Meaning of the Color Red

Deism essays

Deism essays Discrimination, bias, prejudice, inequality, bigotry, partiality, favoritism, chauvinism, sexism, the previous list are all infraction of our inalienable rights. A major cause of all these: injustice. Prejudice is everywhere. Although injustice is decreasing, it will never come to an end. In 1775, France and England were on the brink of a revolution. The cause: injustice. The poor people were tired of being trampled on, they were sick of the upper class controlling them and treating them like property and peons. One man that was sick of the treatment, decided to retaliate. He killed a nobleman, and paid a huge price for what he did. They hung him over a lake and let the blood drain into the lake so that no poor people could get to his blood. It was a very cruel and unjust punishment. There was so much bitterness that it was only a matter of time before they had had enough. This time was reaching nearer and nearer. Dr. Alexander Manette was great man and good at heart. He had no problem either way, with the upper or lower classes. He minded his own business and lived only to help people. He was taken from his wife and young daughter unjustly without a trial. He was never told if his family was ok, or even alive. With no connection to the outside world, he became a very bitter man toward the people that had done this to him: The Evremondes. This was the family that all the people were revolting against. After ten years, Dr. Manette had finally come to the conclusion that he was going to die in this place. He went through so much pain and suffering that he went crazy. About eighteen years after Dr. Manette was put in jail, he was released, and taken to his daughter, Lucy, and his friend, Mr. Jarvis Lorry. His daughter took very good care of her father, and eventually he was able to do what he loved again: be a doctor. A man that also helped with her father was a man by the name of Charles Darnay. He ...

Cultural Differences in the Light of Marx's Class Theory Essay

Cultural Differences in the Light of Marx's Class Theory - Essay Example There is a large social inequality in each society. "Social inequality" means a condition in which members of a society have different amounts of wealth, prestige, or power. But the impact of social inequality may vary in different cultures - according to the main values of a certain society. In particular, in Western countries social values are the following: Also, either Western or Eastern society has a stable model of management, which is common and familiar for all its members. Thus, it is wrong to compare them on the main criteria "better-worse" or "fair - unfair". For instance, in the United States, the problem of the large gap between executives' and workers' salaries really exists, but there are many options of career growth so that one is able to change jobs and to make a rapid career in several companies. On the other hand, in Eastern countries, admission to the company means admission to a family or a community - for almost the whole life long. In such 'family' everyone is to participate in company problems solving and is to share corporative responsibility. The western world is dynamic, and it is not considered embarrassing to leave a job for another place with more suitable salary and conditions, while according to the Eastern moral values, leaving the ‘family’ means betraying it. Personal growth of an employee is quite slow, as the differential between managers’ and workers’ salaries are not so large.  

Prepare a report presenting the advantages of adopting a project Essay

Prepare a report presenting the advantages of adopting a project management approach for the planning and control of a hotel refurbishment project - Essay Example lties, regardless of the scope of the refurbishment project, adopting a project management approach can streamline the renovation activities and ensure that all aspects of the project are coordinated from a management perspective. This report highlights the advantages of adopting the project management approach during the hotel refurbishment activity. During the refurbishment efforts, the needs of the stakeholders must be considered to ensure that the hotel still maintains competitive advantage (especially in terms of satisfying customers). Additionally, the entire refurbishment process requires the administrative efforts of a single individual (or a single group of leaders) who maintain responsibility for the entire project. Creating this type of hierarchical leadership scenario within the project will ensure that all members involved in the refurbishment process are accountable for the individual responsibilities and have a singular point-of-contact to report on their activities or communicate problems with the process in order to avoid miscommunication or project failures which are over-looked. Drescoll (2008) suggests that preliminary planning for the project is most crucial in the project management phases, by clearly establishing which stakeholders will be actively involved in the refurbishment process and the specific capacity of their individual or group responsibilities. The author suggests that an appropriate project management approach requires the project leader, prior to the actual start of the project, contact various departments and stakeholders to discuss the most appropriate channels of communication (Drescoll). These channels may include distribution of mobile devices for instant communication of project failures, internet and other online mediums, or any other method of communication which can provide instant opportunity for resolution or assistance in the face of problems. It appears that this aspect of project management maintains a

Business advantages for mobile apps Research Paper - 1

Business advantages for mobile apps - Research Paper Example The members of a business organization at various horizontals and verticals can stay focused, up-to-date and organized for all business operations. An overwhelming advantage is the cutting edge marketing procedure offered by the mobile applications. The launching of mobile applications is easier and faster than loading of a mobile website. The interference of mobile phones in the professional lives of people helps in reducing time for marketing products and services. The target customers can be reached through their mobile smart phones through promotional messages even when they cannot access their emails. The mobile applications are applications that are run through the internet and are intended to run on mobile smart phones and other mobile devices. The customized mobile applications developed by the business house allow the company to manifold its performance. The increased flexibility and performance is a key advantage of mobile application technology (Mallick, 2003, 196). Mobiles phones are personal devices and each person has a unique experience of accessing the mobile applications. Services like geo-location services, video footage and audio recordings for advertisements, news applications and various features attracts the interest of the customers to install the applications in their mobile devices (McClure et al, 2012, p. 10). The internet services that were previously available only on the desktops or laptops have now arrived on mobile phones. There are three distinct advantages identified with the use of mobile applications; these are â€Å"speed, volume of information, an d advertising† (Walters, 2012). Speed is of prime importance in today’s society. In our daily rat race most of us cannot afford to spend the amount of time staring at the computer while it boots up and gets ready for an internet session. Students, working people and others mostly access the internet these days on mobile phones. The mobile applications do not

Full Range Of Leadership Model Management Essay

Full Range Of Leadership Model Management Essay As indicated in chapter one, this research attempts to fill a void in the discussion of how managers leadership styles influence employees to stimulate their creative performance in public organizations, particularly in developing countries where environmental variables or national contexts have a strong impact on leadership styles. Since the study aims to determine the degree to which Omani civil service managers practise the Full Range of Leadership styles to enhance employees creative performance, three interrelated issues need to be addressed to meet these aims: 1) historical evolution of theories of leadership emphasized in the Full Range of Leadership model; 2) historical development of creativity theories focusing on an individual creativity model; and 3) the interrelationships between the issues 1 and 2. In this way, the three fields of the literature above together constitute a framework which will inform the analysis of this study. Therefore, the chapter is structured into these main areas of interest. In the first part, the chapter examines the leadership concept and its historical evolution theories. It concentrates on the Full Range of Leadership model and its components as a new leadership approach. In part two the chapter reveals the evolution of the creativity concept. It highlights individual cr eativity theories and discusses employees creative performance. In the third part, the chapter demonstrates the relationship between transformational and transactional leadership and employees creative performance. Finally, the chapter illustrates the studys analytical framework. 2.2 Part One: The Historical Evolution of Leadership 2.2.1 Overview of the Leadership Concept The leadership phenomenon is recognized as being the most extensively researched social process known to behavioural science, because it is believed that leadership plays a crucial role in organizations through a direct influence on individuals and groups within those organizations (Yukl, 2008). Leadership is a difficult concept to define. Taylor (1994) argued that the literature has shown no one definition, list of descriptors, or theoretical model that provides a complete picture of either the theory or practice of leadership. Further, Yukl (2008) suggested that despite the fact that many definitions have been offered, no one particular definition captures the essence of leadership. Bass (1999) claimed that the definition of leadership should depend on the purposes to be served by the definition. According to Burns (1978), leadership is identified as the ability to inspire followers to attempt to accomplish goals that represent the values, motivations, wants, needs, aspirations, and expectations of both leaders and followers. Additionally, Schein (1992) referred to leadership as the ability to operate outside of the existing culture to start an evolutionary change processes. Other scholars such as Bass and Bass (2008) attempted to describe leadership in broader terms. They mentioned that the definition of leadership involves a number of assumptions and understandings from both empirical and conceptual sources. Leadership: (a) exists within social relationships and serves social ends; (b) involves purpose and direction; (c) is an influence process; (d) is a function; and (e) is contextual and contingent. Therefore, leadership involves those who work with others to provide direction and who exert influence on persons and things in order to achieve the organizations goals. Leadership is also defined in terms of a process of social influence, whereby a leader influences members of a group towards a goal (Bryman, 1992). In his definition Bryman tends to emphasize three main elements of leadership: influence, group, and goal. Northouse (2012) extended Brymans leadership elements and identifies four main components central to the definition of leadership: (a) leadership is a process; (b) leadership involves influence; (c) leadership occurs in groups; and (d) leadership involves common goals. Therefore, referring to leadership as a process it is not a trait or characteristics that reside in the leader. It means that a leader affects, and is affected by followers. It emphasizes that leadership is an interactive event occurring between the leaders and their followers. Therefore, leadership is concerned with how the leader affects followers, and thus involves influence. Obviously, those definitions want to illustrate that without influences, leadership does not exist. Besides, Northouse (2012) pointed out that leadership is a phenomenon that occurs in groups. Groups are the context in which leadership takes place. Thus, leadership is basically about one individual who influences a group of others to accomplish common goals. Therefore, both leaders and followers are involved together in the leadership process. That is why it is common to say that leaders need followers, and followers need leaders. In fact, it is a transactional event that occurs between the leader and the followers. Although leaders and followers are closely linked, it is the leader who often initiates the relationship, creates the communication linkages, and carries the burden for maintaining the relationship (Bryman, 1992). Briefly, after a careful revision of the enormous variety of conceptualisations of leadership available in the literature, the crucial elements of leadership are best represented in Northouses definition (2012:6), where leadership is defined as a process whereby an individual motivates a group of individuals to achieve a common goal. This definition raises the following question: What are the leadership characteristics that enable an individual to influence others to unite for a common purpose? This question can best be answered by gaining a better understanding of the historical evolution of leadership and the theoretical paradigms in which leadership has been studied. With this in mind, the next sections will discuss the development of leadership theories, from the traditional leadership theories of the mid-1800s and leading to the more modern paradigm of transformational/transactional leadership theory. 2.2.2 Historical Evolution of Leadership Theories Since the early 1800s researchers have attempted to develop different research approaches to analyse the construct of leadership and its relationship with motivating others to greater productivity. The next section focuses on five of the main organizational leadership theories that have been developed over time. These theories are the great-man theory, the trait theory, the behavioural approach, the situational approach, and the integrative approach. 2.2.2.1 Great-Man Theory In the early nineteenth century, great-man theory was popular and focused on great leaders who helped to change and shape world events. Those great leaders or heroes were highly influential individuals due to their personal charisma, intelligence, or wisdom, and they utilized this power in a way that had a decisive historical impact. The theory assumes that leaders are born and not made. Thus, the capacity of the leader is inherent and there is not much you can do about it. The great-man theory believes that those great leaders possessed specific traits or characteristics that enabled them to stand out from others, to attract the necessary followers, to set direction, and to be strong leaders in their time. These theories evolved and were the natural forerunners to trait theory (Bass and Bass, 2008, and Kirkpatrick and Locke, 1991). 2.2.2.2 The Trait Approach The trait approach focuses upon personal qualities of leadership. This approach is based on the assumption that leaders can be identified by specific traits or characteristics. Basically, there are three broad types of trait which have been addressed by the literature: first, physical elements, such as height, weight, appearance, and age; second, ability characteristics, such as intelligence, scholarship and knowledge, knowing how to get things done, and fluency of speech; and third, other personality features, such as self-confidence, inter-personal sensitivity, and emotional control (Yukl, 2008). Hundreds of trait studies were carried out during the 1930s and 1940s, but according to Stogdill (1974) the massive research effort failed to find any traits that would guarantee leadership success. Smith and Peterson (1988) suggest that the failure of the trait approach has been attributed to the following reasons: first, providing only a list of traits and skills found to be productive did not help in understanding leadership; second, the trait approach failed to tell what these leaders actually do in performing their day-to-day leadership tasks; and third, the method of measurement used by researchers for this approach did not include psychological scaling. Obviously, over the years, it has been documented that leader traits contribute significantly to the prediction of leader effectiveness, leader emergence, and leader advancement. However, there is still a lack of agreement among researchers regarding leader traits and attributes (Zaccaro et al., 2004). Realizing the unreliability of trait theory, researchers began to focus on the observable leadership behaviours, an area which came to be known as behavioural leadership theory. 2.2.2.3 The Behavioural Approach The behavioural approach started in the 1950s as researchers became discouraged with the trait approach and started to pay closer attention to what leaders actually do. Yukl (2008) provides details of two major research studies that were conducted by researchers from Ohio State University and the University of Michigan using two lines of research methods developed to study leader behaviour. The method used by Ohio State University utilized observations to investigate how leaders spend their time completing the activities, responsibilities, and functions of the job. Researchers, therefore, collected data from direct observation, diaries, job description questionnaires, and interviews. The other method of research used by the University of Michigan focused on perceptions of effective leadership behaviour. In conformity with Horn-Turpin (2009) and Yukl (2008), from a series of studies which have been conducted at Ohio State University, it was concluded that the major dimensions of leaders behaviour involved two factors: consideration and initiation. Consideration refers to the extent to which the leader shows consideration to followers. This means the leader listens to the members, shows concern for their welfare, is friendly and approachable, expresses appreciation for good work, treats subordinates as equals, increases subordinates work and maintains their self-esteem, reduces inter-personal conflict, and puts subordinates suggestions into operation. On the other hand, initiation refers to task-related behaviour, such as initiating activity in the group, organizing it, coordinating tasks, and defining the problem for the group and outlining the way the work is to be done. The initiation of structure includes such leadership behaviour as planning activities, facilitating goal achievem ents, providing feedback for the group, maintaining standards and meeting deadlines, deciding in detail what should be done, and how establishing clear channels of communication, organizing work tightly, structuring the work context, providing a clear-cut definition of role responsibility. Based on Yukl (1989), the University of Michigan study identified two specific leadership behaviours that corresponded to the two behaviours identified in the Ohio State University study: (1) production oriented; and (2) employee oriented. Production-oriented behaviours, which corresponded to the initiation behaviour in the Ohio State study, involved completion of tasks, while employee-oriented behaviours corresponded to the consideration-based behaviour in the Ohio State study. Leaders who demonstrated the employee-oriented behaviour also exhibited human-relation-oriented skills and relationships with their employees. Actually, these studies supported the notion that effective leaders had to be cognizant of both task and relationship orientation. Additionally, these studies suggested that some organizations may need leaders who are more focused on tasks, while others require a leadership perspective with strong human-relations skills. Despite the significant findings from both studies, Bryman (1992) mentioned four problems that had been identified with the behavioural approach. The first was inconsistent findings that is, the magnitude and direction of the correlations between consideration and initiating styles and various outcome measures were highly variable. Also, some correlations failed to reach statistical significance. Secondly, an absence of situational analysis. Behavioural approach studies failed to include in their research situational variables that are, including variables which moderate the relationship between leader behaviour and various outcomes. Thirdly, there was a measurement problem: for example, the consideration measure seemed to be affected by leniency effect. Ratings of leaders were found to be contaminated by subordinates implicit theory. Finally, there was a problem of causality that is, does the style of leader influence various outcomes, or does the leader adjust his/her style in re sponse to group performance? Thus, some research went further to suggest that different situations may require different leadership styles and approaches. This concept led to a major shift to contingency theory. 2.2.2.4 The Contingency Approach The fourth leadership approach is Fiedlers (1967) contingency theory or the contingency approach. The theory was developed in the 1950s and 1960s and was viewed as a complement to the Michigan and Ohio State studies. It focuses upon the impact of the situation in determining the leaders style. According to Fiedler (1967) as cited by Yukl (2008), leadership performance depends on both the organization and the leader. He suggested that situational variables have a moderate effect on the relationship between leadership style and effectiveness. Fiedler mentioned that leadership performance depends as much on the organization as it does on the leaders own attributes. Evidently, the contingency approach emphasizes the importance of contextual factors that might influence the leadership process. The characteristics of followers, the nature of the work that the leaders unit performs, the organization type, and the external environment are all major situational variables. The theory suggests that the effectiveness of leader behaviour is dependent upon the situation. Indeed, the contingency approach is sometimes referred to as the situational theory (Yukl, 2008). Northouse (2012) argued that the contingency approach is like the behavioural approach and has many problems similar to those identified in the behavioural approach, such as inconsistent findings, causality problems, and measurement problems. Further, the theory has also been criticized as being an ambiguous approach. Thus, the integrative approach appeared as an attempt to integrate all these theories in one. 2.2.2.5 The Integrative Approach The integrative approach involves studying more than one type of leadership variable. Indeed, few theories or studies include traits, behaviour, influence processes, situation variables, and outcomes all in the same design (Northouse, 2012). In fact, as leaders engage in the constantly changing environment and demands of others, Yukl (2008) argued that this approach may offer a meaningful analysis of the practical day-to-day situations that leaders might encounter. He emphasized that leaders influence a number of situations. Leaders impact the effectiveness of a group or organization by influencing the: (a) interpretation of external events by members; (b) choice of objectives and strategies to pursue; (c) motivation of members to achieve the objectives; (d) mutual trust and cooperation of members; (e) organization and coordination of work activities; (f) allocation of resources to activities and objectives; (g) development of member skills and confidence; (h) learning and sharing of new knowledge by members; (i) enlistment of support and cooperation from outsiders; (j) design of formal structure, programme, and systems; and (k) shared beliefs and values of members. All of these situations are important and require that a leader effectively recognizes the situation and employs the appropriate leadership strategies. Over time, the academic focus has moved from leadership traits to leadership behaviours and then to using different leadership styles in various situations; however, it was obvious that because of the limitations found in those leadership theories, a new leadership approach needed to emerge. Problems such as inconsistent findings, measurement problems, and the problem of causality led to general doubt about leadership theory and stimulated fresh thinking, which led to a new approach (Bennett, 2009). 2.2.3 The New Leadership Approach: The Full Range of Leadership Model Leadership theories had focused primarily on making operations more efficient, through looking for ways to increase production and improve operations. Bass (1985) emphasized that in leadership theories, employee motivation was considered not the key; but only the vehicle. Vrooms expectancy theory (1982) demonstrates that motivation influences job performance and employees are motivated by receiving rewards and avoiding punishment. Thus, employees tied their level of effort to their expected outcome. They were transaction driven. In conformity with Bass (1985), transactional leaders understood the needs of their employees and how to meet those needs in exchange for the appropriate level of effort. However, researchers saw situations where individuals were led by visionary and charismatic leaders who helped their organizations achieve more than was believed possible (Bass, 1985; House, 1977; and Bryman, 1992). Hence, those findings helped lay the foundation for transformational and tra nsactional leadership theory, which later extended to the Full Range of Leadership theory. The theory of transformational and transactional leadership began to develop in the 1970s and 1980s. Downton (1973) introduced the term transformational leadership, followed by Burns (1978), who focused on transformational and transactional leadership in the political field. In fact, they opened a new chapter in leadership research. From that time the transformational leadership approach become one of the most popular approaches to leadership that has successfully attracted researchers since the early 1980s. According to Lowe and Gardner (2000), research in transformational leadership was found to cover one third of the all leadership research, and it occupies a central place in leadership studies. As cited by Pearce et al., (2003), the literature confirms that Downton (1973) is the first researcher to make a distinction between transactional and transformational leadership, whereas the idea gained more attention in James McGregor Burns published work (1978) on political leaders. Burns distinguished between ordinary (transactional) leaders, who exchanged tangible rewards for employees work and loyalty, and extraordinary (transformational) leaders, who engaged with employees, focused on higher-order intrinsic needs, and raised consciousness about the significance of specific outcomes and new ways in which those outcomes might be achieved (Barnett et al., 2001; Pearce et al., 2003; Gellis, 2001; Rafferty and Griffin, 2004; and Judge and Piccolo, 2004). Actually, Burns defined transformational and transactional leadership styles as opposites, whereas Bernard Bass added to these concepts but also believed that managers could demonstrate both depending on the situation (Bass, 1985). Furthermore, Bass et al. (1987) and Waldman et al. (1990) noted that transformational leadership was an extension of transactional leadership. Later, Bass introduced the augmentation model, where he argued that transformational leadership augments transactional leadership in predicting levels of individuals performances (Bass and Riggio, 2006). It is obvious, then, that much of the research on transformational leadership today goes back to the original works of Burns and Bass. Indeed, many researchers state that the most elaborate exposition of transformational leadership theory, which was later extended to the Full Range of Leadership theory, belongs to Bernard Bass (for example, Bryman, 1992; Simic, 1998; Zhang, 2011; and Si and Wei, 2012). Bernard Bass applied the work of James McGregor Burns (1978) on transformational and transactional leadership to organizational management. Bass (1999) defined the transactional leader as a leader who: (1) recognizes what his or her employees want to get from their work and tries to see that employees get what they desire if their performance warrants it; (2) exchanges rewards and promises of rewards for appropriate levels of effort; and (3) responds to the self-interests of employees as long as they are getting the job done. On the other hand, Bass and Bass (2008) claimed that transformational leaders motivate subordinates to do more than is expected. They characterized transformational leaders as those who: (1) raise the level of awareness of employees about the importance of achieving valued outcomes, a vision, and the required strategy; (2) get employees to transcend their own self-interest for the sake of the group and organization; and (3) expand employees portfolio of needs by raising their awareness to improve themselves and what they are attempting to accomplish. Horn-Turpin (2009) outlines three important differences between the work of Burns (1978) and Bass (1999) on transformational and transactional leadership. Firstly, Burns (1978) suggested that the two styles of leadership are at opposite ends of the same leadership continuum: that is, the leader cannot be transactional and transformational at the same time, but could be either one of them, while Bass (1999) proposed that both transactional and transformational leadership can be displayed by the same leader. For example, Bass (1999) recognized that the same leader may use both types of the process at different times in different situations. Bass (1999) sees transformational leadership as a higher-order second leadership which is needed in addition to transactional leadership. Secondly, Burns (1978) suggested that actions are transformational if society benefits from them. Bass (1999) sees transformational leadership as not necessarily inherently beneficial; for example, Hitler was negatively transformational. Bass (1999) focuses on the individual personality while Burns (1978) placed emphasis on the leader-follower relationship. Thirdly, Bass (1999) outlined the components of the two types of leadership, specifying their content more than Burns (1978). Based on practical researches, Bass (1985) found evidence for five leadership factors: individualized consideration, charismatic leadership, intellectual stimulation, contingent rewards, and management-by-exception. Transformational leadership consisted of the first three: charismatic leadership, individualized consideration, and intellectual stimulation. Transactional leadership consisted of the last two factors: contingent rewards and management-by-exception. After additional investigation between approximately 1985 and 1995 the theory was expanded to denote three types of leadership behaviour transformational, transactional, and non-transactional laissez-faire leadership or passive leadership and it is referred to in the Full Range of Leadership model (Antonakis, 2003, and Bennett, 2009). Moreover, researchers conducted a meta-analysis of multiple studies which provided a review of hundreds of studies completed over the past twenty years indicate that indicate there has been fairly consistent support for the key factors of transformational leadership: charisma/idealized influence, inspirational motivation, intellectual stimulation, and individual consideration (for example, Lowe et al., 1996; DeGroot et al., 2000; Dumdum et al., 2002; and Judge and Piccolo, 2004). Investigation into the Full Range of Leadership theory expanded the components into nine factors: five transformational factors, three transactional factors, and one non-tran sactional leadership factor (for example: Avolio et al., 1999; Avolio and Bass, 2004; Barbuto, 2005; Rowold and Heinitz, 2007). Another modification to the model occurred with regard to its components. Antonakis et al. (2003) suggested using idealized influence instead of charisma and suggested that idealized influence should be separated into two parts: attributes and behaviour. Further, Avolio and Bass (2004) noted that management-by-exception should be divided into two parts: active and passive. Later, studies suggested using the term passive/avoidant instead of laissez-faire as the third leadership type in the Full Range of Leadership theory because it was more descriptive. Also, it was proposed that management-by-exception (active) was a better fit with transactional leadership, and management-by-exception (passive) was a better fit with laissez-faire as two subscales under the third type of leadership, now identified as passive/avoidant (Avolio and Bass, 2004; Avolio et al., 1999; Geyer and Steyrer, 1998; Bennett, 2009 and Den Hartog et al., 2011; and). The Full Range of Leadership model is displayed in Figure 2.1. As illustrated in Figure 2.1, the Full Range of Leadership model components are organized around two axes: level of activity and degree of effectiveness. The activity axis is concerned with how active or passive the leader is in his or her way of being towards employees and towards the aims of the organization. Essentially this axis has to do with the leaders level of engagement and involvement in the leadership process. The effectiveness axis relates to the effect the specific leadership style has on employee, group, and organizational outcomes in this study the outcome being investigated is employees creative performance. Figure 2.1: The Model of the Full Range of Leadership. Source: Adopted from Bass and Riggio (2006). ACTIVE EFFECTIVE INEFFECTIVE 5 Is CR MBE-A MBE-P LF PASSIVE 2.2.3.1 Transformational Leadership The Full Range of Leadership theory demonstrates that transformational leadership is a process whereby a leader utilizes a number of leadership behaviours or practices to influence the commitment and effort of employees toward the accomplishment of organizational objectives. Those practices, indeed, enhance the values and aspirations of both leader and employees (Bass and Riggio, 2006). Unlike other traditional leadership styles, transformational leadership attempts to give adequate support to organizational members so that they become highly engaged and inspired by goals that are motivational, because those goals are associated with values in which those members strongly believe or are persuaded to strongly believe. Thus, a transformational leader undertakes a matching process where he or she identifies which internal states of organizational members are critical to their performance and specifies a set of leaders practices most likely to have a positive influence on those internal states (Leithwood and Sun, 2012). Bennis and Nanus (1985) went beyond that by conceptualizing transformational leadership as a process that changes the organization by focusing on action, and by converting followers into leaders and leaders into agents of change. This notion is also supported by Sergiovanni (1990) and Avolio (1999), who argued that transformational leadership might be defined as the process whereby leaders develop followers into leaders. Followers become leaders when they are committed to a cause and are self-managing. For the purpose of this study, transformational leadership is defined in conformity with Bass and Riggio (2006), as a process through which a leader influences the organizational members toward the achievement of organizational goals by utilizing his social charisma and actions to encourage people in organization, articulate an inspiring vision for the future, create an environment for creativity, and pay close attention to individuals needs and wants. 2.2.3.2 Components of Transformational Leadership According to Bass and Avolio (1985), transformational leaders motivate others to do more than they originally intended and often even more than they thought possible. They behave in ways to achieve superior results by employing one or more of the four core components of transformational leadership, which are: (1) idealized influence (attributed and behaviours); (2) inspirational motivation; (3) intellectual stimulation; and (4) individual consideration. To some extent Bass and Riggio (2006) stated that those components have evolved, as refinements have been made in both the conceptualization and the measurement of transformational leadership. For example, Bass and Riggio (2006) argued that there are two aspects to idealized influence: the leaders behaviours, and the elements that are attributed to the leader by employees and other associates. These two aspects, measured by separate sub-factors of the Multifactor Leadership Questionnaire (MLQ), represent the interactional nature of id ealized influence: it is embodied both in the leaders behaviour and in attributions that are made concerning the leader by employees. Conceptually, transformational leaders are charismatic and employees seek to identify with the leader and emulate them. Transformational leaders inspire employees with challenge and persuasion, and provide both meaning and understanding. They intellectually stimulate and expand the employees use of their own abilities. Finally, transformational leaders are individually considerate, and provide the employees with support, mentoring, and coaching. Each of these components can be measured with the Multifactor Leadership Questionnaire (MLQ), which will be discussed in the Methodology Chapter. Together, the five main dimensions of transformational leadership are interdependent; they must co-exist; and they are believed to represent the most effective leadership attitudes and behaviours (Gellis, 2001; Moolenaar et al., 2010; Hall et al., 2008; Pieterse, et al., 2010 and Leithwood and Sun 2012). Descriptions of the components of transformational leadership are presented in the following subsections. 2.2.3.2.1 Idealized Influence Attributed (IIA) Idealized influence attributed is defined as the socialized charisma of the leader: whether the leader is perceived as being confident and powerful, and whether the leader is viewed as focusing on higher-order ideals and ethics. Leaders who exhibit idealized influence attributed are providing a role model that employees seek to emulate (Bono and Judge, 2004; Simic, 1998; Stone, et al., 2003 and Ho et al., 2009). On the other side, employees view their leaders as having extraordinary capabilities, persistence, and determination, and they feel admiration, loyalty, and respect for the leaders (Bass, 1985). Idealized influence leaders or charismatic leaders are highly motivated to influence their employees. Their employees trust their judgments and have faith in them. Such leaders can transform the established order, and instil pride, faith, and respect. They have a gift for seeing what is really important and a sense of a vision which is effectively articulated (Avolio and Bass, 1988). Further, it has been noted that individuals who are under charismatic leadership are hig

Eulogy for Friend :: Eulogies Eulogy

Eulogy for Friend I'd like to say a few words of tribute to this special man, from me and on behalf of other close friends of his. When he heard the news of Alan's death, a mutual friend and colleague noted poignantly that Alan was a man that was non-judgmental. Alan accepted people largely for what they were and for who they were. Alan was a man without prejudice. His many friendships crossed the barriers of social position and educational background. And his spirit, his generosity, his warmth also reached through barriers of race and cultural background. They reached through the barriers of age and generation. Because everyone was welcomed into Alan's circle of friends and what a multi-coloured, multi-cultural, multi-national, and multi-generational circle of friends it is indeed. What's more, Alan worked eagerly to bring these people from different backgrounds together. To me, he seemed happiest when he'd organised a gathering of the most diverse people one could imagine. If Alan couldn't remake the world outside to his liking, he would make it so in his backyard. He was a man without prejudice. This was not just a matter of principle for Alan, not something he merely theorised in his academic work and teaching. It was his instinct, his very nature. This was not simply tolerance, it was his personal culture. Because when we stop to think about it, Alan's preoccupation in life was people. He was always introducing people to other people. Always saying: you must meet so and so; and with his extraordinary sense of social occasion, by and large you did get to meet them. How many people have we met and got to know through Alan Smith? Dr Alan Smith was among the most intelligent people I have ever known. A sociologist by original training, he completed his Bachelor degree with Honours at the University of Wales in 1978 and was awarded his Doctorate by that University in 1990. His doctoral thesis, titled 'A Cartography of Resistance: The British State and Derry Republicanism' was a learned study of the Irish republican struggle. The freedom of the Irish people and Gaelic people generally was a cause very close to his heart throughout his adult life. His experiences in Londonderry in the 1980s exposed him to the brutal realities of war and I think shaped his political outlook in particular ways. One of these I believe was to deepen his affinity with people from oppressed nationalities and cultures wherever they were and whenever he came across them in his many travels around the world. Eulogy for Friend :: Eulogies Eulogy Eulogy for Friend I'd like to say a few words of tribute to this special man, from me and on behalf of other close friends of his. When he heard the news of Alan's death, a mutual friend and colleague noted poignantly that Alan was a man that was non-judgmental. Alan accepted people largely for what they were and for who they were. Alan was a man without prejudice. His many friendships crossed the barriers of social position and educational background. And his spirit, his generosity, his warmth also reached through barriers of race and cultural background. They reached through the barriers of age and generation. Because everyone was welcomed into Alan's circle of friends and what a multi-coloured, multi-cultural, multi-national, and multi-generational circle of friends it is indeed. What's more, Alan worked eagerly to bring these people from different backgrounds together. To me, he seemed happiest when he'd organised a gathering of the most diverse people one could imagine. If Alan couldn't remake the world outside to his liking, he would make it so in his backyard. He was a man without prejudice. This was not just a matter of principle for Alan, not something he merely theorised in his academic work and teaching. It was his instinct, his very nature. This was not simply tolerance, it was his personal culture. Because when we stop to think about it, Alan's preoccupation in life was people. He was always introducing people to other people. Always saying: you must meet so and so; and with his extraordinary sense of social occasion, by and large you did get to meet them. How many people have we met and got to know through Alan Smith? Dr Alan Smith was among the most intelligent people I have ever known. A sociologist by original training, he completed his Bachelor degree with Honours at the University of Wales in 1978 and was awarded his Doctorate by that University in 1990. His doctoral thesis, titled 'A Cartography of Resistance: The British State and Derry Republicanism' was a learned study of the Irish republican struggle. The freedom of the Irish people and Gaelic people generally was a cause very close to his heart throughout his adult life. His experiences in Londonderry in the 1980s exposed him to the brutal realities of war and I think shaped his political outlook in particular ways. One of these I believe was to deepen his affinity with people from oppressed nationalities and cultures wherever they were and whenever he came across them in his many travels around the world.

Physics Ib Chapter 4 Notes

CSimple Harmonic Motion and Waves Kinematics of simple harmonic motion: Oscillation: an effect expressible as a quantity that repeatedly and regularly fluctuates above and below a average value, as the pressure of an alternating current. Examples include: †¢ Cycle: One cycle is defined as one complete oscillation of the pendulum (A-B-A) †¢ Equilibrium Position: the position where the pendulum would be at rest when undisturbed (O) †¢ Amplitude (x0): maximum displacement from equilibrium position (OB or OA) – measured in metres. Time Period (T): the length of time to complete one cycle – measured in seconds †¢ Frequency (f): the number of cycles the pendulum makes per unit time – measured in 1/s or hertz (Hz) †¢ Angular frequency (? or 2? f): used when describing circular motion, or even an oscillation in the case of 2? equivalent to one cycle. Displacement: the distance of an oscillating body from its central position or point of equilibri um at any given moment. Amplitude: the absolute value of the maximum displacement from a zero value during one period of an oscillation.Frequency: the number of periods or regularly occurring events of any given kind in unit of time. This is usually measured in one second. Period: the time taken to complete one cycle of a regularly recurring phenomenon Phase Difference: Simple Harmonic Motion: vibratory motion in a system in which the restoring force is proportional to the displacement from equilibrium. This is expressed by the equation: a = -? ^2x Energy changes during simple harmonic motion (SHM): Kinetic energy = mv^2 /2 and the potential energy at any point = total energy – KE.Because no energy is lost when the total energy is a constant value, the energy when a body is active sees continual changes between kinetic and potential energy. Forced oscillations and resonance: Damping: The effect in which there is a loss of energy due to the friction in real oscillation. Exampl es of damping include: †¢ Light damping, critical damping, etc. Natural frequency of vibration Wave Characteristics: Damping: The effect in which there is a loss of energy due to the friction in real oscillation. Examples of damping include: †¢ Light damping, critical damping, etc.Natural frequency of vibration Wave Properties: Snell's Law relates the angle of incidence to the angle of refraction to the ratio of the velocity of the wave in the different media, which is always equal. It is stated by: sin i = v1 __________________________________________________________________________ sin r = v2 Diffraction takes place when a wave passes through a small opening. If the op Doppler Effect: The Doppler effect is where there is An change in the frequency of sound, light, or other waves as there is a change in the distance between the source and observer.The effect causes the sudden change in pitch noticeable in a passing siren, as well as the redshift seen by astronomers. Elect rical Currents Electrical potential difference, current and resistence: Electrical potential difference (Voltage) is the electric potential difference between two points — or the difference in electric potential unit of a unit test charge transported between two points. The electron volt is a unit of energy equal to approximately 1. 6? 10? 19 joule (J). It is the amount of energy gained by the charge of a single electron moved across an electric potential difference of one volt.Thus it is 1 volt (1 joule per coulomb, 1 J/C) multiplied by the electron charge (1e, or 1. 602176565(35)? 10? 19 C). Electric current is the flow of charge (i. e. the + of batteries is charged as it has higher PE and the current flows to -. The unit of current is the amp (A), a scalar quantity. Resistence is the rate at which charge current flow through a conducter is not much allowed. This normally depends on the conducters size and material. It is measured in ohm (? ). It is related to the cross sec tional area (A), length (L) and the material and the constant of proportionality is called the resistivity (p).Hence R = pL/A Ohm's law states that electric current is proportional to voltage and inversely proportional to resistance in terms of flowing across and through it. If the potential difference across a conductor is V and the current flowing through it is I, then according to Ohm's law: V=IR. Ohmic conductor behaviour is demonstrated when graphing I against V of being a straight line Non-ohmic conductor behaviour is demonstrated when graphing I against V of not being a straight line. i. e. ight bulb filaments Electric circuits: Electromotive force (emf) refers to voltage output generated by a battery or by the magnetic force which states that a time varying magnetic field will induce an electric current. Internal resistence is the resistence of that of all cells that are made from materials that have resistance. If such a cell was connected to a resistor, there is less energ y to be converted to heat in the resistor and the potential difference across it less then the cell's emf. With Oh

By the 1850s the Constitution DBQ essays

By the 1850s the Constitution DBQ essays Assignment: By the 1850s the Constitution, originally framed as an instrument of national unity, had become a source of sectional discord and tension and ultimately contributed to the failure of the union it had created. Assess the validity of this statement. The Constitution continued to bring national unity until the 1850s, but later, a series of resolutions raised a great confusion about the view of the Constitution concerning slavery. At this time, the law encouraged a growing split between the North and the South. The Compromise of 1850 seemed to satisfy the States, while it declared California a free State, gave a reasonable amount of money to Kansas, and allowed slave States to keep their slaves from deserting onto free States. (Doc. A) After a while, the number of fugitive slaves increased and it called for a new law. The Fugitive State Law led to a storm of opposition including the passage of personal liberty laws which were designed to hamper its enforcement. (Doc. B, D, F) The fugitive slave law turned out to be a major blunter on the part of the south while it awakened in the north a spirit of antagonism. To them this was a statute, which enacted the crime of kidnapping and it ordained disunion. (Doc. C, D) In 1853 the purchase from Mexico for $10 million gave south an advantage in the debate over the route for a transcontinental railroad, which was finally approved to pass by the organized territories of Kansas and Nebraska. But the question of slavery had yet to be answered in the Kansas-Nebraska territory. Senator Stephen Douglas of Illinois proposed that this issue be decided by popular sovereignty (but this violated the Missouri compromise of 1820). Kansas residents moved to free Nebraska and Nebraska residents moved to slave holding Kansas, but the transaction was followed by hostilities in many cases. Religious whites came in to fight and protest against slavery, cau ...

Explore the ways Shakespeare presents ideas of society in The Tempest Essay Example

Explore the ways Shakespeare presents ideas of society in The Tempest Essay Example Explore the ways Shakespeare presents ideas of society in The Tempest Essay Explore the ways Shakespeare presents ideas of society in The Tempest Essay Essay Topic: Ideas The Tempest The Tempest was Shakespeares last play written alone. He used it to express his thoughts on the structure of society, albeit through using certain characters as a mouthpiece. These characters include Gonzalo and Prospero. To begin with, the society on the island consists only of Prospero, Miranda, Caliban and the spirits, which only appear to Prospero. One theme in the play is the idea of usurpation, which is shown several times throughout. One of Calibans reasons for hating Prospero is his idea that Prospero usurped him as ruler of the island. This is made clear as early as Act 1 Scene 2, when Caliban says This islands mine, by Sycorax my mother, which thou takst from me. Antonio also usurped Prospero as Duke of Milan, Stephano wishes to be king of th isle and Sebastian plots to kill Alonso to become King of Naples. On the island, it seems that all social restraints are removed. Antonio and Sebastian would never have dared to plot to murder Alonso back in Italy. The anonymity of the island means that the characters genuine feelings are shown, rather than hidden. This is shown by Antonio and Sebastians conversation. Draw thy sword: one stroke Shall free thee from the tribute which thou payest/And I the king shall love thee.. And also by Gonzalos speech. I think that the play also has messages about colonisation of countries for the British Empire. This is due to the fact that at the time new countries were still being discovered by British explorers like Walter Raleigh. The idea of a ship of nobles landing on an unknown island and disturbing the natives (Caliban) is evocative of the explorers at the time. This does not necessarily mean that Shakspeare is showing his disapproval of colonisation; he could just be including it as a way for the audience to relate the plot to England at the time. Gonzalos speeches in Act 2 Scene 1 are the main indicator of Shakespeares social idealism within the play. He begins by saying Had I plantation of this isle. Here Gonzalo is speculating on the possibilities of the island. However, this also shows that even old, kind Gonzalo wishes for power and control, thus consolidating power as a central theme within the play. Letters should not be known seems at first to suggest that there would be no formal education or even use of written language on the island, but seeing as this could be Shakespeares utopia expressed through Gonzalo, this doesnt appear to make sense. Shakespeare made his living through writing, and so I think that it seems more likely they are referring to names, or the class system, where everyone was judged by their lineage. However, it is significant that at the end of the play, Prospero chooses to give up his magic and return to Italy, and Italian society, where he will in be in charge as is his birthright. This would sat isfy Prosperos need for power. Whilst on the island, Prospero has learned how to become a good leader. This is shown by the way in which he tells Miranda by delayed exposition that those (his magic) being all my study, I cast government upon my brother. This quotation implies that Prospero knows he paved the way for his brother to take over. It also shows that he now knows he was a neglectful leader, which shows some humility, perhaps meaning that his character has changed since being marooned on the island. Gonzalo muses on creating a commonwealth on the island, with no sovreignty, in the presence of the King of Naples. This is quite startling in its outspokeness, and starts to disabuse us of the notion that Gonzalo is just a kindly old fool. This gives us another parallel between Shakespeare and Gonzalo, as Gonzalo voices his commonwealth idea in front of the king, and Shakespeare is sending this message out in front of an audience that could very likely have included royalty. Also, I believe that Prospero presents some ideas of society too. He is a very dominant character, speaking the epilogue, which is unusual for a main character in a Shakespeare play. Prospero manipulates the characters and shapes the story, and is almost always totally in control. This helps to show the manipulative elements in his character. The Tempest tells the story of Prosperos usurpation, and, to put it simply, the plot to get his dukedom back. Prospero presents himself as a victim of his brothers ambition, but it is later shown to us that Prospero was a poor ruler, far more interested in his books than in looking after his country, as is shown but the words those being all my study/ the government I cast upon my brother. Already, due to his dukedom, Prospero is cast in the role of leader. We know that Shakespeare has portrayed him as neglectful of his duties during his reign. This could be a comment on the negative points of having one all powerful leader, as Prosperos charact er does have several negative elements in. He is controlling (quotation), and petty, he threatens Caliban, saying to-night thou shalt have cramps/Side-stitches that shall pen thy breath up Prosperos controlling nature manifests itself in his desire to keep everything happening exactly when and how he wants it. When Miranda and Ferdinand begin to fall in love (as he planned) he says They are both in eithers powers/ But this swift business/ I must uneasy make. He needs it to happen exactly as he planned. Another example of this would be when Ariel asks for his liberty. Instead of asking Ariel for a few hours more, Prospero shows his autocratic nature by reminding Ariel of how he rescued him, and how he can punish him again. The small society on the island that Prospero has created for himself, Miranda and Caliban has him has the head of it. Both Caliban and Miranda obey him, and there is no-one to question his authority. Although he refuses to free Ariel and enslaves Caliban, he never actually intends to harm anyone. This is shown by his question to Ariel But are they, Ariel, safe? It also seems like Ariel actually has the power on the island, as Prospero needs him to work his magic. The way he rules on the island could, therefore be likened to the way we are told he ruled in Milan, where although it was actually him that was the Duke, his brother ruled the country. This idea of society that Prospero has created on the island is that of a single all-powerful ruler. Prospero is eager to return to Naples and the rigid social structure of Italian high society. I believe that this is because the small, relaxed society on the island did not satisfy his need for power over others. He does relinquish his magic, however, which was the main source of his power on the island. I feel that this is because he knows that when he is back in Italy he will not need magic powers to control people, as he will be the rightful duke, and this will be respected by members of Italian society. This also is another example of how important the theme of power is. In conclusion, I think that the island is a microcosm of society, and due to its size, and the small number of people on there, everything is concentrated. For example, Sebastians desire to be King would probably have been suppressed back in Italy, but on the island it is not.

Postpartum Depression Practicum Journal Assignment

Postpartum Depression Practicum Journal - Assignment Example I staged a meeting with the head of the postpartum department of the general hospital in his office to discuss my analysis of the three cases of post delivery depression. I staged a meeting with my mentor at his office to discuss the implications of my findings from the studies that I evaluated. I developed a design of a practical study curriculum for nursing school in the studies regarding post delivery care and management. There are various literatures from research studies that has been done all over the globe in regard to evidence based best practices on the topic of postpartum depression through which I did reviews to develop the design for the curriculum. I intended to a develop an appropriate postpartum teaching plans for handling teaching practice in nursing school especially while handling the aftermath of delivery and the complications that results to depression. Formulation of evaluation surveys for assessment of effectiveness of the current curriculum in teaching postpart um depression and management practices. An analysis of universal nursing requirements as relating to postpartum was necessary for proper understanding of the resultant of post delivery outcomes. Objective # 1a: Analyses of three cases of postpartum cases within the maternity unit were done. In general, the analysis followed a procedure through collecting the previous day’s record on the cases of postpartum and then carrying out an assessment of the attending clinician’s staff records about the patient. Communication as well as clinical skills was basic areas of my evaluation through which I would assess their effectiveness in handling the cases of postpartum occurrences. It was great lessons to realize that perfection in clinical skills coupled with good communication were instrumental in assessment of the post partum complications. I learnt that the basic effects associated with the complications revolve around blurred vision, c-sections and complications and breath c omplications among others. Objective # 1b: My study evaluated the findings of seven studies that had previously been done in different parts of the world concerning the after math of delivery and possible developments. A very shocking statistic of one out of every ten women who were successful to give birth had a tendency of suffering from postpartum depression. The analysis confirmed my previous finding that the medical practitioners had a critical role to play in promptly informing the patients within the earliest possible time of noting the likelihood of the compilations developing. Moreover, I learnt from the experience of others that it is of paramount importance to have this postpartum complications knowhow to every woman because if one is lucky to avoid the complication, may be an immediate person within one’s circle of friends. Different patients have different symptoms of the depression and complication that arise after the delivery. Through these study reviews, I am no w better placed to further the research on more elaborate facts about the postpartum compli

God called them to adopt and adopt and adopt ( Briefs writting) Article

God called them to adopt and adopt and adopt ( Briefs writting) - Article Example They take in neglected children into their custody despite their lean economic situation. The couple is faced with various hardships in helping children with disabilities. Another couple, Christian and Maureen have also adopted children. The primary issue in the article is child adoption and impact on families. Adoption, especially for a family has children, can be a devastating experience for children would have to share parenting. The situation calls for dedication and love for children. As Christians, the couples in question believe that children should have the best care that can be afforded, thus, they divide their time among all children. Adopting a child is perceived as a noble impression to Christians. However, the action requires much dedication and prayer. Apart from economic strain, adopting older children can be hectic in terms of discipline. This is depicted in Maureen case about the child, Ernesto and Misty’s case on Shon. Consequently, adopting children with disabilities proves to be a difficult task for Misty, who takes in two children, Raena and Olivia who have health problems. The article asserts that the duty to care for children is not based on the condition of the child, but due to the love of the child. The families help the children adopt a different life and fit in their new home. Often, children find it hard to move into a new family. The harmonious relationship between biological and adopted children is key or family stability. Here, the families under consideration trained their biological children on Christian values and their obligations to innocent children. Adoption is a tricky situation that calls for closer evaluation of personal attributes, economic attributes and social considerations. In this regard, the confusion between adopting and not adopting reigns each time they consider adopting another child. However, their opinions coincide when religion is referenced. Parents who neglect their children