Abstract The paper looks at military leadership and relates that, although autocratic leadership is found in the business world, this approach is seen as less effective than a more collaborative form of leadership such as servant leadership. The paper explores how to change autocratic leadership to servant leadership. The paper discusses the differences between demanding compliance and offering guidance and seeking collaboration.
From the Paper "The definition of leadership offered by the military is reasonable and applies to all leadership styles: "Leadership is influencing people---by providing purpose, direction, and motivation---while operating to accomplish the mission and improving the organization" (Department of the Army, 1999, Chapter 1). The issue then becomes how to influence people, whether by fiat so as to demand compliance, or by offering guidance and seeking collaboration. Those trained to gain compliance one way may have difficulty shifting to a different means of leading."
Abstract This business paper discusses management styles. Autocratic, democratic, laissez-faire, and situational leadership styles are analyzed. Since scenarios keep changing and especially because the recent years have seen vast transformation in organizations all over the world, the situational style of management is identified as the most appropriate approach.
Abstract This paper discusses the shrewd use of youthful French nationalism by Napoleon to gain autocratic power at home while successfully conquering Western Europe.
This paper analyzes, based on communications theory, Tim O?Brien's "The Things They Carried", a collection of stories about the author's time in the Army during the Vietnam War.
Abstract This paper uses the Army platoon, as exemplified in the novel, "The Things They Carried", to examine the interactions, roles, conflicts, and the leadership among that characters that make the group a success. The author points out that the most widely accepted theory of group leadership is the Transformational Leadership Theory, which states that people can choose to become leaders and can learn leadership skills; in the book, Jimmy Cross is the "implied leader". The paper relates that Army officers use the autocratic leadership style because of the high-stress, crisis nature of the military, where decisions must be made quickly; but, in the case of characters, Sanders and Cross, group members may resent an authoritarian leader and refuse to abide by his word.
From the Paper "Narrator, Tim, tells stories to bring the dead back to life. With a story, a man can feel like his dead friend is with him or like he had not just killed a real person. The stories change - names, dates, and even events transform - but the memories are kept alive by the storyteller. The stories in this book tell of Tim's young and unprepared platoon, which is run by a very unskilled First Lieutenant, Jimmy Cross, who only desires to be back at home in New Jersey, without all the responsibilities of war. The men of this platoon change drastically, due to the unrelenting stresses placed upon them by the realities of war. There are terrible memories that they have experienced that will haunt the men for the full duration of their lives. War is ugly. War is cruel."
This paper explores the concept of management style by examining past antiquated styles, the definition of management and a variety of current adaptations.
Abstract This paper explains that an antiquated management style, once typical of the the old "Rust Belt Industries", is the "Top-Down Autocratic Style", in which there is a rigid, established hierarchy, ruling with an iron fist and giving little concern to middle-management who carried out the orders of the Baron types owners. The author points out that a manager must posses the skills of leadership along with the intelligence, fortitude and willingness to apply this leadership to accomplish a task no matter how the task is defined. The paper relates, after reviewing many contemporary management styles, such as "Management by Objectives" and "Management by Walking Around", that, because today businesses are rapidly expanding globalization and are subject to constant technological changes, management styles must be flexible.
From the Paper "The old Soviet Union under Communist Rule is another classic example of the failure of the autocratic top down approach to management style. In this case, all incentives were removed from middle management and in there place was a quota system thereby producing their iron-fisted control of workers which in turn produced a total collapse of their economic system in spite of appearing to compete favorable with other nations of the world. This also produced many unsavory characters willing to take about any chances to cheat the system and this not to mention the damage this management style did to the population as a whole from a sociological point of view."
Abstract This paper discusses the process of democratization underway in Singapore. Singapore continues to have a single ruler with almost autocratic power, and this ruler is reluctant to let go of his iron grip on the nation. The paper discusses how, due to this fact, Singapore continues to remain a pseudo-democracy, caught in limbo between freedom and oppression. The paper describes how the government of Singapore functions and the results for the people.
From the Paper "It is the focus on the family and "traditional" Asian family values that attract many Singaporeans to loyalty to the government of the People's Action Party. For example, it is an Asian custom for children to take care of their parents when the parents get old. In Singapore, this is taken a step further, with parental support being a legal obligation of children, and parents can actually sue their children for non-support. Further, women are not allowed to report themselves as heads of households on official documents. There are also government-sponsored programs in place to encourage educated women to have children. This focus on the family is meant to keep people from becoming radical individualists by putting their identification with a family group that is presented as being greater than the individual."
A review of the four types of organizations that can be created and that serve as the basis of the organization's behavior, focusing on Livingston Enterprises.
Abstract This paper describes the organizational behavior of Livingston Enterprises. It discusses the four types of organizations that can be created and that serve as the basis of an organization's behavior - the autocratic philosophy, the custodial philosophy, the supportive organization and the collegial organization. The paper then discusses organizational culture and its affect on a business. Finally, the paper explains that the culture of the collegial organization is the type of organizational culture that Livingston Enterprises must work toward accomplishing in order to achieve their business goals.
From the Paper "Yet, both types of groups have leaders and they have members who believe that they are important elements within the group. However, informal groups can affect formal groups because members of one informal group may be members of many formal groups. Furthermore, if the members of the informal group determine that they are unsatisfied within the company, their attitudes and behaviors will eventually affect all of the organizational members and the informal group will continue to expand (Sims, 2002, p. 168). Therefore, in formal or informal groups there is a need for the group members to be capable of interacting and to share their ideas freely. This action creates a support system for the employees that should also support the organization and promote a positive organizational behavior."
Abstract The paper explores contemporary notions of leadership that promote a democratic, transformational style as opposed to an autocratic and transactional style. The paper points out that in practice these two model are not completely separate. The paper goes on to discuss why leadership is so important today.
Outline:
Introduction
Definitions and Overview
Leadership Styles
Transactional Versus Transformational Theory
Conclusion and Assessment
From the Paper "The term leadership is often confused with management. Whereas management in organizations is a skill, leadership is a quality that is indicative of something that extends beyond ideas of management. The difference between management and leadership is a starting point in understanding the real nature of leadership. Many theorists in the past have tended to see these two terms as similar or conjoined. (Dubin,1979, p.225). However, the contemporary view of leadership has changed and become in theory more extensive in its scope and role."
A review of J.K. Jameson's view of conflict in organizations as expressed in her article, "Toward a Comprehensive Model for the Assessment and Management of Intraorganizational Conflict: Developing the Framework."
Abstract This paper examines J.K. Jameson's view of conflict in organizations in her work, "Toward a Comprehensive Model for the Assessment and Management of Intraorganizational Conflict: Developing the Framework." The paper then discusses the importance of understanding conflict in the organization in light of Jameson's views. In addition, the paper looks at an autocratic management style to consider if conflict management is needed in an organization that already has a structure in place to provide conflict resolution.
Table of Contents:
Conflict in the Organization
Importance of Understanding Conflict
From the Paper "The imposition of a "final rule" as in the application of autocratic leadership does not effectively serve to end conflict. Rather, this process serves as the basis to stop argument or bickering, which may impact production and employee morale. However, if the specific issue of conflict is not addressed in a purposeful or meaningful manner, residual or latent conflict will remain, which will also have an impact on the organization. Thus, if managers and leaders are to effectively reduce conflict, they must understand the source of conflict and the specific issues of conflict. Only by addressing these issues will it be possible for the organization to effectively address conflict such that it does not continue to impact the organization over the long-term. Failure in this area will only serve to exacerbate the conflict, create more tension, and make it more difficult for employees to remain committed and productive. Thus, organizations with autocratic management styles must clearly consider and understand the sources of conflict. Resolution must be comprehensive and permanent not authoritative command."
Abstract This paper will argue that Zakaria's thesis - while undeniably strong in many respects - is significantly flawed. It will be demonstrated that this thesis - which represents a fundamental challenge to the principles of Western democracy in favour of more autocratic modes of governance - is defensible only if we ignore the "iron fist" within the velvet glove, that was revealed in such autocratic atrocities as the Chinese Tiananmen Square massacre or the East Timor genocide. Instead, it will be argued, a more nuanced approach to the question of governance should be considered; one that takes into account the influence upon good governance of an educated populace and powerful, non-governmental forces.
Abstract This paper discusses the argument by both Hobbes and Locke that government or a commonwealth emerged after people agreed to leave the state of nature, but they differed in terms of their views of government and what it is for. For example, in Leviathan, Hobbes described the autocratic characteristics of a sovereign and the need for a strong one, and expressed his belief that citizens should hand their natural rights to a autocratic ruler in order to avoid such an existence. In elaborating upon this belief, Hobbes stated that the universal desire for life would be best provided for under an autocracy, where conflict between individual citizens would cease.
Abstract The paper discusses the four evolving models defined by Keith Davis; autocratic, custodial, supportive, and collegial. The paper compares these models to Abraham Maslow's hierarchy of needs. The paper shows the parallels of the need for security with an autocratic management style; the need for belonging and achievement with a custodial and supportive management style; and self-actualization with a collegial style of management. The paper uses this parallel with the 'hierarchy of needs' as a means of illustrating key concepts between the different models of organizational behavior.
From the Paper "Typically in those situations where there is less internal motivation to complete tasks and have a vested personal interest in its outcomes, the autocratic model tends to get results. This is certainly true from the manufacturing growth during the industrial revolution where many workers were struggling for sustenance and the concept of ownership of one's profession was unheard of at the time. Authority and enforcement of productivity and compliance with rules, both societal and from a company's perspective, all contributed to the need for autocratic leadership styles and hence the model being created. The custodial model that focuses on security and passive cooperation on the part of workers and eventually leads them to organizational dependency is contrasted to the autocratic model due to the recognition of the individual value of the contributor or employee. In an autocratic work environment, there is no delineation of worker's unique and valued experiences, unless the work is heavy manual labor and the worker can lift over 100 lbs., yet autocratic leadership sacrifices the individual talents of employees for the accomplishment of a highly defined and often rigid goal that can often only be achieved through manual labor or drudgery."
Abstract The paper relates that liberalism emerged as a political philosophy during the Enlightenment era in Europe and was espoused by political philosophers such as John Locke. The paper defines liberalism as a political ideology based upon representative government and individual rights. The paper explains that it emphasizes strong support for a broad interpretation of civil liberties, for freedom of expression, religious toleration, the separation of church and state and for widespread popular participation in the political process. The paper reveals that for three hundred years liberalism has attempted to establish itself as a transcendent political philosophy in opposition to autocratic and totalitarian political ideologies. The paper concludes that it may ultimately fall to the very ideology it replaced; autocratic theocracy.
From the Paper "Understanding liberalism is important because it has been a prevailing political philosophy in the Western world for more than two centuries. It is also important to emphasize that, "liberalism is not one simple, undifferentiated doctrine. As with other doctrines or ideologies, there are varieties of liberalism." (Sally) For example, "all liberals agree on the primacy of individual freedom and individual choice, which distinguishes liberalism from socialism and nationalism. But some liberals argue in favor of these core values by means of highly abstract reasoning." (Sally)"
Abstract This paper reviews the political career of Napoleon Bonaparte, examines some of his political maneuvers and discusses the debates around his public stance. The paper also explores Napoleon's assessment of his own military career as well as the historical reality of his perception.
From the Paper "Napoleon Bonaparte's memoirs offer the reader an opportunity to see how a leader perceived reality after his defeat. Although some may have thought of him as a modern hero whose destiny was to bring the benefits of the French Revolution to the entire world, others looked at him and saw a small cowardly man who was responsible for the deaths of hundreds and thousands of soldiers who fought for his unjust cause."
