Theorists
Essays

Chaos Management The Chaos Theory of Management is a relatively new theory that has enjoyed considerable study but also endured significant criticism. By examining the Rational Model, Ordinary Management, Extraordinary Management and Chaos Management, the researcher is able to see differing views of the universe and the business world within it. Chaos Management, which is newer than the Rational Model and combines Ordinary and Extraordinary Management, is dynamic and creative. However, Chaos Management is still a relatively young system that has yet to be proven by empirical data.

The field of nursing is shaped by a range of ethical principles; while all of these concepts are important, one could argue that perhaps the most crucial ethical principle is that of beneficence. "Beneficence is the obligation to do good and avoid harm. Nurses help others to gain what is beneficial to them, which promotes well-being and reduces the risk of harm" (Young et al., 2009, p. 75). Having a clear understanding of beneficence is important as nurses are often presented with a range of complex ethical situations and dilemmas and they need strong principles to help guide their actions and nursing practice. As Young and colleagues explain, avoiding the harm that comes to a patient involves balancing this against

This paper is a literature review regarding universal health care. There are six sources, all peer reviewed journals or scholarly books, included. The paper examines the pros and cons of universal health care in the United States.

Beyond the contributions of Sigmund Freud, Carl Rogers and Carl Jung may be the two most important individuals in the development of the modern study of psychology. Jung, having studied under Freud, expanded on Freud's…

One of the key changes of the late 20th century, certainly enhanced in the early 21st, is that of the economic, political, and cultural movements that broadly speaking, move the various countries of the world closer…

The issue of free will and divine foreknowledge creates a somewhat problematic paradox for Christians. At the basis of the dilemma is the question that, if God knows beforehand the outcomes of everything on earth, can…

Extreme pathologically antisocial and criminal behavior is so shocking that those who study human behavior and deviance have always theorized about plausible explanations for how the human mind can become so dangerously…

Nike's strategic direction when analyzed using the Ansoff Matrix and the Boston Consulting Groups' Growth/Share matrix strategic market planning frameworks illustrate the company's increasing reliance on branding,…

Taking Marco Polo largely at his word, translator and editor Ronal Latham tells us in his introduction to the Travels of Marco Polo that the thirteenth-century Italian explorer was not lying when he told readers, in the…

The likeability of a manager will determine how effective they are on transactionally-oriented tasks while also being a very accurate predicator of hwo effective they will be in more transformational roles in an organization. The intent of this analysis is to define likeability from a leadership standpoint, illustrating how this aspect of a leader's personality must be authentic, transparent in approach and genuine in how a leader earns and keeps the trust of subordinates, peers and superiors. A likeable person is by definition one that is known for their friendliness or the ability to create an ongoing dialogue that includes a significant level of self-disclosure and ability to communicate with accuracy, clarity and honesty (George, 1995). A likeable leader is one that has the ability to combine friendliness, relevance of communication to others, empathy or the capacity to feel what others are also feeling ands enunciate those emotions, all unified by a very strong level of authenticity, integrity and realness (Gabriel, Griffiths, 2002). All of these factors together define a likeable person, and add in the willingness of a leader to self-sacrifice, create and stay consistent with roles in an organization that capitalize on the unique strengths of an associate, and a strong foundation of transformational leadership begins to emerge. One of the key findings of this study is that to the extent a manager has the ability to create and sustain a high level of trust with subordinates is the extent to which they are able to also sustain transformational leadership in a team. While leaders have varying levels and depths of skills that contribute to their ability to be transformational in the scope of their work, those with demonstrated high levels of emotional intelligence (EI) combined with the four foundational aspects of transformational leadership skills consistently have a higher level of likeability than their more transaction-oriented counterparts (Gabriel, Griffiths, 2002). In evaluating if likeability leads to greater leadership performance, a model of proposed Likeability and Organizational Transformation has been created and is presented in this analysis. The existing body of research indicates that likeability is one of the foundational elements of effective transformational leadership, yet it does not exist in isolation. The accumulated research completed for this study indicates that likeability of a leader is highly correlated to their level of EI. The dimensions of EI have a direct, predictive effect on how likeable and effective a leader will be. Another finding from this analysis is that likeability by itself does not guarantee a leader will be effective; it is only their ability to translate EI-based skills in conjunction with a very strong foundation of transformational skills that they are able to accomplish challenging goals and propel an organization to fulfill its shared vision. This study also concludes that likeability is also not essential for success either, as the many examples from leaders and CEOs renowned for being very difficult to work with who have propelled their organizations to leadership positions in their industries. Larry Ellison of Oracle, known for being exceptionally demanding and for creating a culture of mistrust and intense internal competition is not likeable according to the dimensions of the research completed for this study. He is however exceptionally effective in driving his organization to attain its vision and mission. What this study has found is that when the triad factors of Emotional Intelligence (EI), trust and transformational leadership are combined, leaders increase the propensity of being liked. These three factors combined provide leaders with a solid foundation of being effective in their roles as well. Likeability does not assure results however. Figure 1, Analysis of Key Factors of Likeability, shows how these three factors must be balanced and in proportion to each other in a leader's management style to be effective. Deficiencies in EI for example could lead to a very collegial work environment yet the leader would not know how and when to define tasks and key strategies to accomplish objectives over time. All three must be balanced in order for a catalyst of continued progress to be formed and stabilized within an organization.