...Introduction： Consequently, to be an effective leader, the manager must impact of his associates in a positive way to accomplish the organizational goals and now there are mainly three main approach applications in leadership of organization, including trait approach, situational & contingency approach and transformational approach. And this style of leadership is more inclined to believe that the qualities a person is born, not developed or the relationships develop followers. The concept is that humanity is born with certain personality traits, called “a born leader” (Fred, R). For example, like these well-known people, Catherine the Great, Mohandas Gandhi, Abraham Lincoln, Joan of Arc, Napoleon Bonaparte and Steve Jobs, the common ground is that they are born leaders, the people are willing to follow with them because of the charisma (Bass, 1990; Jago, 1982). Next, situational leadership was developed by Paul Hersey, a professor, and Ken Blanchard, a leadership expert in 1977, and this theory focuses on the action of the leader depends upon the situational and followers (Cynthia, M). Closely related to the situational approach is what has become know as the contingency approach. The contingency theory of leadership was presented by the Austrian psychologist Fred Edward in 1964. Compared to situational approach, the contingency approach while emphasizing the situation, but also emphasizes the leaders personality (Sirje, V, 2009). Last, in the past two decades, a new paradigm...
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...EUSEBIO AFRICANO DOS REIS VARELA Leadership Concepts, Theories And Issues CRITICAL ANALYSIS OF NELSON MANDELA’S LEADERSHIP STYLE 1. Introduction Leadership is a concept that has evolved over time. Individuals such as Mahatma Ghandi, Martin Luther King and Mother Theresa have emerged as defensors of the social issues of their time. This essay looks at one of the most prominent leaders of our time Nelson Mandela, from 1963 to 1999. First it will critically analyse Mandela’s Leadership style in the perspective of two leadership theories: Leadership as a Career, including its four stages of leadership: Formation, Accession, Incumbency and Divestiture. Then it will analyse it in terms of Transformational Leadership Theories, which was Mandela’s Leadership style during his governance. This will cover aspects of Idealised Influence, Inspirational Motivation, Intellectual Simulation and Individualised Consideration. Ultimately, this review will show that Mandela’s chosen leadership style reveals both his successes and failures as a leader. 2. Nelson Mandela and his Social Context When the National Party achieved power in South Africa in 1948, the government usually composed by “white people” created a policy of racial segregation under a legislated system denominated by apartheid. According to this regime the black South Africans were forced to live in separate areas from whites and to use separate public facilities. Despite consistent struggles to defeat the apartheid...
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...ultimately take the role of organizing or facilitating for the group. The role of the leader is present in every area of our life in some manner. Consider the leadership roles of teachers who instruct, managers who drive business, artists who inspire ideas, politicians who lobby to fulfill needs, entrepreneurs who bring a vision to life, and caretakers who provide supportive services. Each is affecting the lives of others by assuming a leadership role that brings benefit to them both. While most of us will find ourselves in a leadership role at some time in our life, simply being in a leadership role doesn’t make someone an effective leader. (Gordon, 1977) It is important to recognize different types of leadership styles and to how these styles fit to individual personality types. Three general types of outstanding, frequently traveled, paths are charismatic, ideological, and pragmatic. In order to be an effective leader, it is not necessary to radically change a personality style. (Ponder, 2005) It is much more beneficial to identify inherent tendencies and learn how to develop those traits into effective attributions. It would be beneficial to understand each of the formidable leadership styles and how to develop the style that comes intuitively. (Mumford, 2006) The charismatic leadership is indicated by the ability to effectively communicate a vision of the future. Studies show that leaders who can inspire a great vision will have a higher level of motivation in their followers...
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...Jr. Abstract The visionary leadership of Martin Luther King Jr. influenced a nation, and ultimately affected a dramatic change in the area of Civil Rights. The achievements he accomplished in the arena of Human rights still serve as a platform for social change today, even decades after his death. Martin is hailed as a classic Charismatic and Transformational Leader, whose masterful rhetorical skills and personalized leadership empowered many Americans to stand up and claim their rights as American citizens. This paper will provide an analysis of Martin Luther King’s leadership style, and speak briefly about its development. We will discuss his background and the factors that greatly influenced his success as a leader. We will also cover Martin’s application of influence tactics, such as rational persuasion and inspirational appeals, and reveal an almost textbook ideal of leader, follower and situation dynamics. In general, we will discuss his vision and finally pinpoint the factors that ultimately led to his rise in power. “Always bear in mind that your resolution to succeed is more important than any other one thing.” Abraham Lincoln, U.S. President. Introduction Of all of the leadership styles that have been studied, observed and researched throughout the ages, Charismatic and Transformational Leadership, are cited as being the most powerful. Martin Luther King Jr. is definitely one of the most charismatic and transformational leaders of all time. His journey...
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...THE PEOPLE WHO MAKE ORGANIZATIONS GO- OR STOP “It’s not what you know, it’s who you know.” Four Common Role-Players: 1. Central Connects: these are the people who link people in an informal network with one another. They aren’t usually the formal leaders within a unit or department, but they know who can provide critical information or expertise that the entire network draws on to get work done. Even though there is a CEO in the company, this person is very important as well. 2. Boundary Spanners: these are the people who connect an information network with other parts of the company or with similar networks in other organizations. They take the time to consult with an advise individuals from many different departments- marketing, production, for instance- regardless of their own affiliations. Connect people from different departments with each other. 3. Information Brokers: these are the people who keep the different subgroups in an informal network together. If they didn’t communicate across the subgroups, the network as a whole would splinter into smaller, less-effective segments. Connect subgroups together 4. Peripheral Specialists: these are the people who anyone in an informal network can turn to for specialized expertise. Are the specialists on the side and tend to be loners. It is important to know who these people are in the organization, because whenever you need something, these people will point you to the right direction and connect...
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...Evolution to Collaborative Networks March 7, 2012 Abstract From the beginning of man there have been many various forms of collaborative networks. Beginning crudely in clans, evolving to cultures, societies, governments, and finally in the market place. This paper examines the history and evolution of many of the most popular forms of collaborative networks in businesses from the early 1900s to the present day. It will examine the research claims as the best practices for the day, how it has evolved and what has caused collaborative networks to mature to the present day thinking. Finally, based on the historical evidence and its direction, observe what visionary direction the research should be looking to. Keywords: collaborative advantage, collaborative networks, co-operation, joint ventures, leadership, open markets, vertical integration. Evolution to Collaborative Networks Introduction It is no longer a secret in the business world today that competition is fierce. In every segment, the market is changing at an alarming rate. Product life cycles that used to last for years and decades are now only lasting for mere months. No company knows exactly what direction the market will go, so they are seeking the greatest intelligence to gain the greatest advantage. In the past it was to a firm’s advantage to obtain new information and keep it from their competitors and even their suppliers, but today’s technologies have evened the playing field. The elements that brought...
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...Characteristics of a Good Leader Introduction Leaders have an important role within an organisation related to its success, productivity and the performance of the employees. The ‘fundamental task of a leader is to build and maintain a high performing team’ (Furnham, 2005, p.566). However, Yukl (2013, p.18) argues that there are numerous and diverse definitions concerning the concept of a leader as well as the term leadership, although a general consensus appears to suggest it involves a process of influencing and guiding relationships within an organisation . Guirdham (2002, p.15) emphasises the importance of leaders having good interpersonal and communication skills, which as Yukl suggest involves the ability to persuade others. Yukl (2013, p.18) further states there are additional factors that contribute to good leadership such as the situational context and the use of power. Another issue regarding the characteristics of leaders is that many theories and models have been based on Western perspectives (House and Aditya, 1997, p.409) and typically based on research with white males (Chartered Institute of Personnel and Development, CIPD, 2008, p.7). There is some cultural crossover in servant leadership, which according to Northouse (2013, p.219), was originally proposed by Greenleaf in the 1970s, and also has origins in ancient Eastern and Western philosophies; for example, it is deeply embedded in Arab-Islamic culture (Sarayrah, 2004, p.59). A further concern is raised...
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...Area of Study: Belonging * ‘As You Like It’ written by William Shakespeare * ‘Towelhead’ directed by Alan Ball in * ‘The Surfer’ written by Judith Wright | As You Like It | Towelhead | The Surfer | Language Form and Structure | * ‘As You Like It’ is a stage play in the form of a comedy * It also qualifies as a pastoral romance * Shakespeare wrote the lines of the play in both verse and prose | * ‘Towelhead’ is a film | * Poem * 3 stanzas * Free verse | Personal, cultural, historical and social context | * Written during the reign of Elizabeth I and ironically, both Rosalind and Celia would have been played by men * Appealing nature to both lower and higher classes * Used as a model of social critique | * Set in Houston, Texas during the 1990s * Occurred during the Gulf War * Follows the sexual awakening of Jasira (an American-Lebanese girl) | * Set in Australia | Identity One’s sense of belonging is built upon their exploration of self and the confidence they establish through their own identity. | Identity is explored most obviously with Rosalind’s disguise as Ganymede. This concealment of her true identity allows Rosalind to discover whether Orlando truly loves her. It also allows Rosalind to gain a deeper understanding of herself. This is seen through the use of dramatic irony, this enhances the audience’s connection with the characters and adds to the humour of the play. “Nay, you must call me Rosalind”. Ultimately, it...
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...Direction for the Paper: This paper intends to discuss leadership from a business perspective leading to effective practices that are both documented in business and educational leadership. It will present a historical perspective on leadership from the kings of the 16th Century to a discussion on theory (administrative and leadership). The paper will transition to discuss effective practices and common characteristics of effective leaders tying the concepts from business thought to educational leadership. Finally, a discussion will be presented detailing current educational and economic trends for schools for the 21st century and a summary of the leadership that will be required. A Business and Educational Leadership Perspective: A Required Change Niccolo Machiavelli, the 16th century author of The Prince (1981), stated, “The whole Kingdom . . . is governed by one man; everyone else is his servant” (p. 22). Since its first printing in 1516, The Prince has been the inspiration for many managerial texts and has been utilized as a guide for leaders throughout the centuries, including several today. In a Machiavellian or so-called “top-down” managerial philosophy, a chief executive officer (CEO) defines and controls the power of the organization. The workforce serves the mission as determined by management, which oftentimes has self- Michael Livovich 1 ELAF 683 interest, not the needs of the customer, as the driving force. James MacGregor Burns (1978), noted political...
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...SECRET LANGUAGE of • HOW LEADERS INSPIRE ACTION THROUGH NARRATIVE The LEADERSHIP STEPHEN DENNING John Wiley & Sons, Inc. More Praise for The Secret Language of Leadership “Out of the morass of strategies leaders are given to transform organizations, Denning plucks a powerful one—storytelling— and shows how and why it works.” —Dorothy Leonard, William J. Abernathy Professor of Business, Emerita, Harvard Business School, and author, Deep Smarts: How to Cultivate and Transfer Enduring Business Wisdom “The Secret Language of Leadership shows why narrative intelligence is central to transformational leadership and how to harness its power.” —Carol Pearson, director, James MacGregor Burns Academy of Leadership, University of Maryland, and coauthor, The Hero and the Outlaw “The Secret Language of Leadership is not only the best analysis I have seen of how and why leaders succeed or fail, it’s highly readable, as well as downright practical. It should be mandatory reading for anyone interested in engaging a company with big ideas who understands that leaders live and die by the quality of what they say.” —Richard Stone, story analytics master, i.d.e.a.s “A primary role of leaders is to create and maintain meaning for their organizations. Denning clearly demonstrates that meaningmaking comes from stories well told.” —Thomas Davenport, President’s Distinguished Professor of I.T. and Management, Babson College, and author, The Attention Economy “Steve...
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...OUTLINE OF U.S. HISTORY OUTLINE OF OUTLINE OF U.S. HISTORY C O N T E N T S CHAPTER 1 Early America . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 CHAPTER 2 The Colonial Period . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 CHAPTER 3 The Road to Independence . . . . . . . . . . . . . . . . . . . . . . . . . . 50 CHAPTER 4 The Formation of a National Government . . . . . . . . . . . . 66 CHAPTER 5 Westward Expansion and Regional Differences . . . . . . . 110 CHAPTER 6 Sectional Conflict . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128 CHAPTER 7 The Civil War and Reconstruction . . . . . . . . . . . . . . . . . . 140 CHAPTER 8 Growth and Transformation . . . . . . . . . . . . . . . . . . . . . . . 154 CHAPTER 9 Discontent and Reform . . . . . . . . . . . . . . . . . . . . . . . . . . . 188 CHAPTER 10 War, Prosperity, and Depression . . . . . . . . . . . . . . . . . . . . 202 CHAPTER 11 The New Deal and World War I . . . . . . . . . . . . . . . . . . . . . 212 CHAPTER 12 Postwar America . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 256 CHAPTER 13 Decades of Change: 1960-1980 . . . . . . . . . . . . . . . . . . . . . 274 CHAPTER 14 The New Conservatism and a New World Order . . . . . . 304 CHAPTER 15 Bridge to the 21st Century . . . . . . . . . . . . . . . . . . . . . . . . . 320 PICTURE PROFILES Becoming a Nation . . . . . . . . . . . . . ....
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...qxd 11/26/03 5:38 PM Page 302 CHAPTER 13 Ethics and Leadership Effectiveness Joanne B. Ciulla T he moral triumphs and failures of leaders carry a greater weight and volume than those of nonleaders (Ciulla, 2003b). In leadership we see morality magnified, and that is why the study of ethics is fundamental to our understanding of leadership. The study of ethics is about human relationships. It is about what we should do and what we should be like as human beings, as members of a group or society, and in the different roles that we play in life. It is about right and wrong and good and evil. Leadership is a particular type of human relationship. Some hallmarks of this relationship are power and/or influence, vision, obligation, and responsibility. By understanding the ethics of this relationship, we gain a better understanding of leadership, because some of the central issues in ethics are also the central issues of leadership. They include the personal challenges of authenticity, self-interest, and self-discipline, and moral obligations related to justice, duty, competence, and the greatest good. Some of the most perceptive work on leadership and ethics comes from old texts and is out there waiting to be rediscovered and reapplied. History is filled with wisdom and case studies on the morality of leaders and leadership. Ancient scholars from the East and West offer insights that enable us to understand leadership and Author’s Note: A special thanks...
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...qxd 11/26/03 5:38 PM Page 302 CHAPTER 13 Ethics and Leadership Effectiveness Joanne B. Ciulla T he moral triumphs and failures of leaders carry a greater weight and volume than those of nonleaders (Ciulla, 2003b). In leadership we see morality magnified, and that is why the study of ethics is fundamental to our understanding of leadership. The study of ethics is about human relationships. It is about what we should do and what we should be like as human beings, as members of a group or society, and in the different roles that we play in life. It is about right and wrong and good and evil. Leadership is a particular type of human relationship. Some hallmarks of this relationship are power and/or influence, vision, obligation, and responsibility. By understanding the ethics of this relationship, we gain a better understanding of leadership, because some of the central issues in ethics are also the central issues of leadership. They include the personal challenges of authenticity, self-interest, and self-discipline, and moral obligations related to justice, duty, competence, and the greatest good. Some of the most perceptive work on leadership and ethics comes from old texts and is out there waiting to be rediscovered and reapplied. History is filled with wisdom and case studies on the morality of leaders and leadership. Ancient scholars from the East and West offer insights that enable us to understand leadership and Author’s Note: A special thanks...
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...would be impossible without the social conditions built before their lifetime.[1][2][3] |Contents | |[hide] | |1 Introduction | |2 Criticisms | |3 See also | |4 References | |5 External links | [pic][edit] Introduction Carlyle commented that "The history of the world is but the biography of great men," reflecting his belief that heroes shape history through both their personal attributes and divine inspiration.[4] In his book On Heroes, Hero-Worship and the Heroic in History, Carlyle set out how he saw history as having turned on the decisions of "heroes", giving detailed analysis of the influence of several such men (including Muhammad, Shakespeare, Luther, Rousseau, and Napoleon). Carlyle also felt that the study of great men was "profitable" to one's own heroic side; that by examining the lives led by such heroes, one could not help but uncover something about one's true nature.[5]. Alongside with Carlyle the Great Man theory was supported by American scholar Frederick Adams...
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...Licensed to: iChapters User Licensed to: iChapters User Organizational Behavior: Managing People and Organizations, Tenth Edition Ricky W. Griffin and Gregory Moorhead Vice President of Editorial, Business: Jack W. Calhoun Executive Editor: Scott Person Senior Developmental Editor: Julia Chase Editorial Assistant: Ruth Belanger Marketing Manager: Jonathan Monahan Senior Content Project Manager: Holly Henjum Media Editor: Rob Ellington Buyer: Arethea L. Thomas Marketing Communications Manager: Jim Overly Production Service: S4Carlisle Publishing Services Sr. Art Director: Tippy McIntosh Cover and Internal Design: Joe Devine, Red Hanger Design LLC Cover Image: © Eric Isselée, Shutterstock Rights Acquisitions Specialist/Images: John Hill © 2012, 2010 South-Western, Cengage Learning ALL RIGHTS RESERVED. No part of this work covered by the copyright herein may be reproduced, transmitted, stored, or used in any form or by any means graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, web distribution, information networks, or information storage and retrieval systems, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the publisher. For product information and technology assistance, contact us at Cengage Learning Customer & Sales Support, 1-800-354-9706 For permission to use material from this text or product, submit all requests online...
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