...These resources include personality, charisma, knowledge, social networks, and relationships. Human assets however are the hardest to maintain because there are always other leaders that come along that can promise more to those assets. A strong leader needs not only to be personable; they also need followers, benefactors, and loyalists. Without support, leaders are viewed with suspicion. Followers are the bedrock of leadership support. However, this kind of support is quite prickly because they are easily swayed. Most followers are distant, which makes them easy to lose. Leaders also need benefactors. These people are much more committed to a leader than a follower is. This is usually where a leader’s tangible resources come from. Benefactors provide culturally appropriate resources, and in return the leader is more obligated to them. They can also compromise a leader’s power...
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...biological construct to the business world. It continues by addressing how leadership theories evolved. Transformational Leadership Transformational leadership revolves around the implementation of new ideas, change, flexibility, adaptability, and continuous improvement. Transformational leaders possess the following characteristics: First, the leader has charisma. This characteristic is hard to define because no one really knows it until he experiences it. We can just be contented with defining it as something that inspires people to follow a leader with this characteristic. These leaders are seen as having special gifts or talents that make them able to influence people who are in distress. It is their personality, their skills and their presence that affect those who are in crisis or problem. These leaders can convince these affected members that their special gifts can alleviate their pain or solve their problem. When this happens, the members feel safer and directed and believe that the problem has been 'solved' and these leaders have an impact on their lives so they follow them. However, charisma involves dependency. Second, these leaders have vision. They can create a compelling picture of the future and make people develop commitment and a common goal in which achievement of that goal is a way to feel successful. Third, they can stimulate the intellect of their followers by presenting new ways of looking at the problems that have been there before and...
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...Transformational Leadership Transformational leadership revolves around the implementation of new ideas, change, flexibility, adaptability, and continuous improvement. Transformational leaders possess the following characteristics: First, the leader has charisma. This characteristic is hard to define because no one really knows it until he experiences it. We can just be contented with defining it as something that inspires people to follow a leader with this characteristic. These leaders are seen as having special gifts or talents that make them able to influence people who are in distress. It is their personality, their skills and their presence that affect those who are in crisis or problem. These leaders can convince these affected members that their special gifts can alleviate their pain or solve their problem. When this happens, the members feel safer and directed and believe that the problem has been 'solved' and these leaders have an impact on their lives so they follow them. However, charisma involves dependency. Second, these leaders have vision. They can create a compelling picture of the future and make people develop commitment and a common goal in which achievement of that goal is a way to feel successful. Third, they can stimulate the intellect of their followers by presenting new ways of looking at the problems that have been there before and were not solved right away. The transformational leader creates a group of followers who follows him because...
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...Header: ENTREPRENEURIAL LEADERSHIP 1 Entrepreneurial Leadership Cassandra Moore Dr. Lisa W. Witzig The Business Enterprise November 9, 2010 ENTREPRENEURIAL LEADERSHIP 2 Discuss your leadership style or the style you aspire to be and how it compares to transactional, transformation, visionary, charismatic, principled, and entrepreneurial leadership. Of the leadership styles mention here, I would aspire to be a principled leader. Principled leadership apply moral and ethical standard of right and wrong, values and virtues, to policy development and decision making in business, government and the non profit sectors. Principled leadership happens when men and women of good character and integrity take the helm of an organization or enterprise and let their principles drive their actions. Transactional leadership theory was developed by Weber in 1947 and again by Bass in 1981. Followers are motivated through a system of rewards and punishment. The only relationship that develops between the transactional leaders and followers is based on an unwritten agreement that the sole purpose of the follower is to carry out the wishes of the leader. After the hiring process it may be clear that the transactional leader is in charge and the follower can hope to get better raised by following orders. When the follower or employee does well he/she may rewarded through a bonus, but if a deadline is missed then the leader may make it difficult for the employee...
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...Table of Contents 1. Introduction 2. What is leadership? 3. Who is a leader? 4. Key Theories of Leadership 5. The Charismatic Leaders and their leadership 6. Contingent Leaders, a model to follow? 7. Conclusion Introduction This report reviews and examines the theories behind leadership; identifying and analysing the concept of leadership and leaders from an analytical perspective. Some of the key points will focus on areas I have particular disputes with. Areas such as: • What is leadership? • Who is a leader? • Key Theories of Leadership • The Charismatic Leaders and their leadership • Contingent Leaders, a model to follow? These are the key points I will address in this report taking an analytical perspective into the idea of a leader being thought of as caring and developing followers. 2 WHAT IS LEADERSHIP? I believe the actual concept of leadership is intangible; this is due to the reliance on the members of the group the “Leader” has to try and influence to reach its target goal. Therefore Leadership is commonly defined as the process of influencing the activities of an organized group in its efforts towards goal setting and goal achievement (Buchanan and Huczynski. 1985, 2010). Leadership appears to be a critical ingredient in effectiveness; a process of social persuasion in which one can enlist the aid and support...
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...The Differences Between Leaders And Managers Leadership and management are two notions that are often used interchangeably. However, these words actually describe two different concepts. Leadership is just one of the many assets a successful manager must possess. Care must be taken in distinguishing between the two concepts. The main aim of a manager is to maximize the output of the organization through administrative implementation. Leadership is just one important component of the directing function. A manager cannot just be a leader, he also needs formal authority to be effective. Managers think incrementally, whilst leaders think radically. "Managers do things right, while leaders do the right thing." [2]. This means that managers do things by the book and follow company policy, while leaders follow their own intuition, which may in turn be of more benefit to the company. A leader is more emotional than a manager. "Men are governed by their emotions rather than their intelligence" [3]. This quotation illustrates why teams choose to follow leaders. A leader is someone who people naturally follow through their own choice, whereas a manager must be obeyed. A manager may only have obtained his position of authority through time and loyalty given to the company, not as a result of his leadership qualities. A leader may have no organizational skills, but his vision unites people behind him. Managers have a position of authority vested in them by the company, and...
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...example, leaders cope with change, while managers cope with difficult situations. Successful managers must posses many assets, one of which is leadership. The main purpose of a manager is to maximize the output of the organization through administrative implementation. In order to achieve this, managers must undertake the four functions of management: organization, planning, directing and controlling. One important part of directing is leadership. A manager must be more than a leader; he needs to have formal authority in order to be effective. “For any quality initiative to take hold, senior management must be involved and act as a role model.” (Predpall, 1994) It is true that in some situations, single leadership is not necessary. Self-motivated groups may find leaders dominating rather than a single leader. During my last class at the University of Phoenix, there were three members, including myself in my learning team. While creating the team charter, we decided not to have any one person take on the role of the designated leader for the group. Other learning teams had rotating leadership roles where each member took turns being leader for the week. Although this could have merits, many teams faced the problem of having poor leadership some weeks, which resulted in members waiting for direction or miscommunication. This is because leadership is an asset, not a...
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...coherent. A person carries out this process by applying her leadership attributes (belief, values, ethics, character, knowledge, and skills). The complete definition highlights the difference between simply managing and being a leader. Good leaders are made not born. If you have the desire and will power, you can become an effective leader; Good leaders develop through a never-ending process of self-study, education, training and experience. There is very little evidence that the so-called “naturally born’ leader really exists. Continuing and ongoing studies are showing that the concept of a “natural born” leader has little merit. One reason for this error may be that people often mistake “charisma” for leadership. It is true that some leaders possess a great amount of charisma. However, many leaders do not. In reality leaders are not born, they are forged by many factors. Some factors that often forge effective leadership traits are education, preparation, experience and opportunity. To inspire your people into higher levels of...
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...not even a religious fanatic who believes in a Supreme God, would doubt that maybe perhaps man could become their own self-made God when the results of such intitative and will-power shows itself manifest such splendid results of fame, riches, wealth, glamour, luxury and power combined together? Cornelius Vanderbilt was born into povery but died into wealth. Andrew Carnegie was born into forced child labor due to his alcoholic Father who couldn't ever hold a job but died into Robber Baronhood. John D. Rockefeller was born into a broken bastardized household full of quarells, lack of money, no educational support and no encouragement of a bright future yet he died a man who left a great fortune to his future bloodlines today. All wealth always orginates, grows and explodes into being from one single individual traumatized by the misfortunes of the Hell here on earth called life. "It was burnt into my heart that my father had to beg for work. Than and there I made the decision that when I became a man, I would cure that..." -Andrew Carnegie. The pain, sorrow, feeling of complete utter despair and the tortures faced... Even the toughest lion wouldn't likely last before not taking a revolver and shooting oneself in the head to end it all. But the small few outliers who do last the trial and make the world pay for it's crimes. They wage an economic war. A war against the worthless degenerate cockroach masses who possess such low IQ's that regardless if their...
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...Table of Contents Abstract…………………………………………………………………………………………...1 Introduction…………………………………………………………………………………….....2 Part I: the management style of Steve Jobs……………………………………………………….2 Part II: Steve Jobs' presentation style……………………………………………………………..6 Conclusion………………………………………………………………………………………...8 References……………………………………………………………………………………...…8 Abstract Steven Jobs and “Apple” are excellent examples to demonstrate the correlation between leadership and management. There are lots of different studies on how Steve Jobs, the “Apple’s” chief executive officer (CEO), is leading the company to success. However, the main purpose of our work is not to analyze each of them, but to see what explanation of the company’s success can be found in certain articles, literature reviews and what can be learnt from Jobs’ way of presenting a product. Results of some findings have proved that the management style of the “Apple” CEO makes the company successful. Then, as soon as the mentioned CEO starts to speak, his presentation informs, entertains and inspires, capturing the audience. The simple techniques he uses can be borrowed by anyone for any kind of presentation. The value of this report is in depicting the management and leadership related issues when Steve Jobs is taken as a role model. Introduction “Innovation distinguishes between a leader and a follower” * Steve Jobs By now “Apple” is one of the most well known brands in the world. The rising of the company...
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...In 2006, The Ford Motor Company, at 103 years old, found itself floundering, lacking leadership, and near insolvency. It had lost 25% of its market share since 1990 and lagged behind some of its competitors in innovation and design, all the while burdened with drastically increasing legacy and operating costs. The company’s Board of Directors recognized that bold leadership is required if Ford was to be saved. In September 2006, although faced with much skepticism for its decision to seek external candidates for its top job, decided to hire Alan Mulally, an executive from Boeing Corporation without any automotive experience, as its Chief Executive Officer. Eight years later, not only is Ford profitable again and on the path to continued prosperity and growth, but Mr. Mulally is considered as one of the five most significant corporate leaders of the last decade by Forbes magazine (2014), and one of the World's 50 Greatest Leaders by Fortune magazine (2015). Through this case study, I will explore and discuss Mulally’s leadership approach, traits, and attributes, relative to the principles of leadership characteristics and attributes, leadership ethics and values, and leadership behaviors as taught by Bordeaux (2015), and Hughes (2015). Leadership Although there are various definitions for what leadership is, there seems to be common attributes among those who are considered effective leaders, past and present. According to Hughes (2015), “defining leadership...
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...often used to describe a personality theory developed by Isabel Briggs Myers and her mother Katherine Briggs. It explains some of the main differences between people and is often used to help choose a career, improve relationships, develop leadership skills, etc. Results: ENFJ (The Protagonist) ENFJs are natural-born leaders, full of passion and charisma. Forming around two percent of the population, they are oftentimes our politicians, our coaches and our teachers, reaching out and inspiring others to achieve and to do good in the world. With a natural confidence that begets influence, ENFJs take a great deal of pride and joy in guiding others to work together to improve themselves and their community. Strengths: • Tolerant – ENFJs are true team players, and they recognize that that means listening to other peoples' opinions, even when they contradict their own. They admit they don't have all the answers, and are often receptive to dissent, so long as it remains constructive. • Reliable – The one thing that galls ENFJs the most is the idea of letting down a person or cause they believe in. If it's possible, ENFJs can always be counted on to see it through. • Charismatic – Charm and popularity are qualities ENFJs have in spades. They instinctively know how to capture an audience, and pick up on mood and motivation in ways that allow them to communicate with reason, emotion, passion, restraint – whatever the situation calls for. Talented imitators, ENFJs are...
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...reComparison - Compare it Yourself Welcome! Comparisons Q & A Join Now Log in Home » Comparisons » Community Beauty vs. Brains: Which is best? By reComparison Contributor comments 12 views9893 Difference between Beauty and Brains Beauty or brains? A question often answered, a result seen all the time. It usually depends from person to person on what type of a partner they prefer but in this discussion or one could say for argument’s sake that both have co-existed in every society for centuries and no definite conclusion has ever been made conclusively to cause people stop asking this question. Even though a comparison of two opposites is most likely to end as a tie, one cannot help but take the risk of seeing what is so important about these two it that raises a question like this today. Beauty Brains Photo by mijori Photo by daveeza Physical Beauty over Intellect There are many people to whom we can put under the banner of "materialistic". It's not only all about the possession anymore; it matters a lot on who you have as a partner. The trend also dictates the value of looks to the extent that intellect and inner beauty is of lesser value in comparison to the way a person looks. It is sad if one considers that people have lost the value of a person over physical features. However, the importance of the looks factor is common is still in the minority, which is a relief to the more heart centered...
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...Inside the Mind of the Modern American Boss -- New York Ma... http://nymag.com/guides/2007/officelife/30010/# Boss Science The psychopathology of the modern American corporate leader. By Steve Fishman Published Oct 25, 2007 P ossibly, your boss is a truly fine person—wise, kind, perceptive, capable, understanding, the all-seeing director of the office sitcom, the sort of individual one might like to have, in an ideal world, as a parent or a confidant. Or not. In the real world, bosses are known to suffer from a long list of social pathologies: naked aggression, credit hogging, micromanaging, bullying, you (Photo: Superstock) name it. According to one report, 60 to 75 percent of employees—it doesn’t matter the organization—say the worst aspect of their job is their boss. It’s not difficult to believe, as one office expert concludes, that “every employed adult will have to work for a bad boss for some significant period.” In the natural world, there are brutal processes by which, say, one especially vicious bull walrus ends up on the rock, with all the females, while all the others are forced to skulk around the periphery. Dogs, we’re told, inevitably select a leader, who emerges naturally through some mysterious language of dominance rituals, reinforced with tactical urination. Could the same be true, somehow, in the world of work? Is there some law of office life that dictates that jerks rise to the top? In search of an answer, I began to explore the vast...
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...retiring ones, and even the crooked ones. Good followership, by contrast, is the stuff of nearly nothing. Most of the limited research and writing on subordinates has tended to either explain their behavior in the context of leaders’ development rather than followers’ or mistakenly assume that followers are amorphous, all one and the same. As a result, we hardly notice, for example, that followers who tag along mindlessly are altogether different from those who are deeply devoted. In reality, the distinctions among followers in groups and organizations are every bit as consequential as those among leaders. This is particularly true in business: In an era of flatter, networked organizations and cross-cutting teams of knowledge workers, it’s not always obvious who exactly is following (or, for that matter, who exactly is leading) and how they are going about it. Reporting relationships are shifting, and new talent-management tools and approaches are constantly emerging. A confluence of changes—cultural and technological ones in particular—have influenced what subordinates want and how they behave, especially in relation to their ostensible bosses. It’s long overdue for leaders to acknowledge the importance of understanding their followers better. In these next pages, I explore the evolving dynamic between leaders and followers and offer a new typology for determining and appreciating the differences among subordinates. These distinctions have critical implications for how...
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