Study "Leadership / Mentoring" Essays 496-522

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Remember the Titans and Coach Carter Essay

… Movies have a unique ability to leave a lasting impression on their viewers. They often appeal to the greater sense of self within an individual. Remember the Titans and Coach Carter is no different in this regard. Both films have strong similarities. They both appeal to the average human being. They both illustrate the power of mentorship and its ability to alter outcomes. Both films speak to the concept of synergy. The output of a team of coordinated individuals is often greater than the inputs that created the team. Finally, both films address the power of leadership.

Leadership is unique in that it ultimately improves society. The ability to articulate a compelling vision, and have individuals work towards that vision, is a key component of leadership. History is riddled with strong leaders who were able to cultivate their audiences. Their strong leadership ultimately created a force of overwhelming loyalty to the leader. Napoleon, Hitler, George Washington, and Stalin were all great leaders. Some used their power for good, while others used their power for evil. Each however, was able to compel their followers to achieve a larger goal, irrespective of prevailing sentiment at the time. Currently, in regards to politics, we see this same concept at work with Donald Trump. His anti-political rhetoric resonates with voters, irrespective of how sensible his actual ideals are.

These concepts are not unique to the leaders mentioned above. These same abilities are showcased extensively in Remember the Titans and Coach Carter. The leaders in both movies, much like the leaders mentioned above, articulated a compelling proposition to their followers. In this case, their followers were amateur sports stars. The ability to overcome discouraging economic circumstances was a central them in both movies. Racial tensions were also relevant in both films. Leaders, through the articulation of a vision are able to allow their followers to overcome the prevailing notions of the time. Hitler had an entire country believing they were superior to all other human beings. For a time, blacks were thought to be only 1/3 of a man. Women didn't have the opportunity to vote, and Homosexuals could not marry. It took leaders to change these prevailing sentiments to arrive at a much better solution. Both coaches in Remember the Titans…… [read more]

Improve Leadership of 56Th BCT Essay

… ¶ … Bct

Critical Leadership Problems

A problem was identified immediately in the BCT HQ while carrying out the command climate survey. The report from the survey has cited a number of inconsistencies. While several soldiers seemed to be pleased with being part of the BCT, the deployment seemed to stress most of them as they apprehended that their family life will be affected. Further, they seem to be disappointed by the BCT leadership with some remarking that while Col Timmons told them to care for their families, enough time is not given to attend to their families (Case Study). Another person commented that Maj Wilson is ever talking to female soldiers. This attention, he continues, is clearly making the ladies uncomfortable and he thinks it is affecting their performance. He goes on to say that he is helpless as he does not have the authority to interfere. With such issues already brought to light, no indication exists that the leadership of the BCT did something about them.

Last week, I witnessed an exchange during a meeting of the BCT command. The commander sergeant and the commander gave to CSM Rose and Col Timmons a comprehensive review of the "red cycle" installation plans' effects on the plans of their training unit, receipt, execution and reset of equipment, reset of the personnel, garrison systems reestablishment, and the training of leaders and soldiers aimed at addressing Afghanistan shortfalls (Case Study). The commander of the battalion remarked that there is conflict in what they say and what they actually do. The soldiers are being told to reconnect with loved ones following their return from their 15-month assignment yet a lot of work is piled on them that they have to stay till 1900 hours every night. In addition, he continued, the red cycle has made it hard on the soldiers as many of them are loaded with work, and cannot attend to familial reconnections. Deferring the turn-in of equipment for 2 weeks and having soldiers work guarding ranges and motor pools instead of recovering the equipment, the unit is sure to lose credibility, as soldiers are fully aware of the difference between make-work and activity to ensure their safety.

The battalion CSM continued to say that these were the worst circumstances he had ever encountered. It seemed no break could be afforded to them as the work kept piling up. On mentioning this at the previous senior NCO call of the division CSM, he was dismissed, being told that red cycles have always existed in the army and that they will continue to exist and so he accommodate to the situation and comply with the regulations instead of complaining. The division CSM remarked that the people have reduced to a complaining lot after their return from Afghanistan!

How Col Timmons responded to these issues was quite telling (Case Study). He told the commander plainly that he has to he was on his own and that he himself had to find out solutions. He… [read more]

Redefining Character Driven Leadership Book Review

… ¶ … Redefining Leadership: Character-Driven Habits of Effective Leaders by Joseph M. Stowell


According to Joseph Stowell, for most aspiring leaders, the most critical problem is not external pressures such as the need to meet productivity goals or please their superiors but the problem of "me" or refining their characters to suit the needs of different situations.[footnoteRef:1] The ultimate test of leadership is not meeting short-term benchmarks but satisfying long-term moral ideals that transcend the existence of any earthly organization. Stowell's book is a blend of theology and psychology; it is applicable to business even while it is explicitly theological in its perspective. Stowell's central thesis is that while outcome-driven leaders focus solely upon achieving external goals, character-driven leaders focus upon honing their personal qualities to bring out the best of their followers.[footnoteRef:2] Outcome-driven leaders tend to use people as means to an end and have supreme confidence in themselves to direct the situations they find themselves in. Character-driven leaders use situations to build people and see themselves as operating as stewards, not as directors. Stowell advocates that people become character-driven leaders in a Christ-like model. [1: Joseph Stowell, Redefining Leadership: Character-Driven Habits of Effective Leaders, (Zondervan, 2014). p.13] [2: Stowell, p.14]

Stowell stresses the scriptural congruency of character-driven leadership. Nowhere in the Bible, he stresses, is there an incident in which the outcome is so praiseworthy that using any means necessary was seen as justified. In fact, the point of challenges is to prove one's character, not to achieve an earthly aim.[footnoteRef:3] A true leader understands that he is ultimately a follower of Christ and God's will, even if his technical job description is that of a CEO. A leader does not achieve true status as a leader simply by leveraging the power he has garnered by virtue of his position but rather earns it by showing virtue. "Leaders who lead from moral authority are trusted, not feared."[footnoteRef:4]

Reflection [3: Stowell, p.23] [4: Stowell, p.76]

The difference between outcome and character-driven leadership is in many ways similar to that of transactional vs. transformative leadership. Transactional leaders motivate people through the use of a variety of carrots and sticks, either offering pay or promotions for doing things their way or sanctions for doing things the wrong way. Transformative leaders make people want to do the right thing for the organization by motivating them with intrinsic rewards such as giving them additional responsibility. Transformative (also called Type Y) leaders also learn from their followers and allow followers to provide input into projects and to use their creativity in a positive way to advance the organization. People are viewed as essentially intelligent and creative beings and thus their spiritual welfare can be nurtured by the company as well as the bottom line of the organization. This gives people the opportunity to grow and ultimately fosters loyalty.

Although Stowell stresses the ancient nature of character-driven leadership, in many ways it is very forward-thinking. A number of organizations such as Google are stressing… [read more]

Manifestation of Leadership Power Struggles on Employee Essay

… Manifestation of Leadership Power Struggles on Employee Behavior and Its Effects on Organizational Productivity and Performance

Throughout the history of mankind, the drive to obtain power and status has been the fundamental motivation of human behavior. Man quests for power… [read more]

Personal Leadership Strengths and Weaknesses Essay

… ¶ … Clinical Leadership in Health Care Settings

Effective leadership in any organizational setting is a key to success, and the health care industry is certainly no exception. To help identify opportunities for improvement, this paper provides an analysis concerning the author's perceived strengths and limitations while serving in a clinical leadership capacity within the health care field. An assessment of traits and attributes that are regarded as important for "success" and the rationale in support of their selection is followed by an individualized definition of "success" and how it can be measured. Finally, a discussion concerning ways to enhance professional skills during my career is followed by a summary of the research and important findings in the conclusion.

Review and Discussion

Although more experience will be required, one of my main strengths is the ability to interact with other health care professionals in a courteous, intelligent and meaningful way. While every organizational setting is unique, there are some strengths that have been consistently shown to contribute to effective clinical leadership, including these "people skills" that are characteristic of charismatic and transformational leaders (McMurray, 2007). Because numerous disciplines are involved in tertiary health care settings, this strength is an important component of effective clinical leadership (McMurray, 2007).

Other personal strengths that contribute to being an effective clinical leader include my sense of humor which has proven its value time and again in helping to defuse tense and difficult situations as well as my commitment to hard work, diligence, teamwork and cooperation. In addition, honesty is always the best policy in a health care setting and this is another personal strength. A skills audit indicates that there are some limitations to my current skill set, though, that detract from my ability to lead effectively, including most especially a lack of hands-on professional experience as an administrative clinical leader.

One of the constraints to identifying traits and attributes that are regarded as effective clinical leadership is the paucity of a timely and universally accepted definition. In this regard, Mannix and Wilkes (2013) emphasize that, "Effective clinical leadership is offered as the key to healthy, functional and supportive work environments for health professionals. However, as a concept it lacks a standard definition and is poorly understood" (p. 10). Despite this lack, there have been some traits and attributes that have been consistently associated with effective clinical leadership that can identify individual resources, including goal setting, motivating and supporting others to work towards mutually agreed-upon objectives (Mannix & Wilkes, 2013). In addition, research has shown that effective clinical leadership also involves a good sense of self-knowledge, self-awareness, and centeredness as well as the ability to manage the stressors that are inherent in health care settings in order to maintain…… [read more]

Self-Sacrifice and Self-Interest in Moral Leadership Discussion Chapter

… ¶ … Moral Leadership

The major message of this chapter is that morality is an important function of leadership for a number of reasons. First, prosocial motives help establish leadership as moral because the motives behind the leadership activities come from a moral place that wants to progress the society in a positive direction. Moral leadership demands moral behaviors from those who follow it. When leaders act morally, they are socializing those under them by implanting within them the foundation for moral actions. On the other hand, egoist motives can cause leaders to stray away from moral actions and thus teach those beneath them to do the same, which can often cause conflict and tension within a society.

There are also a number of keywords within the chapter that help define the major message of the text. Motive is a major keyword that represents the main reasons for why people behave and act the way they do (197). The represent the inherent reasons for behavior that later result in actions. There is also the notion of prosocial motives, which represent motivations that also have a positive affect on society. These types of motives help others within the society act according to morals and other norms that serve as the foundation for prosocial motives (199). On the other hand, there are egoist motives, which are much more selfish (199). These types of motives are self-centered and often do not help the society progress in a positive manner, but rather may actually conflict with prosocial motives. Moral leadership is another concept that explains the concept of leadership from a prosocial motive stance. In this sense, the leader acts morally and then passes these morals onto those…… [read more]

Public Administration: Leadership in the Public Policy Making Process Research Paper

… Leadership in the Public Policy Making Process

It is often said that some great leaders are born, while others are made; and that both are successful because of the diverse setbacks they encounter -- these are what makes them succeed. This is particularly true when it comes to public administration because some of the most successful leaders possessed unique character traits that enable them to deal with the challenges involved in implementing policy measures and social reforms that contribute to the welfare of the populace. According to Solomon (2006), some leadership traits are natural, while others are a result of external influences. Nevertheless, successful leaders manage to combine personality, integrity, experience, intelligence and instinct, all of which help them achieve their goals.

One of the most important traits in the creation of public policy is resilience. Resilient leaders are able to recover quickly from setbacks, gain the courage to confront brutal acts, and have the courage to develop the self-awareness required to lead effectively (Aarts, Blais and Schmitt, 2011). For instance, Franklin Roosevelt, a popular American political leader and statesman, demonstrated admirable resilience by pursuing his passion for politics after he contracted polio in 1921, - a disease that left him paralyzed from the waist down. He was determined to walk again in order to vie for office, and this resilience increased the public's faith in his ability to lead, which would later help him create sound policies that made him one of the most powerful presidents in America.

Leaders should also be intelligent and they should posses skills that will help them interact well with the public and make sound decisions. A good example is Ronal Reagan, named one of the most impacting presidents in American history, who had majored in sociology and economics -- specialties that helped him formulate policies that reduced social programs and restrictions on business. He was also able to engage fellow economists and advocate for increased military spending and…… [read more]

Change Leadership Essay

… " His reference is to the fact that Yoast sacrificed his own inauguration into the coach's hall of fame in order to help the Titans win the championship. Yoast, like Boone, has the potential to be a change leader who… [read more]

Myers Briggs Research Paper

… Leadership Plan

The current learning team has a membership with different personality types within it. It is important for each member to not only understand their own personality type and preferences, but also the other members of the group's personality profiles and their implications. Using this approach our team has collected information on each individual's personality profiles. In our group of four, two of our members actually have identical profiles, Marcus and I, and three out of the four are introverted; Douglas is the only extravert. This brief analysis will consider the individual profiles of the group's members and then recommend a leadership approach that can ensure success for the group in the future.

Personality Profiles

INFP -- Markus and Me (The Myers & Briggs Foundation, N.d.)

Idealistic, loyal to their values and to people who are important to them. Want an external life that is congruent with their values. Curious, quick to see possibilities, can be catalysts for implementing ideas. Seek to understand people and to help them fulfill their potential. Adaptable, flexible, and accepting unless a value is threatened.

INTP - Brandon (The Myers & Briggs Foundation, N.d.)

Seek to develop logical explanations for everything that interests them. Theoretical and abstract, interested more in ideas than in social interaction. Quiet, contained, flexible, and adaptable. Have unusual ability to focus in depth to solve problems in their area of interest. Skeptical, sometimes critical, always analytical.

ENTJ - Douglas (The Myers & Briggs Foundation, N.d.)

Frank, decisive, assume leadership readily. Quickly see illogical and inefficient procedures and policies, develop and implement comprehensive systems to solve organizational problems. Enjoy long-term planning and goal setting. Usually well informed, well read, enjoy expanding their knowledge and passing it on to others. Forceful in presenting their ideas.

Evaluation & Discussion of the Personality Profiles

Having only one extravert in the group will make some decisions much easier. For example, Douglas will most likely be the one to assume a leadership position based on the personality profile analysis. It is also likely that the extraverted personality will be the one that speaks for the group in reporting or presentation scenarios most frequently. Given the fact that there is only one extravert will make a lot of the decisions of about the different roles much easier because the extraverted personality is better suited to certain situations such as leadership and presenting ideas.

The fact that two of the individuals in the group have personalities that are associated with "idealism" could also provide certain implications for the group. Whereas the other group members may be more pragmatic in their decision making processes, the idealist will most likely try to stick to their guns. Given the fact that there are two of these personalities in a group of four members, this could skew the entire decision making process. For example, if the two INFPs agree strongly on a particular decision then it could be hard to the other members to reason with them for a more pragmatic solution.… [read more]

Power and Influence of Nelson Mandela Case Study

… Section II: Leadership

The current CEO of Starbucks Howard Schultz has been celebrated for his achievement of not only creating a company which was successful, but also one which was morally upstanding in terms of how it treated its workers. Starbucks has been praised for offering health insurance to even its part-time workers (extraordinary for a 'fast food' chain) and selling such products as Fair Trade coffee. Schultz assumed leadership of the company when its fortunes were lagging in 2008. Not only was it hard-hit during the global recession but quality of the beverages had declined, a critical failing in a company that did not sell its product at an extremely low price point. It also had overstretched its boundaries domestically.

As he noted in an interview with HBS in 2010, one of Schultz's first actions was to have a conference for all store managers to reaffirm Starbucks' values for all (Ignatius 2010). To further underline company ideals, Schultz staged the conference in the still hard-hit and beleaguered location of New Orleans, rallying all who attended with a commitment to perform 50,000 thousand hours of community service (Ignatius 2010). As well as investing in the company and in good public relations, Schultz also maintained Starbucks' commitment to its own people, refusing to cut healthcare benefits to any of them, despite pressures from Wall Street to do so. This retained the loyalty of top workers, a critical component of Starbucks' success. Once again, for a company that sells itself upon ethics and quality, treating the workers well who are the first point of contact for most customers in terms of the product is essential. While it is true that Starbucks has branched out to sell its products in supermarkets, ultimately its retail stores are the 'face' of the company, something Schultz was all too well aware of as a CEO.

Schultz clearly applies the principles of leadership strategies such as 'Theory X/Theory Y' and transformative leadership which suggests that the best way to encourage people to perform at a high level for the organization is to motivate them with principles and to personally embody those principles, rather than with a series of carrots and sticks. While it is true that many people start working for Starbucks out of necessity, Schultz shows that to truly inspire them requires honesty about the values of a company and its CEO in terms of embodied action -- in deeds not simply in words. Schultz notes that while he must be mindful of marketing metrics, he still operates upon his instincts about what the customers and also (equally importantly) what employees want and need, an extraordinary admission for a CEO of such a large and powerful organization). Innovation must be grounded in ethics: a heartening ideal that other CEOs and business leaders (including myself) will hopefully be able to celebrate in the future.


Carlin, J. (2014). "Nelson Mandela's Legacy." The Cairo Review of Foreign Affairs.

Retrieved from:

Ignatius, A. (2010). Howard Schultz on Starbucks'… [read more]

School's Reforms Stay Intact Essay

… By evaluating and not being the evaluatee a new aspect of learning can be developed where new ideas flourish and the ego can be put aside for objective criticism. This approach has helped reveal that I need to continually improve my team building skills and not act in self serving ways that distract from the bigger picture.

Part 3

My school believes that school improvement is necessary but there are no clear pathways to success. When considering the idea " innovation is the ability to see change as an opportunity, not as a threat," my school does not fully accept this premise or perhaps chooses not to collectively act upon opportunities that are present everywhere in our school and class room environment.

My school has no real plan in addressing some of their deficiencies that were highlighted within this course's work and reveal that there is much work to be done. Some strengths of the school include the high quality of teacher that works there and also the high level of quality of student that attends this school. The school is weak in addressing some general objectives and plans that are not clearly identified within the school's approach. This course has revealed to me that parental involvement along with the community is essential in making marked…… [read more]

Leadership Ethics Essay

… The boons of this type of leadership are that it is excellent for enacting organization wide change. Moreover, it seeks to inspire people by bringing out some of the best mores in human nature, such as, "equality, liberty, justice and freedom" (Johnson, 2011, p. 255). There is a profound relationship between leaders and followers, as leaders truly believe in their cause and personally do the best to assist that cause -- such personal effort and other motivational qualities serve to inspire others. The potential detriments of this form of leadership include the fact that it is less necessary in situations in which organization wide change is not desired. Additionally, it is easy for leaders to inspire others and lead them for "immoral" (Johnson, 2011, p. 256) purposes -- one can argue that a mass murderer such as Adolph Hitler was a transformational leader.

There is some correlation between transformational leadership and servant leadership, as both prioritize the needs of followers before that of the leader. The latter theory, however, prioritizes this aspect of leadership more than the former does. Benefits of this theory include pleasing followers, and leaders engaging in an assortment of behaviors to help them become attuned with the desires of the followers such practicing active listening and sincerely attempting to procure the benefits of others before those for themselves. The only potential drawback of servant leadership is that by being so involved and hands on with the daily activities of both subordinates and customers of an organization, these type of leaders may overlook the overall focus and direction of their organization. There is the possibility that these leaders can focus too much on the micro level and not enough on the macro level of an organization.

There are several discernible strengths of authentic leadership theory. These leaders have a strong commitment to ethics, and they tend to focus on the positive sides of the behavior and qualities of others. These qualities tend to make followers want to focus on these attributes of themselves and their performances as well, and can be inspirational. Nonetheless, the principle drawback associated with this theory is that in choosing to focus on the positive, it is possible that these leaders may overlook or not pay enough attention to glaring detriments of their organization and its workers. Thus, there is the potential for problems not to get addressed in as expedient of a manner as they might with other leadership styles. Postindustrial and Relational Leadership Theory is valuable in that it is not dependent on the individual qualities of a leader. Its strength is that it emphasizes the relationship between followers and their leader, not the leader themselves. The major boon of this theory is that it does not require an exceptional leader to work. However, its principle weakness is that in downplaying the attributes of the leader, there is the danger of downplaying that leader's role and not being able to effectively reach one's followers.

The theories that are most helpful are… [read more]

Global Perspectives on Cross-Cultural Leadership Essay

… One of the factors a leader should consider when working with individuals from the African culture is the leadership styles practiced by the African states and organizations. While most of the developed nations practice democratic leadership styles, a small proportion of the African states practice democratic leadership in their states. Similarly, the leadership culture used by the African states varies significantly across the states, hence, the need for their consideration by the leader (Moran, 2011, p. 402). The leader should also take into consideration the social constructs of the African societies that influence their cultural ideals. African states comprise of tribes that form their sociological units. As such, tribalism dominates most of their practices, thereby, the need for its consideration. Unlike other states, African culture is marred with numerous social conflicts that predispose them to chaos. Significant analysis shows that the African societies consider their cultures more superior than that of the other communities (Moran, 2011, p. 394).

The superior belief of the cultures often predisposes the communities to conflicts, thereby, the need for the consideration of responsive strategies against them by the leader. Moreover, the leader should consider that African culture value trust and friendship between the parties involved in the interaction and collaboration of strategies. The managers should understand the personal needs of the individuals before focusing on the business activities of the organization (Moran, 2011, p. 430). Friendship should be extended after the business activity to ensure the success of future interventions adopted by the organization. African culture views time as a flexible commodity that is not segmented or rigid. As such, the leader should appreciate the fact that Africans prioritize people then time. Corruption has created an undesired culture among most of the African states. The high levels of corruption translate to the need for the incorporation of culture of strengthening accountability and responsibility (Moran, 2011, p. 467).

Section 4

Working as a leader in Company X has made me experience various leadership challenges that require the application of critical thinking and problem solving skills. I consider leadership challenges a source of learning opportunities for building my leadership competencies. However, there are some difficult challenges that I often find more difficult to solve than others are (Moran, 2011, p. 133). Among the leadership, challenges that I find most difficult to solve as a leader is creating balance between the needs of the employees and those of the organization. Organizational success largely depends on the consideration of the organizational stakeholders involved in the production process, as well as, the organizational needs to ensure the provision of the desired products or services to the consumers. Balancing the needs of the organization and employees is the most challenging activity because of the scarcity of the available resources (Moran, 2011, p. 510).

Statistical analysis of the performance of most organizations reveals that the demands from the employees and organization often exceed the resources available within the organization. Similarly, considering one of the above demands might reduce the performance of the… [read more]

Aspects of Group Coaching Research Paper

… In line with Ginger Cockerham, the focus of my work will shift from task-oriented to addressing the emotional and personal elements of the client's life. I will employ holistic coaching models like transformational coaching while addressing these elements of a client's life. Using this approach, I will try to go beyond helping a client perform better, digging into the cause of the behavior and changing the client's frame of reference, thus the client's way of being. Through mentoring, I will engage a series of focused discussions and meetings, steered by the goals of each session. Between sessions, I will practice new methods, techniques and coaching styles. In each session, we will discuss the experiences and reflect upon the rising issues. There are numerous mentoring tools steered to allow coaches organize their sessions. Though most mentoring models seem complex, essentially they are productive tools for initiating productive discussions to attain goals set by the client involved (Cockerham, 2011). For instance, Ginger Cockerham offers a comprehensive overview of how the mentoring process should develop in terms of creating a comfortable environment, stimulating the client and working with the client to develop and meet the client's goals.

Just as Ginger Cockerham demonstrates, I agree that the quality of the coaching process is permanently tied to the experience and skills of the coach. Coaches must have a multitude of skills and show different attitudes to be effective in their work. Such include sensitivity, excellent questioning and listening abilities, understanding and empathy. These abilities will enable them to nurture a relationship of trust with the client. Nurturing a relationship founded on mutual respect and trust is predominantly in the hands of the coach.


Cockerham, G. (2011). Group Coaching: A Comprehensive Blueprint. USA,…… [read more]

Administration and Management in Criminal Justice Term Paper

… Criminal Justice Organization Forms and Leadership Styles

Court hierarchy is important to the legal system in a variety of ways. The hierarchy provides courts with a system that allow defendants and the plaintiffs to pursue their cases effectively to prove the credibility of their cases. The hierarchy delineates the manner of undertaking legal proceedings in the courts. For example, the presence of the lower courts provides a basis for determining the threshold of the cases that should be forwarded to the high courts of the state. The hierarchy also provides the courts with a system of that promotes delegation of duties to ensure efficiency and effectiveness in the management of operations. For instance, it provides the high courts with opportunities to delegate some of its responsibilities to the lower courts to facilitate effectiveness and efficiency. However, hierarchy system in the courts has disadvantages such as time consuming for individuals as they have to follow the long system of legal procedures and expenses to the involved because of factors such as appeals of the cases (Allen & Sawhney, 2010).

Hierarchy in correction organizations also plays a significant role. It provides the stakeholders with clearly defined organizational goals that facilitate the adoption of shared strategies for their realization. It creates the desired system of authority in the corrections organization. The stakeholders within it know their expectations alongside individuals to report their problems in the organization. The hierarchy within the corrections organization also promotes specialization and development of skills among the stakeholders. The restricted scope of operations make it desirable for an organization to concentrate its skills; hence, performance. However, hierarchy system has various limitations to the correction organizations. The fixed nature of the hierarchy system restricts the stakeholders of the organization to adopt a certain behavior that suits organizational needs. As such, it implies that the possibility of personal and professional growth of the stakeholders become limited alongside promoting autocratic leadership within the organization (Mary & Peter, 2014).

Similarly, hierarchy is beneficial to the law enforcement organizations in the state. Empirical evidence shows that the hierarchy in the law enforcement organizations promotes empowerment of the involved stakeholders. It provides these organizations with shared leadership that ensures alignment of the organizational vision with the strategies adopted for organizational success. Shared organizational leadership also translates to the shared objectives among the members of the law enforcement organizations. As such, this contributes to the effective control of the discretion, a factor that heightens the visibility of the organization. However, the fact that following the hierarchy in the law enforcement organizations consumes time makes it less effective for the use (Mary & Peter, 2014).

Different types of leaders exist in organizations. The leaders include autocratic, democratic, and laissez-faire leaders. Each of them has unique features that determine the management of operations in the criminal justice organizations. Autocratic leadership is a form of classical leadership approach where a leader has total authority. Superiors obey the instructions provided without questioning or commenting on their actions. This leadership style… [read more]

Formal and Informal Leadership Term Paper

… Financial incentive generally does not have anything to do with what an informal leader does, as he or she is generally much more focused on simply providing help to new people in the organization and value to the organization as a whole (Hersey, Blanchard, & Johnson, 2008). The largest downside with this is that informal leaders can have too much weight in the minds of new people, and that can jeopardize and undermine the information imparted by formal leaders (Hersey, Blanchard, & Johnson, 2008). Those who lead informally must be careful to defer to the people who actually lead the organization.

Informal leaders who are anti-management and who attempt to get their co-workers to follow that path must be dealt with quickly (Hersey, Blanchard, & Johnson, 2008). That is especially true in an organization like law enforcement, because everyone in that organization needs to work together as a team in order for the organization to be successful. Those who work in law enforcement have a duty to protect the people, but they must also protect themselves and society. If they are being undermined by someone in their ranks who does not think the current leadership is valuable or does not have respect for that leadership, they cease to have a team effort. A reprimand would be in order for anyone who was engaging in that kind of undermining. If the behavior did not stop, or if it began again at a later date, that person would likely need to be let go from the organization. In a field where everyone who works together needs to trust one another, there is no place for a person who is not completely committed to the job and the management under which he or she works. Those who do not feel they can adequately accept the management they have may be better off locating other employment where they feel more comfortable (Hersey, Blanchard, & Johnson, 2008). That can benefit the employee and the organization.


Hersey, P., Blanchard, K., & Johnson, D. (2008). Management of organizational behavior: Leading human resources (9th ed.). NJ: Pearson Education.

Van Wormer, K.S., Besthorn, F.H., & Keefe, T. (2007). Human behavior and the social environment: Macro…… [read more]

What Makes a Quality Leader? Journal

… " In fact, Kesey asserted, a supervisor leads by "going to that place and making a case," which is the point this paper is making. Having talent and a good voice and youthful energy -- these are all attributes that can be important for a supervisor. But that supervisor also needs self-assurance, self-pride in the quality of work that is presented, and there can never be a doubt from the perspective of the employee that the supervisor has confidence in everything he or she is leading others to do. 230

The family unit is among the most revered of all social groups in the United States; indeed, a strong family unit in which the children are given moral and ethical values at a young age is a powerful asset to society. Well-meaning, highly ethical parents are role models and their behaviors around their children instill in those children the right way to behave and respond to others. Likewise, the strong supervisor has a "family" in the group of people that he or she is leading. Just like a father with a smile and a helping hand for the young boy just attending his first kindergarten class, a smart supervisor knows the new employee needs a guiding hand and a strong sense of commitment. Honesty and ethical values shown by the supervisor are part of presenting that "father figure" image for a new employee. Showing power for the sake of having power over others is never on the agenda of the moral, ethical supervisor. Dr. Martin Luther King said that he was never interested in "power for power's sake," but rather he was interested in "power that is moral, that is right and that is good." This is the kind of moral behavior that a supervisor must lead with. A company with moral and honest characters in charge is likely to be a place where employees enjoy coming to work every day. And because workers spend eight or more hours every day on the job, enjoying the work and experiencing quality leadership that is honest and moral is imperative for one's emotional and psychological well-being. 230

Works Cited

Clark, D. (2014). What Great Leadership Looks Like. Forbes. Retrieved April…… [read more]

This Quiz Research Paper

… Of course, I want to work with people who are swayed by reason and evidence because that's how you get the best decision-making. Appeal to emotions is logical fallacy -- you aren't going to get the best results when that's your selling point. An interesting point on #14 -- I won't threaten it, I'll just do it. I'm all about getting things done. Threats are idle and create a lot of negativity. Either somebody resents you for the threat, or they call your bluff and you do it and they resent you anyway. Getting things done doesn't have to cause resentment, so I avoid that tactic. And while I understand the effectiveness of bribery (pens, favors) I don't believe in it. There's no difference between that and payola in my book -- either the idea is the best one or it isn't. It's interesting in that I'm not that flexible on some of that stuff, even though the textbook says that will reduce my leadership effectiveness. I guess it just comes down to leadership style.

Quiz 8-2.

Quiz 8-2










































































A score of 48 here correlates to a moderate degree of ingratiating behavior, which is actually more than I would have expected. There were a few interesting things here. One goes back to what I was saying earlier -- kissing up to your boss isn't always what the boss is looking for, and a lot of these were in that mode. Working late because your boss does even though you're not getting the same kind of pay, doing personal favors for your boss, all that sort of thing just makes you look lower-level, like a helper. To…… [read more]

Leadership the Specific Attributes Case Study

… For shareholders who believe in this company, I want to deliver to them strong, sustainable long-term growth. That requires real strategy, not a bunch of ad hoc changes in direction to grind out EPS improvements. Our last CEO was great at this -- the strategies of spending on innovation and M&A activity aren't always great in the short run, but repeated over time they are powerful in the long run. The CEO might have a different style than the predecessor, but the long-term, visionary mindset needs to be the same because those are the values around which the company has been built. We're not struggling, so we don't need to re-invent the company. We just need a new voice, and a new source of inspiration.

I would not vote on any candidate until I had heard from them in an interview situation. We have six different people, each with their own strengths and weaknesses. How I see the selection process is this. Anybody who clearly isn't ready is out. After that, anybody who clearly is not a good cultural fit is out. We already know who we are as a company, so we need somebody who can guide us, not reinvent us.

After that, I am looking for the candidate with the best strengths. The reason is simple. Strengths are attributes of value that are difficult to obtain. Finding CEOs is hard because so few people truly possess a compelling combination of strengths needed for the role. That's the person I vote for. As noted, that's the person with vision, the ability to motivate and a focus on innovation leadership.

Why not weaknesses? This is simple. Everybody has some sort of weakness, but weaknesses can be complemented by other members of the senior management team. I'll give a dumb example -- you find a great CEO who's a complete mess and can barely tie his shoe, but he runs companies very well. You hire extra administrative task to organize the details of his life and let him handle the vision. Organizing is easy and lots of people can do that. Same thing with communication -- to a point the CEO needs to be good at communication because he or she will need to be a good motivator, but there are a lot of people good at communication. So you choose excellence in the rare, critical skills that are hard to obtain, even if it means accepting flaws elsewhere. Ideally, however, we will not need to make such a compromise.… [read more]

Strategy and Leadership: Importance of Leadership in Strategy Implementation Essay

… Eisenhardt argues that in addition to selecting an excellent team, leaders must in this case "pick the right roles, and let the rest of the team make the strategic moves" (Fuller and Green 2005).

Even the best-laid strategies need to be well managed. Leaders in this case need to manage resistance, motivate teams, adjust organizational structure (if need be), etc. Essentially, as Hosmer (as cited in Rabin and Miller, 2000, p. 502) notes, leadership is critical when it comes to the creation of "an overall sense of organizational purpose and direction to guide the formulation and implementation of strategy."

In addition to being actively involved in strategy implementation, leaders also commonly participate in the formulation as well as monitoring of strategy. With regard to strategy formulation, leaders make use of tools such as Porter's generic strategies and scenario planning. On the other hand, tools that could come in handy for managers during the monitoring process are benchmarking and balanced scorecard. To ensure that strategy implementation proceeds seamlessly, leaders, as has been demonstrated above, need to be actively involved. Indeed, lack of proper leadership during the implementation process remains a key barrier to effective strategy implementation. This is particularly the case given that as Henry (2008, p. 339) points out, even "the best formulated strategy in the world will fail if it is poorly implemented."


Fuller, J.N. & Green, J.C. (2005). The Leader's Role in Strategy. Graziadio Business Review, 8(2), 72-89. Retrieved from

Henry, A. (2008). Understanding Strategic Management. New York, NY: Oxford University Press.

Lussier and Achua (2009). Leadership: Theory, Application, and Skill Development (4th ed.). Mason, OH: Cengage Learning.

Rabin, J. & Miller, G.J. (Eds.). (2000). Handbook of Strategic…… [read more]

on Criminal Justice Case Study

… There is also an advantage to going straight to the cashiers and order takers, in that it cuts out the middle man and gives incentives to the people whose behavior Justin wants to change. The disadvantage to that is that managers have no desire to help the cashiers or order takers change and earn incentives, since they get nothing in return.

Final Recommendations

I recommend that Justin offer the store managers other forms of recognition that may be more appealing to them, and that he set up a program that rewards them and the cashiers and order takers who help meet goals. That keeps everyone working together as a team in order to make the business better.

Questions From the Book

1. Justin needs to do more research on what motivates people, and who he really should be trying to motivate in this case. What he is doing is not working, and it would not make sense to keep moving forward with it.

2. It is necessary to offer the store managers what matters to them. Justin should ask what managers want, so he can base what he offers them around the most popular options that appeal to the largest number of managers.

3. It would be better to aim the rewards program at the order takes and cashiers, because they are the ones being asked to change. For them to change and their managers get rewarded does not give them any incentive, especially if they do not like their manager.


Carver, C.S., & Scheier, M.F. (2001) On the self-regulation of behavior. NY: Cambridge University Press.

Cervone, D., Shadel, W.G., Smith, R.E., & Fiori, M. (2006). Self-regulation: Reminders and suggestions from personality science, Applied Psychology: An…… [read more]

Sense of Community Term Paper

… However, if they demanded and/or insisted that he should do it as should everyone else, that would NOT be a contingency theory proponent. As for a real-world example, any software-maker clearly has to be pro-contingency theory to some extent as there is often more than one way to do most things. For example, it is clear that Microsoft bears this in mind as in programs like Microsoft Word or Microsoft Outlook, cutting and pasting something can be done at least three different ways such as CTRL-C, right-clicking a selected passage or using the menu bar. Rather than have a single non-flexible way to do the function, they give the users the option to use any one of multiple methods and further customizations and shortcuts can sometimes be created by the user at their own discretion but they are not required or asked to do so (Microsoft, 2014).

As for the promotion of the cohesiveness of a team that the author of this report worked in, the author can give the example of a school project whereby the author was working in a group of four where two of the four people were ethnic minorities with very different backgrounds. In fact, one of the two was born in a foreign country and was fairly new to the United States, let alone the school system. To facilitate that person's buy-in and involvement, the group collectively allowed and even encouraged that person to offer their insights and viewpoints as far as how the project could or should be completed and this led to the entire group jelling very well and producing a very well-rounded and though out final project.

Finally, the author will now suggest certain actions that can be used to grease the proverbial skids of a diverse work team getting along together and how this can be manifested and enforced by a leader. One huge thing is to encourage and allow people to get involved and contribute to the group. People that are shy should be allowed to offer their input and no one should be mocked or shun just because there is any sort of disagreement or difference in how to proceed. Everyone should be allowed to make their case and offer why they feel their approach is best. Second, any squelching of opinion and/or bullying behavior should be shut down and condemned immediately but it should be done in a diplomatic way whenever possible. Finally, a good leader facilitates and allows people to participate at the depth and breadth that they wish to. If someone wants to be reserved and tentative, at least at first, they should be allowed to but they should also be a working part of the team and should be allowed to participate in a more robust way if/when they wish.


Leadership from strong people and in the proper situations is a great skill and thing to have. However, some people wield their influence and power in improper and self-serving ways. Community involvement and… [read more]

Business and Leadership Rhetoric Term Paper

… That change must also be understood. There is no point in attempting to make adjustments if there is no clear goal and no specific path for how one is to get from Point A to Point B. As the change process progresses, the plan may have to be changed. That is why it is so very important to pay close attention to how the change is being implemented and whether it is successful. Changes that are not going well must be reevaluated quickly, so difficulties can be corrected while they are still small.

5. How and why do successful leaders use stories to produce change? Successful leaders use stories to produce change because stories allow followers to put themselves in the place of the people in the tale being told. Stories are relatable, and they foster a can-do attitude because they remind people of others who were successful. They are not abstract concepts that fail to provide a correlation between where a person is and where he or she wants to be. By seeing themselves in the stories told by their leader, followers will be more likely to do what the leader asks of them. The end result of the story can be very powerful, and can help followers stay motivated when times are difficult and the future seems uncertain.

6. Does power really corrupt? Power can corrupt, but it does not have to. Many people believe the old statement that absolute power corrupts absolutely. It is human nature to seek out power and to use that power once it has been acquired. However, many people who receive power over others use that power to do good, instead of to cause problems or do things only for their own gain. Instead of suggesting that power can corrupt, it may be better to say that corrupt people, when given power, will use that power for corrupt purposes. That has been seen to be the case, and is very different from what many good people do with the opportunities and power that has been…… [read more]

Team Excellence Empowering, Nurturing Strengthening Term Paper

… Another is how cooperating with others contributed a lot or entirely to his achievements and getting to where he is now.

III. Differences and Similarities between Virtual and Non-Virtual Teams

Advancements in technology have increased the options of meeting and communicating with members of a group (Leimbach & Eidson, 2010; Root III, 2014). Instead of everyone physically gathering in a given location, some or all can meet in a virtual location. A virtual location is not bound to geographical limits and covers even remote areas. A non-virtual or traditional team meets physically in an actual and given location. Findings of a 2010 report said that 80% of surveyed companies formed virtual teams and conducted virtual meetings (Leimbach & Eidson, Root).

Communications and meetings by non-virtual or traditional teams cost more than those of virtual teams because of travel expenses, accommodations and rentals and expenses on materials used in meetings (Leimbach & Eidson, 2010; Root, 2014). A virtual team, in comparison, can cut costs up to 50% while tackling the same business as a non-virtual team. Members of a virtual team tend to perform multiple tasks than those in a non-virtual team. Furthermore, members of a non-team are able to strengthen their bond, build greater comfort among themselves through spontaneous conversations of shared experiences and reinforce the importance of their roles as real people. They are also more intimate and responses are more immediate, which are something lacking in virtual teams (Leimbach & Eidson, Root).

IV. Communication, Conflict Resolution and Geographical Issues

Communication may lower the cost of virtual team activities like meetings and remove geographical differences (Leimbach & Eidson, 2010; Root, 2014). But they cannot achieve the same effectiveness of actual or non-virtual team activities and interactions. Communication suffers in virtual team interactions because of the lack of human factors like the tone of the voice, body language, facial expressions and important non-verbal cues. These non-verbal cues may indicate confusion, displeasure, discomfort or some disagreement, which can lead to miscommunication and problems (Leimbach & Eidson, Root).

Virtual team leaders must take extra effort in reading all the personal and contextual meanings in the electronic environment, since they are dependent on the electronic media for communication and relationships (Leimbach & Eidson, 2010; Root, 2014). They must be experts in discerning all the possible causes of silence, misunderstanding and insinuations without any guidance. They must be extra sensitive to team processes and pay keen attention to the smallest details in warding off potential troubles that can disparage team cohesion and activities. Virtual team leaders must also make 50% more investment in terms of everything than non-virtual tam leaders. They must compensate for what distance and impersonality cannot achieve. On the other hand, non-virtual team leaders confront the environmental burden of incurring a larger carbon footprint than virtual teams do in terms of added energy and fuel for transportation, materials, food and waste of actual meetings and other activities (Leimbach & Eidson, Root). #


Abu-Tineh, A. et al. (2009). Transformaional leadership model… [read more]

William Mitchell Research Paper

… At the same time, he motivated superiors to embrace his ideas by never wavering from his position. While his subordinates, were influenced to follow these examples and continued to build off the foundation he established. (Cooke, 2002) (Mastromichalis, 1986)

During World War II, Mitchell was vindicated with the Germans and the Japanese using airpower to dominate their enemies on the ground. During the war, the U.S. military utilized his ideas to effectively engage the enemy and has embraced his philosophy ever since. As a result, America has continued to maintain significant amounts of air and space power to ensure its superiority over other nations. (Cooke, 2002) (Mastromichalis, 1986)

In this case, I am incorporating many of the same leadership styles as Mitchell. The most notable include: technical expertise, vision, discipline and loyalty to my supervisors / subordinates. The combination of these factors helped me to work with others and understand how to evolve with various challenges I face. The result is I have become someone who is good at setting the example for others to follow and can effectively embrace those ideals which enable me to be seen as a valuable member of any team. This has allowed me to maintain strong relationships with those I interact with regularly.

To improve my effectiveness, I plan on implementing transformational ideas as part of my style. This is when I will listen to what others have to say and implement them into the basic strategy for team. During this process, I will help them to feel as if their ideas matter and will welcome their input in decision making strategies. This will encourage others to effectively communicate with me and identify areas the organization could be overlooking. Over the course of time, this will enhance my relationship with other stakeholders and build an effective approach for addressing them in the longer term. (Bass, 2006)


Clearly, Billy Mitchell is someone who I admire because of his technical expertise, vision, discipline and loyalty to supervisors / subordinates. This helped him to be seen as someone who was a visionary that is ahead of his time. I am continually working to embrace these characteristics to improve my relationship with those I interact with on a daily basis. At the same time, I plan to build upon them utilizing transformational leadership. This is when I will listen to what others have to say and implement their ideas to improve the effectiveness of the group. Once this occurs, I will be able to help the team and organization move to a higher level by understanding what is most important to stakeholders. It is at this point, when we can evolve with critical changes and remain at the forefront for innovation.


Bass, B. (2006). Transformational Leadership. Mahwah, NJ: Lawrence Erlbaum.

Cooke, J. (2002).…… [read more]

Community Leadership Written Documents Essay

… Therefore it is important to take note of the development of leadership approaches and acknowledge that some of these approaches are used when evaluating leaders today for instance during an interview qualities of a leader can be evaluated using some of these theories.

It is also important to look at the different leadership styles and management exhibited in human service, community service and voluntary non-profit organizations. All these organizations are different and hence have different patterns of leadership which reflect unique characteristics that are needed in order to achieve the effectiveness of the organization.Since community service organizations operate in uncertain, dynamic, turbulent and political environment require a transformational leader that can best function in these conditions as they have vision and human service organization require high levels of centralized management with use of formal powers extensively and little staff homecare organizations the leadership required should be task oriented whose focus is external environment (Schmid, 2009).The style is characterized by centralized and directive management that has little delegation of powers and workers participation that is appropriate for people that have low level of functional maturity as well as limited autonomy. It is also important to note that different organization require specific different leadership styles. This is because some leadership styles that are appropriate in a specific organization are not necessarily appropriate in another organization.

Organizations go through growth and changes in ways that can be compared to life cycles in humans. These include; when organization is born, the development stage, maturation or formalization stage, elaboration of the organizational structure, and finally the decline or stagnation stage. All these stages require elaborate and appropriate leadership as the organization moves across these stages. Therefore it is important for the management of the organization to always ensure that appropriate leadership is available all the time. Finally it is also important to note that different stages in an organization require different6 leadership styles. For instance when the organization is born it needs a visionary leader who will make sure that the organization grows and develops in all ways possible.


Schmid H. (2009).Leadership styles and leadership change in human and community service organizations.… [read more]

Dr. Robert Grice Capstone Project

… Dr. Robert Grice

Please explain the implications of this problem for the stakeholders of the organization (be sure to compare and contrast the implications for the different stakeholders). Among these, you are asked to give special attention to patients.

Leadership in Healthcare

Throughout history, there has been an interest in what qualities serve to define effective leadership. For instance, according to Rosenbach and Taylor (2000), "There continues to be a quest for understanding leadership. Historians search for clues that will help us understand how leaders are defined and what they do" (p. 1). In this regard, leadership is defined by Sweem and Stowe (2008) as being "the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organization" (p. 27). Effective leadership, though, involves more than just influence and motivation, but also requires the development and sustainment of a learning culture in organizations that is focused on improving organizational performance (Sweem & Stowe, 2008). While the debate over nature vs. nurture continues, there is a growing body of evidence that most people can learn how to be effective leaders even if they are not naturally born that way. Indeed, Dye (2001) emphasizes that, "Health care leaders can build their skills in areas such as respect and stewardship, ethics and integrity, interpersonal connection, leadership, initiating change, commitment to the field, and emotional intelligence" (p. 210). Certainly, these are highly desirable attributes and skills for all healthcare leaders, but other researchers have identified certain other attributes that can be learned that serve to define effective leadership in healthcare settings as well.

For instance, based on their research with thousands of responses to their Leadership Practice Inventory concerning optimal leadership traits, Kouzes and Posner's (1995) developed a model of leadership effectiveness that consists of five fundamental practices that assist leaders in establishing and maintaining credibility as well as gaining the confidence from their followers that is needed to motivate them to perform at greater levels (Strack & Fottler, 2008). The five exemplary leadership practices developed by Kouzes and Posner (1995) are as follows: (a) Challenge the process; (b) Inspire a shared vision; (c) Enable others to act; (d) Model the way; and (e) Encourage the heart.

Based on their application of these five attributes to thousands of managers, Kouzes and Posner (1995) determined that "leaders do exhibit certain distinct practices which do not seem to vary from industry to industry or from…… [read more]

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