculture, and so forth. This way, generalization of extended and replicated study outcomes may be achieved more confidently for a bigger group of individuals. Respondents will be administered the following Likert scales: Inclusive Leadership, Personnel Creativity, Personnel Work Engagement, and Affective Company Commitment (Choi, Tran & Park, 2015). Also to be identified is company leaders' leadership approach, preferably making sure every approach is taken into account. This will help compare inclusive leadership with other approaches in terms of its competitiveness and efficacy.
Longitudinal as well as cross-sectional researches are…
2. True learning organizations allocate the time and resources that are required to develop a competitive advantage based on the lifelong learning and training opportunities that are provided to everyone in the organization.
3. A learning organization not only develops the opportunities for learning but it also provides a corporate culture that encourage all of its members to become self-actualized, thereby contributing to the advancement of the larger society in which the organization competes. .
4. The leadership of true learning organizations ensure that the corporate vision is communicated to all members and provides a framework in which their feedback is welcomed and acted upon, as well as ensuring that an environment exists in which there "are no bad questions" concerning the direction in which the enterprise is headed.
5. Learning organizations make it possible to consolidate work and learning as well as encouraging all members of the enterprise to…
Albert, M. 1998 "Shaping a Learning Organization through the Linkage of Action Research
Interventions." Organization Development Journal, vol. 16, no. 3, pp. 29-31.
Avolio, B.J., & Bass, B.M. 2002 Developing potential across a full range of leadership:
Cases on transactional and transformational leadership. Mahwah, NJ: Lawrence
The fast pace of technological change,
advancements in campus policies and even a varying demographic makeup of
revolving student bodies make for a considerable and interesting challenge
to the leaders in the environment. It requires Barqeuo and his staff to
remain always abreast of standards, practices and policies.
According to his administrative secretary, Barqueo remains in close
and constant contact with the administrative offices of the college, which
he in turn parlays into a direct pursuit of long-term school ambitions
amongst those in the community with respect to campus development.
Particularly, it is his responsibility to find effective ways to help the
board reflect campus, college and community-wide goals. Therefore, he is
in the pressured position of orienting those under his leadership toward
the larger goals of the institution and its numerous affiliates.
For Barqeuo, there appear to be largely positive indicators pointing
to his effectiveness as a leader, with…
Organizational Motivation and Leadership
The Coca Cola Company
Coca Cola Company is a leading manufacturer and distributor of syrups and non-alcoholic beverages. Coca-Cola being the world-leading brand, markets four of the world's top-five soft drink brands, which include Sprite, Fanta, and diet coke. There is no other brand much recognized as Coca Cola. The company operates in more than 200 nations and has a diversified workforce comprising of more than 200 different nationalities and communication of more than 100 different languages. The company is part of each of the societies they serve all over the world. Operating as a local business partner, they emphasize on the provision of quality in the market place, workplace enhancement, recognizing the environment and strengthening the community (Chance & Chance, 2002).
Coca Cola is the best-known product and the best supplier of soft drinks all over the globe history of the sift drink industry. The…
Chance, E. & Chance, P. (2002). Introduction to Educational Leadership & Organizational
Behavior: Theory into Practice. New York: Eye on Education
Fulton, R. & Maddock, R. (2008). Motivation, Emotions, and Leadership: The Silent Side of Management. California: Greenwood Publishing Group
Huston, C. & Marquis, B. (2009). Leadership Roles and Management Functions in Nursing:
Building Using Power Organization Start reading Harvard Business eview (HB) article: Pfeffer J. (2010). Power Play. Harvard Business eview, July-August, Vol 88 Issue 7/8, p. 85-92. Based HB article Jeffry Pfeffer (2010), write a paper answer questions: Why gaining power organization important? Does author gaining power workplace a good bad thing? Please support answer evidence article.
Power in the organization: The Pfeffer model
Power has long been viewed as a synonym for something negative in the workplace. Today, the rhetoric of 'teamwork' tends to be favored more than the rhetoric of power. But according to Jeffery Pfeffer, power is a necessary component of doing business. The question is: is the manager using power for the right reasons? Managers may use power with many different motivations, including the need for affiliation (to be liked); for personal satisfaction, or the desire to influence others in a positive way to achieve…
Pfeffer J. (2010). Power play. Harvard Business Review, 88 (7/8): 85-92.
Organizational Motivation and Leadership in the Workplace
A globally well-known chain of the burger and rapid food dining establishments called McDonald's Company (NYSE: MCD) serves around 58 million consumers on a day-to-day basis. McDonald's Company likewise runs some well-known little chains of dining establishments like Pret A Manger, which was closed in 2008. This company was among the investors in Chipotle Mexican Grill up until the year 2006. Boston Market was led by MacDonald's up until the year 2007 (Kukreja, 2011).
Certain personnel management aspects are likewise added in this report. The significant ones are variety, training, advancement, discovering, and retention. No question these aspects are actually essential in the modern-day business world of 21st century however a fascinating analysis is that McDonald's has actually not connected these elements with sustainability (Kukreja, 2011).
There are differing ideas about sustainability technique within McDonald's. When seen from the viewpoint of…
Bartol, K., Martin, D., Tein, M., Matthews, G. (2001). Management: A Pacific Rim Focus," 3rd Edition, McGraw-Hill, Australia.
CPDL. (2004). Organisation & Management" Manual; 2004, University of Mauritius.
CPDL. (2005). Organisational Behaviour" Manual; 2005, University of Mauritius.
Kukreja, P. (2011). Employee Retention of McDonald's. Taken from: http://www.managementparadise.com/forums/human-resources-management-h-r/219372-employee-retention-mcdonald-s.html
What emerged from the review of the literature, though, was the fact that the agency's top leader recognized that something must be done to address this problem and took substantive action in the form of offered alternative work arrangements for patent office employees in response. The impact of this initiative was shown to be highly positive, with a significant reduction in employee absenteeism as well as other cost savings being realized as a result. Finally, the research was consistent in showing that even the best ideas, though, must be carefully implemented to avoid the perception of undue influence and favoritism in order to succeed.
An introduction to the USPTO. (2009). The U.S. Patent and Trademark Office. [Online].
Article 1, Section 8, United States Constitution.
Fernandez, S. (2005). Developing and testing an integrative framework of public sector leadership: Evidence from the public education arena. Journal of Public Administration…
An introduction to the USPTO. (2009). The U.S. Patent and Trademark Office. [Online].
Available: http://www.uspto.gov/web/menu/intro.html .
Article 1, Section 8, United States Constitution.
Fernandez, S. (2005). Developing and testing an integrative framework of public sector leadership: Evidence from the public education arena. Journal of Public Administration
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.
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.
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.
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
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
Organizational Leadership and Performance
The environment in which leaders of today operate is increasingly global. It is important to note, from the onset, that today's globalized environment significantly differs from the environment business operated in a couple of decades ago. In addition to being fast-paced, today's business environment is also more competitive and complex. The demands of the current era have meant that leaders of today must embrace new leadership approaches -- different from those applied by their predecessors two or three decades ago.
The Need to Appreciate Diversity
Today, every leader, as Daft (2014, p. 326) points out, "needs to understand the complexity of diversity issues, learn to create an inclusive culture, and support the development of minorities…" Unlike was the case a few decades ago, today's leaders are expected to lead teams of individuals, all of whom come from diverse backgrounds, ethnic roots, and have different motivations. It…
Adair, J. (2009). Leadership and Motivation: The Fifty-Fifty Rule and the Eight Key Principles of Motivating Others. Philadelphia, PA: Kogan Page Publishers.
Bell, A. (2011). Great Leadership: What it is and What it Takes in a Complex World. Mountain View, CA: Davies-Black Publishing.
Cancialosi, C. (2014). Today's Leaders Must Learn to Thrive in Disequilibrium. Retrieved from http://www.forbes.com/sites/chriscancialosi/2014/07/28/todays-leaders-must-learn-to-thrive-in-disequilibrium/
Daft, R. (2014). The Leadership Experience (6th ed.). Stamford, CT: Cengage Learning
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.
However, this finding is dependent on the culture from which the leader comes from. This assessment is best applied, as was the case in Liu's study, among Japanese leaders being assessed by their Chinese employees; the same finding cannot be applied when Chinese employees were asked to assess their Chinese leaders'/managers' effectiveness in terms of leadership. Correspondingly, Chinese leaders are considered effective if they maintain a "frequent, mutually beneficial interaction" with their Chinese employees."
This "discovery" on the unequal assessment of organizational members on leaders with different cultural backgrounds, demonstrates the complex nature of effective leadership in multicultural settings. Liu's conclusions include the insight that,
The synergistic rule suggests that both cultural groups must together overcome difficulties and strengthen their relationship. Unilateral effort is typically inadequate for developing strong intercultural bonds. Together they discuss the nature of effective leadership and publicly decide whether they want the teams to adopt cooperative…
Corderman, D. (2006). "What is leadership?" FBI Law Enforcement Bulletin, Vol. 75, Issue 2.
Dulewicz, V. (2003). "Leadership at the top: the need for emotional intelligence in organizations." International Journal of Organizational Analysis, Vol. 11, Issue 3.
Hughes, R. (2005). "Five steps to leading strategically." T+D, Vol. 59, Issue 12.
Liu, C. (2004). "Effective Japanese leadership in China: co-operative goals and applying abilities for mutual benefit." International Journal of Human Resource Management, Vol. 15, Issue 4/5.
Few leaders so overtly and ostentatiously embody the concept of transformational leadership as Sir Richard Branson. Branson heads the mega company Virgin Group. The leader's unconventional personality has been described as vocal and flamboyant, (Management and Leadership of Richard Branson at Virgin Group Ltd., 2010). Although Branson is known for his personal charisma, he does not limit himself to a charismatic leadership style. Charismatic leaders operate on the assumption that Charm and grace are all that is needed to create followers, (Leadership Styles, Changing Minds).
From his charismatic character flows a natural leadership style that encourages personal freedom of choice at the managerial level. Thus, Richard Branson can be best appreciated as a transformational leader, and one who has extraordinary vision. Transformational leadership is characterized by the empowerment of workers to make decisions that promote organizational goals, visions, and values. Transformational leaders aim to achieve an articulated vision of…
"Management and Leadership of Richard Branson at Virgin Group Ltd." (2010). UPX Success. Retrieved online: http://www.upxsuccess.com/leadership_richard_branson.html
"Most Recognized Organizational Leadership Models." Retrieved online: http://hubpages.com/hub/Global-Leadership-Models
Murray, A. (n.d.). Leadership styles. The Wall Street Journal. Retrieved online: http://guides.wsj.com/management/developing-a-leadership-style/how-to-develop-a-leadership-style/
Leadership and Realtors
I have many aspirations and many things I would like to accomplish in my lifetime. That said, one of my strongest vocations is establishing myself in my community as a successful real estate agent.
I've always had a knack for sales and I love architecture and residential construction. But my affinity for real estate probably dates back to my childhood, when my uncle Herbie used to drive me around in his big tan Buick Skylark, taking me to all his listings so I could see how he showcased his properties. My uncle Herbie used to make me guess how much he had listed each property for, if I was wrong, he would wonk me on the head with this old leather scabbard he had in the back seat, if I was right, he would give me a piece of salt-water taffy. Long story short, I've wanted to…
Burns, J.M. (1978) Leadership. New York: Harper Perennial Modern Classics
Helping Leaders Deal With Change and Ambiguity. (2009) Human Capital
Online. Retrieved from http://www.hcamag.com/business-review/Executive -
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
Organization Change - Leveraging Power & Influence in Change Management
Leveraging Power & Influence in Change Management
Change is the only inevitable factor within any organization in the contemporary society. The changes that take place in line with the Human esources as well as the technology are so rapid that to stay relevant, each organization must of necessity keep up-to-date with the changes that are relevant to the organization. However, to have effective change, amid all the challenges that come with the attempt to effect change, there must be leadership that leverages power and is in a position to influence change and manage it to the conclusive end. It should be noted that change is not a destination but a continuous process, hence change management must also be continuous and not static. Changes in organizations take place all the time and each and every day which in most cases are…
Agguire D., et.al (2013). Culture's Role in Enabling Organizational ChangeSurvey Ties
Transformation Success to Deft Handling of Cultural Issues. Retrieved February 23, 2014 from http://www.booz.com/global/home/what-we-think/reports-white-papers/article-display/cultures-role-organizational-change
Beakey, D. (2007). Organizational Design and Implementation. Graziadio Business Review:
Graziadio School of Business and Management, Pepperdine University. Retrieved February 23, 2014 from http://gbr.pepperdine.edu/2010/08/organizational-design-and-implementation/
At the core of leadership is the interaction between the leader and the follower. Much of leadership theory can be understood in terms of how leaders and followers interact and what the underlying assumptions are with respect to the roles and nature of leadership. Because of the many different types of leaders, and successful examples thereof, leadership scholarship has developed multiple branches that seek to explain leadership, but no one branch has yet proved definitive. Instead of understanding leadership through a single paradigm, and it better to understand it in terms of multiple paradigms, and different leadership theories can be applied to the same situation, and any given leader might apply multiple leadership styles at the same time.
Part of the appeal of leadership scholarship is that it encompasses so many unique academic disciplines. Leadership scholarship began life as in business schools but has been studied in the psychological…
Avolio, B., Walumbwa, F. & Weber, T. (2009). Leadership: Current theories, research and future directions. Annual Review of Psychology. Vol. 60 (2009) 421-449.
Boyatzis, R., Smith, M., & Blaize, N. (2006). Developing sustainable leaders through coaching and compassion. Academy of Management Learning & Education. Vol. 5 (1) 8-24.
Falk, S. & Rogers, S. (2011). Junior military officer retention: Challenges & opportunities. Harvard University. In possession of the author.
Kocolowski, M. (2010). Shared leadership: Is it time for a change? Emerging Leadership Journeys. Vol. 3 (1) 22-32.
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
This requires non-computer specialists to understand what the company's products do, to make its advertising clear and effective. In short, harnessing the diverse talents of many different types of people in service of the organization's mission requires a clear, concise organizational value statement that is inclusive in its embrace of the talents and unique perspectives of all of the workers laboring for the organization.
Having a clear vision for the organization also means that employees are aware of what is expected of them in terms of their work ethic, but also in terms of their ethical performance and standards. The recent accounting scandals have made government regulators hypersensitive to any potential impropriety in a variety of areas. It is crucial that the climate of the organization does not condone unethical behavior that could damage its name and reputation. It is not enough that ethics be affirmed in words, but ethical…
The Importance of Vision." Manning, G & Curtis, K. (2007). The Art of Leadership.
Second Edition. Boston: McGraw-Hill Irwin, pages 59-71.
The Motive to Lead." Manning, G & Curtis, K. (2007). The Art of Leadership. Second Edition. Boston: McGraw-Hill Irwin, pages 72-75.
Organizational Climate." Manning, G & Curtis, K. (2007). The Art of Leadership.
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.
34). Finally, in the Group II (GII) model, the leader shares the problem with his or her followers, and reaches a true consensus with the group. The leader does not influence the result.
The Group II model requires a great deal of time, so only decisions where time is not of the essence may be relegated to Group II methods (Shackleton 1995, p.36). For this type of time investment, the proposed change is likely to be important, and require a great deal of effort by the implementers of the change. Subordinates must also have a high level of quality of information, and it must be feasible to bring them into the same area for a prolonged period. There must be a great deal of goal congruence between the self-interest of the members of the group and the organization as a whole. In the Collaborative II model, a leader can still…
Shackleton, Viv. (1995). Business leadership. Thompson Learning.
Vroom-Yetton Contingency Model. (2005). epinions. Retrieved November 14, 2009 at http://www.epinions.com/content_4584087684
In addition to this pressure, the Hays article allows us to deduce that al-Mart is also responding to the internal pressure plied by its laborers, who could represent the risk of unionizing to al-Mart. It is thus that the nature of the changes made as reported by the Hays article would be poised to alter the course of al-Mart's labor orientation. Thus, in 2004, it would announce a set of changes in this area, "including the establishment of a compliance group that will oversee workers' pay, their hours and even whether they take breaks. al-Mart is testing a program that will alert cashiers, for example, when it is time for a meal break and shut down their cash registers if they do not respond." (Hays, 1) These decisions represent a newfound concern on the part of al-Mart about the way that its image impacts its sales and success.
Fox News. (2005). HP Ousts Fiorina, Appoints Wayman Interim CEO. Foxnews.com
Hays, C.L. (2004). Wal-Mart Answers Critics With Changes on 2 Levels. The New York Times.
Tsao, a. (2002). For McDonald's, the Fat's in the Fire. BusinessWeek.
OGANIZATIONAL PHILOSOPHY AT WOK: TECHNOLOGY & ETHICS
Digital and information technology allows for new opportunities for education, including at the professional level. More and more, human resources use technology to assist in the modification and development of company culture. 21st century organizational leadership can be characterized by the realization that a clearly defined and strongly present organizational culture is key to success. Some of the most successful organizations are ones wherein their culture is adaptable and flexible. These same companies understand the importance and value of smooth transition and effective implementation of organizational change as well as promotion of organizational culture. Human esources is a department that is integral in the development and sustainment of the organizational culture. Human esources is additionally a depart that can facilitate organizational change(s). Human esources professionals should take the time to educate themselves and learn the ways in which technology can supplement…
Dewett, T., & Jones, G.R. (2001) The role of information technology in the organization: a review, model, and assessment. Journal of Management, 27, 313 -- 346.
Heracleous, L., & Barrett, M. (2001) Organizational Change as Discourse: Communicative Actions and Deep Structures in the Context of Information Technology Implementation. The Academy of Management Journal, 44(4), 755 -- 778.
Jin, K.G. (2007) Information Technology Professionals' Perceived Organizational Values and Managerial Ethics: An Empirical Study. Journal of Business Ethics, 71(2), 149 -- 159.
Throughout history and at every corner of the world, there are great men and women who have heeded the call to power, influence and even fame and glory. These personalities changed history through the exalted deeds they performed and even the notorious acts committed. People followed them and to those true believers, they have given their lives to these influential people who are regarded by many names but foremost amongst them, they are known as leaders. Leaders are those that influence people's behaviors and make them believe and follow the leader's will in order to achieve the goal set for by the one leading. There are various styles of leaders from the charismatic, autocratic, democratic, to the delegative. Some leaders use one style while others combine two or more especially when situations warrant differing approaches. There is an adage that goes, "leaders are made not born" and despite…
Center for Creative Leadership. (2009, May). "Developing a leadership strategy: A critical ingredient for organizational success." Global Organizational Leadership Development White Paper Series. Retrieved August 20, 2011 from http://www.ccl.org/leadership/pdf/research/LeadershipStrategy.pdf
Herold, D.M. & Fedor, D.B. (2008). Changing the way you lead: Leadership strategies that work. Stanford, CA: Stanford University Press.
Palmer, R.E. (2008). Ultimate leadership: Winning execution strategies for your situation. Upper Saddle River, NJ: Pearson Education, Inc.
Leadership is defined as a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive (obins, Pinsky, & Krichko, 2004). Bernard Bass' theory of leadership (Bass, 1990) states that there are three ways to explain the development of how one becomes a leader. The Trait Theory explains that some personality traits may lead people naturally into leadership roles. The Great Events Theory states that a crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. Finally, the Transformational Leadership Theory states that people can choose to become leaders or people can learn leadership skills. The latter theory is the most widely accepted theory today (Fabian, 2004).
When one considers a person as a leader, he/she does not think about personal attributes. Observation is typically…
Bass, B.M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics (Winter), 19-31.
Beccaria, L.M., & Favero, N. (2000). [Expectations of nursing managers and assistants as to the managerial style of an executive director of a teaching hospital]. Rev Lat Am Enfermagem, 8(2), 83-90.
Bolman, L.G., & Deal, T.E. (1992). Leading and managing: effects of context, culture and cender. Education Administration Quarterly, 28, 314-329.
Fabian, N. (2004). Leadership -- what is it and are you headed for it? J. Environ Health, 67(3), 54, 52.
Leadership Styles Among Male and Female Principal
It is the intention of this research to study the leadership and cognitive styles of teachers and instructors of both genders within the educational system and their preference for types of leadership in a principal of that institution.
The research will include teachers and educators from all levels of the educational system from grade school to high school. The study will also include teachers and instructors from all major academic fields of study offered in public and private schools. The studies conducted thus far in the educational arena indicate that teachers are equally inclined towards different cognitive styles.
Teachers prefer a mix of idealist, analytical and realistic cognitive styles of leadership in their Principals. Studies have also indicated that teachers prefer that principals are people oriented and task oriented in their approach to running the school or institution. In addition, teachers also prefer…
Berens, Linda V., and Dario Nardi. Personality Types, Descriptions for Self-Discovery. New York: Telos Publications, 1999.pp.
Blake, R.R., H. Shepherd, and Jane Srygley Mouton. Managing Intergroup Conflict in Industry. Houston, Tx: Gulf Publishing Company, 1964.pp.
Blau, Francine D., Marianne A. Ferber, and Anne E. Winkler. The Economics of Women, Men, and Work. Prentice-Hall Series in Economics. 4th ed. Upper Saddle River, N.J.: Prentice Hall, 2002.pp. xviii, 446
Bossert, S.T., et al. "The Instructional Management Role of the Principal." Educational Administration Quarterly 18.3 (1982): 34-64.
Therefore, culturally endorsed leadership theory may require some degree of code-switching (employing different languages or emphasizing and de-emphasizing certain cultural elements) on the part of leaders in order to maintain the balance of general attributes associated with positive leadership. In general, however, there is less of a reliance on the leader as an individual in this type of organizational leadership style, and more of a reliance on universally perceived leadership qualities.
Another fairly efficacious style of leadership for contemporary organizations is transformational leadership. Transformational leadership theory seeks to actuate a change by empowering the various individuals that comprise an organization with the tools necessary to perform their jobs better. Transformational leadership may require a restructuring of a company's objectives, or a reevaluation of the best ways to achieve those values. Oftentimes, transformational leaders are charismatic and are endowed with natural leadership attributes that endear them to people. Their goals are…
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.
Javidan,, Dorfman, P., De Luque, M., & House, R. (2006). "In the eye of the beholder: Cross cultural lessons in leadership from project GLOBE." Academy of Management Perspectives, 20 (1): 67-90.
Traywick, B. (2008). "Reagan's transformational leadership." www.youtube.com Retrieved from http://www.youtube.com/watch?v=puB0Bnt5xfY&feature=related
Organizational Diagnosis and ecommendations
Imagine studying an organization in more depth in order to determine what needs changed. This is not an easy task because it could take days or months to achieve success. Businesses also have to stay up with current technology, and this means staying present with various leadership theories in order to make the business better. Systems thinking is used as a means in which to fully understand what needs monitored. Through using transactional leadership theory, one is able to grasp what one can do as a means of making recommendation for improvement.
One needs to perform a preliminary review to ensure that he or she obtains information related to organizational leadership, culture, effectiveness and productivity. "Synergy Technical Solutions Corp. (Syntechs) is a leading national technical service solutions provider with over 1,500 highly skilled professionals" (Syntechs, 2011). Many of these individuals work on "desktop and notebook computers…
Aronson, D. (2011). Targetted innovation: Using systems thinking to increase the benefits of innovation efforts. Retrieved May 20, 2011, from Thinking: http://www.thinking.net/Systems_Thinking/st_innovation_990401.pdf.
Changing-Minds. (2011). Transactional leadership. Retrieved May 20, 2011, from Changing-Minds: http://changingminds.org/disciplines/leadership/styles/transactional_leadership.htm .
Management Study Guide. (2011). Transactional leadership. Retrieved May 20, 2011, from Management Study Guide: http://www.managementstudyguide.com/transactional-leadership.htm .
Mattke, J. (2011, May 20). Syntechs Employee. (E. Mattke, Interviewer)
Leadership and Sustainability
Explore form leadership enable organisations respond issues purpose sustainability. Apply relevant theory published case studies develop argument. Please attached short powerpoint presentations cite professors nessecary.
Businesses traditionally seek precision and practicality as a basis to plan in unique efforts for sustainable development. To contribute to the desired sustainable development, leaders in an organization indefinitely committee to the business purpose in the organization and the community around. Changes seen recently in the business world scenario call for leadership strategy that is oriented towards sustainability and purpose. The realized credit crunch puts to test the role of leader and how they align institutional purpose with external purposes. The ensuing debates examine how leadership and purpose are intertwined to relay success to the organization and assure sustainability (Kaptein and Wempe, 2002). For this paper, the 1987 United Nations Brundtland Commission definition of sustainable development is used. Sustainable development meets the…
BASU, K. & PALAZZO, G. 2008. Corporate Social Responsibility: A Process Model of Sense-making. Academy of Management Review, 33, 122-136.
BERGLUND, H. 2007. Risk Conception and risk management in corporate innovation, . International Journal of Innovation Management, 11, 497-513.
KAPTEIN, M. & WEMPE, J. 2002. The balanced company: A theory of corporate integrity Oxford, Oxford University Press.
MERVYN, C., BRAD, J. & STEVE, K. 2011. Leadership as purpose: Exploring the role of purpose in leadership practice, UK, University House, Edgbaston Road, Birmingham.
Leadership and Management
Managing means responding to the needs of the organization; leadership means responding to the needs of subordinates (Plachy 2009:53). Although leadership and management may overlap, they are still two distinct functions of organizational behavior and must be recognized as such. Leaders provide vision and intrinsic motivation while managers are responsible for the technical oversight and details needed for meaningful change. To add to the confusion, leadership is often portrayed as something more positive that management, which may be denigrated as a purely technical, negative exercise of control. Ideally, managing begins with leadership and a vision but "when leaders continue after stating a vision to manage the accomplishment of the promise, they enter a new role that may require decisions not perfectly consistent with the vision and values promised" (Plachy 2009: 54).
One problem with leadership positions, however, is that the nature of the ways in which leadership…
Blunt, R. (2008). The successes of leaders. Govleaders.org. Retrieved from:
Plachy, R. (2009). When to lead? When to manage? T+D, 53.
What is the difference between leadership and management? (2014). The Wall Street Journal.
This means training that is focused on increasing the knowledge economy of the transforming firm rather than in simply standardizing processes. According to the text by Chapman (2009), this may even call for a change in the linguistic approach to this process. Chapman advises that "training implies putting skills into people, when actually we should be developing people from the inside out, beyond skills, ie., facilitating learning. So focus on facilitating learning, not imposing training." (Chapman, p. 1) It is conceivable that an appeal to this approach might have spared much of the uncertainty that permeated Cutting Edge Paper during and after the changeover in ownership.
Another recommendation is for the opening of dialogue during the process of transformation so that leadership can become more attuned to the needs of personnel. It is conceivable that during this transformation and Cutting Edge Paper, some ambiguity might have been reduced if leadership…
Chapman, A. (2009). Organizational Change, Training and Learning. BusinessBalls.com.
Corley, K.G. & Gioia, D.A. (2004). Identity Ambiguity and Change in the Wake of a Corporate Spin-off. Administrative Science Quarterly, 49(2).
Eisenberg, E.M. (1984). Ambiguity as Strategy in Organizational Communication. Communication Monographs, 51, 227-242.
Eustis, J. & McMillan, G. (1997). Technology Initiatives and Organizational Changge: Higher Education in a Networked World. CAUSE '97.
" (Simon, 188) the fundamental perspective here is that leadership and the ability to apply actions based on culturally driven decisions are central to helping members of the organization learn in a concrete manner how best to accord with the reigning culture.
In order for this to occur though, there must be a certain initial scrutiny and selectiveness where leadership and personnel are concerned, endorsing an organization-wide emphasis on the quality of personnel. This implicitly brings us to consideration of the application phase in terms of learning organizational culture, which is inevitably associated to all actionable aspects of an organization's structure and operations. The correlation between recruitment, personnel makeup and leadership personalities is perhaps threaded by the common string of day-to-day responsibility within an organizational culture. And quite certainly, we see the stamp of organizational culture on so many of the most important applicable indicators. Schein, to this end, points…
Arnold, J., Cooper, C. & Robertson, I.T. (1995). Work psychology: Understanding human behavior in the workplace, Pitman Publishing, London.
Beer, M. & Walton, E. (1990). Developing the competitive organization: interventions and strategies. American Psychologists, 45(22), 154-161.
Bennis, W., & Nanus, B. (1985). Leaders: The strategies for taking charge. Harper and Row, New York.
Bowditch, J.L. & Buono, a.F. (1994). A primer on organizational behavior. John Wiley and Sons Inc. New York.
log 1: Theories and Models of Leadership and Management
An organization is a collection of multidimensional components and there are complex equations between all of these components. It encompasses various individuals, business practices, visions, missions, goals, performance standards, an organizational culture, ethical frameworks, hierarchies based on command and control, working methods, management styles along with relevant theories and models and a considerable number of other factors. Different organizations perform their operations under the influence of distinguished and diverse rules, conditions, circumstances, goals and factors (Cherry n.d.). Since the modus operandi and culture associated with every organization are tailored to its requirements, therefore, the models and theories allied with management style of an organization can also be also distinctive, unique and different from what accomplishes favorable outcomes for another organization.
Ibarra and Hansen (2011, p.p.71) reveals a research-based fact that has consistently shown that diverse teams produce better…
1. Kotter, JP (2007), Leading change: Why transformation efforts fail, Harvard Business Review.
2. Studzinski, J (2010), BVO - World class CEOs master the art of listening. Available from < http://bvo.com/topics/communication-skills-for-leaders/programmes/john-studzinskiworld-class-ceos-master-the-art-of-listening. > [16 July 2012]
3. Ibarra, H, & Hansen, M (2011), 'Are You a Collaborative Leader?' Harvard Business Review [online], 89, 7/8, pp. 68-74.
4. Kent, S (2005, November), Better behavior, PM Network, 19(11), 4+.
Leadership and Development
Industry: Commercial Construction
Job Title: Regional Project Manager
Personal Leadership Assessment
Plan of Action
In examining myself for the position of project manager for Solomon builders, understanding the differences between leadership and management, and applying those subtle issues towards the task at hand are helpful. To reach my ultimate career potential within the workforce, it is important to identify and locate the principles that will have helped me attain this goal. My success is ultimately determined by the ability to synthesize and call upon certain trends within my educational background and its application towards the work's task as at hand. In this document I will examine in fine detail how this position coupled with my leadership and management skill base, will help affirm the principles and lessons of this educational course.
It is my recommendation that the project manager job at Solomon Builders suits my…
Gill, R. 2003,'Change management -or change leadership', Journal of Change Management, May Vol 3,4, pp 307-318.
Mumford, M. et al. 2000, 'Development of leadership skills: experience and timing', Leadership Quarterly, Vol 11,pp 87-114.
Palmer, B et al. 2001, ' Emotional intelligence and effective leadership', Leadership & Organizational Development Journal, Vol 22, pp 5-10.
Raclin, J. 1997, 'A model of work-based learning', Organization Science, Vol 8, pp 563-578.
IV. VISION and PERFORMANCE ANALYSIS
Greene, Forster, and Winters (2003) report that charter schools typically serve disadvantaged populations. "The targeting of charter schools to disadvantaged populations I so common that many people have come to believe, incorrectly, that all charter schools serve disadvantaged students." (2003) One reason for this is that the "procedures by which new charter schools are created often encourage such targeting." (Greene, Forster, and Winters, 2003) Greene, Forster, and Winters reports case studies conducted by the U.S. Department of Education, one of which included 91 schools and states conclusions that "charter schools are held accountable for their performance...resource limitations are the biggest obstacles facing charter schools." (2003) in another study involving 150 schools and 60 authorizing agencies the U.S. Department of Education states findings that: "...charters learn quickly the best way to satisfy their various constituents is to focus on quality instruction." (Greene, Forster, and…
Elmore, Richard F. (2000) Building a New Structure for School Leadership. Albert Shanker Institute Winter 2000.
Charter School Basics (1998) the Charter School Roadmap, September 1998. Online available at http://www.ed.gov/pubs/Roadmap/ch1.html
Greene, Jay P.; Forster, Greg; and Winters, Marcus a. (2003) Apples to Apples: An Evaluation of Charter Schools Serving General Student Populations. Equation Working Paper. Manhattan Institute for Policy Research. July 2003. No. 1. Online available at http://www.manhattan-institute.org/html/ewp_01.htm#01
Finn, Chester E.; and Vanourek, Gregg (2005) Lessons from the U.S. Experience with Charter Schools. Prepared for the PEPG Conference: Mobilizing the Private Sector for Public Education. Kennedy School of Government, Harvard University, October 5-6, 2005. Online available at http://www.ksg.harvard.edu/pepg/PDF/events/MPSPE/PEPG-05-10finn.pdf
In case, a vision conveys an ideal, it communicates a benchmark of excellence and a clear choice of positive values. If the vision in its turn is also unique, it conveys and stirs pride in being exclusive from other organizations. (Leadership Chaper12)
If vision guides the employees from within, another new paradigm 'esults-based leadership' displays the effectiveness of leadership which put a continuous importance of results. Hence effective leadership is attributes multiplied by results. This importance on results stems from the fact that in majority of literature on leadership there is absence of attention towards results. Majority of them concentrate on organizational capabilities like flexibility, mission-aimed or value-based or on leadership competencies like character, trust and competencies and potential. Through helping leaders at every level achieve results, results-based leadership liberates efficiency from limitation of hierarchy and the restrictions of position. esults-based leaders describe results by understanding the needs of the…
Material Provided by Client.
Kotelnikov, Vadim. "Leadership vs. Management" Retrieved at http://www.1000ventures.com/business_guide/crosscuttings/leadership_vs_mgmt.html . Accessed 10 September, 2005
Kotelnikov, Vadim. "Principled-Centered Leadership" Retrieved at http://www.1000ventures.com/business_guide/crosscuttings/leadership_principle-centered.html . Accessed 10 September, 2005
Leadership and Management
The differences between Management and Leaders are often difficult to discern. People often possess both leadership and management traits, as many people in everyday circumstances use management skills, leadership skills, and a combination of both. However, there are subtle differences through which we can differentiate between management and leadership. At the same time, however, not all good managers are necessarily good leaders and not all good leaders are good managers. The qualities, skill sets and personalities that make a good leaders are often little different for a manager. For example, leader should be able to lead people, while managers must be detail oriented so that they can make good business decisions. Similarly, leaders focus on big picture and look for people, while management looks for detail and the profitability of the company (Desatnick, 1988).
In American company, one of the reasons that the organizations hire people with…
Berry, L.L., Zeithaml, V.A., and Parasuraman (1985). A quality counts in services too. Business Horizons, Vol. 28, May-June, pp. 44-52.
Davidow, W.H., and Uttal, B., (1989). Total Customer Service: The Ultimate Weapon. New York, NY: Harper & Row;
Desatnick, R.L. (1988). Managing to Keep the Customer. San Francisco, CA: Jossey-Bass.
Kohn, A. (1993). Punished by Rewards. Boston: Houghton Mifflin.
Since long the necessity for quality health care for veterans is considered to be a critical issue with widespread implications in respect of health care system of the nation. Irrespective of the incessant pressure on converting the Veteran Administration into a business model it has been alleged vehemently on the ground that the approach is not conducive to the satisfaction of most veterans, the legislators and even the providers of the health care. The problem of extending acceptable quality health care for the veterans of the nation is to be resolved by constituting public consensus on the issue. Irrespective of its increasing challenges it is believed that the provision of quality health care for the veterans of the nation is considered to be an appropriate objective for this country to maintain. Acknowledging the sacrifices of the veterans, the death of millions of Americans in service, 1.5 million returning…
Alqarni, Abdul Rahman. "The Managerial Decision Styles" A dissertation submitted to the School of Information Studies in partial fulfillment of the requirement for the degree of Doctor of Philosophy. School of Information Studies: The Florida State University. http://etd.lib.fsu.edu/theses/available/etd-11242003-215328/unrestricted/Alqarni.Dissertation.pdf Accessed on 25 February, 2005
'Leadership Challenges in Non-Governmental Organisations" (2004) Organisational