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Leadership Styles -- Mentor Observations

In these cases most of the times the employees working under the supervisor were less skilled or had very little knowledge of the situation at hand and how to progress in such a setting. In this case it makes sense to have an autocratic leadership style. Styles Appealing To Follow ship Style and Why The most appealing style is a democratic or participative one because it encourages team cohesiveness and engages all members of the staff in the decision making process. This form of leadership acknowledges the skills, talents and abilities of each member of the staff and encourages comprehensive care that results from the collective experiences of many (rather than the experiences of a few). In such an environment employees often feel more empowered and willing to participate or collaborate to facilitate better patient care and patient outcomes in a clinical care setting. This form of leadership often encourages greater team work and motivates employees to work together in a positive manner. The next best form of leadership would be a laissez-fair or free reign style, which would only make sense if the employee had more experience or skills in a particular setting than their supervisor. This form of leadership can be very empowering when used in the right situation. Rather than relinquish the supervisor of his or her authority, this leadership style takes into consideration the collective experiences of staff and encourages highly skilled employees to make decisions. Reference: Clark, D. (1997 -- May). "Leadership Styles." 24, October 2005: http://www.nwlink.com/~donclark/leader/leadstl.html…

Pages: 2  |  Term Paper  |  Style: n/a  |  Sources: 0


Smart Goal 1: Leadership Development

In regards to leadership development, these resources can be leveraged to obtain expert opinion regarding a skill or ability. In addition, these resources can also be used to help establish a network in which the mentee can rely upon for development in the future. R: realistic- Is this goal something that is realistically obtainable in a professional practice? The goal is very realistic in regards to professional practice. The task of bi-weekly meetings, monthly personal assessments, and bi-monthly seminars are all very helpful in regards to personal development. They are also easily measurable. If planned properly, they will not interfere with personal practice but would actually help the individuals practice through leadership development. T: time bound - What specific dates or weeks will you accomplish each task of your project goal? The goal to improve a particular leadership metric should be given a timeframe of between 3 to 6 months. Smart Goal / Plan of Action The individual nurse wills first development a strong relationship with a mentor within the facility. Through this relationship, periodic meetings, self-assessments and seminars will occur on a weekly and monthly basis. These meetings will focus on one particular leadership metric that both the mentor and mentee agree upon. This metric should be improved within 3 to 6 months. Attributes needed to achieve the goal are persistence, consistency, and passion for improvement. The meeting will take place in the hospital bi……

Pages: 2  |  Research Paper  |  Style: n/a  |  Sources: 2


Group Protocol for Adolescents - Addressing the

Group Protocol for adolescents - addressing the occupational needs of the adolescent population Occupational needs assessment During the occupational assessment, a group of 12 adolescents are observed attempting to solve a complex mathematical problem for a science project. Functional skills lacking among the group include communications skills, collaboration and communication skills, leadership skills and the ability to identify and agree…

Pages: 5  |  Term Paper  |  Style: APA  |  Sources: 2


Organizational Capacity in Non-Profit Organizations

Organizational Capacity in Non-Profit Organizations Mentorship as Leadership Theoretical Support The concept of mentoring is certainly not new, both in academic and cultural life. However, for the past two decades, the conceptual framework in the non-profit sector has moved from a more traditional hierarchy of leadership roles to a more open system in which the paradigm and basis has turned…

Pages: 15  |  Research Paper  |  Style: n/a  |  Sources: 7


Staffing Organizations Changing a Promotion System

CSD is not aligning the necessary skill sets for success at a particular job with the qualifications of the persons being hired. Tom is a highly competent salesman, but the personal qualities, skill sets, and experience of being in sales do not necessarily align with that of a manager. To some extent, this is unsurprising, given that little in Tom's background has prepared him for his current position. CSD does not seem to offer a mentoring program to groom entry-level persons for leadership positions. It also takes a purely horizontal view of the promotions process. Once someone has proven himself to be successful in one position, the employee is promoted until he is no longer competent. CSD could have prepared Tom for a managerial position with training and grooming early on in his career, once he distinguished himself as a salesperson and showed initiative and drive. This could have cultivated the other skills necessary for Tom to shine as a manager that were not necessarily honed in sales. Or, the company could have given Tom additional responsibilities in sales (such as training new hires in sales techniques that worked) and hired a manger from outside the company. Instead, CSD now has the 'worst of all worlds.' Tom is no longer doing what he does best as a salesman and is instead an incompetent manager. Tom will not be able to rise up through the company, given his current poor ratings. The company is denied the ability to have a competent manager in this critical position. Tom's career is thwarted. There also seems to be no mechanism to move Tom into a position for which he might be better-suited. While the company is considering investing in some additional training for Tom, it would have been cheaper and less painful to train Tom while he was still moving up through the company. Tom would have then been prepared to have been a manager, or, if unable to grasp these skills, the company would have known not to promote him to a managerial position in the first place. Q2. Promotions at the company cannot be viewed as a 'reward' for company loyalty or even success at a lower-level position. The exact specifications needed to be fulfilled for every position must be reviewed. In the case of a manager, the ability to work well with others, delegate, and supervise are needed -- not necessarily…

Pages: 3  |  Essay  |  Style: n/a  |  Sources: 2


Leadership Values of a

This trait and value is crucial in determining how the life of a person is to turn out. It enables one to take the risk in daily activities hence facilitate the process of development and achievement of goals and objectives. VC takes numerous risks in life to achieve the prestigious position in the institution and entire society. This bravery trait…

Pages: 10  |  Essay  |  Style: n/a  |  Sources: 7


Leadership Philosophy Reflects the Values, Ethics and

Leadership philosophy reflects the values, ethics and virtues that guide one's actions as a leader and one's approach to the task of leading an organization in general (Leboeuf, 1999). I believe the leadership philosophy that should guide my behavior is that empowerment of employees is the best means of demonstrating leadership. Hiring good people, training them well, and giving them the resources they need to succeed are the most important tasks for a leader in my view. The idea behind leadership is not that leaders perform tasks well, but that they can inspire large groups of others to perform tasks well. I feel that intrinsic motivation is a more powerful form of motivation than extrinsic, and as a leader I can be most effective by tapping into the intrinsic motivation that good employees have. In keeping with this underlying philosophy, I believe that a great leadership should have five characteristics. These are organizing, talent recognition, resource allocation, communication skills and flexibility. I believe in the contingency theory of leadership, in that the best specific leadership actions are determined largely by the situation. Not only do situations differ, but so do employees. Therefore, communication skills are essential, as they will ensure that all employees are capable of understanding what is expected, no matter what the circumstance. Beyond that, I believe that identifying problems and opportunities, and finding the resources within the organization to address those problems and exploit those opportunities is an essential component of the leadership role. Performance of tasks is not a critical leadership role -- ensuring that when others attempt to perform tasks that they succeed is a key component. 3. The leadership development plan should have a number of different elements. While some leadership traits are inherent in a person, most of what would be termed leadership skill is learned, which places learning at the forefront of my five-year plan (McCall, 2010). The first step is to find a leadership position, either in my educational career or in my job. Career assignments in general should be focused on leadership skills, either by taking on roles that put me in charge of more people, or by taking on roles that are more challenging in their nature. The second element will be skills. In the self-assessments, I identified that I am not especially accomplished at motivation. As such, I believe that I need to work on this aspect of…

Pages: 3  |  Essay  |  Style: n/a  |  Sources: 3


Leadership Hospitality Management

Leadership (Hospitality Management) This report will discuss the effective leadership style and motivational factor in hospitality management, particularly managing Red Sea Restaurant given their established culture and work environment. Currently, Red Sea Restaurant is in need of Restaurant Manager who will contribute his or her expertise in attaining consistent, if not, exceeding, quality service performance. Qualifications for the position are…

Pages: 6  |  Term Paper  |  Style: Harvard  |  Sources: 4


Transformational Leadership Background Values-Based Leadership Has a

Transformational Leadership Leadership Background Values-based leadership has a significant impact on the performance and the functioning of an organization. Boje,(2000) cites Burn's (1978) theoretical work on transformational leadership basing his argument on Kohlberg's moral development theory and Weber's (1947) theory of leadership and authority. In his work, Boje, 2000 agrees with Burn's that a moral value-based leader, is the one…

Pages: 5  |  Term Paper  |  Style: n/a  |  Sources: 0


Augustine as Mentor Augustine's Influence

Some of the demonstrations of Augustine's humility, such as his willingness to reconcile with a compatriot who had alternative views on theological issues, are fairly elucidating, and do well to further the author's analysis of Augustine's humility -- particularly when this tendency of his is measured against the eight characteristics of a mentor. The most enduring way in which Augustine was able to propagate his efforts at mentorship, of course, was through his writing. Smither takes great pains to demonstrate that this fact was perhaps the most influential means in which Augustine's presence and his theological beliefs would be perpetuated for posterity. The author points out the prudence of Augustine's cataloging of his writings into a formal library (Smither 2009, 256) that have been preserved so that his beliefs could be disseminated. Again, Smith's forte in this regard is his examples of how Augustine's presence was able to influence people throughout the many generations since his physical demise, including during the Middle Ages as well as during the Reformation. Another highly beneficial aspect of Smither' portrayal of the influence of Augustine's writing can be evinced in the fact that he is able to elucidate some of the more eminent theological concepts found in Augustine's writing (Smither 2009, 184), which helps to enlighten the reader as to why the latter was such a prominent mentor. Other good examples that indicate the degree of influence that Augustine was able to exert upon others can be found within his monasteries, particularly the garden monastery at Hippo (Smither 2009, 145-148) when he was able to freely converse with his disciples, who were able to be mentored first hand through Augustine's actions and spoken words. However, the primary drawback related to the theme of the influential nature of Augustine's theological conceptions as demonstrated through his writing and through his interactions with others at his monasteries is the fact that the author fails to dedicate a substantial amount of insight into a contemporary application of these principles. He duly informs the reader of the importance of such notions during Augustine's time period as well as proves how they were accessible and of use during other periods of history. But the author only dedicates a mere two pages in the final chapter of the work, which are mere allusions to how Augustine's theology could be applied to contemporary issues affecting Christianity and individual and collective Christian leaders…

Pages: 4  |  Book Review  |  Style: n/a  |  Sources: 1


Business Leadership the Biggest Difference Between Managers

Business Leadership The biggest difference between managers and leaders is the way in which they motivate the people who work or follow them. Leaders have management jobs, but they realize that they cannot buy loyalty, especially to get people to follow them down a difficult path, and so they act as leaders too. In real general terms, the difference is: leadership is setting a new direction or vision for a group that they follow and management controls or directs people and resources in a group according to principles or values that have already been established ahead of time (What is the Difference Between Management and Leadership, 2012). Leadership style refers to the techniques used to direct a group of people. In addition, leadership style refers to the technique and theories used to resolve problems and make decisions. In contrast, leadership traits portray the characteristics and personality traits that are familiar among leaders or those in a position of authority. Characteristically, leadership traits include physical, emotional, social and intellectual characteristics. Managers exercise control over their workers, just as world leaders wield control over a country. Leadership styles run the range from autocratic, in which leaders have absolute control, to a more participative style, in which leaders support participation and criticism from workers. Other leadership styles can comprise a bureaucratic leadership style, which necessitates all team members to hold fast to strict rules and measures, and a laissez-faire style, which leaves team members to their own devices when carrying out work (What Is the Difference Between Leadership Style & Leadership Traits, 2012). 2. Jack Welch is probably the ultimate manifestation of the charismatic chief executive. What is not really understood at all though is how Jack Welch is able to wield so much influence and power over the most far-flung, complex organization in all of American business. He does it through sheer force of personality, coupled with an unbridled passion for winning the game of business and a keen attention to details many chieftains would simply overlook. He does it because he encourages near-brutal candor in the meetings he holds to guide the company through each work year. And he does it because, above all else, he's a fierce believer in the power of his people. Welch's profound grasp on General Electric comes from knowing the company and those who work for it like no other. He has created something unique at…

Pages: 3  |  Essay  |  Style: n/a  |  Sources: 4


Leadership Case Study

Leadership Case Study Michael Alfonso is a man who is envied by his peers having moved up the ranks and taken charge of Trident submarine because very few officers qualified for such commands hardly get them. Alfonso's selection to the job was welcome by many officers who felt that he had all it took having joined the Navy as a…

Pages: 10  |  Case Study  |  Style: n/a  |  Sources: 10


Leadership Models Compare Servant Leadership

This is only a mere concern to those in the organization and not emotional endeavor. The servant and transformational leaders rules from this context. Unlike authentic leaders, servant and transformational leaders do not place focus on the outcome; but the service itself. The first responsibility of the servant and transformational leaders is employee relationships and the relations take precedence over products and task. Servant and transformational leaders highly regard the trust of their followers in undertaking actions that are for the organization's best interests; although the leaders do not mainly focus on the goals of the organization (Northouse, 2010). Unlike authentic leadership, Servant leadership is closely associated with the transformational leadership components that include individual consideration and inspiration. The main emphasis for servant leadership is on the verge of offering service. The urge and desire to serve the people are more than that to achieve organizational goals and objectives. Servant leaders believe in delivering services to the people first, after which the goals and objectives of the organization automatically come into place. Transformational leaders try to satisfy both their interests and others interests without forgetting the better of the group and organization or community. Their focus is based on improving the performance of the organization than service to followers and facilitation. Servant leadership lies on developing objectives of the workers together with their growth, followed by the customer base and lastly the organizational base line (Walumbwa, Avolio & May 2011). 3. Contrast the effectiveness of these models to bring about change in the organization Serving the needs of other people is the major difference between authentic and servant leadership. The main principle of authentic leadership is giving the first priority to others' interests. Leaders offer services to the needs of others by fulfilling their desires and aspirations. On the other hand, authentic leadership discourages leaders to be over-responsible to the needs and desires of others. Committing to this might result to problems such as: Organizational objectives failing because of competing interests Leader withdrawing from making difficult decisions in fear of offending others Risk of deviating from course action Servant leadership is characterized by one-dimensional approach where changes do not respond to situations. This leadership strategy requires that one be persuasive, attentive, and empathetic during hard times. Authentic leaders tend to be more proactive and regulate the styles in order to adapt with the immediate situation. These types of leaders are…

Pages: 4  |  Essay  |  Style: n/a  |  Sources: 4


Global Leadership Find a Video

This process would lead to acquisition of numerous levels of expertise such as cognitive skills, global knowledge, intercultural competence, and global organizing competency (Osland et al., 2006 p. 198). Part 2: Bangkok Scenario Determine how to prepare yourself to be successful in this new position Bangkok scenario is a different location for the implementation of leadership competency because of the…

Pages: 10  |  Term Paper  |  Style: Harvard  |  Sources: 7


Leadership Training and Experiences for

Mixed methods research design has an uncanny ability to provide insight into how: "Rigorous quantitative approaches such as RCTs can help establish that an intervention is contributing to an outcome, but don't necessarily tell you why it is. In other words, quantitative methods can help give you the 'whether,' Surveys, focus groups and ethnographic work can help uncover the 'why'"…

Pages: 7  |  Research Proposal  |  Style: n/a  |  Sources: 5


Leadership Is a Complex Process

Through a leader's actions, others employees get inspiration to achieve the best. A good leader encourages and gives direction to others in order to achieve a common goal. Role model for integrity and ethics Leadership requires showing a good example to others in the work environment. A leader who upholds work ethics is an example for the subordinates. A leader with integrity keeps his word and promises to relate to their work. Integrity enables a leader to be trustworthy. Self-confidence and humility A self-confident leader is able to listen to employees and accepts correction even from subordinates. Through self-confidence, a leader is able to project the future and make sound decisions. Humility enables a leader to understand his subordinates and interrelate with them. Humility is not oppressive, and it expresses compassion and care for those who are below a leader. Good intellectual ability and creative A good leader is competent in his position. He is knowledgeable of the requirements of his job. A competent leader is able to make tough decisions that can affect the organization. One should have strengths and abilities that fit leadership requirements. In addition, one should have an ability to motivate and influence performance in people. As a leader, I have strengths and abilities that fit leadership requirements. I have an ability to motivate and influence performance in people. On several occasions, I have influenced my colleagues in college to perform in club activities. I am also a role model in performing my duties as a leader of business club in college. What a manager must do to become a transformational and charismatic leader A good manager must be able to combine his intellectual abilities and knowledge with traits and behaviors that are desirable in a managerial position. To become a charismatic leader and manager, an individual must have the ability to influence and motivate people through emotions and inspirations. A manager can be a charismatic leader through improving his relationship with subordinates. A manager should be able to listen to the employee's complaints, suggestions and corrections. A leader is able to provide a vision and motivation to drive a project, but a manager can manage skills and available resources for the success of the project. To be a transformational leader, a manager must be able to combine skills, knowledge and vision. A transformational leader is able to raise consciousness and awareness on the importance of…

Pages: 3  |  Essay  |  Style: n/a  |  Sources: 0


Nursing Leadership the Task That

"The process of clarifying the problem and channeling those ideas through to a practice change can be daunting," Lusardi explains. But through competent, well-thought-out leadership on the part of the new manager, barriers to change can be overcome. In conclusion, when a new manager is hired to take over a care unit that is beset with problems, and that has a serious morale problem, the best approach for that manager is to embrace a transformational leadership role. In this role, the manager shows the way to resolve issues through better communication, through the articulation of a new vision, and through setting an example of enthusiasm and positive, constructive actions. Conflict resolution is vitally important as a beginning strategy, but in addition the new manager must set out to solve other problems in order to avoid a cycle of conflict within the unit. Works Cited Cherry, Kendra. (2013). Transformational leadership. About.com. Retrieved June 13, 2013, from http://psychology.about.com. Kelly, J. (2006). An Overview of Conflict. Dimensions of Critical Care Nursing, 25(1), 22-27. Lusardi, P. (2012). So You Want to Change Practice: Recognizing Practice Issues and Channeling Those Ideas. Critical Care Nurse, 32(2), 55-63. May, A., and Norbury, J. (2007). Follow the Leader. Emergency Nurse, 15(4), 16-21. Wiggins,……

Pages: 5  |  Term Paper  |  Style: n/a  |  Sources: 3


Leadership How Do You Define

Therefore, the reflection assignments are critical to my ability to be grow and mature as a leader. I need to also reinforce the concepts learned in this course. Reflections allow me the time for self-analysis and self-assessment and also the time for study and internalization of concepts. Reflections have helped me internalize the processes of group dynamics, conflict resolution, motivation, change, and other aspects of leadership. When I perform reflection exercises, I also apply the abstract concepts learned in the classroom to my current situation at work and to my projected situation in the future. (b) Personality profile The initial skepticism I had when taking and evaluating the results of the Myers Briggs personality test soon waned, as I heard the feedback from friends, family members, and colleagues. The most valuable aspect of the personality test is, like the reflections, self-awareness. Cultivating self-awareness is critical to effective leadership. Without self-awareness, the leader cannot communicate effectively with their team members. The leader can remain unaware of problems, which can then fester as the group loses confidence. Now that I see on paper what my character traits and tendencies are like, I can maximize my strengths and even learn how to capitalize on my weaknesses. I can also understand what types of leadership scenarios are helpful or constructive for me, and which will work best. When interpersonal problems arise in the team, I will also be able to reflect on those problems using the personality test as a means to understanding communication breakdowns. (c) GAP analysis A gap analysis is helpful both for leaders and the members of the team. The difference between where we are now, and where we hope to be, is our current challenge. As leaders, we are expected to bridge this gap efficiently and effectively. I need to motivate others to narrow the gap, but before doing that, I also need to narrow the gap as much as possible in my own work. When applied not just to individuals but also to teams, the gap analysis can be instrumental in changing the direction the group is going. If there is a big gap between performance expectations and outcomes, it is time to go back to the dry-erase board and analyze the problem. There will be areas where we are achieving less than our potential due to specific issues such as ineffective problem awareness, or the inability to address…

Pages: 4  |  Term Paper  |  Style: n/a  |  Sources: 4


Transitional Leadership Times of Leadership

Transitional Leadership Times of leadership transition are among the most stressful periods in an organization's life cycle. It is important to understand the variables that precipitate change, the variables that comprise successful transitional leadership during times of change, and interfering variables that might prevent a successful leadership transition. A review of literature reveals several patterns and core issues with regards…

Pages: 8  |  Research Paper  |  Style: n/a  |  Sources: 10


Exemplary Leadership Leaders Inspire a

"He gave servers and cooks $50 each to dine at any restaurant with cuisine similar to Chef Allen's" and the employees returned to him "…short written and oral reports on what they had learned" (Kouzes & Posner, 181). The reports apparently gave Chef Allen the ammunition he needed to stay competitive; in particular, one cook reported to Chef Allen that even in an elegant restaurant, food was "…being served on cold plates," which ruined the meal. The authors emphasize in many instances how experimentation and risk-taking is part of leadership, and people wanting to be leaders should be willing to take risks. As an example of risk-taking, Kouzes & Posner relate the story of Patricia Maryland, who became president of Sinai-Grace Hospital in Detroit; the staff at the hospital was "distrustful" and "angry" at the recent cuts made to the hospital following a merger with another hospital. Moreover, by listening to her staff and instituting dramatic changes (cleaning the building, putting staff in uniforms rather than street clothes, cutting the wait from 8 hours in the emergency room down to a far more acceptable wait), Maryland totally reorganized the facility and one-by-one she achieved small wins. In effect, Maryland was an "active learner" and the successes that were achieved served as motivation for employees, who were impressed with the new leadership. Every leader -- whether coach, CEO, administrator or middle manager -- should clarify his or her values often. And the leader should "…tighten his own belt before asking others to cut back on expenditures" (Simpson, et al., 2011, p. 505). As to Inspiring a Shared Vision, Simpson and colleagues suggest that prior to creating support from staff, a leader should 'Envision an uplifting and ennobling future" and not worry too much about "…crafting the perfect words for a vision or mission statement" but be more urgent when it comes to "communicating" that mission statement (Simpson, p. 3). Regarding the practice of "Encouraging the Heart," Simpson and colleagues urge the leader to carefully review the last initiative to determine if was "dull and safe" or "exciting" (Simpson, p. 3). In conclusion, there is no doubt that Kouzes & Posner have stuck gold with their five practices of exemplary leadership. That is, in addition to the wealth they have realized from the sale of their books and their seminars, they hit the nail on the organization head and they have helped…

Pages: 6  |  Term Paper  |  Style: n/a  |  Sources: 6


Leadership Dear Customer: You Said

Nursing supervision within hospitals is clear-cut example of this applied theory, in which Nursing Directors are expected to be inspirational role models who are utterly committed to an ideal of high-quality patient care. Reflective of a constant emphasis on transformational leadership, a recently submitted cover letter for a nursing supervisory position begins: "My annexed resume is submitted for the position…

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Leadership Principal Theories of Leadership

Concentrating on strengths doesn't disregard the organization's issues or risks, however vigor is routed into business associates digging deeply to really comprehend the organization's central functionality which have the possibility to produce as well as sustain constructive deviant overall performance (Wooten, 2010; Stavros and Hinrichs, 2009). To attain favorably deviant results in the strategic preparation procedure, leaders shape a distinct way of thinking backed up by value-generating procedures which make it feasible for business associates to attain excellence (Wooten, 2010; Stavros and Hinrichs, 2009). Ethics and Globalization The present monetary turmoil has brought up concerns regarding the authenticity of capitalism. Moral problems definitely played a function. Whilst it remains in sight whether or not and just how many individuals coldly shattered legal issues, there happen to be abundant indicators of numerous kinds of dishonest conduct. These consist of greed, uncommon degrees of influence, delicate styles of corruption (like rankings companies that seem to have experienced a conflict of interest), complicated monetary tools that nobody truly comprehended, as well as group conduct where individuals simply followed along as well as neglected to exercise impartial judgment (Tella et al., 2009). It's tough or unattainable to control greed as well as several of the various other moral flaws which have been observed. What may be carried out is to drive higher openness and responsibility, a procedure which started with Sarbanes-Oxley and is also anticipated to carry on with brand new polices involving the monetary program (Tella et al., 2009). References Dalrymple, J. (2009). Apple doubles its iPhone market share. Cnet News, http://news.cnet.com/8301-13579_3-10245339-37.html Daniels (2011). Apple Inc.'s Ethical Success and Challenges. Daniels Fund Ethics Initiative, University of New Mexico http://danielsethics.mgt.unm.edu Johns, Gary. Concordia University. "Theories of Work Motivation" "Leadership" Organizational Behaviour: Understanding and Managing Life at Work. Harper Collins College Publishers, 1996. Lashinsky, A. & Burke, D. (2009). The Decade of Steve. Fortune International. 160(9): 7-10. Robbins, S., & Judge, T. (2007). Organizational behavior.Upper Saddle River, NJ: Pearson Prentice Hall. Rosenbach, W., & Taylor, R. (2006). Contemporary issues in leadership.Boulder: Westview Press. Wilcox, J. (2002, February 22). Microsoft, Apple alliance at key juncture. Stavros, J. & Hinrichs, G. (2009). The Thin Book of Soar: Building Strengths -- based Strategy. Bend, Oregon: Thin Book Publishing Company. Tella, R.M., Glauber, R.R., Oxley, M.G. And Vasella, D.L. (2009). Ethics in Globalization. Summit Report 2008, President and Fellows of Harvard College. Wooten, L.P.……

Pages: 6  |  Research Paper  |  Style: n/a  |  Sources: 6


Higher Education Leadership Purpose Statement

In almost all the above studies, personal interviews were conducted to determine the problems revolving around higher education leadership as well as the attributes of academic leader. For this study, people working in leadership positions in various educational institutions will be interviewed in order to get insights into the needs and problems of higher education leadership. Following open ended questions…

Pages: 8  |  Essay  |  Style: n/a  |  Sources: 6


Leadership Applied There Are Various

The new employee decides to go to her immediate manager to have the issue heard and dealt with once and for all. However, in this case, the manager still pushes her to ensure she sorts out the issue with Cindy and hand in the reports in time henceforth, despite the fact that the manager is aware that Cindy is much senior to the new employee and the new employee having demonstrated her several attempts to have the data in time through mails, calls, personal follow-ups and such like. Discussion There are various challenges that the new employee faced in this situation. First, it is important to know that the new employee and Cindy were at different levels of their careers. The manager should have recognized the different levels at which these two employees are at before pushing the new employee to get the data from Cindy despite her extended effort, he did not consider the type of task the employee is being asked to undertake and the skills or capability she had as well. The second aspect that situational leadership style would have helped in is the lack of flexibility in the manager who instead of training the new employee on assertiveness and how to get the data in good time in a different way from the conventional blanket approaches she has been using, he insisted on getting the work done in time without peculiar and individual guidance to the new employee. It is also apparent that in the situation, the manager did not look at the situation in totality but just concentrated ion the errors that the new employee made and not offering a way out, there was more focus on what needs to be done as opposed to how it needs to be done. He totally turned a blind eye to the possibility that Cindy could be contributing to the stalemate in the report compilation and in effect the entire burden crushing on the new employee, a situation that can demoralize the employee totally. The manger lacked the prescriptive value or approach that is advocated for by the situational leadership style rather than the descriptive approach that is often employed by other leadership styles including this manager in the case scenario. Lastly, the manager failed to treat each employee differently and in an individualized manner depending on the task at hand, but assumed that one method fits all.…

Pages: 3  |  Application Essay  |  Style: n/a  |  Sources: 2


Personal Leadership Style Depends on

Carson's emphasis on honesty, self-honesty in particular. Her iteration of the quip "to thine own self be true" relates to humanistic leadership in a direct manner, reflecting both transformational and servant leadership. This emphasis on the character of the leader as it relates to her style reminds me of trait theories of leadership. Balancing "soft" traits like empathy and compassion with "harder" traits like persuasiveness, decisiveness, and goal-orientation, an effective leader will demonstrate an ability to get the job done. Goals should never be sacrificed; the members of the group do not always need to like the leader personally, so long as harmony is preserved. "To thine own self be true," because a leader can't please everyone. From the theories taught in class, I can better comprehend the intricate psychological and sociological dynamics of leadership, which are often taken for granted. Left unanalysed, leadership can seem out of reach. Examining the various theories of leadership from the textbooks and class lectures helps me become more aware of my own potential as a leader. The theories also make me more conscious of my shortcomings and strengths, encouraging me to focus attention on areas of my personality that need coaching or change in order to become a more effective leader. This analysis also helps me appreciate better the tasks and trials of public figures. Someone like Tenzin Gyatso, better known as the Dalai Lama, is an extraordinary leader and public figure. Governing his people while he and they remain exiled in India, the political and religious leader of Tibet demonstrates personal qualities like humour that inform his leadership style. Emerging from the immense struggle of being banished from the Tibetan plateau, the Dalai Lama was chosen at a young age to lead his people. With some formal training by monks and advisors, Tenzin Gyatso developed a unique governing style based on servant leadership. Because his training was as spiritual in nature as it was political, the Dalai Lama's leadership style naturally seems steeped in stewardship to the community and to the world at large. His refusal to take up arms against the Chinese government demonstrates wisdom and foresight. His transforming leadership becomes a moral state, as it raises the level of consciousness among his followers. The Dalai Lama also exhibits personal/situational leadership, as the context of his circumstances determines his role. Furthermore, the focus is not just on the persona of the…

Pages: 4  |  Term Paper  |  Style: n/a  |  Sources: 0


Leader Business Leadership: A Literature

London provides a good discussion on how to inculcate a managerial mindset. He presents the different personality traits needed to be a good business leader, and equally importantly, those characteristics that one would like to eliminate in potential managers. A mentor is a role model. And a good role model will teach his pupils how to build character and self-reliance.…

Pages: 9  |  Term Paper  |  Style: n/a  |  Sources: 0


Acquiring Leadership Skills the Multicratic,

A collaborative relationship also makes way for shared decision making that provides higher confidence and satisfaction. Taking time to reflect on a day's work can enable me to evaluate my own performance and areas for improvement. Reflection can help me determine my own strengths and weaknesses and enable goal setting. This would help me to build collaboration with others that is communication rich and help me stay accountable for the delivery of care to patients and the value I can add to society. Practical nurses have a responsibility of leadership to transform for change by inspiring followers and creating a sense of commitment to find purpose in relation to the profession. The responsibility of leadership involves the delivery of patient care with integrity to provide safe, competent, and ethical care, respecting the rights values, and beliefs of others, and fostering respectful collaborative relationships. It also includes promoting the profession through excellence in mentorship with other healthcare workers and new nurses. Works Cited Code of Ethics and Standards of Practice. (2008, June 18). Retrieved from CLPNA: http://www.clpna.com/wp-content/uploads/2013/02/docs_CLPNAEthics-Standards.pdf Five Styles of Leadership: Participative Leadership. (2013). Retrieved from Leadership With You: http://www.Leadership-with-you.com/participative-leadership.html Larson, S. (n.d.). What Makes for An Effective Leader? Retrieved from Free Management Library: http://managementhelp.org/leadership/traints/leader.htm Smith, M. (2011). Are you a transformational leader? Nursing Management, 42(9), 44-50 retrieved from http://journals.lww.com.nursingmanagement/Fulltext...2011/09000/Are_you-a_transformational_leader_8.aspx. Valentine, S. (2002, Fall). Nursing Leadership and the New Nurse. Retrieved from University of Arizona College of Nursing: http://juns.nursing/arizona.edu/articles/Fall%202002/valentine.edu…

Pages: 5  |  Essay  |  Style: APA  |  Sources: 3


Leadership Has Become a Prominent Topic of

Leadership has become a prominent topic of research in recent years. One of the main reasons for this is that leadership is a major factor in the performance of employees and, by association, the performance of the company. There are several theories of leadership to help companies and individuals determine the best course of action for their operations. Significantly, there…

Pages: 8  |  Research Paper  |  Style: n/a  |  Sources: 8


Mentoring Program

Mentoring Plan STAFFING PLAN mentoring Mentoring Plan This document explains Citizens Property Insurance Corporation's mentoring plan for workers involved in the new customer care center project. The purpose of this plan is to explain the duration, selection process, program structure, training, and communication requirements of mentees and mentors. Mentoring: An overview Mentoring can serve many functions, including orienting, training, and supporting new workers. For an insurance company that is highly dependent upon commission-based sales, master salesmen identified as highly skilled would make ideal mentors. Having such sales professionals mentor a new salesperson for an initial orientation period, and then continue to meet with the trainee at frequent intervals to discuss sales techniques will increase the company's likely profitability as well as prove helpful for trainees. For non-sales staff dealing with the public, mentoring after the training period will also be an ongoing process, as more experienced staff members are paired with less experienced staff members, who will then evaluate their performance in customer relations. For employees who do not deal with the public, after the initial orientation and trial period for employees, mentoring will be used to nurture highly capable leaders to prepare them for managerial positions, as determined through regular performance reviews. Selection One of the difficulties of any sales-based enterprise is the need to create a sense of cohesion amongst salespersons, and to enable sales staff to share their insight with new trainees. During the orientation period, all new sales trainees will be assigned salespersons designated as master salespeople, with a proven track record of success. After the training period is over, new sales staff will be able to meet with their mentors regularly, to discuss concerns and questions they have about customer interactions. A similar program will be instated with customer support staff. Selected customer interactions will be taped and reviewed, and more effective methods of improving customer assistance……

Pages: 2  |  Essay  |  Style: n/a  |  Sources: 1


Leadership Styles Leadership Theories Northouse (2006) Notes

Leadership Styles Leadership Theories Northouse (2006) notes that there are many different ways to finish this sentence "Leadership is…" He posits that there are just as many definitions of leadership as there are people who have tried to define it (2006). It is much like the words democracy, love, and peace. Although each of us intuitively knows what he or she means by such words, the words can have different meanings for different people. As soon as we try to define leadership, we immediately discover that leadership has many different meanings (Northouse 2006). While there are many definitions for leadership, there are many different styles of leadership and, of course, differing opinions on which styles of leadership are the most effective. This paper will not attempt to define leadership or delve into the myriad of styles, but will, rather, take a look at three different styles of leadership -- Level 5, Transactional, and Transformational -- all of which have proven to be very effective. Executive A came to the job as CEO when the company was weak; the company was losing money (approximately $2 million a year) and its stock had gone down in value to about $23 a share. During Executive A's run as CEO, the stock rose 128% and the company profited after years of losing money. While the media believes that the CEO is the person responsible for the success of the printing company, Executive A has been very humble in accepting full responsibility, usually saying that it is the great leaders of the company that are the reasons for the company's success. Because Executive A is also able to accept responsibility for the mistakes that have been made as well as for all the reasons aforementioned, Executive A is exhibiting Level 5 leadership. Level 5 leaders are confident individuals who are able to leave their positions as leaders with the next leader being set up for success. Level 5 leaders are also usually humble and are not attention seekers, arrogant, or in need of having media attention. They always give credit to others, which is exactly what Executive A has done. Executive A has been unwavering in his determination to make the company a success. In part, Level 5 leaders must know talented individuals when they see them so they can use those employees' talents to aid in the success of the company. Level 5 leadership…

Pages: 3  |  Essay  |  Style: n/a  |  Sources: 1


Transformational and Charismatic Leadership a Charismatic Leader

Transformational and Charismatic Leadership A charismatic leader is often understood as a person who can best interact with those around him and his most powerful trait is that of making the people around him feel good about themselves. In an organizational context, this leads to improved employee morale and the subsequent improved employee performances (which ultimately materialize in improved organizational results). From the same broader category of managers who strive to achieve improved organizational results through motivated staff members is the transformational leader. A transformational leader is generically understood as one who is able to identify the necessity for an organizational change; he implements the change and he stimulates the others to also embrace the modification. In the process, the transformational leader strives to better himself but also better the followers. A major component of transformational leadership is the empowerment of the employees. On the one hand, this element presents the employees with the ability to directly participate in the change process and to better grasp the dimensions and the necessity for change. On the other hand, the empowerment of the employee stimulates his motivation as it makes him feel valued and appreciated within the organizational context. In turn, this materializes in higher levels of employee on the job satisfaction, which also means the degrees of employee loyalty and performance would be higher. The leadership style adopted by the manager plays a pivotal part in the means in which the employees would respond to organizational strategies. In other words, an important determinant of the human resource strategies to be implemented within an organization is constituted by the style of the leader. This dimension of the managerial style -- be it transformational, charismatic, democratic or otherwise -- is often overlooked in the analysis of the managerial style, function and role. Another important dimension of the transformational and charismatic leadership styles is the role of innovation in the process of managing people. This too is often overlooked, but its importance is incremental, especially today when innovation -- generally brought about by technological advancements……

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Art of Mentoring

Mentoring is a subset of leadership, an experience too often relegated to the context of situations too soft to be considered corporate. However, Shirley Peddy shows that mentoring is one of the core facets of enterprise-level leadership. In the Art of Mentoring: Lead, Follow, and Get Out of the Way, Peddy illustrates the definition of mentoring, the role of mentoring in organizational culture, and techniques for effective mentoring. The title of the book sets the stage for what is to come, clearly defining mentoring as an art and not a science. After all, diversity precludes mentoring from being anything quantifiable. What is quantifiable are the results that come from effective mentoring programs that are adopted by organizations. This is one of the reasons why Shirley Peddy is an in-demand public speaker whose views and techniques on mentoring are being employed to transform corporate culture, individual performance, and overall productivity in the workplace. Because workplaces are comprised of employees from vastly different personal backgrounds, it is impossible to create a one size-fits-all approach to mentoring. In fact, age and other critical variables will impact the effectiveness of mentoring. Mentors are almost always synonymous with being "older," even if they are not actually old. The image of a mentor in the philanthropic sector would be that of a Big Brother or Big Sister, who serves as a mentor for a young child or adolescent. In the workplace, it would likewise seem that mentors would be employees who are older -- and perceived wiser. At the same time, Shirley Peddy and other theorists on mentoring neglect the fact that age cannot and should not be viewed as a defining feature of the mentor -- mentee relationship. For example, a young person can quite readily become an effective mentor for an older person in fields like Internet usage and information technology. There are absolutely no hard and fast rules when it comes to defining mentoring, implementing a mentoring program, and developing the techniques with which to mentor others. Early in the Art of Mentoring: Lead, Follow, and Get Out of the Way, Shirley Peddy presents two of the most common challenges mentors face in their professional lives. The first is the mentee who has no idea what his or her goals are, or even what questions to ask. When the mentee approaches the mentor, he or she may place undue pressure or expectations on…

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Leadership Skills

Leadership in Human Relations What are the key leadership skills that today's Human Resource professionals need in order to function seamlessly and effectively? Among the leadership skills reviewed in this paper are motivational skills, the ability to inspire, political skills and the ability to lead people as the company adapts to change in an economic downturn. What is a leader? According to Leslie L. Kossoff, internationally respected executive advisor specializing in corporate turn-around, there is a big difference between a "manager" and a "leader" (Kossoff, 2010). Management is a career, Kossoff explains and leadership "is a calling." More specifically, leadership doesn't require charisma or "that special something" but what it does require are "clearly defined convictions" and the "courage of your convictions" to see your goals and convictions transformed into reality. Employees need leadership from someone they can trust, Kossoff explains, and from someone who is working for "the greater good." When the organization a leader is working with transcends "…all previous quality, productivity, innovation and revenue achievements," that is a sure sign of solid leadership. Managers and business owners in Singapore believe skills and competencies that make a good leader include the ability to motivate and inspire, among other qualities. An article in the journal Research and Practice in Human Resource Management reports on the results of two surveys with managers and business owners in Singapore. The respondents were 61 employers from "a broad cross section" of organizations in Singapore. The bulk of the participants (70%) were between 26 and 45 years of age and 80% had management positions. About 65% held HRM positions. The respondents were asked to complete a questionnaire with six main parts. The first part queried participants as to "expected and experienced" leadership in their workplace, and the second part asked respondents to specify their preference as to gender in leadership. The third part tested the "level of leadership satisfaction" and the fourth section invited the respondents to comment on "…a variety of leadership behaviors." The fifth section asked participants to score leadership performance based on their experiences, and the final section "evaluated leadership competency" (Choo, 2007, p. 105). The results of this research showed that, first of all, respondents believe there are "significant gaps" in leadership skills in their workplaces. Those gaps included "motivating, inspiring and acknowledging" the contributions of staff members (Choo, p. 106). In other words, managers and business owners in this…

Pages: 3  |  Research Paper  |  Style: n/a  |  Sources: 4


Leadership Management Style Analysis in Nursing

Nursing Leadership Abstract of Interview with Nursing Leader The nursing leader interviewed in connection with this project has an educational background that includes a Bachelor of Business Administration and a BSN, and she is currently pursuing a Masters of Science with a concentration in Nursing Administration. She has been employed as a Clinical Nurse IV for the past year, which…

Pages: 6  |  Research Paper  |  Style: n/a  |  Sources: 0


Comparing and Contrasting Four Leadership Models or Theories

¶ … Leadership Theories Comparing and Contrasting Four Leadership Models or Theories Great Man, Transformational/Transactional, Situational, and DISC theories of leadership Four leadership theories: Great Man, Transformational/Transactional, Situational, and DISC theories of leadership One of the first formal theories of leadership ever conceptualized was the so-called 'Great Man' theory of leadership, which stressed that some individuals possess certain innate gifts…

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Personal Leadership Development Plan

Personal Leadership Development Plan As a managerial leader, I have many strong suits. I am a detached and rational decision-maker, which manifests itself in a number of key strengths. I have scored highly, for example, in setting goals and objectives and in presenting ideas. This speaks to the clarity with which I see the organization and its mission. I can…

Pages: 4  |  Essay  |  Style: n/a  |  Sources: 4


Creating Leadership Development Plan Leadership Development Plan

Creating Leadership Development Plan Leadership Development Plan In assessing the results of the leadership plan received, my intention is to define a series of personal, professional and leadership strategies for improving based on the plan's feedback. My intention is to significantly improve in all areas of the plan to make a significant, lasting contribution to Imperial Tobacco Canada. This plan…

Pages: 6  |  Term Paper  |  Style: n/a  |  Sources: 0


Training and Mentoring

Training/Mentoring Training and Mentoring in Human Resources New Needs in Training and Mentoring Human resources development is a constantly changing field; as the world grows increasingly smaller due to globalization, the opportunities and the competition for most firms and businesses are also rapidly expanding. New issues in the area of human resources that have arisen out of the new global business culture and can be most effectively handled through proper mentoring and training programs include diversity training and intercultural communication (HR 2009). Other issues that have recently garnered headlines and show a clear need for increased mentoring and more stringent training guidelines are accountability and personal as well as corporate responsibility (HR 2009). Mentoring programs lead to the true development of individuals and organizations, rather than simply paying lip service to the current business ideals (Heathfield 2009). Objectives of Training and Mentoring Programs The objectives of all training and mentoring programs can basically be broken down into two categories -- goals for the individual, and goals for the organization. These two different sets of goals are completely intertwined, of course, but they can also be examined separately. For the individuals involved -- both the mentor and their mentee -- the goal is to establish a better understanding of the company's needs, and to develop better methods of addressing and fulfilling those needs (HR 2009). At an organizational level, mentoring and training programs generally attempt to establish a continual learning environment or "learning organization" -- one that continues to grow and respond to changes within the workplace and in the industry/business world at large (Heathfield 2009). Performance Standards in Mentor and Training Programs The standards used to determine the appropriateness and efficacy of a specific training and/or mentoring program can vary from business to business and industry to industry. Basically, though, there are certain criteria that every mentoring and training program aims for, and success in these areas establishes what is called by some a "mentoring culture" (Heathfield 2009). Accountability, alignment, and communication are the top three sought-for results of an effective mentoring program; when these three areas have been adequately addressed to the point that participants in the program hold themselves accountable, are aligned with company visions and policies, and are able to effectively communicate (both transmitting and receiving communications), the programs has been successful. Mentorship and Training Delivery Methods Technology has allowed for a wide range of delivery methods…

Pages: 5  |  Research Proposal  |  Style: APA  |  Sources: 2


Administrative Mentoring

Administrative Mentoring Mentoring and the Emergent Educational Leader The principal is the de facto leader of the public school. With this role comes no small degree of pressure and responsibility. And as the nature of education changes and evolves, so too does this role and that which is implied by it. In many ways though, there remains a great philosophical…

Pages: 20  |  Research Proposal  |  Style: Turabian  |  Sources: 15


Leadership My Assumptions About Leadership Have Changed

Leadership My assumptions about leadership have changed over time. I used to believe that leadership was simply a matter of having strong motivational skills. That remains a part of the role, but as I have become more interested in leadership a number of other different influences have come to shape my views about leadership. I feel that leadership is about…

Pages: 18  |  Research Paper  |  Style: APA  |  Sources: 7

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