...Structure Key components of organization’s survival and success are leadership and communication. Most of the organizations that merge, restructure, or fail are primarily due to lack of leadership and communication. Hax, A. & Majluf, N. (1981, p. 445), described several common symptoms that leads to organizational structure inadequacy. Couple of common symptoms is: 1) Failure to integrate mechanisms due to lack of coordination among divisions, and 2) Repetitive and excessive duplication of process between different units of organization due to lack of clarity and defined roles (Hax and Majluf, 1981, p. 445). Two common variables that consistently contribute to inadequate organizational structure mentioned by Hax & Majluf (1981, p.445) are leadership and communication. Leadership provides vision and direction for the organization, whereas, communication helps to define divisional and employee roles and functions, minimize ambiguity, and potential conflicts. Blanchard, K. (2010) states that it is leadership’s responsibility to provide and define the direction of the organization and communicate division’s roles and responsibilities. Furthermore, by providing direction, divisions are able to work efficiently through mutual coordination and collaborative efforts to reduce duplication of processes. Lack of vision or direction provided by leadership at any level of the organization is detriment to its survival, per se. It...
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...Wladislaw Rivkin, Stefan Diestel, Klaus-Helmut Schmidt* The positive relationship between servant leadership and employees’ psychological health: A multi-method approach** Servant leadership is thought to encourage socially responsible and moral behaviors. In the present article, we test the positive relationship between servant leadership and employees’ psychological health. We argue that servant leadership is positively related to employees’ health because servant leaders shape employees’ needs and create work environments that fulfill these needs. We examine the proposed relationship of servant leadership (a) competing for variance with different well-known stressors, (b) in multiple samples, (c) at the within- and between-person level, and (d) in relation to long- and short-term indicators of strain. On the basis of this multi-method approach we seek to demonstrate that our results are invariant across different methodological conditions. In Study 1 (N=443), we simultaneously tested the between-person level relationships of servant leadership and job ambiguity to emotional exhaustion and depersonalization as the core symptoms of burnout. In Study 2 (N=75), we simultaneously tested the relationships of person-level servant leadership and day-level emotional dissonance to day-level ego depletion and need for recovery as outcomes. The results of both studies demonstrate that servant leadership is negatively related to strain and accounts for unique variance in short- and long-term indicators...
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...objectives of the educational institution. In some schools, universities and colleges, it is the principal or the president, whichever is the title of the organization’s highest official that decides these goals and objectives. Often, this is done with the help of the principal or president’s senior colleagues and even the school board or its stakeholders, in the case of a private corporation. However, in many educational institutions, education management with respect to goal setting is a corporate activity done by formal bodies or informal groups or individuals. The other issue that needs to give importance is the closely intertwined relationship between educational management and educational leadership. It is true that the combination of educational management and educational leadership can lead to academic excellence of every learner if it’s only done in a right manner and perspective. This journal aims to review the models of educational management and...
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...factors such as role stress, empowerment, job insecurity and employability, and distribution of leadership have been shown to be connected to a worker's sense of organizational commitment. Organizational commitment can be contrasted with other work-related attitudes, such as job satisfaction, defined as an employee's feelings about their job, and organizational identification, defined as the degree to which an employee experiences a 'sense of oneness' with their organization. Organizational scientists have also developed many nuanced definitions of organizational commitment, and numerous scales to measure them. Exemplary of this work is Meyer and Allen's model of commitment, which was developed to integrate numerous definitions of commitment that had been proliferated in the literature. Meyer and Allen's model has also been critiqued because the model is not consistent with empirical findings. There has also been debate surrounding what Meyers and Allen's model was trying to achieve. Role Stress Dysfunctions in role performance have been associated with a large number of consequences, almost always negative, which affect the well being of workers and functioning of organizations. An individual's experience of receiving incompatible or conflicting requests (role conflict) and/or the lack of enough information to carry out his/her job (role ambiguity) are causes of role stress. Role ambiguity and conflict decrease worker's performance and are positively related to the probability of...
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...what extent has Margo Santelli chosen the right approach to leading the managers in her unit of the financial services firm? The interviews conducted by Laura reveal mixed results about Margo’s leadership style and perception. Three of the four managers felt that Margo was too “macro”, leaning almost, if not completely, to a laissez-faire leadership style. As Dubrin, 2010, argues “…employees managed by a laissez-faire leader experience ambiguity.” Dubrin goes further to explain that studies have concluded that these employees who face ambiguity face difficulties when prioritizing work, due to lack of direction. (p. 114) Margo’s style is so laissez-faire and macro, in fact, that one of the managers did not even recall who she was specifically. Furthermore, this particular manager is leaving the company and joining the workforce of a competitor, which leads us to believe that he is not happy working with Margo and/or her leadership style. 2. What advice can you offer Margo to be a more effective leader? Margo should approach her leadership style to each manager that she supervises, on a case by case basis. Although a general leadership style can be adopted, Margo should understand that each person faces different needs of how much guidance and support they need. Leadership can be tailored to the industry and individually towards specific people. No two people are the same, and you cannot rule with the same ‘hand’ or blanket for everyone. Margo must adapt her style...
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...In this paper I will identify and explain the leadership concepts that I learned in this class using characters from the film Finding Nemo. To do so, I will provide examples of transformative leadership and describe the impact it had on others. I will also explain how the characters acquired their leadership effectiveness by identifying experiences that were instrumental in their leadership development. Transformative Leaders The three characters in the movie Finding Nemo that displayed transformative leadership are Marlin, Dory and Gill. Marlin goes on a journey to find his lost son Nemo. While on his journey Marlin experiences many challenges and meets new friends. Marlin learns that he no longer needs to be afraid, and that he can...
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...REFLECTIONS LEADERSHIP THEORIES AND PRACTICES Leadership is much like a quality we all know when we see it but have a difficult at times describing it. But when I think about leadership it remains me of my experience at National Wholesale as Store manager in Bridgeport with little more than fifty employees on my payroll. As a store manager I feel one reason why I had been so successful and likeable among my employees and the upper management is the way I ran and manager my store and employees. I made use of courage, credibility and conviction to define my leadership as a store manager at National Wholesale in Bridgeport. Leaders are distinguished by their courage to lead and I belief that the most important characteristic as a true leader. I know leadership is tough because is about change, and I initiated lots of changes in the store from employee training, regular performance appraisal with constant feedback and promoting fairness and equality and rewarding hard work and dedication among my employees. Sometimes I do meet with resistance and I tried to stay the course in spite of numerous obstacles and disappointments. Leadership is all about courage, and through courage and will I press on in spite of challenges and criticisms and at the end of the day I’m always the winner. Leadership is all about conviction and having the integrity to live by ones conviction. I tried to show strong values and beliefs and demonstrate these values and convey them to my followers. Finally...
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...multiple copies, please e-mail pubpermissions@ons.org. FEATURE ARTICLE Building Comfort With Ambiguity in Nursing Practice Kalli Stilos, RN, MScN, CHCPN(C), Shari L. Moura, RN, MN, CONC(C), CHCPN(C), and Frances Flint, RN, MN Current nursing literature recognizes the need to honor the concept of ambiguity. Nurses experience uncertainty with handling or honoring complexity and ambiguity when confronted with times of struggle. Traditional models of care fall short as patients and families define their expectations of the healthcare system. Nurses bear witness to the discomfort caused by the unknown in their daily practice. They are challenged to address their feelings, unsure of what to anticipate, what to say, or how to respond to their patients. Uncertainty diminishes the opportunity for meaningful dialogue between nurses and other people. Nurses attempting to ease the discomfort of ambiguity by providing patients or families with reassurance, offering advice on how to fix problems, or avoiding talking about situations often express dissatisfaction. Nurses should be invited to explore ambiguity and seek understanding through dialogue and nursing knowledge. Encouraging nurses to define the meaningfulness in nursing practice that embraces human science theory will help relieve some of the ambiguity that exists in current practice. This article will explore the concept of ambiguity, highlight how nursing theory based on human science can support practice, and propose recommendations...
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...TRANSFORMATIONAL AND CHARISMATIC LEADERSHIP THEORIES Gary Yukl* State University of New York at Albany Theories of transformational and charismatic leadership provide important insights about the nature of effective leadership. However, most of the theories have conceptual weaknesses that reduce their capacity to explain effective leadership. The conceptual weaknesses are identified here and refinements are suggested. The issue of compatibility between transformational and charismatic leadership is also discussed. Finally, some methodological problems involving construct validation and theory testing are identified, and suggestions for future research are provided. INTRODUCTION In the 1970s, behavioral theories of leadership effectiveness were dominant. Examples include path-goal theory (House & Mitchell, 1974), LMX theory (Graen & Cashman, 1975), and normative decision theory (Vroom & Yetton, 1973). Since the late 1980s, theories of transformational and charismatic leadership have been ascendant. Versions of transformational leadership have been proposed by several theorists, including Bass (1985, 1996); Bennis and Nanus (1985), Burns (1978), Sashkin (1988), and Tichy and Devanna (1986, 1990). Building on the ideas of Weber (1947), refined versions of charismatic leadership have been proposed by several theorists, including Conger (1989), Conger and Kanungo (1987, 1998), House (1977), and Shamir, House, and Arthur (1993). Unlike the “traditional” leadership theories, which emphasized...
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...contextually explicit—describing the environment in which the decision is being made (Rowe and Mason, 1987). These theorists describe four elements of an individual’s decision style. The four elements are: • Perception and reception to stimuli, • Capacity to handle information and to reach a meaningful conclusion, • Intuition or creativity to develop alternatives, • Dexterity to make a decision (Rowe and Mason, 1987). Rowe and Mason’s model provides general descriptions of each style through specific categories such as organizational fit, problem orientation, level of tolerance for ambiguity, technical concern, leadership, and major criticism. The general descriptions of each decision style are as follows: Analytical Style This style is characterized by a problem solving and intellectual orientation. These individuals have a greater tolerance for ambiguity and a cognitively complex personality. This decision style focuses on technical decisions with a need for details, information, and many alternatives. People with this style may be characterized as intellectual with ability to deal with new and complex situations, analyze details, and predict outcomes. This style is criticized for being...
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...1. Leadership is a process of social influence, which maximizes the efforts of others, towards the achievement of a goal. If you want to be a leader, how successful you are will depend greatly on the culture where you work. “But wait,” you might say, “doesn’t it matter more that you have the ability to lead? That you have the traits that make a leader?” Perhaps, but if the culture you work in doesn’t allow you to practice those traits — or worse still, discourages those traits — they become irrelevant. As noted above, the three required elements of leadership are: (1) ability to influence, (2) a common goal or vision, and (3) followers that are willing to work toward the vision. As we will see, however, even having all three elements in place is no guarantee that effective leadership can be practiced. 2. Uncertainty Avoidance, "a society's tolerance for uncertainty and ambiguity". It reflects the extent to which members of a society attempt to cope with anxiety by minimizing uncertainty. The uncertainty avoidance dimension expresses the degree to which a person in society feels uncomfortable with a sense of uncertainty and ambiguity. The fundamental issue here is how a society deals with the fact that the future can never be known: should we try to control the future or just let it happen? Countries exhibiting strong Uncertainty avoidance Index or UAI, maintain rigid codes of belief and behavior and are intolerant of unorthodox behavior and ideas. Weak UAI societies maintain...
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...The key personality attributes that prompted Sean Gilligan’s entrepreneurial pursuits. Module : Entrepreneurship and Innovation. Module leader : Dr Kristos Kalantaridis. Word count : 2500 16-03-2012. MSc Applied Management and Enterprise. UB No: 11017266. Introduction In order to understand why Sean Gilligan became an entrepreneur, there are 3 key elements that revolve around him. His personality or attributes, his background and experience and the skills including how he learnt. In this essay, his personal attributes will only be discussed as this has been of great advantage to his career as an entrepreneur. Entrepreneurship is probably best understood as a process, the constituents of which are the entrepreneur, their persistent search for opportunities, usually grounded in market place, and their efforts to gather the resources needed to exploit those opportunities. Innovation and change, the risks people take and the roles they play to bring about change appear to be core themes in understanding the entrepreneurial process. However, you have the individual entrepreneur who is the driving force behind the process. Without that individual’s commitment, the process would not happen. Sean Gilligan is a chemist by profession and also the owner of a web design...
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...Organization Conflicts within the Clayton County Board of Education Course Project Outline Professor GM 591 21 June 2011 * * I. Introduction The organization that will be focused on is the Clayton County Board of Education. The board consists of nine citizens who are elected by the community. The Clayton County Board of Education is responsible for the programs, finances, education, employment, and other policies within Clayton County Public Schools (CCPS). CCPS is a school district located in Jonesboro, Georgia. The system is the fifth largest school district in Georgia and is comprised of over 50,000 students. The district is considered a Title 1 school because of its high percentage of low-income families (SACS Report).. Although the district receives government grants and various allocations to improve school conditions, the Southern Association of Colleges and Schools (SACS) revoked accreditation for the district in 2008. The Clayton County Public School system was the third school district to lose accreditation in over forty years (SACS Report). As a resident of Georgia, it is important the school systems are effective and can adequately educate children. I have family and friends that live throughout the state of Georgia. The loss of accreditation hinders children and their education. Students attending CCPS faced difficulty being accepted into colleges and universities. They also faced dilemmas retaining various scholarships. Not only were students...
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...Dealing With Ambiguity.. Early in my career at Sepracor one of the leadership values the company mentioned but Never really emphasized, was a “tolerance for ambiguity”. Ambiguity is an area that I’m always try to strengthen my approach..I’ve described in the paragraphs to follow my own personal recipe in dealing with such. There was never any coaching on how to develop such a capability… Over the years, however, I have come to appreciate how important this skill can be for a leader and learned how to develop it as strength. Wikipedia defines “ambiguity tolerance” as “the ability to perceive ambiguity in information and behavior in a neutral and open way.” I prefer a more active definition, so I consider a tolerance for ambiguity to means“planning and executing appropriate actions in light of limited information.” The emphasis is on being able to move forward in spite of limited or conflicting information, as opposed to just “neutrally” recognizing that such a situation exists. Ambiguity is all around us, whether it is in the form of uncertain business or economic conditions, unclear job descriptions or expectations, or vague corporate strategies. Today’s economic environment, which some economists have taken to calling The Great Ambiguity, presents an extreme case of an uncertain outlook. Your nature and upbringing can shape your natural tolerance for ambiguity. Education and early career experiences also play a major role. For example, accountants tend to have little...
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...Case Study 2 Leadership Case Problem A: Is Margo too Macro? Thomas Edison State College 1. To what extent has Margo Santelli chosen the right approach to leading the managers in her unit of the financial services firm? The interviews conducted by Laura reveal mixed results about Margo’s leadership style and perception. Three of the four managers felt that Margo was too “macro”, leaning almost, if not completely, to a laissez-faire leadership style. As Dubrin, 2010, argues “…employees managed by a laissez-faire leader experience ambiguity.” Dubrin goes further to explain that studies have concluded that these employees who face ambiguity face difficulties when prioritizing work, due to lack of direction. (p. 114) Margo’s style is so laissez-faire and macro, in fact, that one of the managers did not even recall who she was specifically. Furthermore, this particular manager is leaving the company and joining the workforce of a competitor, which leads us to believe that he is not happy working with Margo and/or her leadership style. 2. What advice can you offer Margo to be a more effective leader? Margo should approach her leadership style to each manager that she supervises, on a case by case basis. Although a general leadership style can be adopted, Margo should understand that each person faces different needs of how much guidance and support they need. Leadership can be tailored to the industry and individually towards specific people. No two people are the...
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