...A Review of Maxwell’s Leadership Development “Leadership can be taught.” (Maxwell, 1993, p. viii) This is the continual theme expressed by John C. Maxwell throughout his books Developing the Leader Within You (1993) and Developing the Leaders Around You (1995). In his first book, Maxwell identifies leadership as a teachable and practicable skill, and outlines the various components of leadership to improve one’s own character and ability to lead others. His second book, focuses on reproducing the skills in others, not simply for others to possess them, but so they can be reproduced in successive generations. This reproduction allows a vision to be carried on, it creates a legacy. Maxwell’s evolution of leadership begins with a definition. Maxwell states that “leadership is influence.” (Maxwell 1993, p.1) In looking at leadership as influence we must consider who we influence. On May 30, 2000 Charles Barkley is noted for claiming that “I’m no role model.” Whether that claim was made out of humility, or to eschew responsibility for the behavior of young people, simply making the claim resulted in influencing many people for years. Maxwell suggests that the question “is not whether we will influence someone”, but rather “what kind of influencer you will be.” (Maxwell, 1993, p.4) We influence practically everyone we come in contact with because our actions are subject to interpretation and response. Maxwell tells us that “We never know who or how much we influence.”...
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...i PERSONAL LEADERSHIP DEVELOPMENT PLAN For ARIC W HALL Completed in Partial Fulfillment of the Requirements of OM 7170 – The Developing Leader Capella University August, 2004 Address: City, State, Zip: Phone: E-Mail: Instructor: Ina von Ber, PhD ii Abstract Title Personal Leadership Development Plan for Aric W Hall Abstract This leadership development plan is tailored for its author and is not a research paper in the traditional sense. The author begins with his personal framework for leadership. Included are the results of several leadership assessment tools, information from coaching and personal feedback, and insights into the author’s goals for career and leadership development. The report concludes with a few thoughts on future development and evaluating the progress of personal development. Hall, p. i Table of Contents Table of Contents Introduction Leadership Framework Assessment Assessment Tools EQ In-Action Profile Campbell Leadership Descriptor Myers-Briggs Type Indicator Coaching & Feedback Developmental Activities Evaluating Progress Appendix: My Assessment Outcomes Bibliography i 1 1 4 4 4 6 7 8 9 10 13 14 Hall, p. 1 Introduction Everyone needs to have a career development plan. In my case, that should include a leadership development plan. This particular plan begins with a leadership framework that encapsulates what I value in leadership. I am also happy to report that a large portion of the leadership assessment data incorporated herein...
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...Many will agree that leadership is lacking in the world today. In hard economic times, organizations tend to make cuts wherever they can. Services and programs the company pays for or invests time into that do not show immediate and tangible result are often the first to be cut. While over 50 percent of company’s surveyed in 2005 planned to offer mentoring programs, these were reserved for management positions and directorships (Gray 2005). Without being able to find an individual mentor or coach, how does the average employee develop their leadership behaviors? How does the college graduate groom themselves for a leadership role? Everyone can engage in self-training. The following pages outline a basic process that anyone can engage on their own to develop their leadership behaviors and begin to make choices as leaders. It is helpful to remember that before we can be the leader of others, we must be leaders of ourselves. Those that do not take choices consciously and lead themselves fall into the roll of the follower without realizing it. While it is healthy to be excellent followers as the situation warrants, that is not going to be the focus of this training. Additionally, it is important to address the difference between habits and choices. A habit, as defined, is an acquired behavior pattern regularly followed until it has become almost involuntary. In the future, it may be helpful to develop the following behaviors into habits. Initially, however, these...
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...Content Page 1. Introduction………………….………………………………………1 2. Literature Review…………….……………………………………...1 3. Aim Statement………………….…………………………...………..3 4. Objectives……………………….…………………………………….3 5. Methodology…………………….…………………………………….4 5.1 Philosophy…………………………….…………………4 5.2 Approach……………………………..………………….4 5.3 Strategy………………………………..…………………5 5.4 Choice…………………………………..………………...5 5.5 Time Horizon…………………………...………………..6 5.6 Techniques and Procedures/Sampling…………………6 6. Ethics and Access…….………………………………………………7 6.1 Academic Integrity………………………………………7 6.2 Data Protection Act……….……………………………..7 7. Time Plan……………………………………………………………..8 8. References…………………………………………………………….9 1. Introduction This paper focuses on workforce diversity management by reviewing past studies and theories and applying it to the UK retail sector. ‘ The basic concept of managing diversity accepts that the workforce consists of a diverse population of people consisting of visible and non-visible differences… and is founded on the premise that harnessing these differences will create a productive environment in which everyone feels valued, where all talents are fully utilized and in which organizational goals are met’ (Torrington et al, 2011: 476). 2. Literature Review According to Ellis and Sonnenfeld (1994) and Brenda (2010), the main purpose of diversity management and its primary function is to increase employee performance and to avoid quick-fix solutions (Trennery and Paradies...
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...A Political Perspective on Leadership Emergence, Stability, and Change in Organizational Networks Author(s): John Bryson and George Kelley Source: The Academy of Management Review, Vol. 3, No. 4 (Oct., 1978), pp. 713-723 Published by: Academy of Management Stable URL: http://www.jstor.org/stable/257927 Accessed: 04-07-2015 06:28 UTC Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at http://www.jstor.org/page/ info/about/policies/terms.jsp JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. Academy of Management is collaborating with JSTOR to digitize, preserve and extend access to The Academy of Management Review. http://www.jstor.org This content downloaded from 204.107.115.37 on Sat, 04 Jul 2015 06:28:43 UTC All use subject to JSTOR Terms and Conditions A Political Perspective on Leadership Emergence, Stability, and in Organizational Networks Change JOHN BRYSON University of Minnesota GEORGEKELLEY University of Wisconsin A political approach to leadership in organizational networks is presented. From a review primarilyof the political science and public administrationliteratures, a theoretical...
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...Purpose - The purpose of this paper is to examine the business case for ethnic diversity in the British National Health Service (NHS). It seeks to contextualise issues around diversity within the current political environment, and identify the barriers to diversity in the NHS. The business case has been very strongly argued as justification for introducing both managing diversity and equal opportunity initiatives - here the paper examines the inconsistencies of using that argument, and maintains that the only justification worth presenting is that based on (deontological) moral arguments. Design/methodology/approach - The paper is conceptual in nature exploring the respective cases for diversity using a broad range of the available literature brought together as part of a rapid evidence assessment. It does so in order to make some far-reaching claims about the future justifications for active diversification of senior management in key public sector institutions. Findings - The distinctions between the business and moral cases are false, in that both have ethical reference points. However, the business case is not only difficult to translate to public sector institutions; there are also evidential problems with its adoption. In light of this the conclusion here is that the moral (deontological) case is the only one that has any long term value for proponents of diversity. Originality/value - The value of this paper is that it examines the confusion that surrounds different cases...
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...Iranian Journal of Management Studies (IJMS) Vol.6, No.1, January 2013 pp: 77-97 Glass Ceiling and Women Career Advancement: Evidence from Nigerian Construction Industry Obamiro John Kolade1*, Obasan Kehinde2 1. Department of Business Studies,Covenant University, Ota,Ogun State, Nigeria 2. Department of Business Administration,Olabisi Onabanjo University, Ago-Iwoye Ogun State, Nigeria (Received: 9 December 2011; Revised: 19 February 2012; Accepted: 26 February 2012) Abstract Despite the fact that women possess the required knowledge, skills, competencies, training and experiences to perform effectively and efficiently in construction industry, they experience entry and career advancement barriers. This research examines the effects of glass ceiling syndrome on women career advancement in construction industry. Data were obtained through structured questionnaire distributed to workers of selected construction companies. The findings reveal that some of the barriers mentioned in the literature against women career advancement in construction are prevalent in Nigeria, except the existence of equality in respect of male and female in terms of employment and career development opportunity. Also, low women participation in Nigerian construction industry begins in choosing course, education and continues throughout recruitment process. The aim is to encourage women's participation in construction industry and employers to tackle the industry‟s environmental issues by introducing flexible...
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...people named Bill Gates, see Bill Gates (disambiguation). Bill Gates | Gates in June 2015. | Born | William Henry Gates III October 28, 1955 (age 59) Seattle, Washington, U.S. | Residence | Medina, Washington, U.S. | Nationality | American | Alma mater | Harvard University (dropped out) | Occupation | Technology Advisor of Microsoft Co-Chair of the Bill & Melinda Gates Foundation CEO of Cascade Investment Chair of Corbis | Years active | 1975–present | Net worth | US$76.5 billion (October 2015)[1] | Board member of | Microsoft Berkshire Hathaway | Religion | Roman Catholicism (formerlyCongregationalism)[2] | Spouse(s) | Melinda Gates (m. 1994) | Children | 3 | Parent(s) | William H. Gates, Sr. Mary Maxwell Gates | Website | the Gates Notes | Signature | | William Henry "Bill" Gates III (born October 28, 1955) is an American business magnate, philanthropist, investor, computer programmer, and inventor.[3][4][5] In 1975, Gates and Paul Allen co-founded Microsoft, which became the world's largest PC software company. During his career at Microsoft, Gates held the positions of chairman, CEO andchief software architect, and was the largest individual shareholder until May 2014.[6][a] Gates has authored and co-authored several books. Starting in 1987, Gates was included in the Forbes list of the world's wealthiest people[9] and was the wealthiest overall from 1995 to 2014—excluding a few years after the Financial crisis of 2007–08.[10] Between...
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...اﻟﻤﺆﺗﻤﺮ اﻟﻌﺮﺑﻲ اﻟﺴﻨﻮي اﻟﺨﺎﻣﺲ ﻓﻲ اﻹدارة اﻹﺑﺪاع واﻟﺘﺠﺪﻳﺪ دور اﻟﻤﺪﻳﺮ اﻟﻌﺮﺑﻲ ﻓﻲ اﻹﺑﺪاع واﻟﺘﻤﻴﺰ ﺷﺮم اﻟﺸﻴﺦ – ﺝﻤﻬﻮرﻳﺔ ﻡﺼﺮ اﻟﻌﺮﺑﻴﺔ 72-92 ﻥﻮﻓﻤﺒﺮ )ﺗﺸﺮﻳﻦ ﺛﺎن( 4002 - Significant conditions in Employees Empowerment: the Case of Jordanian four Star hotels د. ﻳﺤﻴﻰ ﻡﻠﺤﻢ ﺟﺎﻣﻌﺔ اﻟﻴﺮﻣﻮك اﻟﻤﻤﻠﻜﺔ اﻷردﻥﻴﺔ اﻟﻬﺎﺵﻤﻴﺔ 233 Abstract Data from 95 frontline hotel employees in 10 four star hotel in Jordan show strong association between three significant conditions (communication and information-flow, incentives, and knowledge and skill) and employee empowerment. The findings in this research suggest that communication and information-flow, incentives, knowledge and skill and autonomy among hotel service-employees may have a direct and strong impact on the empowerment of hotel service employees. These four conditions accounted for significant variation in the levels of employee empowerment in four star hotels in Jordan. Levels of empowerment seem to further impact the level of employee job satisfaction indicating a significant association. Implications for future research and for management practice are discussed. Introduction In a competitive environment in which organizations must be faster, leaner, provide better service quality, be more efficient, and more profitable, an empowered and proactive service worker is thought to be essential (Bowen and Lawer, 1992; Fulford and Enz, 1995; Bowen and Lawler, 1995). However, delegation of authority for a long period...
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...INTRODUCTION Leaderships is the capacity and will to rally men and women to a common purpose and the character which inspires confidence - Bernard Montgomery- The widespread fascination with leadership may be because it is such mysterious process, as well as one that touches everyone’s life. The term leaderships mean different things to different people. It is a word taken from the common vocabulary and incorporated into the technical vocabulary of a scientific discipline without being précised redefined. As a consequence, it carries extraneous connotations the create ambiguity of meaning (Janda, 1960). Further confusion is cause by the use of other imprecise term such as power, authority, management administration, control and supervision to describe the same phenomena. Bennis (1959, p.259) surveyed the leadership literature and concluded: Always, it seems, the concept of leaderships eludes us or turns up in another forms to taunt us again with its slipperiness and complexity. So we have invented and endless proliferation of terms to deal with it...and still the concept is not sufficient defined. Researchers usually define leaderships according to their individual perspective and the aspect of the phenomena of the most interest of them. After a comprehensive review of the leadership literature, Stogdill (1974, p.259) concluded that “there are almost as many definition of leaderships as there are persons who have attempted to define the concept. “leaderships has been defined...
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...ACADEMIC DISHONESTY: ARE MORE STUDENTS CHEATING? Dorothy L. R. Jones Norfolk State University ACADEMIC DISHONESTY, with Internet plagiarism as one of the most common forms, is a concern on college and university campuses more than ever before. A review of the literature validates these concerns. According to a 2003 nationwide research study of 23 public and private colleges and universities, conducted by Donald L. McCabe, Internet plagiarism is on the rise. Thirty-eight percent of the undergraduate students surveyed indicated that they had engaged in Internet plagiarism (as cited in Rimer, 2003). Brown, Weible, and Olmosk (2010) found that 49% of students in undergraduate marketing classes admitted cheating in 1988 versus 100% of the students in an undergraduate management class in 2008; a national survey published in Education Week found that 54% of the students surveyed admitted to Internet plagiarism and 76% admitted to cheating; and the Center for Academic Integrity found almost 80% of the college students surveyed admitted to cheating at least once (“Facts About Plagiarism,” 2011). In May 2006, Ohio University’s Department of Mechanical Engineering plagiarism scandal garnered national attention when a review panel found “rampant and flagrant” forms of plagiarism in 34 master’s theses (Grose, 2006); and in November 2010, more than 200 of the 600 students in a University of Central Florida business class confessed that they benefited from accessing online test questions...
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...Evidence Based Management and Psychological Contracts: The Success of Apple. Aaron Wood Ottawa University * Introduction For decades, the application of organizational behavior theories to business management has been an ongoing process of discovery and innovative thinking. Concepts like evidence based management (McShane, 2013) and psychological contracts (Braekkan & Tunheim, 2013) are being employed in some of the world’s leading corporations. For the purpose of this paper, the synthesis of material into conceptual application will be applied to a single corporate entity. By choosing a company with global interests who continues to espouse very personal, individual based value perspectives, Apple is a good representational fit. This paper will highlight not only how Apple in some cases is using these concepts successfully in the market place, but also ways in which their former CEO failed miserably in utilization of these concepts while achieving enormous corporate success. This paper will also look to Apple’s future and how study of these theories along with others may be further developed. Multiple references from a wide array of media sources and fields of study have been researched to show the breadth of Apple’s stakeholder and business positioning strategies from the earliest days up to resources compiled as late as November 2013. As the development of information threads lead to fields like manufacturing, education, supply chains, demography, and even...
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...M A G A Z I N E FA L L 2 0 0 2 Volume 20 Number 2 SPANNING THE GLOBE Duke Leads the Way in International Law Teaching and Scholarship inside plus Duke admits smaller, exceptionally well-qualified class Duke’s Global Capital Markets Center to launch new Directors’ Education Institute from the dean Dear Alumni and Friends, It is not possible, these days, for a top law school to be anything other than an international one. At Duke Law, we no longer think of “international” as a separate category. Virtually everything we do has some international dimension, whether it concerns international treaties and protocols, commercial transactions across national borders, international child custody disputes, criminal behavior that violates international human rights law, international sports competitions, global environmental regulation, international terrorism, or any number of other topics. And, of course, there is little that we do at Duke that does not involve scholars and students from other countries, who are entirely integrated with U.S. scholars and students. Students enrolled in our joint JD/LLM program in international and comparative law receive an in-depth education in both the public and private aspects of international and comparative law, enriched by the ubiquitous presence of foreign students; likewise, the foreign lawyers who enroll in our one-year LLM program in American law enroll in the same courses, attend the same conferences...
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...M A G A Z I N E FA L L 2 0 0 2 Volume 20 Number 2 SPANNING THE GLOBE Duke Leads the Way in International Law Teaching and Scholarship inside plus Duke admits smaller, exceptionally well-qualified class Duke’s Global Capital Markets Center to launch new Directors’ Education Institute from the dean Dear Alumni and Friends, It is not possible, these days, for a top law school to be anything other than an international one. At Duke Law, we no longer think of “international” as a separate category. Virtually everything we do has some international dimension, whether it concerns international treaties and protocols, commercial transactions across national borders, international child custody disputes, criminal behavior that violates international human rights law, international sports competitions, global environmental regulation, international terrorism, or any number of other topics. And, of course, there is little that we do at Duke that does not involve scholars and students from other countries, who are entirely integrated with U.S. scholars and students. Students enrolled in our joint JD/LLM program in international and comparative law receive an in-depth education in both the public and private aspects of international and comparative law, enriched by the ubiquitous presence of foreign students; likewise, the foreign lawyers who enroll in our one-year LLM program in American law enroll in the same courses, attend the same conferences...
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...Co-op Education employer Research Report AsiaPacific Journal of Cooperative Education ca edu tor stu den t Assessing the Contribution of Internship in Developing Australian Tourism and Hospitality Students’ Management Competencies Maree Walo School of Tourism and Hospitality Management, Southern Cross University, PO Box 157 Lismore, NSW, Australia Received 24 September 2001; accepted 8 October 2001 This study assessed students’ perceptions of their level of management competence, before and after the internship component of their degree programme. A self-assessment instrument utilising the management competencies within the Competing Values Framework (Quinn, Faerman, Thompson, & McGrath, 1990) was used for the empirical stages of the study. The key findings of this research imply that the internship programme has proved effective in contributing towards the development of management competencies for this cohort of students. The study provides valuable insight into the relationship between internship and the development of students’ management competencies and highlights the need for further research in this area (Asia-Pacific Journal of Cooperative Education 2001 2(2), 12-28). Keywords: assessment; tourism and hospitality; management competencies I n order to meet the future demands for appropriately skilled managers and workers, ongoing collaboration and consultation with industry is required to ensure the goals of all primary stakeholders - students...
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