| Papers [1-16] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "LEADERSHIP DEVELOPMENT": |
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Leadership Development, 2007.
This paper discusses the effectiveness of leadership development programs.
1,462 words (approx. 5.8 pages), 21 sources, APA, AU$ 70.95
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Abstract
In this article, the writer notes that researches and studies on the effectiveness of leadership development programs are sparse. The writer points out that results of studies available on a variety of leadership development programs do not offer a clear view of the effectiveness of these programs. The writer maintains that organizations, however, are increasingly investing in their managers and other key employees to develop leadership skills. Further, the writer discusses that it appears that organizations are concerned about the lack of leadership qualities and skills and are investing heavily in training and education of their employees. The writer concludes that leadership development programs and their impact are usually taken for granted.
From the Paper
"Literature review reveals that leadership development programs and their impact are usually taken for granted. It is widely assumed that if a program is implemented, it would produce certain benefits. The assessment of impact has also suffered due to lack of evaluative models or the presence of defective ones. Each year billions of dollars are spent on leadership development programs both in the government and private sector. Organizations are usually seeking results in the form of cost reduction and performance enhancement. The firms are usually concerned about the impact of the program on the "bottom-line" of the organization. But despite all this knowledge, there is a clear dearth of systematic evaluation of leadership programs in organizations especially in terms of its impact on performance. The effectiveness of these programs in terms of financial changes has also suffered from some problems. Most organizations do not hold individuals responsible for financial growth in exchange for training because they feel that one person cannot affect financial health of the company."
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Leadership Development in Heath Care, 2002.
Discusses the constantly evolving state of leadership development in the health care industry.
1,150 words (approx. 4.6 pages), 5 sources, AU$ 64.95
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Abstract
Health care professionals, especially those in administrative positions, undertake leadership development programs to better achieve their goals. The state of leadership development depends on the medical and social techniques used at that time and is therefore constantly evolving. Keeping abreast of changes within the medical community is a necessity for successful leadership development.
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Leadership Development, 2007.
A review of "Leadership Development in Balance: Made/Born," written by Bruce J. Avolio.
1,671 words (approx. 6.7 pages), 9 sources, MLA, AU$ 78.95
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Abstract
This paper discusses a publication entitled, "Leadership Development in Balance: Made/Born," written by Bruce J. Avolio. The paper focuses its emphasis on Avolio's reliance on existing leadership research as it relates to leadership models. It describes how leaders are now expected or should be expected to take an active role in their development.
Table of Contents:
Abstract
Leadership by Review: Born or Made
From the Paper
"Perhaps it could be said that the field of leadership models, though discursive in its overall body of knowledge, can be unified around the consistent theme that each has been charged to identify unique and requisite skills deemed important within the environmental context in which each leadership model was developed and deployed. Avolio's research illustrating the importance of planned development versus passive experience is an important contribution to leadership research relative to leadership models and how leaders can be groomed rather than simply discovered."
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Leadership Development Program, 2004.
An analysis of a leadership development program being organized within an organization.
3,625 words (approx. 14.5 pages), 6 sources, APA, AU$ 145.95
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Abstract
This paper focuses on leadership development within a large organization. It includes coverage of competencies (including a grid), succession planning, mentoring, and strategies for creating a living document or standard operating procedure to accomplish this objective on a long-term basis.
From the Paper
"The focus, direction, and success of a company are a direct result of the leadership provided by human capitol it invests in. It is through the leaders that visions become plans with a path to follow down the road to success. In light of this, the leadership within any company becomes vital to driving that company?s success and investment in their growth and development becomes a requirement, not an optional expense. My employer, Kohler Company, is just beginning to renew its focus on succession planning and leadership development at this time particularly within the Supply Chain. Within the Supply Chain is our customer service Answer Center that focuses on installing new plumbing products, troubleshooting existing plumbing products, and offering presale information."
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Leadership Development, 2004.
This paper discusses the building of leadership training programs in business organizations.
3,050 words (approx. 12.2 pages), 12 sources, APA, AU$ 129.95
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Abstract
The paper explains that motivating and gaining the employee's trust is an important aspect of good management. The author points out that understanding Maslow?s hierarchy of needs in different cultures is important because, after the basic needs, the manner and style of displaying fulfillment in the higher needs may be different. The paper relates that when individuals know and understand both their strengths and their weakness their effectiveness as leaders is greater.
Table of Content
Executive Summary
Introduction
Creating of the Leadership Development Program
The Selection Process
Understanding Leadership Models and Traits
Conclusion
From the Paper
"Many of the U.S. businesses are increasingly going overseas in an effort to be more cost effective and generate more profits for the organization. While many of the corporate cultures and norms that made the company successful may be acceptable and even lauded in the U.S., they may be totally inappropriate for the rest of the world. In the past, American companies were often held up as models of efficiency and functionality. In recent times however, the attitudes and behavior of many leaders and managers within the multinational corporations (MNC) have created a backlash of resistance by many of the overseas-workers. Trust is difficult to build. It takes a long time. It can be lost in an instant due to a single bad decision or insensitive attitude by the managers or leaders. Cultural values are very diversified and complex.
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Leadership, 2006.
An examination of learning theory and it's application in leadership development.
924 words (approx. 3.7 pages), 5 sources, MLA, AU$ 47.95
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Abstract
The paper analyzes the prospect of applying learning theory to leadership development. The paper discusses how learning is a process by which a considerably lasting change in the potential behavior takes place as a consequence of practice or experience. The paper further discusses how the scientific scrutiny of learning began towards the close of the nineteenth century with Pavlov, a Russian scientist, substantiating a learning process using the salivation reflex of dogs, known as the Classical Theory of Learning. The paper examines the work of Thorndike, an American scientist, who came forward with the terminology Operant Conditioning, suggesting that learning takes place as a result of an individual acting upon the environment. The paper further analyzes the work of B.F Skinner.
Table of Contents:
Introduction
From Classical Theory to Operant Conditioning: Thorndike Principle Of Reward
Cognitive Learning Theory
Leadership Development and Learning Theories
Conclusion
From the Paper
"Thorndike demonstrated that periodic reward is essential to reinforce learning. He was opinion that discontinuing the issuance of reward results in retardation or halting in the learning process or behavior. B.F skinner proved this notion correct by placing a rat in a box in which pressing small bars produced food. They also proved that punishment results in avoidance of behavior."
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A Staff Development Plan, 2002.
This paper presents a leadership action plan for an effective staff development in academic institutions, particularly in smaller state community colleges.
3,190 words (approx. 12.8 pages), 10 sources, MLA, AU$ 133.95
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Abstract
This paper states that schools must keep pedagogues up-to-date regarding technological advancements to enhance the professional growth of their teachers and to assist their students by inculcating the best, the easiest and most interesting approaches towards acquiring knowledge. The author points out that the purpose of the presented leadership action plan is to constitute a web of staff, administration and assistance personnel that is competent and profoundly positive in technology and engaged learning modes and is committed to a continuous improvement approach to staff development. Details of the plan are presented stage by stage.
Table of Contents
Introduction and Problem Statement
Leader Mission, Vision or Purpose of the Action Plan
Anticipated Results and Success Directives: Leadership Development Plan
Action Plan and The Related Leadership Development Activities
Stage I Activities
Stage II Activities
Stage III Activities
Developing Timeline
Putting It All Together
From the Paper
"Hence, ... we may culminate that staff development is a ?timely issue? as it requires preparation of budgets for public vote and drawing timelines. Thus, staff development is the only alternative that the colleges and universities as well as schools have to guarantee that, through these in-house programs ,they ?keep pace with changes in society. Major corporations invest in their workers?. Wallace State Community College must also do the same. This is because, until and unless, the college does not invest ample time, money and other essentials for improved staff development, it will remain uncertain whether the teachers at Wallace feel equipped with the latest technological teaching tools and whether they are using them or not."
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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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Transformational and Charismatic Leadership in Health Care, 2001.
A critical examination of the role of transformational and charismatic leadership in developing health care services which are responsive to change.
7,302 words (approx. 29.2 pages), 60 sources, MLA, AU$ 234.95
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Abstract
This paper begins with an articulation of origins and developments of transformational leadership theory and while supporting the assertion that charisma is an important component of transformational leadership behaviour argues that it is not in itself a defining feature. The cascading effect of transformational leadership is explored in relation to contemporary research both within the U.S. and U.K. and is utilised to articulate the relationship between transactional and transformational behaviours within health care settings which constitute an optimum change profile. The nature of vision and charisma within the health care setting are critically evaluated along with the relationship between transformational leadership and key outcomes such as felt autonomy, job satisfaction, low staff turnover, service quality and the achievement of organisational (cultural) change.
Outline
Abstract
Transformational Leadership
Explanation of Transformational Leadership Behaviours
A Full Range Model of Transformational Leadership
Criticisms of Transformational Leadership Theory
Charismatic Leadership
Personal Identification
Social Identification
Internalisation
Self-Efficacy
Facilitating Conditions
Criticisms of Charismatic Leadership Theory
Summary
From the Paper
"Bass (1985, 1998) provides a more expanded and refined theory of transformational leadership which develops the work of Burns (1978) and House (1977), by giving far more attention to the behaviour and needs of followers than had previously been given. Bass (1985, 1998) argued that the principles of transformational leadership could be equally applied to situations where the outcomes were not positive than those where the opposite was true and describing transactional and transformational leadership as a singe continuum rather than mutually independent continua. Bass (1985, 1998) identifies the main characteristics of transformational leadership as; charisma idealised influence, intellectual stimulation and consideration of the emotional needs of each follower, (Hunt, 1996)."
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Succeeding after College, 2008.
A research proposal to explore the influence of Reserve Officer Training Corps (ROTC) leadership development on the planning skills of African Americans.
12,280 words (approx. 49.1 pages), 48 sources, APA, AU$ 341.95
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Abstract
This paper presents a research proposal that would help determine whether development task achievement status of African-American students enrolled in College Army Reserve Officer Training Corps (ROTC) leadership development programs differ from African-American students not enrolled. The study is significant because it provides insight into some of the underlying variables that may be responsible for the lack of commitment in multiple developmental task areas. The paper relates that there is a lack of research addressing how college ROTC leadership development influences the behavior and attitude development tasks of African American students. The education gap, high levels of incarceration and income differences between African American and other groups may be a result of behavior and attitude development short falls. The proposed research illustrates that attitude is linked to talk development and behavioral adjustment which is part of the requirement for making the commitment for achievement in educational attainment. Principles of military discipline and leadership are also reviewed in relation specifically to college ROTC programs, which assist in development of character among students that may be applied in management in corporate management following college.
Table of Contents:
Chapter One
Introduction
Problem Statement
Background of the Study
Purpose
Methodology
Significance of the Study
Research Questions
Hypotheses
Chapter Two
Literature Review
Chapter Three
Methodology
Research Population
Research Questions
Hypotheses
From the Paper
"A fourth finding of this study was that African American students' out-of-class recreational experiences (e.g., art, music, and theater experiences, experiences in the student union) had fewer positive effects on educational outcomes than did academic-related student involvement experiences. This finding is consistent with Astin's (1993) findings that watching television was associated with negative educational outcomes for college students. Perhaps for the African American students in the current study, their out-of-class and social experiences had similar effects as did watching television in Astin's study and may have served to distract students from engaging in more developmental activities."
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Economic Development in Africa, 2008.
This paper is a thorough analysis of economic development issues in Africa, along with theories that may be applied to the situation.
26,070 words (approx. 104.3 pages), 49 sources, APA, AU$ 360.95
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Abstract
This paper discusses economic development in Africa through leadership, along with the impact of such development. The paper first looks at many theorists, such as David Hume, Frederick Nietzsche, John Locke and Karl Marx, and how their theories relate to modern issues in Africa. The paper posits that according to these theorists, nothing has changed in Africa because the people do not want the change. However, the author asks the question: Do the people of Africa know that there is a chance for change? Have they been told, in a way that they understand, that they can work to make a difference? People must have hope for the future, and if that hope can be coupled with knowledge of things that can actually be accomplished, there is a high probability that at least some of them will attempt to do something that will improve their lives and the lives of others. The most important part of this is that these people must be aware of the possibilities, and they must also see that there are actual, realistic ways to attain what it is that they want and need. If they can be shown these things, they may move forward into the understanding that there are other ways to look at the problems and issues that they face. Furthermore, the paper then applies these theoretical statements to a case in Ethiopia in order to make suggestions of how to help the region grow stronger and how to correct some of the problems it has been seeing.
Outline:
Section I. Theory
Section II. Literature Review and Current Research Issue
Section III. Practical Application: Ethiopia
From the Paper
"Despite this, though, these countries are also growing, and this has been taking place more rapidly in recent years as society becomes more global, and as outsourcing takes place. Because these countries are starting to expand and grow, they are more interesting to investors and other business individuals. As their growth increases, so will the direct investment that many companies are making into them. In turn, this will help their growth increase still further, boosting their economies and prompting others to invest in them more strongly. Based on this, not only will the investors prosper, but the developing countries will prosper as well, and this will benefit everyone that is involved.
"This is not to say that foreign direct investment is always good, or that it completely helps every country because, with economic growth comes changes to the way that people live and work, and some of these changes are not always wanted. More people having nicer things due to a better economy, for example, can make those that still do not have much envious, which can turn them to crime and other problems. However, overall, foreign direct investment appears to be a fast-moving and growing industry that is, for the most part, providing much to individuals in developing countries. Without further study of the issue, though, this cannot completely be determined. Foreign direct investment is not always the best choice, however, and there are other ways to encourage economic growth and development for countries that are not doing well, either because of governmental problems, because of wars, or for other reasons, such as famine and disease."
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Personal Development, 2002.
An analysis of Stephen Covey?s "Seven Habits of Highly Effective People and Principle Centered Leadership", and Peter M. Senge?s "The Fifth Discipline".
1,330 words (approx. 5.3 pages), 2 sources, AU$ 64.95
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Abstract
This paper analyzes and examines the above books and discusses the seven habits of highly effective people. Based on these readings, the author provides a personal development plan on three specific behaviors she feels would be important for her to develop as a leader.
From the Paper
"The third habit of highly effective people is putting first things first. As Covey notes, individuals and/or teams should ?create a clear, mutual understanding of what needs to be accomplished, focusing on what, not how; results not methods. Spend time. Be patient. Visualize the desired result.? Simply put, in order to develop a personal development plan or other concept, individuals and/or teams need to prioritize. It is impossible for anyone, in one year?s time, to work on everything they would like to learn. Having nine, ten, or more goals and dozens of objectives is akin to being set up for failure."
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Organizational Development, 2002.
Discusses the different management options available to an organization and the significance of the options to the organization's success.
1,682 words (approx. 6.7 pages), 11 sources, APA, AU$ 78.95
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Abstract
This paper presents a strategy for organizational development and structure. It looks at the importance of setting goals and objectives, the need for participative management, the need for the use of organizational teams and groups, proper conflict management and communication, and successful leadership styles.
Organizational Structure
Participative Management
Effective Teams and Groups in the Organization
Conflict Management
Communication
Leadership
Strategy and Structure
From the Paper
"Organizational structures are generally traditional, bureaucratic, system-oriented, project-oriented, networked, market-oriented or matrix in nature. Any position in an organization, from the CEO to the production-line worker, plays a unique role in the smooth and efficient in an organization?s operation. Everyone has to work to his or her full potential in order for the organization to be successful."
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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$ 360.95
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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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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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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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