| Papers [1-16] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "LEADERSHIP ATTRIBUTES": |
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Leadership Attributes, 2007.
This paper discusses effective leadership in healthcare management.
2,777 words (approx. 11.1 pages), 2 sources, MLA, AU$ 119.95
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Abstract
The paper explores three of Steve Covey's "Seven Habits of Effective People," in relation to a material manager's position at a major hospital. The paper then looks at three other leadership attributes; influence, power/coercion and consultation. The paper discusses how effective leadership in the materials management department translates into a higher quality of patient care.
Outline:
Leadership Attributes
Conclusion
From the Paper
"The healthcare industry as a whole has an ethical responsibility to provide quality service for the population that they serve. They must make certain that they strive to achieve the highest level of quality possible. People's lives depend on them. Even if they are not directly involved in patient care, their job must be done with integrity and ethics. The materials manager is responsible for making certain that everyone on the healthcare team has what they need when they need it. This is perhaps more crucial in the hospital setting than in any other industry. Lives depend on the supplies needed for their treatment."
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Leadership, 2002.
An essay on leadership attributes.
3,400 words (approx. 13.6 pages), 6 sources, AU$ 180.95
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Abstract
This paper discusses attributes of leadership and explains differentiating elements between managers and leaders in the context of a critical and evaluative account of the life, career, achievements and the failings of noted American businessman-politician H. Ross Perot.
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Organizational Leadership, 2002.
An overview of the leadership attributes required in the changing workplace.
3,173 words (approx. 12.7 pages), 19 sources, MLA, AU$ 132.95
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Abstract
This paper looks at how, in the last decade, the definition of an effective leader has changed from a charismatic and autocratic decision maker to a steward, designer, and builder of learning organizations. It discusses how globalization has changed the way organizations operate and conduct business and how the lead-time and the barriers to entry for business have also decreased. It also shows how competition and rapidly changing technology have made decision making time shorter, and often, leaders in organizations have to make decisions based on instinct and their knowledge of the workplace.
From the Paper
"The ability of a leader to lead and appeal to others around him is important. Charisma is defined as charm, personality, appeal, magnetism that an individual possesses. It is a trait most think they are born with?charisma can however also be taught with varying success to people who do not posses it. Emotional resilience and rational thinking, in addition to the qualitative leadership skills are important requirements for a charismatic leader. Organizational motivation and increased employee productivity are areas where charismatic leadership can be utilized very successfully. The art of knowing how to lead and the ways of leading may differ between various leaders. Darwin E. Smith CEO of Kimberly-Clark for example may not have had what is traditionally required for a charismatic leader that the world saw."
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A Non-Entitative Perspective on Organisation and Leadership, 2002.
A critical examination of the practical and conceptual liabilities inherent in traditional entitative approaches to the study of leadership as a key attribute of organisational behaviour.
1,850 words (approx. 7.4 pages), 12 sources, MLA, AU$ 86.95
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Abstract
This paper looks at how historical approaches to leadership research have focused on paradigms which are entrenched in an entitative concept of organisation which somes argue dominate the disciplines of organisational behaviour and human resource management. It discusses how such an approach focuses on the characteristics of individuals and groups within organisations and how the person and the organisation are viewed as separate and distinct entities. It explores the nature of non-entitative approaches to leadership research and articulates some key conceptual and practical liabilities associated with traditional entitative approaches.
From the Paper
"Central to entitative perspectives is that the concept of organisation is seen to require explanation as a whole, thus emphasising the separateness and independence of individuals, organisations and contexts. Thus, individual behaviour is theorised independently of context and the extent to which context shapes behaviour and behaviour shapes context is ignored. (Hosking & Morley, 1991; Thomson & McHugh, 1995). This short essay draws heavily on the work of Hosking & Morley (1991) to presents an alternative, social constructivist view of organisations, organising and thus leadership, which emphasises a contextually interdependent relationship between organisational entities and their environment."
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Rogers' Five Attributes of Innovation, 2008.
An explanation of the introduction of an innovation into an organization.
2,008 words (approx. 8.0 pages), 6 sources, APA, AU$ 91.95
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Abstract
This paper looks at the diffusion of a particular innovation within a farm goods retailer. It discusses the history of the diffusion process at this organization and identifies the opinion leaders and change agents promoting the decision and the ensuing results. The author then goes on to describe the innovation-decision process within the organization and the communication channels that exist within the organization.
From the Paper
"In the course of one's organizational life, decisions about whether to adopt or reject a new innovation are fairly frequent; as most of us well-know, sometimes the decisions taken are wise, and sometimes the decisions taken are bad. With that in mind, the following paper will look at the diffusion of a particular innovation within a farm goods retailer for which I once worked. Specifically, I will begin by discussing the history of the diffusion process at this organization as best I can. From there, I will identify the opinion leaders and change agents promoting the decision and the success - or lack thereof - they encountered. With that out of the way, the essay will next look at the innovation-decision process within the organization as it unfolded when the new technology was adopted. From there, time will be set aside to looking at whether or not the organization adopted the new innovation and, if it did so, whether or not it was slow or fast in doing so. Pressing onward, an examination will be undertaken of why the change diffused at the pace it did and what role the organizational social structure played in the diffusion of the innovation. Finally, the paper will identify the communication channels and network existing within the social structure of the organization and how knowledge about the innovation was distributed and the role played by change agents in cultivating an acceptance of change. In the end, what will become evident is that long-standing institutional barriers - particularly organizational culture, the perception that one's interests are not served by the innovation, and the adaptability of older workers - all determine the rate of diffusion for an innovation."
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Organizational Behaviour and Managing People, 2008.
An analysis of the differences between leadership and management and the attributes that leaders need in order to maximize performance.
1,603 words (approx. 6.4 pages), 7 sources, APA, AU$ 75.95
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Abstract
This paper examines several theories of leadership and defines significant differences between leaders and managers. The writer discusses how different types of leadership, such as transactional and transformational leadership, impact team performance and how change management is crucial in order to guide teams to improve and increase performance levels. Leadership skills that are also necessary for success are discussed. The writer concludes by listing strategies that enable leaders to succeed in creating a high performance team that can synchronize performance, skills, knowledge and decision making capabilities.
Outline:
Introduction
Defining Leadership versus Management
Transformational and Emotional Intelligence Leadership Theories
Leadership and Its Impact on Team Performance
A Critique of Team Leadership
Conclusion
Recommendations
From the Paper
"While trait-based theory and the cited taxonomy of sources of power only partially define a leader's ability to gain consensus and deliver exceptional results, the aspects of transformational leadership and emotional intelligence leadership theories provide additional insights into how leaders can attain the collaboration of collective performance, skills, knowledge and decision making that form the foundation of this critical examination. House & Shamir (1993, pgs, 82 - 87) and Yukl (1999, pgs. 110 - 113) both define transformational leadership as a critical skill set for leaders to attain emotional intelligence (EI) as a transformational strategy for leaders to create a more collaborative set of team processes to ensure collective performance is achieved."
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Emotional Intelligence, 2005.
Research exploring leadership attributes to help discover if there are any traits that distinguish high performers from average performers among organizational leaders.
2,073 words (approx. 8.3 pages), 5 sources, MLA, AU$ 94.95
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Abstract
This two part research paper takes a look at the requirements and the role of the manager within a company, specifically studying the companies Johnson & Johnson and Sydney Water. The paper discusses the idea of emotional intelligence when managing a team or business group.
Outline:
Part 1: Research Report
Part 2: Workplace Report
Research Journal Evaluation
Detailed Evaluation and Application to the Workplace
Application to the Work-Based Project
Input from Five Managers
General Comments
From the Paper
"The third component of emotional intelligence is motivation. Motivation goes beyond the quest for money and to make a living. Motivation means that a person feels passionate about what they do and this energy is transferred to those around them and serves as an inspiration to achieve team and group goals. Empathy is the ability to understand the emotional makeup of other people. This ability constitutes the fourth measure of emotional intelligence. Social skills are the fifth component of Goleman's emotional intelligence. According to Goleman, social skills encompass managing relationships and building networks. It is the ability to find common ground and build rapport among members of a group. This element of emotional intelligence means the ability to build a cohesive team. "
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Leadership and Entrepreneurship, 2008.
An analysis of leadership issues faced by small and medium sized enterprises.
2,334 words (approx. 9.3 pages), 8 sources, MLA, AU$ 103.95
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Abstract
This paper discusses how the success of any organization is largely dependent on the various leadership styles, attributes, and models applied during the process of achieving organizational goals, irrespective of the size, type or nature of the said business. These various leadership styles, models and attributes as well as the uncertainty of environmental factors in connection with small and medium enterprises, as observed through various research findings and case studies are discussed elaborately in the paper.
Outline:
Introduction
Leadership Issues faced by SMEs
Business Models for SMEs
Competing Demands of Stakeholders
Environmental Uncertainty and Entrepreneurial Orientation
Conclusion
From the Paper
"The process of rational strategic decision making in SMEs requires a long-term stable attitude towards risk. Thus the process of leadership in such small and medium sized enterprises should be future oriented, so as to encompass the various strategic obstacles that these firms might have to encounter in the long run. One of the key advantages for small firms, however, is the level of flexibility available to them within their domestic markets which enables them to adapt quickly to the changing market place in order to suit the demands of its customers. The strategic dilemma however, lies in the fact that dispersing their activities as well as market segments as widely as their larger competitors may not always be possible for the small enterprises leaving them with very few viable options / strategies for survival. In such a case the SMEs can hope to combat the challenges posed by the changing market place, by swiftly adapting to its needs and demands and thus reduce risks in the process. "
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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$ 360.95
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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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Margaret Thatcher and Leadership, 2000.
An examination of the development of her characterand leadership skills, personality, psychosocial factors, ideology, religion and charisma.
2,250 words (approx. 9.0 pages), 13 sources, AU$ 114.95
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Abstract
Political leadership involves many attributes. It often includes a power relationship, a capacity to persuade, as well as intuitive tactical and strategic skills. However political leadership is also framed by an individual's particular emotional and psychological development.
From the Paper
"Political leadership involves many attributes. It often includes a power relationship, a capacity to persuade, as well as intuitive tactical and strategic skills. However political leadership is also framed by an individual's particular emotional and psychological development.
Margaret Thatcher grew up in a small apartment on the top floor of her father's grocery. She entered the political arena at an early age, coaxed along by her father. She often took notes at her father's political meetings, helped out in local election campaigns and worked at Conservative Party headquarters whenever she could (Harris, 1988, p.44). Thatcher was 14 when..."
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Leadership Potential in the Coast Guard, 2007.
A discussion on the importance of leadership qualities among United States Coast Guard members.
1,462 words (approx. 5.8 pages), 15 sources, MLA, AU$ 70.95
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Abstract
This paper discusses the importance of building leadership potential early in the careers of the United States Coast Guard members. The paper talks about the general importance of leadership qualities and how these attributes can be applied to coast guard members to improve the service that they provide. It suggests some places where individuals can learn leadership qualities before joining the United States Coast Guard.
From the Paper
"Another History Today article extols the leadership of British Vice Admiral Horatio Nelson, who led British ships into battle in the late 1700s, defeating, among other notable forces, Napoleon's fleet in the Battle of the Nile (1798). His leadership philosophy, according to historic records in his own words: "A commander gives his orders in a manner that ensures that his subordinates understand his intentions, their own missions, and the context of those missions" (Vincent, 2003). Moreover, Nelson went on, "Subordinates are told what effect they are to achieve and the reason why it needs to be achieved." That is good advice for today's leaders in the CG; explain the mission and why it is pivotal, don't just bellow out orders."
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Entrepreneurial Leadership Styles, 2006.
A comparative analysis of entrepreneurial leadership styles in Sweden and China.
15,254 words (approx. 61.0 pages), 53 sources, MLA, AU$ 360.95
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Abstract
In recent years researchers have contributed different causes as responsible for the success of a country's economic system and as a result, differing models for economic growth suggest multiple possible paths for success. This paper examines how two countries of notable global success, attributable to each of its entrepreneurial leadership skills, are Sweden and China. It offers a comparative study of the entrepreneurial leadership of both Sweden and China, taking into consideration such factors as their political and economic history, leadership styles and regulatory changes. It concludes with an analysis of the factors that both entrepreneur leadership styles have in common.
Outline
Introduction
Entrepreneurial Leadership
Entrepreneurial Research and Development and Economic Growth
Leadership Studies and Analysis
Entrepreneurial Leadership in Sweden
Entrepreneurial Leadership in China
Comparison of Swedish and Chinese Entrepreneurs
Conclusion
From the Paper
"Entrepreneurial leadership is leadership that is based on the attitude that the leader is self-employed. Leaders of this type take initiative and act as if they are playing a critical role in the organization and energize their people, demonstrate entrepreneurial creativity, search continuously for new opportunities and pursue them, take risk, venture into new areas and provide strategic direction and inspiration to their people (Kotelnikov, 2005). These leaders also take responsibility for the failures of their team, learn from these failures and use them as a step to ultimate success and strategic achievement. Entrepreneurial leadership involves instilling the confidence to think, behave and act with entrepreneurship in the interests of fully realizing the intended purpose of the organization to the beneficial growth of all stakeholders involved (Kotelnikov, 2005)."
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Leadership in the U.S. Army and Navy, 2004.
Examines the qualities that make leadership in these two branches of the U.S. military so successful.
1,328 words (approx. 5.3 pages), 3 sources, MLA, AU$ 64.95
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Abstract
From the War of Mexico through the present, the Army and the Navy have worked together seamlessly in many operations. A key attribute to the success of these operations is leadership. Both services have separate definitions and ideologies on how leadership is structured. This paper depicts some of these differences at a basic level and allows one to see how the effectiveness of these two branches is not diminutive, even with the differences in leadership. The paper includes a table of contents and a graph.
Table of Contents
Background
Leadership Defined
Functions of Naval Leadership
Navy Characteristics
Army Characteristics
Army Leadership Levels
Direct
Organizational
Strategic
Conclusion
References
From the Paper
"Cognitive ability is skill that is required be leaders so they are able to gather, incorporate, and interpret vast amounts of data. A leader needs to be able to take this information and formulate strategies, solve problems and make sound decisions. Having this ability includes being able to think multi-dimensionally or ?out of the box?. A good leader must have above average intelligence in order to incorporate all the information. In many cases, a ?book smart? leader will not be able to do this."
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Charismatic Leadership, 2002.
An analysis of charisma and its role in leadership development.
2,834 words (approx. 11.3 pages), 14 sources, MLA, AU$ 122.95
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Abstract
This paper examines how charismatic leadership is often characterized by a number of factors, including a strong vision, respect by subordinates and a true commitment towards the overall well being of an organization and its employees. It looks at how charisma allows a leader to convey his or her thoughts so that others will truly listen and act accordingly. It shows how charismatic leadership is often considered to be magnetic and almost Godlike in nature in some organizations and can even be considered a dangerous attribute if the leader does not possess good intentions. It looks at the role of charisma in leadership development and provides some influential examples that demonstrate the importance of charisma in leadership activities.
Outline
What is Charisma?
How is Charisma Perceived?
The Importance of Charisma in Leadership Transformations
Other Qualities of Charismatic Leaders
Conclusion
From the Paper
"Max Weber introduced the concept of charisma as a process by which radical change is implemented and legitimized in societies and organizations (Jacobson and House 2). Weber?s theory includes the following ideas as demonstrated by Riesebrodt (10-11): ?When personal charisma predominates, the fact that charisma can be gained and lost proves that from the followers? point of view it is kind of a magical power which is essentially distinct from the person?charisma is the specific quality of the relationship between leader and followers that defines and constitutes charisma?in modern politics, charisma becomes democratized and is transformed into ascribed charisma.? This last theory indicates that charisma is primarily developed and conveyed in persons who hold positions as democratic leaders. Furthermore, charisma can be defined in terms of crisis or other situations in which the need for a convincing leader is absolutely essential to maintain stability."
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Police Leadership, 2004.
Examines the need to develop leadership in the law enforcement departments in America.
2,134 words (approx. 8.5 pages), 13 sources, APA, AU$ 96.95
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Abstract
This research paper will focus on developing police leadership. A leader is defined as one that leads or guides, one who is in charge of or in command of others. But being a leader takes more than just the ability to lead, particularly in a public office such as being a police department official. The police department, by the nature of its business, comes under public scrutiny and criticism. Today's department leaders must be able to implement fair and just practices, while maintaining a level of patience and understanding for all of their direct reports. This paper identifies the attributes that provide for successful police leadership. It also provides a literature review on the subject and proposes a research project.
From the Paper
"Kouzes and Posner (1987) identified a transformational leadership model with leadership seen as a team activity where the emphasis is on personal commitment and accountability rather than compliance. The idea behind this is that a policeman, as a leader, must be able to motivate and develop highly effective teams. This requires an innovative approach that goes beyond being an authority. The leader needs to establish a connection with those around him and partner with his staff."
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Nursing Leadership, 2008.
This paper uses the author's own experience to exemplify the application of leadership theories to the hospital nursing environment.
1,000 words (approx. 4.0 pages), 3 sources, APA, AU$ 51.95
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Abstract
This paper discusses the correction of a situation of poor morale within the author's nursing staff of a hospital telemetry team. The author attributes this morale issue to a very busy workload, to demanding physicians who mostly are non-collegial and especially to a high turnover rate of new people who leave within a year. The paper related that these resignations were because many nurses, including senior staff nurses, felt powerless in their daily work. The author states that her goal became to enhance the staff's personal level of empowerment. The paper explains that some sources of power were in the extensive experience (expert power) of the staff itself and in the legitimate and recognized leadership power of the author. The author comments that this legitimate type of power can influence, motivate and facilitate the direction of the author's staff.
From the Paper
"I began to empower my subordinates by first utilizing the human resources at hand. The senior staff was a promising starting point primarily due to their accumulated experience within the telemetry unit. This initiation of distribution of power started with the recognition of senior staff that see the opportunity to assume greater responsibility and accountability, influence and direct others, participate in planning, decision-making and implementation. This also went hand-in-hand with the examination of personal motivations for seeking and exerting power."
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