Term Paper: People-Oriented Leadership in 1911

Pages: 6 (2223 words)  ·  Bibliography Sources: 5  ·  Level: Master's  ·  Topic: Leadership  ·  Buy This Paper

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As noted previously, employees also have to know that their efforts are part of a larger whole made up of a community with other employees who are just as committed. People in the organization who have the same leader share a similar vision and the same outcomes. Leaders need to ensure their separate constituents within the organizations are aligned toward these end goals (Gottschalg & Zollo, 2007). By organizing people toward a shared vision, firms can establish specific management practices toward the attainment of strategic objectives. In addition, people-oriented leaders are not only interested in employees who have healthy working conditions, but whose lifestyle outside of work is just as positive. Csikszentmihalyi (2003) explains that the businesses that affect the quality of people's lives most are those that create wealth that leads to enhanced living standards and personal growth that is established internal and external to the organization through support of further educational support, in-house training, physical and mental wellness promotion, and preventive healthcare. The organization ensures that its people have the ability to overcome any challenges they face and continue to grow as individuals. Personal reward systems are put into place that help to fulfill people's underlying needs for attainment, control over life, and a sense of belonging. These leadership endeavors enrich employees' lives as well as further the organization's level of performance (Amabile & Kramer, 2007).

There are no organizations that are totally people-oriented, nor should there be. Researchers have found that managers as well as leaders are needed in an organization that place an emphasis on both the tasks that need to get accomplished and on meeting the needs of those who have the power to accomplish those tasks. A successful company is one that has a healthy balance of the two. The behavioral theory of leadership supported by scholars such as Turner and Muller (2005) argues that leaders follow several leadership styles to reach desired results and achieve success. As people grow into leadership roles, they learn to use their time in the most effective way possible to continually improve their own level of personal productivity, meet task fulfillment needs, and establish ever-more positive relationships with their followers. Such time management is not learned easily, but it is vital for leaders who have the desire to see themselves and their organizations succeed.

References:

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Archer, C.A. (2009) Different Path, A Different Result: A New Consciousness Model for Businesses. New York: I Universe.

Bensimon, E.M., Neumann, A., & Birnbaum, R. (1989). Making sense of administrative leadership: The "L" word in higher education. ASHE-ERIC Higher education report. Washington: The George Washington UniversityGeorge Washington University, at Washington, D.C.; coeducational; chartered 1821 as Columbian College (one of the first nonsectarian colleges), opened 1822, became a university in 1873, renamed 1904.

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Bolman, L.G., & Deal, T.E. (2003). Reframingreframing (r? fr?

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n the revisiting and reconstruction of a patient's view of an experience to imbue it with a different usually more positive meaning in the .Click the link for more information. organizations. San Francisco: Jossey-Bass

Csikszentmihalyi, M. (2003). Good Business: Leadership, Flow, and the Making of Meaning. New York: Viking.

Fleming, John H., Coffman, C., & Harter, J.K. (2005). Manage Your Human Sigma, Harvard Business Review, 83 (7), 106-114.

Gottschalg, O. & Zollo, M. (2007). Interest Alignment and Competitive Advantage, Academy of Management Review, 32 (2), 418-438.

Heil, G., Parker, T. & Tate, R. (1995). Leadership and Customer Revolution: The Messy, Unpredictable, and Inescapably Human Challenge of Making the Rhetoric of Change a Reality. New York: John Wiley & Sons, Inc.

Hoy, W.K., & Miskel, C.G. (1996).Educational administration: Theory, research, and practice New York: McGraw-Hill.

Maccoby, M. (2000). Understanding the Difference Between Management and Leadership, Research & Technology Management, 43(1), 57-59.

Pfeffer, J. (1998). The Human Equation: Building Profits by Putting People First. Boston: Harvard Business School Publishing.

Rothbard, N.P. (2001), "Enriching or depleting? The dynamics of engagement in work and family roles," Administrative Science Quarterly, 46, 655-84.

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Turner, R. And… [END OF PREVIEW]

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