Abstract This paper explains how the philosophy that Rick Warren uses in his books, "The Purpose Driven Life", "The Power to Change Your Life", and "Answers to Life's Difficult Questions" can be used to help one become a successful leader.
From the Paper "There are some that feel Warren does not really provide any answers, but there is evidence based on book sales and church participation that indicates otherwise (Curry, n.p.). This likely has much to do with the fact that Warren gives a great deal of insight into many issues that might be plaguing people today, when there is a lot on the news and in the papers that make people both angry and afraid. Not everyone pays much attention to these things, but for those that do, there are ideas and beliefs that Warren discusses in his books that can help worried people to feel safer and more comfortable (Von Sternberg, C4). One of these ideas has to do with leadership, because taking charge of one's own life as much as possible can help alleviate the problems that one often has with the parts of life that cannot be controlled (Von Sternberg, C4)."
Abstract This paper discusses John Maxwell's book, "The Twenty-One Irrefutable Laws of Leadership". The paper suggests that the book is based upon the philosophy that leadership is the cornerstone of successful business and that it is through individuals that strive to do what is right, that true leaders emerge. It describes how Maxwell contends that leadership exists in every society, all organizations and throughout the generations, yet, leaders often require new ideologies to inspire them in the leadership of others.
From the Paper "Summary of The Book: The Twenty-One Irrefutable Laws of Leadership The laws, Maxwell contends, have the ability to be learned by anyone who is devoted to leadership. While many leaders are naturally inclined to fulfill these roles, there are just as many individuals within organizations who must acquire the talent of successful leadership. Maxwell further suggests that the 21 laws have the ability to be the only guidance for the leader when the laws are addressed with conviction. "
This paper defines and analyzes the House-Mitchell Path-Goal theory of of contingent and situational leadership and its relevance to the fields of nursing and healthcare.
Abstract This paper delves into the principles behind the House-Mitchell Path-Goal which cites that a leader must be responsive to the overall organizational environment. This paper discusses the uniqueness of the Path-Goal theory which suggests that leaders are not born but rather nurtured and empowered. This paper focuses on the benefits of the theory and its significance in the healthcare field. The writer contends and explains that this theory is a valuable tool for nurses as it stresses the constantly changing needs of the individual patient while at the same time empowers and encourages leadership on the part of the healthcare professional. This paper also examines the resulting impact in the roles of leaders and their leadership style by following the principals of the House-Mitchell Path-Goal theory.
From the Paper "The situational aspect of the leadership model does not place all of the responsibility on the leader, however, but on the organizational support given to the leader and the originator of the directive, such as the doctor. It also recognizes external and subjective factors such as the subordinate's personality as well as the characteristics of the environment may place different demands upon the nurse's leadership skills. For example, a subordinate with little experience or personal, internal locus of control, a directive leadership still might be more appropriate, versus directing subordinates with high levels of confidence and leadership ability themselves. Achievement oriented leadership might be necessary in an organization undergoing substantial reorganization and requiring new vision as well as short-term goal setting, but an organization requiring greater internal cohesiveness on a particular unit might require new small meetings, and an injection of participative leadership strategies."
Abstract This paper compares and contrasts the modern management philosophies of Chester Barnard and John Adair. The paper also touches briefly on prior theories of management similar to that of both Barnard and Adair. In addition, the paper provides a detailed understanding of the evolution of management thought and philosophy.
From the Paper "According to Adair, a manager's responsibilities were to establish, agree, and communicate standards of performance and behavior. The manager was responsible for monitoring and maintaining discipline, ethics, and integrity while focusing on objectives. Adair's philosophy was action-based, focusing on the goal of the organization or the group as a whole. The main difference in Barnard's philosophy from Adair was that Barnard's focus appeared to be individual based, rather than on based on the organizational as a whole. In Adair's theory, and the theories that it was based on, the role of the manager included assessing and changing as necessary the balance and composition of the group. Barnard focused on the individual moral influences that an individual encountered and that motivated them personally. That is most likely the central difference between both management philosophies."
Abstract This essay critically evaluates post-heroic leadership in the light of the leadership theories. It does this by first demonstrating how complicated and contested the term "leadership" is. It then gives a brief summary of Huey's understanding of what post-heroic leadership is. The essay critically evaluates post-heroic leadership (as Huey sees it) through the perspective of the Trait theories of leadership, the behavioral theories of leadership (through a close look at the Michigan studies), the contingency theories, and the more modern Transactional and Transformational leadership models.
From the Paper "Even when experts agree that management and leadership are different concepts, experts still disagree as to what the reasons are for this difference (Robbins, 1998). Greenberg and Baron claim that the primary function of a leader is to "create the essential purpose or mission of an organization and the strategy for attaining it" (Greenberg & Baron, 1997, p434). They then contrast this with what they say is the job of a manager: to implement the vision that the leader has come up with. They therefore believe that the difference between the leader and the manager is that manager's cope with "complexity", whereas leaders cope with "change" (Greenberg & Baron, 1998). They claim that the confusion between these two terms stems from the fact that the distinction between establishing a mission and implementing it is often blurred in practice. This is because many leaders are called upon not only to come up with the vision, but also to help manage and implement it. Another reason for the difficulty in attempting to distinguish between managers and leaders is that, while many managers do not make good leaders, a substantial proportion of managers do (Greenberg & Baron: 1998). "
Tags: behavioural, contingency, heroic, leadership, post, theories, trait, transactional, transformational
Abstract This paper analyzes and compares two types of leadership - the "Wheel" and the "Web". The author sees that the twentieth century was marked by a series of economical, social and political changes that resulted in the restructuring and transformation of a number of traditional beliefs and customary views. This process, he believes, changed the fundamental framework of leadership, transforming it from the "wheel" that supported the Industrial Age to the "web" that forms the heart of the Age of Information. The "wheel" type of leadership is recognized by the fundamental traits of command, control and power and is commonly associated with the male leadership characteristics of individuality and autonomy. On the other hand, the leadership known as the "web", incorporates the basic traits of collaboration, communication and participation and is recognized by the characteristics of organization and cooperation that have come to be commonly associated with modern female leadership . This paper describes the face of modern female leadership as well as famous female leaders.
Table of Contents
I. A Transformation
II. The Face of Modern Female Leadership III. Contrast, Comparison & Conclusion
From the Paper ""Leaders are visionaries with a poorly developed sense of fear and no concept of the odds against them...they make things happen" ~ Robert Jarvick, inventor of the artificial heart (Leadership). The characteristic mark of leadership and the traits of those who have excelled at it can be traced throughout the pages of world history and down through the centuries of the development of human civilization. Up until the twentieth century, these traits and characteristics showed some modification but little basic and fundamental change. The twentieth century, however, was marked by a series of economical, social and political changes that resulted in the restructuring and transformation of a number of traditional beliefs and customary views. This restructuring process included basic changes in the fundamental framework of leadership, transforming it from the "wheel" that supported the Industrial Age to the "web" that forms the heart of the Age of Information (Guido-DiBrito et al, 1996, pp. 28-29)."
Tags:leadership, male, female, 20th, century, wheel, web, Industrial, Age
Abstract The paper explains and compares two types of leadership: transformational and charismatic. The paper further discusses the history of transformational and charismatic leadership and explains the qualities and theories of each. In addition, the paper examines how these leadership types apply to sound management practices and then continues with a discussion of the writer's own theory of leadership.
Outline:
Sound Management Practice and Effective Leadership Leadership and Ethical Culture
Theory of Leadership/Authority
Servant Leadership/Moral Reasoning Process
From the Paper "Sound management practice often accompanies effective leadership. Understanding the differences that exist between sound practice and effective leadership helps a leader exercise authority in the workplace. Collins defines effective leadership as leadership that leads to "competency models" within the organization. Competency models are "comprehensive descriptions of the key behaviors leading to success" from individuals working in jobs within an organization and managers leading the organization. Effective leadership encourages employees to study, develop strategies and execute commands leading to greater efficiency and organization within the workforce."
Abstract This paper compares and contrasts four leadership models and determines the similarities and differences between them. Thus each model might address the contemporary leadership issues and challenges in the workforce. The paper states that in this study, the models and theories are used synonymously. The paper compares and contrasts the following four leadership models: (1) transactional; (2) transformational; (3) path-goal theory; and (4) action-centered leadership.
Outline:
Transformational Leadership Transactional Leadership Path-Goal Theory Of Leadership Action-Centered Leadership Summary And Conclusion
From the Paper "There are three pillars, which the ethics of transformational leadership rest upon: (1) The moral character of the leader; (2) The ethical values embedded in the leader's vision, articulation, and program which followers either embrace or reject; and (3) The morality of the processes of social ethical choice and action that leaders and followers engage in and collectively pursue. Transformational leadership has been found to be effective in many settings including schools, businesses, and even in leading behavioral changes among those that have failed to respond to other styles of leadership. This type of leadership involves inspiration of the followers to reach beyond their present set of abilities in gaining new skills and reaching previously unattainable goals."
Abstract The paper discusses "The Nature of Leadership", written and edited by Antonakis, Ciamciolo and Sternberg, which is a compilation work containing a group of essays that explore the breadth and depth of leadership research and development and effectively introduces the reader to concepts and language specific to the leadership field of study. In addition, the paper notes that the authors have carefully chosen leadership studies and essays that follow through a series of themes. The paper lists these as leadership, assessment and measurement theories and techniques, the major schools of leadership research, leadership development to success and, finally, current issues of leadership, national culture, gender and ethics.
From the Paper "The work answers several general questions about leadership that are essential to a greater understanding of the field including if it is really measurable, something that has been debated over the years, and includes a series of ways to seek a better measure of leadership. Measurability of leadership is clearly one of the issues that has plagued the body of study since its inception. To some degree it is made clear in the work that there was a line of reasoning that stated that the reason and or context of leadership, or why one individual rose to it while others followed carried a sense of mystery that could not always be discovered by a researcher."
Abstract This paper analyzes three approaches to leadership in education. The approaches include leadership as a set of acquired disciplines, leadership as a set of strategies, and leadership as reframing. The paper contends that the model of leadership as a set of acquired disciplines is the most appropriate leadership approach for an administrator of an adult-focused education program. The paper analyzes specific characteristics of this style and suggests why they are appropriate for an adult-focused program.
From the Paper "This paper examined three theories of educational leadership Kouzes and Posner's model of leadership as a set of acquired disciplines..."
Abstract This paper reviews concepts, theories and findings of transformational leadership such as; traits, motives and characteristics of leaders, charisma, leadership behaviors, attitudes and styles. The paper also includes contingency and situational leadership, power, politics and leadership, developing teamwork and communications and conflict resolution. Finally, the paper discusses the key stakeholders.
From the Paper "There is an old expression "Leaders are born not made." The implications of this saying are that power and leadership are vested in a limited number of people whose innate natural ability destines them to become leaders. By implication those people with the right stuff lead and everyone else must follow. On a more philosophical level a person's destiny is predetermined and preordained and no amount of effort or learning or yearning will change that destiny."
Abstract The paper discusses the differences between management and leadership and whether leadership can be taught. The paper examines the complex roles of today's managers compared to the past. The paper also discusses leadership training techniques and leadership functions.
From the Paper "Professional managers are relatively new to the world of business, they did not exist much before the twentieth century. During the last years, however, much research has been conducted on what constitutes effective management and how management differs from leadership. Many analysts now consider leadership and management to be separate skills with both managers and leaders necessary in successful organizations. Leaders are typically ascribed the role of visionary with managers given the role of implementing the leader's vision."
Abstract This paper explores the lack of effective leadership in an organization within a technology company. In addition, the paper also explores what would be necessary to make the leadership of the organization more effective.
Table of Contents:
Background
Overview of OCI Profile
Problem Statement
Literature Review
Definition of Leadership What is Effective Leadership?
Importance of Effective Leadership Leader-Member Exchange Theory
Situational Leadership Model
Problem Analysis
Solutions
Reflection
Appendix
References
From the Paper "Background:
The organization under study is The Market Intelligence Team (MIT) in the Consumer Americas Marketing (CAM) organization within Hewlett-Packard (HP). MIT is responsible for managing primary and secondary research projects, and disseminating research information to the larger CAM organization. The MIT is comprised of nine members that are geographically dispersed. The members of the MIT have been working together since a company-wide reorganization that took place one year previously. The reorganization was implemented as a result of a decision made by the board of directors and executive council to move the company into the twenty-first century and become more customer-focused. In addition, the reorganization was also to address that employees and customers felt that the company was losing the famed "HP way", or spirit created by founders Bill Hewlett and Dave Packard (Connolly, 2003). As a result of the re-organization several members of the MIT have job descriptions that are significantly different than the job description of the position they were hired for."
Abstract This essay covers three different types of leadership strategies: Charismatic leadership, transformal leadership and strategic leadership. The paper explains that charismatic leadership is based on one's ability to charm followers into performing tasks. Transformal leadership occurs when management also functions as followers and lets the work force do some of the leading. Strategic leadership is upper-management making decisions to shape the vision and direction of the organization.
From the Paper "Charismatic leadership is a type of leadership based on one's ability to have charisma and lead through inspiration or magnetic charm. This type of leadership has come under scrutiny over the last several years. Managers are frequently told that they need to be charismatic in order to have employees follow their lead, and students are being taught these techniques as they prepare themselves for the business world. However, Blackwell, Gibson, and Hannon in their 1998 article, "Charismatic Leadership: The hidden controversy," posed three particular questions in regards to the effectiveness of charismatic leadership. First, they ask is charismatic leadership a positive thing? This question stems from a business perspective of needing people to be charismatic or not. In short, how effective is this trait in the business world?"
Abstract The paper discusses the history of teacher leadership in American schools from colonial America to the present. It incorporates an overview of any studies conducted of teacher leadership and teaching styles, inclusive of those utilized in colonial times through the present, and reflects changes occurring in teacher leadership during the last several decades.
Outline:
Background to Teacher Leadership Early Teacher Leadership Teacher Leadership Developments
The Modern Classroom
Summary of Literature
From the Paper "Historically, during colonial times in particular, teacher leadership was viewed much like one would view any trade or craftsmanship; that is it required full engagement with principles that should direct a trained leader to effect positive changes in students through lecture, group discourse and intuitive thinking (Campbell, et al, 2000; Likert, 1961). Many feel that in early times including during colonial times teaching was viewed more as intuitive, whereas in modern times teaching and teacher leadership has become more scientific and analytical in nature, with teachers adopting multiple models or paradigms of instruction for institutional success."
