...by providing purpose, direction, and motivation while operating to accomplish the mission and or improve the organization. Or maybe you get the response that would sound something like this; leadership is the acronym for the seven Army Values. Loyalty, duty, respect, selfless service, honor, integrity, and personal courage. Even if you do not receive one of those two responses, I can guarantee that the answer you are given reference quotes from the NCO 2020 Strategy or ADP 6-22 (Army Leadership). Regardless of...
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...Credibility Key Concepts: Credibility: How Leaders Gain and Lose It, is a book by James M. Kouzes and Barry Z. Posner, that explains the importance of credibility in creating a healthy relationship between a leader and its followers. The book starts by describing the significance of leadership in any constitution. The authors made a point that leadership once used to be conferred by rank and privilege, but in present days, leadership is only an aspiration (Kouzes & Posner, 2011, p.2). People choose whether or not they are going to follow you and since leadership today is not handed down and one must earn it, an aspiring leader must focus on the characteristics that the population admires the most in their leader, and try to prevail these characteristics. The authors surveyed more than 1,500 managers nationwide and they concluded that honesty(credibility) was the most admired characteristic in a leader (Kouzes & Posner, 2011, p.4). Credible leaders make positive impact in people’s life. If employees trust their leader and they feel they are working toward a same vision that the company has set, then the followers will be motivated and they will work hard as a team and produce results for the company that the employees never thought were achievable. On the other hand, if there is a big distrust towards the leadership, then the lack of motivation and unity can cause a company to go bankrupt and consequently bring the economy to a recession, as we saw in the case of Enron, WorldCom...
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...begins with the way leaders perceive and conceptualize the world around them. Ethical leadership, organizational ethics, and social responsibility are inseparable concepts. They are developing concepts, to be sure, but inseparable. How ethical leaders relate to and come to understand the world around them involves judgment and action. These can be developed. In sum, the leader's role is to guide the human potential of the organization's stakeholders to achieve organizational aspirations in ways that liberate rather constrain their imaginations and judgment. Ethical leadership must, then, be effective, efficient, and excellent if it is not to waste human potential. It is not enough to be ethical in one's individual actions to be an ethical leader. To be effective, efficient, and excellent, four components of ethical leadership must be understood and developed: purpose, knowledge, authority, and trust. The relationship between these four components can be visualized as interrelated components, as described in the figure opposite. Attention to any one component alone is incomplete and misleading. * Purpose-The ethical leader reasons and acts with organizational purposes firmly in mind. This provides focus and consistency. * Knowledge-The ethical leader has the knowledge to judge and act prudently. This knowledge is found throughout the organization and its environment, but must be shared by those who hold it. * Authority-The ethical leader has the power to make...
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...of the Army in the Terms of Reference dated 27 October 2010 for TRADOC to execute the ‗Review of the Army Profession in an Era of Persistent Conflict.‘ Purpose: This White Paper serves to facilitate an Army-wide dialog about our Profession of Arms. It is neither definitive nor authoritative, but a starting point with which to begin discussion. It will be refined throughout calendar year 2010 based on feedback from across our professional community. All members of the profession and those who support the profession are encouraged to engage in this dialog. Distribution: Distribution is unlimited. Yet, the material in this draft is under development. It can be referenced, but not referenced or cited as official Army policy or doctrine. Feedback and Participation: Comments on this White Paper should be sent to the Center for the Army Profession and Ethic (CAPE), Combined Arms Center, TRADOC. To get engaged in this review of the Profession of Arms, visit the CAPE website at https://www.us.army.mil/suite/page/611545 and click on the Campaign link. The website will also provide links to professional forums and blogs on the Battle Command Knowledge System to partricipate in this discussion. Authorized for distribution 8 December 2010: Martin E. Dempsey General, U.S. Army Commanding General Table of Contents Introduction: Why we Need a Campaign to Understand the Profession of Arms and the Professional Soldier Section 1 – The Army as a Profession of Arms What does it mean to be...
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...Greenleaf began using the term servant leadership to encourage leaders to first want to serve. There are two different world views discussed in this research paper that will shed light into what it takes to be a servant leader and how it can be successful if there is a full understanding of the theory present. There is the secular and the biblical world view in which differences in the two are identified. Servant-Leadership is meant to be more than just a way to see positive outcomes in a business, but it also transfers into effecting people’s lives. An attempt to enhance understanding and the question trying to be answered here is what separates the secular view of Servant-Leadership Theory from the Biblical worldview. This paper examines the characteristics and goals of servant-leadership though both worldviews to give a better understanding of servant-leadership theory. Keywords: servant-leadership, characteristics, biblical, secular Servant-Leadership Theory from a Socially Constructed World View and a Biblical World View There has been much attention given to leadership theories since the introduction of Servant-Leadership Theory by Robert Greenleaf in 1970. Greenleaf’s intent for servant-leadership is to help not only the leader but also the followers in a work environment. This idea is only useful if the leader’s philosophy is to serve first. The idea is to help others reach their goals while they help the leaders reach theirs. Servant-leadership is difficult to apply in...
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...essentials for giving purpose to your church How do you structure a church so it just keeps on growing and doesn't plateau? I believe there are 10 essentials you must focus on as you structure your church. 1. You must develop an unshakable conviction about growth. First and foremost, you need to settle on the idea that God wants His church to grow. And He doesn't want it to stop growing! You don't ever need to apologize for wanting your church to grow. God wants His church to grow; it's His will and His command. The reason churches must grow is because people are going to hell without Jesus Christ. As long as there is one person within driving distance of your church who does not know Jesus Christ, you must keep growing. 2. You must change the primary role of the pastor from minister to leader. You can grow a church to 300 with pastoral skills or ministry skills, but for it to grow beyond 300 will require leadership skills. As a leader, you must learn to communicate your vision in very personal and practical ways. You must also learn to motivate your church through your messages, and understand that it's easier to motivate a group than it is to motivate individuals. A leader also equips others for ministry. Otherwise, you'll burn out and the church won't grow. An expanding ministry also demands you learn how to raise money. Those who write the agenda must underwrite the agenda. And you must learn to manage your time. Effective leaders know where their time...
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...The purpose of the Baldrige National Quality Program (BNQP) is to provide the educational criterion that contributes to students excelling (Baldrige National Quality Program, 2009-2012). The BNQP is designed to incorporate an ever changing environment where strategy, processes, resources, and engagement are taken into consideration. In order to evaluate performance the BNQP outlines criteria to help educational organizations from elementary school to higher education “Plan-Do-Study-Act”. The BNQP focuses on educational criteria and achieving excellence through the following seven categories, “leadership, strategic planning, customer focus, measurement analysis and knowledge measurement, workforce focus, process management, and finally Results” (Baldrige National Quality Program, 2009-2012). According to Higher Learning Commission, (2011) the purpose of the Academic Quality Improvement Program (AQIP) is to offer an alternate way in which previously accredited colleges or universities can maintain their accreditation and provide an alternate evaluation process. The AQIP focuses on qualitative evaluation of goal-setting, networking, and accountability (Higher Learning Commission, 2011). Leadership and management fit within the BNQP and the AQIP models by leader and manager interchangeably. However, the difference between the two is distinct. The roles and responsibilities of these positions are equally important in ensuring the success of a company. The employee which holds...
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...Leadership James Jarrett, Professor of Leader Development Introduction The United States of America began by establishing its core values in the Declaration of Independence, which reads, “We hold these truths to be self-evident, that all men are created equal; that they are endowed by their Creator with certain unalienable Rights, that among these are Life, Liberty, and the pursuit of Happiness.”1 The core values of equality, freedom, and opportunity were established for this Nation in the Declaration of Independence. These core values provided the focus by which this country moved towards greatness and created a source of contention from within to ensure that all citizens receive equal and fair treatment. From the example of the United States establishing core values, leaders must determine their own core values. Identifying and establishing individual, as well as, organizational core values is a critical function if leaders are to bring their organization to high performance. Leaders‟ goals, decisions, and actions must be aligned with their core values to obtain personal and organizational success. This chapter examines the importance of establishing core values and posits that the process for establishing them should be a vital part of individual goal setting and organizational goal- and vision-setting. In On Becoming a Leader, Warren Bennis writes, “Until you truly know yourself, strengths and weaknesses, and know what you want to do and why you want to do it, you cannot succeed...
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...Leading Change, Transition & Transformation A Guide for University Staff 1 Contents 1. Purpose of the ‘How To’ Guide………………………………………………….3 2. Who is the Guide For and Why Use it?.........................................................3 3. Understanding Organisational Change…………………………………….….3 • Introduction……………………………………………………………………4 • What is Change Management………………………………………………4 • • • • What are the differences between change and transition? What is transformation? Leading and managing change Why is organisational change difficult to accomplish? 4. Kotter’s Eight-Stage Process for Creating Major Change……………………7 5. Bridge’s Three Phases for Managing Transition ……………………………...9 6. The Project Management Approach to Change Projects…………………...11 7. Managing Performance During Times of Change……………………..….…19 8. Further Reading…………………………………………………………….……20 2 PURPOSE OF THE ‘HOW TO’ GUIDE The purpose of this guide and accompanying online resources is to provide University staff with an overview of ‘best practice’ change management methodologies, research, readings and guiding pro formas. This guide does not attempt to reproduce the many informative texts written on change management, transition and transformation. The follow-up reading is also strongly advised as it informs much of the change management and transition processes undertaken in the University of Adelaide. The guide identifies the differences between managing the process of change and leading people through...
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...9, 2012 Leadership and Systematic Change Essay There are several leadership styles a leader can exhibit. One must be able to change styles based on the situation. Leaders must also be able to communicate to the staff about change. An effective leader is a person who leads others toward a shared goal, showing the way by example and forming an environment in which other staff members feel actively involved in the process. Systematic change is dependent on quality leadership. Leading change is the hardest expertise to achieve. Without quality management, systematic change will flop and the school will feel unmanageable without guidance. It is vital leaders wishing to implement systematic change have a clear vision, direction and a process for this change to take place. Without having a vision, change is likely not going to happen. Change involves stakeholders, their visions, and the leader’s visionary skills for change to occur. Change lead by efficient leaders is inevitable and important for progress in schools and without change unproductivity occurs. Stakeholders need to be involved in the decision-making about change because it creates a trusting and supportive environment conducive to change (Gurr, Drysdale, & Mulford, 2006). Module 7 lecture (2012) states there are steps to follow for applying change so it is successful. First, you need to diagnose the need for change. Why is change necessary. Next, collect data. Then communicate to staff and stakeholders the possibility...
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...Bridge PaPer ™ Developing Ethical Leadership R. Edward Freeman Lisa Stewart Featuring a Thought Leader Commentary™ with Steve Odland, Chairman and CEO, Office Depot, Inc. © 2006, Business Roundtable Institute for Corporate Ethics www.corporate-ethics.org Distribution Policy: Bridge Papers™ may only be displayed or distributed in electronic or print format for non-commercial educational use on a royaltyfree basis. Any royalty-free use of Bridge Papers™ must use the complete document. No partial use or derivative works of Bridge Papers™ may be made without the prior written consent of the Business Roundtable Institute for Corporate Ethics. A PDF version of this document can be found on the Institute Web site at: http://www.corporate-ethics.org/pdf/ethical_leadership.pdf Bridge PaPers™ Uniting best thinking with leading business practice. ContEnts Foreword .................................................................................................... 2 What is ethical Leadership ...................................................................... 2 Becoming an ethical Leader ..................................................................... 8 developing ethical Leaders ...................................................................... 9 Thought Leader Commentary™ with steve Odland ............................. 10 about the authors ................................................................................... 13 ForEworD ...
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...Bridge PaPer ™ Developing Ethical Leadership R. Edward Freeman Lisa Stewart Featuring a Thought Leader Commentary™ with Steve Odland, Chairman and CEO, Office Depot, Inc. © 2006, Business Roundtable Institute for Corporate Ethics www.corporate-ethics.org Distribution Policy: Bridge Papers™ may only be displayed or distributed in electronic or print format for non-commercial educational use on a royaltyfree basis. Any royalty-free use of Bridge Papers™ must use the complete document. No partial use or derivative works of Bridge Papers™ may be made without the prior written consent of the Business Roundtable Institute for Corporate Ethics. A PDF version of this document can be found on the Institute Web site at: http://www.corporate-ethics.org/pdf/ethical_leadership.pdf Bridge PaPers™ Uniting best thinking with leading business practice. ContEnts Foreword ....................................................................................................2 What is ethical Leadership ......................................................................2 Becoming an ethical Leader .....................................................................8 developing ethical Leaders ......................................................................9 Thought Leader Commentary™ with steve Odland .............................10 about the authors ...................................................................................13 ForEworD The Business Roundtable...
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...Change Proposal August 10th 2015 Change Proposal Marketing, sales, accounting, finance, customer support, and operations are some of the examples of divisions many businesses are structured by and consist of. This report will display proposal modifications in the sales division at the Kudler’s Fine Foods organization. The purpose of this report is to obtain the authorization to perform a change management program in the sales division from upper management. Step one will display why a change is important and how change management will benefit the organization. Step two will detail the four dimensions of change management and how the dimensions purpose relates to the problem. Step three emphases on a summary of how management will use the project management method in describing the way to control change within the work environment, and the final step will support the change proposals position with expected return on investment (ROI). Need for Change Implementing a change management program within the Kudler Fine Foods will help management in properly implementing and controlling change within the organization (Leban & Stone, 2008). The purpose of the change management program is to ensure upper management employees on every level accept and understand change and the types of changes needed within the organization. To make the change a smooth transition for employees and staff, the change management proposal requires the approval of upper management. Because the Kudler...
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...production. At what he thought was the appropriate time, he asked the group of 40 managers the simple question on which he was to ground his entire talk: "What is the vision of your company?" No one raised a hand. The speaker thought they might be shy, so he gently encouraged them. The room grew deadly silent. Everyone was looking at everyone else, and he had a sinking sensation in his stomach. "Your company does have a vision, doesn't it?" he asked. A few people shrugged, and a few shook their heads. He was dumbfounded. How could any group or individual strive toward greatness and mastery without a vision? That's exactly the point. They can't. They can maintain, they can survive; but they can't expect to achieve greatness. Mapes (1991) SKY Magazine Vision is a widely used term, but not well understood. Perhaps leaders don't understand what vision is, or why it is important. One strategic leader is quoted as saying, "I've come to believe that we need a vision to guide us, but I can't seem to get my hands on what 'vision' is. I've heard lots of terms like mission, purpose, values, and strategic intent, but no-one has given me a satisfactory way of looking at vision that will help me sort out this morass of words. It's really frustrating!" (Collins and Porras 1991). To understand vision, clarify what the term means. DEFINING VISION One definition of...
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...4. Results and Findings 1. Understand the organisational requirements for a Leader 1.1 Identify organisational requirements for respecting the cultures, values, and ethics of others Barnsley Hospital NHS Foundation Trust is committed to being an organisation where diversity is valued and appreciated, regardless of race, age, disability, gender, sexual orientation, faith or religion, civil partnership or marriage, pregnancy or maternity. The Trust recognises that everyone is different, valuing the unique contribution that individual experience brings. Knowledge and skills can make a difference when delivering service goals. This should be visible and apparent at all levels of the organisation. Service provision and staff needs are provided regardless of diversity. The Trust’s priority is to continue to develop and change its organisational culture by showing true commitment in providing appropriate training and information for all staff, in order to raise awareness of equality and diversity. The Trust therefore expects its staff, patients and visitors to act in accordance with the principles that are embedded within the organisation values. The Trust has developed a number of other policies in support of a culture free from unfair bias, discrimination and harassment. 1.2 Describe the levels of authority and responsibility of a leader in the organisation First-line managers operate their departments. They assign tasks, manage work flow...
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