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Leadership, Interpersonal Skills, Decision-Making, 2002.
A study of business communication and management leadership skills.
3,880 words (approx. 15.5 pages), 9 sources, MLA, AU$ 153.95
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Abstract
This research paper analyzes the effect of leadership skills providing direction and interpersonal skills in interacting with others and decision making. It includes oral communication skills, written business communication, and perception skills important in analyzing problems and proposing solutions. The paper?s final component deals with organizational change and self-designing change management. The research paper is the basis of a proposal for a seminar workshop to enhance staff knowledge of such qualities as leadership and ability to interact with others for the enhancement of the capabilities of the staff.
Table of Contents
Abstract
Executive Summary
Statement of the Problem
Introduction
Improving Leadership and Interpersonal Relationship
Communication Skills (Written, Oral, Listening, Perception)
Organization and Planning
Conclusion
Bibliography
References
Works Cited
From the Paper
"Corporate executives with similar (corporate) background, in terms of corporate culture normally display strong leadership qualities, showing confidence in the strength of their convictions. As a result, participative management has been ushered in, with a focus on synergistic teamwork. Executives must learn to merge their own ideas with those of others in order to get the job done in a way that spells productivity for the corporation as a whole. Obviously this cannot be achieved in a situation where everybody says ?yes? to the boss or all are doing their own thing. Consider the following points:
1.When three or more people of equal rank meet with crisis, there is widespread reluctance for any member to exercise initiative. Reluctance increases with the size of the group....."
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Interpersonal Skills, 2006.
A discussion about the need for interpersonal skills at work, focusing on the need for communication skills.
963 words (approx. 3.9 pages), 9 sources, MLA, AU$ 50.95
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Abstract
The writer defines interpersonal skills and explains that those people who have these skills have high emotional intelligence, and not necessarily a high IQ. The paper explains that because of the teamwork needed in the workplace nowadays, it is important to have team players - those with good interpersonal skills. The writer suggests four points which are vital for developing interpersonal skills. In summation, the writer states that the key to interpersonal skills is being able to deal directly and honestly with all men and women, teams, bosses and different ethnic groups.
From the Paper
"What is clear from various articles an references that one can read about the importance of using and improving interpersonal skills is that, more than ever, you'll be left behind if you don't have those skills. Computers alone cannot communicate a personal approach - the dedication and loyalty, the know-how, and the ability to deal with members of your team, as well as those above and below you on the job. One has to think of the late President Ronald Reagan, who was known as "The Great Communicator" because, regardless of his politics and policies, he had the knack of communicating so everyone seemed to approve, at least of how he said what he had to say. There are not enough "good" communicators today. It is really important that managers or would-be managers, or those studying business in schools spend a lot of time learning how to deal both with their bosses as well as subordinates."
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Interpersonal Skills, 2006.
A discussion about the need for interpersonal skills at work, focusing on the need for communication skills.
963 words (approx. 3.9 pages), 9 sources, MLA, AU$ 50.95
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Click here to show/hide summary
Abstract
The writer defines interpersonal skills and explains that those people who have these skills have high emotional intelligence, and not necessarily a high IQ. The paper explains that because of the teamwork needed in the workplace nowadays, it is important to have team players - those with good interpersonal skills. The writer suggests four points which are vital for developing interpersonal skills. In summation, the writer states that the key to interpersonal skills is being able to deal directly and honestly with all men and women, teams, bosses and different ethnic groups.
From the Paper
"What is clear from various articles an references that one can read about the importance of using and improving interpersonal skills is that, more than ever, you'll be left behind if you don't have those skills. Computers alone cannot communicate a personal approach - the dedication and loyalty, the know-how, and the ability to deal with members of your team, as well as those above and below you on the job. One has to think of the late President Ronald Reagan, who was known as "The Great Communicator" because, regardless of his politics and policies, he had the knack of communicating so everyone seemed to approve, at least of how he said what he had to say. There are not enough "good" communicators today. It is really important that managers or would-be managers, or those studying business in schools spend a lot of time learning how to deal both with their bosses as well as subordinates."
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Interpersonal and Counselling Skills, 2007.
This paper provides a reflective summary of interpersonal skills - counselling skills.
761 words (approx. 3.0 pages), 4 sources, APA, AU$ 39.95
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Abstract
In this article, the writer notes that counselling is a critical part of the social worker's professional weaponry not least because it forms a core skill used to communicate and build relationships among those involved in care. The writer points out that of course, it is possible for the social worker to utilize his or her own personal experiences as a guide which would have accumulated, as any citizen would, through the process of socialization. But the kind of people a normal citizen would commonly have dealings with would necessarily be selective - it would merely encompass a relatively narrow circle of family, relatives and friends from similar social and ethnic backgrounds. The writer maintains that what sets professional social workers apart is that they are forced to confront a diversity of people from all walks of life who bring with them their own sets of distinctive problems, beliefs and cultures, for which even the most experienced individual might be ill-equipped.
From the Paper
"At its most basic, counselling takes into serious consideration verbal and non-verbal speech as well as listening skills. Impressions that clients take away from even the most fleeting of encounters matter: if the speed at which counselling is provided is either too fast or too slow; if the nature of conversation is formal or informal; if the tone of voice, pitch and loudness differ - all this can lead to divergent experiences that leave a more indelible mark rather than the contents of what is said. Equally important would be the skill to listen, providing reassurances to the speaker to express themselves freely and openly. Resisting the temptation to interrupt, avoid misunderstanding, using body language, choosing the right environment in which to talk would be some key skills, while non-verbal skills, such as gestures, facial expressions, eye contact, orientation, touch and proximity to the speaker are important ways in which social workers can engage in fruitful communication."
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Problem Solving and Decision Making, 2002.
This paper examines the relationship between problem-solving and models of decision-making.
795 words (approx. 3.2 pages), 3 sources, MLA, AU$ 41.95
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Abstract
A brief examination of these two processes which are often considered to be two entirely different functions. This paper explains however, that they are often two aspects of the same set of interpersonal interactions.
From the Paper
"People interact in established groups (that may or may not be called teams but certainly function as such) precisely because they have been given a problem to solve. And the process of coming to a decision ? the process of solving a problem ? is often seen as something that gets in the way of building a team (Higgins, 1994, p. 11). In fact, this is exactly the opposite of what happens on well-run teams, which is that they use the process of coming up with a solution to a problem as a way of creating interpersonal bounds, discovering and valuing each other?s strengths, describing and valuing new strengths in themselves and feeling that the work they do and that done by people with whom they are in direct contact is of significance and value to the enterprise as a whole (Dyer, 1995, p. 37).'
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Interpersonal Skills, 2007.
An analysis of the importance of body language and verbal interaction in communication skills.
1,976 words (approx. 7.9 pages), 7 sources, MLA, AU$ 90.95
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Abstract
This paper presents a detailed examination of interpersonal skills and their relationship to communication. The writer explores the definition of interpersonal skills and provides a discussion about their purpose in the art of communication, both in social arenas, as well as in the workplace. The paper discusses the importance of both body language and verbal interaction during communication.
Table of Contents:
Introduction
What Are They?
Interpersonal Skills Explained
Conclusion
From the Paper
"For instance, if a person who wishes to communicate generally has trouble making eye contact and is aware that they possess that weakness he or she can make a conscious effort during future communications to maintain eye contact with the other person. Having weaknesses in and of itself is not a weakness in the effort to communicate orally as long as the communicator is aware of what the weaknesses are and makes the effort to work past them during each communication encounter.
Another important aspect of using interpersonal skills during oral communication is the ability to control one's own behavior. The temptation to fidget, look around, check watches and other displays of activity are tempting during communications however, these behaviors send the message to the other party that what they have to say is not important, or their concerns are not important. It is vital to the effective art of oral communication that a person with good interpersonal skills know how to control their own body language. This means maintaining a relaxed and comfortable body posture while communicating and listening, not glancing at watches, posters on the walls or doing other things that send a message of boredom and sitting in a manner that is receptive to listening. Some examples of this include easy relaxed posture, not crossing arms in the front of the body in an antagonistic stance and other methods by which the person in the communication feels comfortable and not on the defensive."
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Interpersonal Skills and Communication, 2005.
An overview of the importance of good communication skills.
1,724 words (approx. 6.9 pages), 21 sources, APA, AU$ 80.95
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Abstract
This paper examines how communication is a process by which we produce signals ourselves and receive and interpret the signals of others, using our five senses. The senses, used for human communication, are hearing/sound production, sight, touch, smell and taste. It also discusses the importance of non-verbal communication. The film "To Live Again" about the rescue and rehabilitation of a young woman after 16 years of solitary confinement in her own room at the hands of her mentally-ill mother, is used as an example to demonstrate the importance of good communication skills.
From the Paper
"The Johari model of the self or four selves provides insight into the role of self-awareness in communication. 'The Johari Window' is a model of constant size, but each section can vary, from very small to very large. As one aspect diminishes, one or more of the others expand. Similarly, as one section grows, one or more of the others must get smaller to accommodate the growth (Luft, 1984). The model has four basic areas, or quadrants, each of which represents a different aspect of the self; not separate pieces, but interactive and interdependent parts of the whole. The areas are the open self, the blind self, the hidden self and the unknown self (DeVito, 2001)."
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Clinical Decision-Making Skills, 2007.
This paper is a research proposal to study the relationship between levels of knowledge and clinical decision-making skills in third-year nursing students in pre-registration degree and diploma programs in a U.K. university.
2,835 words (approx. 11.3 pages), 14 sources, APA, AU$ 122.95
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Abstract
This paper explains that novice nurses cannot come forth with any type of intuitive judgment without first having gained experience but the novice can bring to the clinical situation the years of experience gained in multiple clinical and life situations. The author proposes using a phenomenological interpretive methodology, which is based on the principle of hermeneutics and is of an interpretive qualitative nature. The paper discusses the procedure for using this focus group methodology with paired interviews of novice and expert nurses.
Table of Contents:
Objective
Introduction
Literature Review
Methodology
Data Collection
Data Analysis
Strengths/ Weaknesses or Limitations
Procedure of Focus Group Interview
Summary
From the Paper
"Through use of this analysis, the competencies required as the individual moves from the stages of novice to expert are easily identified. Benner discovered through listening to expert nurse narratives that the key to their development of expertness was based in their ability to 'experience' nursing, and to integrate this experience into both existing and new knowledge. From this integration of experience and knowledge, new paradigms are developed and available in future 'like' situations."
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Listening Skills and Leadership, 2005.
An analysis of the relationship between listening skills and leadership.
675 words (approx. 2.7 pages), 3 sources, AU$ 38.95
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Abstract
This paper discusses the innate relationship exhibited between listening skills and leadership. Specifically addressed is how listening skills are key to developing refined leadership skills and how good leadership skills, in combination with listening skills, can have a profound impact on the communication and interchange between employees and management.
From the Paper
"Listening skills are important in management and in developing leadership skills because managers and administrators must rely on information as it is relayed from their staff, co-workers and colleagues. One research study frames the importance of listening skills in this way: "The average individual spends from 42 to 60 percent of daily communication time listening...Yet most people are inefficient listeners; they forget, ignore, or misunderstand up to 75 percent of what they hear..." (Lynott, 1998, para.5). That is a large percentage of information that is either forgotten or generally unheeded. "
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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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Leadership and Decision-Making, 2007.
An analysis of CEO William S. Stavropoulos' successful leadership and decision-making abilities.
1,176 words (approx. 4.7 pages), 5 sources, MLA, AU$ 58.95
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Abstract
The paper discusses how William S. Stavropoulos has managed to reorganize the leadership and decision-making structure of Dow Chemicals during his time as CEO. The paper explains why Stavropoulos has been considered an effective leader and decision-maker. The paper explores his belief that vertical leadership and shared leadership are positively associated and that they are not mutually exclusive. Stavropoulos believes that one person can no longer be expected to fully grasp all of the intricacies that enter into the decision-making process. The paper discusses leadership in general and explains that it is a deferral of the decision-making process from a group to an individual. The paper also looks at the two main ways in which shared leadership can be developed.
From the Paper
"Leadership, in many respects, is a deferral of the decision making process from a group to an individual. This can make the process far more efficient, but it also runs the risk of reaching the wrong conclusions. The military, for example, requires the most expedient form of decision-making--indecision can cost lives. Therefore, for ages humans have endorsed the practice of assigning military rank; a system where orders are to be followed without question and without hesitation. However, people are not machines."
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Understanding Leadership Skills, 2005.
This paper discusses leadership skills through a report of the book 'Principle Centered Leadership' by Stephen Covey.
675 words (approx. 2.7 pages), 1 source, AU$ 38.95
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Abstract
In this article, the writer examines the subject of leadership skills and studies the book 'Principle Centered Leadership' by Stephen Covey. The writer looks at how Covey relates his book on the re-occurrence of the total leadership abilities, which reflect a high degree of attitude, behavioral, and environmental aspects of leadership, which are conducive to success. Further, the writer discusses chapter 25 entitled Total Quality Leadership, where Covey relates his thesis once again in a combined sense of leadership in human relationships, using Deming's theory of quality.
From the Paper
"This book report analyzes the detailed requirements that Covey presents in his book 'Principle Centered Leadership', which define the behaviors, actions, and policy that create stable leadership skills. In this manner, Covey reiterates his classic seven habits of leadership, along with a new set of more developed principles, which accede the new leader of the business world in the modern era. The first two chapters of Covey's book cover and reiterate the seven habits of leadership, which define the ability to communicate, develop the inner mental approach to leadership, as well as to define how these principles of trust, cooperation, and confidence that help expand these principles into the outer world. In this method Covey relates the seventh habit, which helps to reinforce positive lifestyles and a balanced life when learning true leadership applications."
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Leadership Skills, 2002.
Examines the debate: "Are leaders born or are leaders made?" and discusses the different types of qualities associated with good leadership skills.
10,371 words (approx. 41.5 pages), 38 sources, APA, AU$ 301.95
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Abstract
This paper is a study of the characteristics considered necessary for great leadership. The changing definition of an effective leader is discussed as well as different leadership and cognitive styles. Several theories about different types of leaders are presented and explained. Also covered in this paper are gender differences in leadership styles and leadership in team sports.
Leadership Styles and Cognitive Styles
Leadership Styles with Respect to Dealings with Followers
Leadership Styles: People Oriented or Task Oriented
Classification of Leadership Styles
Theory X, Theory Y and Theory Z in Leadership Styles
Gender Differences in Leadership
Other Management Styles
From the Paper
"In the last decade, the definition of an effective leader has changed (De Pree, 1989) The leader?s requirements have changed from a charismatic and autocratic decision-maker to a steward, designer, and builder of learning organizations. Historically, successful leaders have been characterized as decisive, analytical, individualistic, powerful, and willing to make the hard decisions when required. People opinions and perspectives have changed over the last few decades and society now prefers leaders who help build ?learning organizations.? In this new organizational setup, leaders will have to help people expand and increase their own individual capabilities with the belief that an individual who is constantly growing and developing is an asset both for the company and the society as a whole."
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Leadership Influence Skills, 2001.
This paper deals with skills that are required for a leader or manager to successfully lead an organization.
902 words (approx. 3.6 pages), 8 sources, AU$ 47.95
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Abstract
This paper gives detailed information as to how a leader or manager can influence the organization. These methods include employee motivation, working relationship in the organization, leadership skills, inspiration and leaving a legacy for future leaders to follow. These traits provide a framework for successful leadership. Developing these characteristics will improve a leaders ability to guide an organization.
From the Paper
"An important aspect of leadership is the ability to influence those around you. This involves maintaining the focus of everybody involved in the organization to achieve the desired mission. There are several issues that can factor into the success of leadership influencing; the morale of the staff, the working relationship a leader has with the members of the organization and the resolution to previous conflicts. The four main activities related to leadership influencing are leadership skills, motivation ability communication and group activity skills."
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Emotional Intelligence and Leadership Skills, 2006.
A paper explaining why emotional intelligence is an essential component of effective leadership.
3,058 words (approx. 12.2 pages), 14 sources, APA, AU$ 129.95
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Abstract
This paper begins with a definition of emotional intelligence and an overview of the five components that comprise emotional intelligence. The paper explains that, while IQ is an important qualification for effective leadership, emotional intelligence is the key. The paper also takes a look at how emotional intelligence is assessed, how those in leadership positions can enhance their emotional intelligence and how leaders with high emotional intelligence improve the quality of the organization they are managing. The paper concludes with a list of suggestions for what a company can do in order to facilitate and accelerate the competencies of its leaders.
Table of Contents
Definition
Assessment
Implementation
Improvement
From the Paper
"Leadership requires some degree of intellect and IQ but these are merely "threshold capabilities" that help achieve a high-level position (Goleman, 1998a). Goleman's (199b) extensive research on emotional intelligence has proven that 85 to 90 percent of successful leadership is highly attributable to their emotional intelligence. Figure 1, provided in the appendix, shows the correlation between a person's success and their level of experience, emotional intelligence, and IQ (Cherniss & Goleman, 2001). Although high competency levels are necessary for leadership there are other underlying factors that will determine whether the competence manifests itself (Macaleer & Shannon, 2002). Furthermore, having emotional intelligence does not guarantee successful leadership because failure is possible as illustrated in figure 1. A further study conducted by Goleman (2001) demonstrates that previous work experience and a high level of emotional intelligence is the most powerful combination that breeds success in leaders. Generally, IQ is an important qualification but emotional intelligence is the facet to effective leadership."
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Effective Leadership Skills, 2008.
This paper examines the transformational and servant leadership styles.
845 words (approx. 3.4 pages), 3 sources, APA, AU$ 44.95
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Abstract
The paper discusses the differences and similarities between transformational and servant leaders. The paper shows how these two leadership styles are complementary, although they are best used in different situations. The paper explains that in some cases it is best to further the organization, while at other times it is better to help the individuals first and these people will then lead the organization toward success. The paper concludes that additional studies need to be conducted in order to determine when each of these, or both together, will provide greater success for the company.
From the Paper
"Effective senior leadership is an essential criterion in determining the future success of an organization. A study printed in the Journal of Applied Psychology concluded that CEOs significantly impact the efficient functioning of management teams due to the development or eradication of a motivational environment where people are encouraged to succeed. For instance, a president who makes it known that no job is secure develops an environment of fear and distrust among senior managers. However, a CEO who recognizes and accepts reasonable mistakes by people throughout the organization fosters an atmosphere that promotes moderate risk-taking and collaboration. These two different environments have a major impact on the culture of the organization and its performance (Peterson, Martorana and Owen, 1998)."
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