| Papers [1-16] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "GROUP LEADERSHIP": |
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Group Leadership Skills, 2004.
An analysis of the importance of leadership skills in group leadership.
2,547 words (approx. 10.2 pages), 12 sources, MLA, AU$ 112.95
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Abstract
This paper examines the various skills that are characteristic of group leadership. It then explores the importance of group leadership skills in the management of an organization and how these skills can positively affect production.
From the Paper
"Group leadership skills refer to the ability of a leader to manage a group in a manner that ensures maximum cooperation between group members and helps each make significant contribution for the accomplishment of organizational goals and objectives. Recent studies in the field suggest that group leadership skills may differ from individual leadership but the essential core competencies probably remain the same. For this reason, let us first understand what leadership means and how crucial a role in plays in organizations today. Fenton (1990) explains who a leader is: ?Leaders stand out by being different. They question assumption and are suspicious of tradition. They seek out the truth and make decisions based on fact, not prejudice. They have a preference for innovation." "
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Group Leadership, 2002.
An examination of the definition of group leadership including a focus on whether good leaders are born.
1,440 words (approx. 5.8 pages), 5 sources, MLA, AU$ 69.95
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Abstract
The following paper discusses the importance of leadership, various styles of leadership, and the difference between leadership and management. The writer concludes from the research that leadership is a difficult art to be mastered, but those who do have even partial mastery of leadership skills can literally transform the group in which they function.
From the Paper
On rare occasions a leader may only be leading a single individual, but in most real life situations a leader would be acting as a leader of a group. So a group, whether formal or informal, is the environment in which a leader operates. Group leadership can, therefore, be defined as the process of influencing a group of people to achieve a specified goal or a task. The goal may or may not have specified by the leader himself, as the leader may be acting on behalf of an organization with pre-defined objectives, although establishing direction is also part of leadership. It is generally accepted that without some kind of leadership in an organization or society there would be chaos and anarchy. Hence the over-riding importance of group leadership and the constant endeavor of social scientists, psychologists and management experts in trying to unravel the mysteries of the complex subject;
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"Joining Together: Group Theory And Group Skills" ( D. W. Johnson and F. P. Johnson ), 2002.
Examines the pattern of ideas in this book on group dynamics.
675 words (approx. 2.7 pages), 1 source, AU$ 34.95
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Abstract
Examines the pattern of ideas in this book on group dynamics. Primacy of the group in individual life experience. Group theory applied to effective problem solving. Factors of effective communication, social interaction, cooperation and leadership. Idea that social interaction can function for good or ill. Dynamics of social interchange. Types of groups.
From the Paper
"This research examines the pattern of ideas in Joining Together: Group Theory & Group Skills by Johnson and Johnson, as well as the means by which the authors articulate their view of the primacy of group dynamics in individual life experience. The research will set forth the principal lines of thought in the text and then discuss the value of a solid grounding in group theory to the practice of effective problem solving via effective communication, social interaction, cooperation, and leadership.
Group theory cannot be understood apart from the concept of dynamics, i.e., that groups are living things, functioning as a consequence of communication and leadership (Johnson & Johnson, 2000, p. 38), and functioning in a continual state of change. Indeed, changing patterns of communication and leadership are the ..."
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Work Groups without Leaders, 2005.
A discussion of what happens to a work group when there is no leadership.
900 words (approx. 3.6 pages), 3 sources, AU$ 51.95
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Abstract
The paper examines the topic of leadership amongst the workers in the workplace. The paper states that without the inclusion of an effective leader workers lack the motivation to complete tasks in a supportive team manner. The paper explains the ramifications of a work group not having a clear leader to act a mediator between management and staff. The paper also discusses the issues that can arise due to unclear leadership of the workers.
From the Paper
"Without the inclusion of an effective leader workers lack the motivation to complete tasks in a supportive team manner. This is evident because without a leader there is no individual that is consistently working to achieve the needs of the workers, nor anyone to ask as a mediator between management and staff. When effective leaders are not present within the organization there is also a communications issue within the organization because singular employees have no one else to turn to but management, and this often leads to feelings of fear, insecurity, or a belief that management will not be concerned with worker's problems, only organizational goals. Additionally, there may be tensions between management and the workforce because management is generally unavailable to the workers as the run the day-to-day business of the organization."
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Working with Groups, 2001.
A case study of a specific work group in operation and its leadership.
2,735 words (approx. 10.9 pages), 10 sources, APA, AU$ 118.95
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Abstract
The paper is presented as a work group case study of an end-of-year meeting. The paper covers and analyzes several task and maintenance issues such as determining membership, goal setting and group environment. The paper then evaluates the outcome of the meeting and presents several suggestions for improving on further meetings.
From the Paper
"Today?s organizations are realizing the synergistic power of groups and are increasingly introducing teams into normal work life. With the emergence of project teams, self-directed work teams and other work groups good leaders are vital to maximize their effectiveness as they seek to achieve organisational goals. For an organization optimum team performance could become a source of competitive advantage."
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Leadership Models, 2008.
This paper provides a comparison of four leadership models: transactional leadership, transformational leadership, charismatic leadership and servant leadership.
1,900 words (approx. 7.6 pages), 6 sources, MLA, AU$ 88.95
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Abstract
In this article, the writer notes that the nature of leadership includes autocracies and dictatorships on one end of the spectrum, and absolute autonomy (or laissez faire) on the other. In-between the polar extremes of servitude through oppression and complete autonomy, several leadership styles have evolved that emphasize different aspects of human motivation and achievement, in different proportions. The writer points out that certain leadership approaches are most appropriate and likely to produce efficient results in some situations and others are more likely to contribute to the success of group enterprise in others. The writer then discusses transactional leadership, transformational leadership, charismatic leadership and servant leadership.
Outline:
Introduction
Transactional Leadership
Transformational Leadership
Charismatic Leadership
Servant Leadership
Conclusion
From the Paper
"Mutual cooperation within human societies is, necessarily, task and goal oriented, because cooperation and shared efforts yield results more productively than exclusive self-responsibility for every need of the individual. Throughout most of human existence - particularly before the Industrial Revolution - the vast majority of human cooperation was motivated primarily by the simple desire of the individual to meet the basic needs of self and family. Living in a group, even under the oppressive wielding of authority, allowed many individuals to achieve more for themselves than would have been possible without reliance on others.
"This observation of human social societies is still just as applicable today, except that the specific role of most individuals is many levels more removed from the most basic needs."
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Leadership Styles in the 21st Century, 2008.
A comparison of the characteristics of three leadership styles - transformational leadership, transactional leadership and servant leadership.
2,573 words (approx. 10.3 pages), 22 sources, APA, AU$ 112.95
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Abstract
This paper discusses three different leadership styles - transformational leadership, transactional leadership and servant leadership. It looks at each leadership style individually and discusses its characteristics. The paper then examines the way that each style impacts the relationship between leaders and followers and implicitly the company in its own particular way. Finally, the paper compares the different styles within tables.
Table of Contents:
Introduction
Transformational Leadership
Transactional Leadership
Transformational Leadership
Transactional Leadership
Servant Leadership
Transformational Leadership vs. Transactional Leadership
Transformational Leadership vs. Servant Leadership
Transactional Leadership vs. Servant Leadership
Conclusion
From the Paper
"Many authors have suggested that the transformational leadership has come as a completion of the transactional one and after a deeper analysis it can be seen that the transformational and servant ones are very similar. The three leadership types are not mutually excluding each other. In fact, a good leader is assumed to display characteristics from all these types. He/she needs to focus both on people and organizational goals because people are not his/her only "clients". Shareholders and customers enter in this category as well, which makes organizational goals important. A good leader should know what is the right mix of rewards and when to use the reward system and when not, because the excessive use of rewards inhibits the follower's loyalty and increases the probability for it to leave the organization. Also, it should know what the right attention that needs to be paid to its own development is, so that this one doesn't become detrimental to other people's development."
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Group Teachers as Leaders: Methodology, 2008.
A proposal for a case study to explore the role of teacher leader as group leader and how group work performance is affected by leadership.
1,777 words (approx. 7.1 pages), 8 sources, MLA, AU$ 83.95
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Abstract
This paper proposes a case study as being the most appropriate method to research how teachers function as group leaders. The author discusses the use of group work at schools and the importance of leadership. The author describes the sample group that will be used in the case study, the kind of school from which the group will be chosen, the task that the group will be given, and the manner in which data will be collected during the study and analyzed.
From the Paper
"The problem in translation for the teachers themselves when embarking on a group work task is the tendency towards egalitarianism and democratic principle, often seeking to not establish clear leadership to protect all from feeling lesser or greater in the process. Sadly, in an attempt to demonstrate effective group work, leadership is fundamental and peer leadership is often the key. If group work is always conducted in a manner where a primary leader is appointed from outside the peer group, such as the principal or the teacher who is most likely to demand leadership by virtue of personality or seniority, some idea may be lost in the group dynamic."
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In and Out Groups in Organizational Theory, 2007.
A discussion of organizational theory with regards to in-groups and out-groups within the business environment.
900 words (approx. 3.6 pages), 4 sources, MLA, AU$ 46.95
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Abstract
This paper examines organizational theory regarding in-groups and out-groups and how this theory is critical in today's business environment because of the emphasis on teams and team formation. The paper explains that in-groups and out-groups are important for organizational leaders to understand and comprehend at risk of allowing an organization to fall into disarray and inefficiency. The paper also discusses how the differences between these two types of groups within the organization are stark - one group can be characterized by its inclusion and its sense of accomplishment and trust while the other can be characterized by its marginality and its lack of inclusiveness in any decision-making processes. The paper also points out that the effect of these two types of groups on any given organization is almost always negative but sometimes their full impact is not noticed until long after they form. In conclusion, the paper shows that leaders and managers need to be aware of these groups and ensure that no employees are isolated or excluded from the requisite inclusion within the business and organizational processes of the organization itself.
Outline:
Overview
In-Group Experience
Out-Group Experience
Differences
Effect of These Groups
Membership & Performance
Leadership Factors
From the Paper
"Often, membership in these groups is not necessarily related to task or task performance. While an individual completely botching a task might potentially land them in the out-group, generally these groups form based on inter-personal reasons and relationships with various other co-workers and with management (Harris 142). As previously mentioned, group formation is not necessarily a bad thing to happen in the context of an organization. The danger is that such groups, if not properly managed, can lead to ostracizing and isolating valuable employees and even fellow team members."
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Leadership, 2005.
This paper is an extensive research based on a literature review, of the perennial question: "Are leaders born or made?"
37,050 words (approx. 148.2 pages), 230 sources, APA, AU$ 363.95
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Abstract
This paper states that the objective of the research is to demonstrate that leadership development is actually a process that develops over many years and requires the support of education and training. The author points out that an important component of leadership is self-knowledge, which includes: Recognition of one's own strengths and weaknesses, the ability to take risks and recognition that mistakes are an opportunity for learning. This paper concludes that discussing one's ideas and values, developing a teachable point of view, and developing stories, which bring these views to life, are all learnable skills; therefore, it is clear that leadership is strongly linked to learning and education.
Table of Contents
Preface
Subject of Investigation
Needs, Interests and Problems Detected
Justification of the Thesis Theme
Objectives
General Information
Specifications (Methodology)
Goals
Introduction
Literature Review
Research throughout History
Early Approaches to Leadership Study
The Conceptualization
Transformational Leadership
Transformational Leadership Education
The Transformation of the Organization
Today's Views on Leadership
Birth Order: Research on Whether Leadership Is Genetic
Supporting Literature
Birth Order and Trait Theories of Leadership
Born or Made: The Debate
Authentic Leaders
Leaders and Leadership
Leadership Characteristics
Communication
Trust
Self-Knowledge
Diffused Leadership
Leadership Development
Case Studies
Examples of Leaders
Characteristics of Leaders as Defined by a Leader
Leadership: Cases of Leaders Who Learned Despite Disadvantages
African American Transformational Leaders
Introduction
Assessing Individuals for Transformational Leadership Qualities
Transformational Leadership Style
Leadership in Schools
Education and Leadership: A Strong Link
Three Keys for Leading
Leadership Quotations
Quotations
Discussion of Literature on Leadership
Current Leadership Research
Transformational Leadership
Skills-Authority
Organizational Issues
Transactional, Relational, Transformational and Charismatic
Levels of Leadership
Contingency Theories
Fiedler's Contingency Model
Conclusions and Recommendations
Dispelling the Myths
Myth #1: Leaders are Born, not made.
Myth #2: Real Leaders are Effective because of what they Know.
Myth #3: Effective Leadership is Scarce.
Interests of Leadership
Recommendations
Conclusion
From the Paper
"There are five levels of leadership systems: the individual, small group relationships, teams, company-wide and intra-company. The best leaders will also manager their own leadership by utilizing the three basic types of leadership - directional (strategic leadership and determining where the organization will go), implementation (determining how the organization will make it to wherever it is headed) and interpersonal (involves the process of getting human resources behind organizational goals and objectives)- into their leadership strategy. Over the past several years, one of the most important contributions psychology has made to the field of business has been in determining the key traits of acknowledged leaders. Psychological tests have been used to determine what characteristics are most commonly noted among successful leaders. This list of characteristics can be used for developmental purposes to help managers gain insight and develop their leadership skills."
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The Al Qaida Terrorist Group, 2001.
An examination about what is know of this group, its leaders and intentions.
850 words (approx. 3.4 pages), 4 sources, MLA, AU$ 44.95
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Abstract
A brief look at the Al Qaida Terrorist Network. This paper looks at the group's leadership, where they get their training and funding and what their ultimate goals are. It also examines their strategies and methods for achieving these goals.
From the Paper
"There are many terrorists groups throughout the world, but the most extreme of these radicals are the Al Qaida. Established by Osama bin Laden in the late 1980s, the groups originally worked to bring Arabs together to fight against the Soviet Union in Afghanistan.
"Its current goal is to ?establish a pan-Islamic Caliphate throughout the world by working with allied Islamic extremist groups to overthrow regimes it deems ?non-Islamic? and expelling Westerners and non-Muslims from Muslim countries."
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Organizational Leadership, 2004.
This extensive paper discusses organization leadership and analyzes leadership in three companies, Nationwide Financial, Marriott Hotels, and Lloyd?s Bank.
14,660 words (approx. 58.6 pages), 55 sources, APA, AU$ 363.95
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Abstract
This paper examines the behavior of workers within an organization or company as related to the process of change management, organizational behavior, and leadership styles; to expectations expressed by the leadership within the organization; and to the steps, which were either effective or ineffective, in processing the required and desired change within the organization. The author points out that the area with the greatest influence on organizational behavior is the leadership and the leadership style of those responsible for the organization. The paper stresses that, in organizations in which a bureaucracy is a functional source of existing leadership, a factor in all three case studies, simply limiting the bureaucracy can initiate minor organizational change. Charts.
Table of Contents
Introduction
Conceptual Framework
Transformational Leadership
Organizational Commitment
Definition of Terms
Leadership Style
Transformational Leadership
Transactional Leadership
Laissez-faire
Organizational Commitment
Case Presentation
Case Study #1: Nationwide Financial
Reluctant leaders
Arrogant leaders
Unknown leaders
Workaholics
Case Study #2: Marriott Hotels
Case Study #3: Lloyd?s Bank.
Discussion in Terms of Leadership, Change Process, and Organizational Commitment
Conclusion
From the Paper
"In terms of its effects on an organization, the Laissez ?Faire leader can create the most significant gap between what he believes is going on in the organization, and what is actually occurring. Because this leader typically manages by exception only, the organization can continue in a dysfunctional state, but if the devolving performance never comes to the leaders attention, the organization will continue unabated. There are some situations in which the Laissez-Faire approach can be effective. The Laissez-Faire technique is appropriate when leading highly motivated and skilled people, who have produced excellent work in the past, and have a history of efficiency. Once a leader has established that his team is confident, capable and motivated, he can step back and let them get on with the task. In this type or organization, if the leader interferes, he can generate resentment and detract from their effectiveness. By handing over ownership, a leader empowers his group to achieve their goals. What is important to note about this leader, in handing over the ownership, he also relinquished his active involvement in the process, and thereby diminished his influence, and thereby his level of effectiveness."
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Leadership Styles, 2007.
A narrative essay comparing the benefits of servant leadership with situational leadership.
3,145 words (approx. 12.6 pages), 7 sources, MLA, AU$ 133.95
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Abstract
This paper discusses and compares servant leadership and situational leadership. It shows personal reflections on these particular leadership styles, how they are being used now by the author and how the author plans to use them in the workforce once he is employed. The author gives his personal view on types of leadership styles and which are most effective.
Table of Contents:
Introduction
Discussion of Servant Leadership
Discussion of Situational Leadership
Personal Reflection on Leadership Styles
Summary/Conclusion
From the Paper
"Those who have paid attention to the changes that have been going on in the business world and what was perceived to be the comparatively small differences between leadership styles should now be more aware that there are definite and distinct differences between the situational style of leadership and the servant style of leadership. Many managers are reading books that deal with the differences between the styles so that they can be aware of the strengths and weaknesses to be found in the styles and the ways that they are used - sometimes these have been believed to be somewhat gender specific, but that idea is changing (Freed, 2003). Not only is this significant in the fact that it indicates a desire for understanding of different leadership styles, but it also helps these individuals to be more comfortable in dealing with those who have different styles and opinions."
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Effective Leadership Styles, 2008.
An overview of leadership and the three dominant leadership styles.
1,176 words (approx. 4.7 pages), 10 sources, APA, AU$ 59.95
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Abstract
The paper relates that effective leadership is considered by many modern business analysts to be among the most significant predictors of the success or failure of any given business venture. The paper then discusses the three main types of leadership; transactional, transformational and charismatic leadership.
Outline:
Introduction - Leadership Styles
Transactional Leadership
Transformational Leadership
Charismatic Leadership
From the Paper
"According to evolutionary anthropologists and psychologists, human beings evolved a predisposition toward group cooperation long before recorded history. Whether as nomadic tribes, hunter-gatherers, or agriculturalists, group cooperation and the joint effort of many enabled every individual to achieve a safer, healthier, and more prosperous existence than would ever have been possible alone. The phenomenon of eadership in one form or another almost certainly arose naturally, because human societies always exhibit group dynamics substantially based social hierarchies and on the relative authority of those highest in social status over those lower in social status (Gerrig & Zimbardo 2005)."
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Authenticity in Leadership, 2005.
This paper is a literature review discussing authenticity in leadership and business leadership education programs.
20,880 words (approx. 83.5 pages), 43 sources, APA, AU$ 363.95
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Abstract
This paper explains that authentic leadership, which embraces self-knowledge that does not mind facing personal shortcomings or needed change, is critically lacking, but very needed, in today's global environment. The author points out that leadership development can impart particular skills and provide experiences to learn these skills such as communication, more efficient management and organization, staff relationships and achieving their vision. The paper relates that the primary learning experiences for authenticity in leadership appear to be through experiential learning; therefore, funding of programs that bring together the many different cultures of the world in combination with the many different perspectives and views is very important. Charts and tables.
Table of Contents
Introduction
Evolution of Organizations
Evolution of Leadership
The Emerging Profile for Leadership Effectiveness
Authenticity as a Key Attribute for Effective Leadership
Concepts of Authority in Leadership
Scope, Components, Correlates
Evidence of Positive Effects of Authenticity in Leadership Productivity, Morale
Performance, Results
Other Benefits
Examples of Authentic Leaders and Their Development
Learned in school
Culturally Derived
Experientially Derived
Mentored Result
Business School Preparation of Students to Lead with Authenticity
Assessment of Effectiveness
Student Perceptions
Awareness of the Need - Indications
Perceived Confidence to Lead Effectively
Global Leadership Issues
Conclusions
Apparent Message of Students
Need for Research
From the Paper
"The evolution of leadership as well as that of the business organization itself has seen many popular methods and procedures in team leading come and go, however there are primary methods of leadership that always come back around to popular use due to their effectiveness. Just as the corporate and business environment has shifted through many phases with methods and procedural evolution there has also been evolution in leadership methods and styles. From the earlier days of the very amoral leaders there have been many corrupt dealings for Enron did most certainly not write the book on this type of business dishonesty."
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