| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "GENDER LEADERSHIP MANAGEMENT": |
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Gender and Leadership Management, 2005.
A discussion regarding the differences between men and women in management, when dealing with issues of conflict.
1,350 words (approx. 5.4 pages), 4 sources, $ 53.95
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Abstract
This paper discusses the concept of gender in relation to leadership as it corresponds to conflict resolution. The paper explores the history of female leadership in corporate America, as well as directly discuss a study that was developed regarding women, men, and conflict management. As discussed in the paper, the results of the study demonstrate that no significant differences exist between the managerial styles of men and women, and that their abilities to handle conflict in the work place are dependent on training and experience, not gender.
From the Paper
"The general consensus within business appears to be that males and females varying both in their leadership skills and in their abilities to resolve issues of conflict in the work place. Some have contended that the male gender has a tendency to possess a logical and neutral approach to conflicts, while women have been said to be more emotional regarding conflict issues. However, it is contended that the research will demonstrate a much more even pattern of leadership skills relating to conflict by men and women. Furthermore, in today's work force males and females in supervisory roles are trained as leaders in the same programs within companies, in colleges, and in independent vocational facilities."
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Leadership and Management, 2008.
An in-depth study of the roles of leadership and management in the business world and how they interact with one another.
3,234 words (approx. 12.9 pages), 12 sources, APA, $ 93.95
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Abstract
The paper discusses the nature of business management as an applied science and states that business management is limited to one component of the economic system, namely the individual organization. The profitable performance of a business is dependent on attaining pre-designed objectives and to make its services as productive and efficient as possible. The paper continues and discusses the roles of leadership and management and concludes that the interaction between the concept of management and that of leadership should not obscure or neglect their intrinsic differences.
Outline:
Introduction
Different approaches to the terms Leadership and Management
Management
Leadership and Management
Beyond the Leadership Management Dualism
Conclusion
From the Paper
"This view would seem to imply that management and leadership are two different things. While the point that Dubin makes is valid, yet it must also be acknowledged that in today's dynamic and complex environment, management in the more traditional sense of delegation, ordering and organization may not be sufficient to deal with the many elements of modern business and organizational demands. In other words, one perspective in this debate would see the conflation and reduction of the two terms as theoretically incorrect, and that in a more practical sense these two terms coexist and that leadership has become in many instances a necessary and intrinsic component of managing."
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Leadership and Management, 2002.
An analysis of the conceptual and practical differences between leadership and management.
3,078 words (approx. 12.3 pages), 35 sources, MLA, $ 90.95
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Abstract
This paper critically examines and articulates key conceptual and practical differences between leadership and management through an analysis of the differences in the form, function and influence processes which underpin these complementary organisational roles. It explores the differing uses of power and influence within these roles and attempts to show that while management involves a key responsibility for leadership, effective management also needs to include the skillful application of other power bases which underpin the wider influencing tactics of effective leadership. It concludes that in the final analysis, leadership and management are likely to be different valuations of the same organisational behaviours
From the Paper
"Leadership is different from management, and the primary force behind successful change of any significance is the former, not the latter. Without successful leadership, the probability of mistakes increases greatly and the probability of success decreases accordingly. This is true no matter how the change is conceptualised ? that is, in terms of new strategies, reengineering, acquisitions, restructuring, quality programs, cultural redesign and so on."
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Leadership vs Management, 2004.
An analysis regarding the importance of leadership and management skills and their importance in the effort to create and maintain a healthy, productive environment in the workplace.
1,085 words (approx. 4.3 pages), 3 sources, APA, $ 37.95
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Abstract
It is thought that leadership and management are equally as important. A positive outlook indicates that strong leadership qualities such as seizing opportunities, taking risks, and empowering others can be combined with managerial skills to create the greatest potential for successfully leading an organization to a healthy, profitable future. This paper discusses the relationship between leadership and management providing examples of how to combine these skills in the the workplace in order to achieve organizational goals.
From the Paper
"In today's competitive business world a leader who places importance on rapid change and innovation will be able to keep the pace with industry standards. To be effective it may be necessary to take risks and seize opportunities by making quick decisions. Once the plans are formulated, a leader must convey the excitement and energy of attaining goals to the workforce, inspiring people to follow the strategies set. Possessing strong leadership qualities and leading by example offers employees the opportunity to have a role model to emulate and begin to develop these same qualities themselves at their own level of the organization and to fulfill their own plans for advancement. It is said that a leader is only as good as his followers, but the same can be said that the followers can only be as good as their leader."
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Leadership versus Management, 2007.
A comparative analysis of the differences between leadership and management.
798 words (approx. 3.2 pages), 7 sources, MLA, $ 28.95
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Abstract
This paper discusses how the differences between leadership and management are dramatically different. It looks at how the consensus of many leadership and management researchers and theorists is that each requires significantly different skill sets to do well, and that leadership is centered on invoking and sustaining worker commitment, even in times of uncertainty.
From the Paper
"Other theorists including Dansey-Smith (2004) have succinctly remarked that leadership is more about who you are and management is about what you do. Dansey-Smith has made the delineations of management and leadership clear by stating that all leaders need to be first good managers. In her observations she states that management is more of a concerned with the doing of tasks, short-term orientations and operations, highly transactional and task-driven, and most known for a high level of monitoring and controlling activity. All these attributes lead to management being more focused on supervising than collaborating or developing subordinates."
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Leadership versus Management, 2005.
A discussion of the differences and similarities between leadership and management.
1,015 words (approx. 4.1 pages), 1 source, APA, $ 35.95
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Abstract
This paper examines how leadership and management, though closely related, have many distinct differences. It points out that leadership tends to focus primarily on long-range goals and a vision for the organization, while management concerns itself more with day-to-day operations and generally does not look very far ahead in terms of organizational direction. The paper notes that traits associated with both are needed in order for any organization to prosper; and both may even be possessed by an individual. The paper then concludes that, regardless of the differences between the two, both are central to the survival of an organization in today's highly competitive and ever-changing market.
From the Paper
"Management, on the other hand, does not always benefit or make use of the same traits as leadership; but is just as vital to an organization. A manager whose job is to run the day-to-day affairs of a small department has little need to excel at generating strategic visions for a company. This is not to say that managers are inferior or less important than leaders; but the fact remains that leadership is often needed toward the top of an organizational hierarchy, while management is needed throughout the organization at middle and lower levels. This is not derogatory, but simply a result of the job functions of each. In an effort to remove the stigma associated with management when comparing to leadership, new terms to describe the two have become popular. Strategic leadership and supervisory leadership are two such terms that replace leadership and management, respectively (Bateman & Snell, 2004, p. 368). However, regardless of what terms are used, the functions of leadership and management are fundamentally different. Different skill sets, mindsets, and personalities are what differentiate the two."
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Leadership in Management, 2005.
A critical analysis on the role of leadership in management.
2,300 words (approx. 9.2 pages), 7 sources, MLA, $ 79.95
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Abstract
This paper examines whether the concept of leadership may be of value in managers to understand their behavior within complex, contemporary organizations. The author considers the root meaning and sources of "leadership" as a concept, then explores its development in the literature on management.
From the Paper
"Management and leadership are strongly linked concepts, both in the literature of management and in the popular imagination. A manager is by definition a person in charge, the boss. A leader is also ..."
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Leadership versus Management, 2001.
The following paper explores the two concepts of leadership and management and how they may not be mutually exclusive.
1,678 words (approx. 6.7 pages), 5 sources, MLA, $ 54.95
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Abstract
This paper compares and contrasts the concepts of leadership and management in today?s business world. The author explores how leaders and managers are often very different people, regardless of the differences between skills and internal character. This paper claims that some are born leaders whilst others may be more suitable to act as managers. While the ideal is the blend of both, the reality is that individuals are far more likely to lean in one direction or the other.
From the Paper
"Leadership and management, although similar, represent two different ideals in the business arena. Leadership seems to be regarded as more of a state to be attained, while management is seen just as the plain and simple act of ordering and instructing others to do things. Managers are usually trained in business schools, while leadership training is not commonly found in colleges and universities. "
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Leadership and Management, 2002.
A look at the changing role of leadership in the management world of today.
900 words (approx. 3.6 pages), 1 source, $ 35.95
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Abstract
This paper will discuss the changes that are occurring in the way that management is running in today's business world. By understanding the need for sound leadership, we can understand why this is a lost art, and this is one of the most important elements of success in the business world. By managing with good leadership values, a company can help lead better, than the usual team-based methods of the past.
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Leadership and Management, 2007.
This paper compares and contrasts leadership and management styles, with a focus on Microsoft Corporation.
1,898 words (approx. 7.6 pages), 5 sources, MLA, $ 60.95
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Abstract
The paper explores the progression of managers into leaders and analyzes the leadership styles in Microsoft Corporation. The paper explains that this company was specifically chosen due to the fact that management does not necessarily connote leadership in its culture and trust is more difficult to achieve as a leader there. The paper discusses J.R.P French and B.H. Raven's definition of a complex relationship of power and applies it to Microsoft where programming expertise is valued more than the traditional forms of power. The paper shows how Microsoft's culture is built on intellectual performance and competition as opposed to rewards to those with the longest tenure, regardless of contribution.
From the Paper
"Bateman, Thomas S., Snell, Scott (2004) define thoroughly the differences between managers and leaders. The authors contend (pg. 371) that the most commonly used and oldest leadership perspective is the trait approach, which looks to the attributes of the world's most successful and well-known leaders as the basis of defining what leadership are. Drive, leadership motivation, integrity, self-confidence, and knowledge of the business are all aspects of the behavioral aspects of leadership."
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Leadership and Management in Health Care, 2005.
An examination of the importance of correct leadership and management for a successful health care system.
2,687 words (approx. 10.7 pages), 6 sources, MLA, $ 80.95
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Abstract
This paper discusses how the most salient features of the current and future health care/aged care scenario are the increasing elderly population and the shift from private to government forms of payment; long-term care insurance is affordable to relatively few. It also discusses how, at the same time, with fewer people contributing to paying the bills, cost containment will be a factor. On the other hand, so will providing excellent care because the industry will be increasingly monitored. The paper stresses that the roles and responsibilities of the manager therefore must encompass financial management, customer service, and regulatory compliance. Moreover, attracting and keeping high-caliber staff, especially in traditionally low-paid areas, will also be necessary. The writer concludes that it will be essential for health care managers to achieve the highest level of professional competencies in half a dozen areas ranging from line supervision to global vision.
From the Paper
"President Clinton?s Secretary of Health and Human Services, Donna Shalala, used to tell a story about her mother, who was 86 at the time but still a full-time attorney representing several clients who lived in nursing homes. She would tell Shalala, ?Donna, I don?t care whether they are good nursing homes or bad nursing homes, you have to watch them like a hawk? (Cited in White House, 1998, quoted by Hovey 2000, 43). Clinton?s presidency was very aware of health care issues, even if it was unable to solve them. Shalala?s remarks were delivered at a press conference regarding nursing home regulation; arguably, under the current administration, issues of health care for the aged have gotten more problematical rather than less."
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Leadership and Management, 2004.
A study of the needs of a company in terms of good leadership and management.
2,105 words (approx. 8.4 pages), 6 sources, MLA, $ 66.95
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Abstract
This paper attempts to explain that the key components responsible for the success or failure of an organization are the organizational goals and objectives. The paper looks at businesses since the Industrial Revolution and explores what characteristics have made one business succeed over another, with particular reference to the management of the entity. As an example, the paper uses the automobile industry in the U.S. and studies the major car makers.
From the Paper
"In addition, Toyota also practiced the Just in time (JIT) system. They preferred when their suppliers were closer to their manufacturing their sites and both raw materials and semi finished did not have to add value in transportation and storage cost. Toyota tried to achieve excellence in the manufacturing process there by decreasing and completely eliminating waste (muda). Any process or operation that did not add value to the product and the material waste generated during production was considered wasteful. Acceptable quality limit (AQL) was practiced in the mass production sector in the United States and therefore Toyota?s policy of complete waste elimination and 100% quality was novel."
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Leadership in Management, 2004.
A look at the leadership skills required to be a successful manager.
2,031 words (approx. 8.1 pages), 6 sources, MLA, $ 64.95
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Abstract
This paper discusses how leadership is a key aspect of any manager?s job and how all managers must posses some sort of leadership ability in order to be remotely effective in dealing with employees and customers. It looks at how a manager must have many good leadership qualities in order to be an effective manager and how managers must be able to use their expert and referent power to their advantage to get employees? to adhere to their advice.
Outline
Introduction
Qualities of a Leader
Powers of a Leader
Styles of Leadership
Development Levels
Using Leadership Style With Development Level
Conclusion
From the Paper
"A leader has several types of power at their disposal within the organization and power within themselves. ?Power can be seen as power with rather than power over, and it can be used for competence and cooperation, rather than dominance and control? Anne L. Barstow. The first being reward power or the ability to provide rewards for a job well done. The next is coercive power or the ability to punish for an unacceptable performance. The last type of power that a leader has with in an organization is legitimate power or their actual position that gives them the right to have authority. A leaders degree of power in the organization is given with the status of his position. A manager will use these powers at different times depending on the details of the situation."
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Nursing Leadership and Management, 2008.
This paper discusses the concept of power within the field of nursing.
770 words (approx. 3.1 pages), 3 sources, APA, $ 27.95
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Abstract
In this article the writer notes that nurses find themselves in a unique position when compared to other professions. Although highly educated themselves, many nurses in management positions find themselves automatically being placed in a reduced position of power. The writer points out that this subordinate position is often apparent when dealing with other healthcare professionals, supervisors, and management. This essay looks at several issues regarding power and management, particularly in how it relates to nursing. The writer concludes that power is a term used to refer to an inherently unequal position between people and that it is used to gain control over an individual or event.
Outline:
How Does Leadership Differ from Management?
What is Power?
Seven Bases of Power
Conclusion
From the Paper
"The seven bases of power are reward, punishment, legitimate, expert, information, and connection. The use of these seven bases of power enables the nurse to shift this unequal relationship to some degree. Every nurse must, at some time, deal with individuals who are not nurses and still affect patient care. Some of these people are family members or are people with that share a relationship with the patient outside of the care facility. Others of these people are those individuals from other departments such as social services or radiology. And, of course, nurses must deal with physicians on a daily basis."
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Contrasting Leadership and Management Procedures in Business Strategy, 2002.
Explores the differences between a manager and a leader and demonstrates that each type of governing strategy can be effective if properly used.
2,400 words (approx. 9.6 pages), 5 sources, $ 89.95
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Abstract
This paper shows that management provides a sense of direction through following established procedures and leadership allows for a much greater sense of flexibility and also enables all employees to have a greater feeling of empowerment under the direction of an involved leader.
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