...Nancy Barry Case Analysis Jason Mandel Ramapo College of New Jersey 21st Century Leadership October 15, 2015 Briefly introduce the case (discuss Barry’s important life decision) The Nancy Barry chapter in “The Leadership Moment” is the story of a Harvard-educated woman who quickly gained success as a high-powered lending executive at the World Bank, and then went on to transform the business world as President of Women’s World Banking (WWB) (Useem, 1998). As readers, we are exposed to Nancy’s important life decision early on in the chapter when the WWB approaches her to lead their organization (Useem, 1998). At that time, Nancy was a highly compensated executive as Chief of the World Bank’s Industrial Development Division, with a large administrative support staff, and had been working there from 1975-1990. Clearly, giving up a powerful position with the globe’s most prominent bank after 15 years of service could not have been an easy decision. However, Nancy fully supported the WWB and the Grameen Bank of Bangeldesh for quite some time, so even with her contemporaries calling her “crazy” for leaving the World Bank, Nancy proved she was authentic by taking the position as President of WWB and following her heart instead of her wallet. Discuss Nancy Barry’s leadership style using LMX theory The LMX theory, or leader-member exchange theory, spotlights positive, dyadic relationships between supervisors and subordinates, often producing an increase in organizational efficacy...
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...does. Due to a perhaps pompous position of power, his attitude and demeanor come across as very stubborn. Nearing the end of the play, his mindset that any wrongdoing is punishable becomes applicable to him, and he is unwilling to consider the possibility he might have made a grave mistake. Almost ironically however, the real-life Thomas Danforth is much the opposite. Arthur Miller wrote The Crucible to criticize the McCarthy hearings and the hysteria surrounding them and he used the Salem witch trails to do so; as he saw many parallels between the two. To do this, Miller portrays Thomas Danforth, who, in real life, did not even sit on the Court of Oyer and Terminer,(Linder 1) (A group dedicated to the prosecution to those accused witches) is a bitter, scrupulous, controlling old man set on keeping order, or, what he believes to be order. The McCarthy hearings were quite harsh and Miller needed a reciprocated leadership shown in the Crucible. (Lorcher 1) To do this, Miller bent the more level headed, genuine Thomas Danforth and transformed him into the domineering Judge we know in the crucible. While the McCarthy era and witch trails follow each other closely, they are not a perfect mesh. To add onto this, the parallels Miller draws are his and they are not made to be completely historically accurate as they are literary parallels and not historical. Both Danforth’s...
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...Miller followed Death of a Salesman with his most politically significant work, The Crucible, 1953, a tale of the Salem witch trials that contains clear correlation to the McCarthy anti-Communist hearings in the mid-1950s. While Miller primarily wrote The Crucible to enlighten the motivations and circumstances behind the Salem witch trials, and he also wanted to highlight the story of the "Red Scare" of the forties and fifties which had reached its peak under the leadership of Senator Joseph McCarthy. McCarthy, who was a relatively unknown Senator from Wisconsin, gained instant fame when he stated that there were many Communists in the American government. America at that time was in the middle of the Cold War with Russia, and McCarthy's charges...
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...Literary Analysis: The Crucible Through the characters of Abigail, Paris and Proctor, in the playwright The Crucible, Aurther Miller shows that the evils of jealousy, greed and ambition can be more powerfully destructive than any supernatural evil. Abigail Williams’s jealousy turned an entire town hysteric. Abigail is using her power to get back at people she doesn’t like, and eventually Mrs. Proctor. Abigail gets her power from false testimonies about witchcraft. Witchcraft trials don’t use visible evidence so they have to believe her. The town is going crazy with the convictions and all of them stem back to Abigail. Paris’s greed can be blamed for the stat of the witchcraft in Salem. He has turned everyone against him by being a bad minister and requesting unreasonable things for himself and the church. When Paris asked for a better pay and things like golden candlesticks he loses a lot of respect in the village and people start to realize how selfish of a minister he is. Paris complained that he does not make enough money relative to how educated he is, but previous ministers made much less than him. Paris’s greed could be to blame because if he wouldn’t have been selfish about money and his public appearance he would have reported the girls in the woods and this wouldn’t have happened. Proctor’s ambition can be productive but destructive. His will to stop the Salem madness gets himself caught in it. When Elizabeth gets taken away he is furious and promises her...
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...The Crucible “How do you call Heaven! Whore! Whore!” This quote explains John Proctor’s loyalty to Elizabeth Proctor. Although he says he committed adultery, he attempts to throw Abigail out of power. This shows that he is still trying to help Elizabeth Proctor from hanging. The common traits that I share with John Proctor are loyalty, determination, and leadership. One common trait that I share with John Proctor is that we are both loyal people, and we are very trustworthy. John Proctor is loyal in the fact that he said he committed adultery. This may not seem like something that would show loyalty, but it does. He didn’t want Elizabeth Proctor to be hung or killed. It shows that he loved his wife more than he wanted to have an affair with...
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...that the idea of intense, selfish desire is used as a powerful theme personified by many of the characters in his work, the Crucible. However, it’s regularly overlooked as a material issue rather than its deeper meaning. For Abigail Williams, Thomas Putnam, and Reverend Parris, greed is a testament of what ails them at heart. Abigail Williams, the play’s obsessively lovestruck antagonist, has the conscience a psychopath, doing whatever it takes to hold onto one thing -- her brief affair with John Proctor. Abigail’s motivations for greed are often left there but when her last resort is an attempt to have Elizabeth killed for witchcraft, it reveals what’s in her heart. “I will not, I cannot! You loved me, John Proctor, and whatever sin it is, you love me yet.” (Miller 24). She confesses that she can’t let go and it’s...
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...“Are Leaders and Managers Different?” The question on the difference between leaders and managers has been consistently asked by many scholars in management studies. This question has brought about critical debate with different positions held. The four common positions in this debate include the argument that managers are completely different from leaders; that some managers or leaders can be both; that all leaders are managers; and lastly that all managers are leaders. This essay contributes to this debate by advancing the argument that despite the critical and seemingly similar roles that leaders and managers play in organizations, the two are different. In this essay, the position that leaders and managers are different draws from the work of various scholars that includes Zaleznik who argues that the difference between managers and leaders lies in the attitudes towards goals; conception of work; relations with others; and sense of self (Zaleznik 1992). With regard to attitudes towards goals, leaders take a personal, proactive outlook and shape an organisation’s vision while manager are passive and merely implement a vision. Clemmers Jim further argues that a leader doesn’t just react and respond, but rather takes the initiative and generates action (www.clemmer-group.com). This shows that leaders unlike managers look at a bigger picture not only the present but also the future. The intuitive and empathetic way leaders relate to others distinguishes them from managers...
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...Questions 1. What is a crucible and how is it used? Justify Miller’s choice of title for his play. A crucible is a ceramic container that can withstand very high temperature and is used for metal, glass and pigment production as well as a number of modern laboratory processes. Miller’s choice of the title “The Crucible” is due to the same reason as the courtroom being referred to as a crucible: using the heat of questioning and scrutiny, they burned away all the impurities, i.e. lies and half-truths, to get the purified product the “truth”. 2. How do Hale’s preconceptions influence his interpretation of events? How does his interpretation change? What are the implications of his conversion? Hale’s preconceptions has influenced his interpretation of events in that he initially thought that he had the authority over the town due to his extensive knowledge of witchcraft. He expected to find witches, however his interpretation changes throughout the play as he realises that innocent townspeople are being falsely accused, such as John Proctor. The implications of his conversion are when he encourages the accused to confess, i.e. the good people to lie, even though he believes that he is doing the “Devil’s work”. 3. Proctor calls Hale “Pontius Pilate.” Explain the allusion. Do you agree or disagree? The allusion is that Pontius Pilate was the ruler in Bethlehem who ordered the crucifixion of Jesus Christ at the order of the Jewish leadership, despite the fact that he...
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...people and therefore the organisation (Johnson, 2009). Conant is an example of a transformational leader who used a people centred approach to turn around the Campbell’s Soup company. In 2001 Campbell’s share price had dropped by 50% in three years (Gerdeman, 2013). Sales of canned soup had declined in a highly competitive market and 62% of its managers considered themselves not actively engaged in their jobs (Waghorn, 2009). However, By 2010, Campbell’s total shareholder return, at 68% was nearly 5 times the return of the S&P 500 and employee active engagement levels soared to 62%, which is an engagement ratio of 23:1. Gallup Organisation considers 12:1 to be ‘world class’ (Waghorn, 2009). How did Conant achieve this? No one leadership strategy can transform a business this close to failure. For Campbell’s it took a combination of cost control, innovation, a change in marketing direction and especially, a concerted effort to invigorate the workforce and change its culture (Waghorn, 2009). Conant believes that of all the measurable elements in building culture, engagement correlates most closely to shareholder returns. Conant’s people focussed strategy states that “to win in the market place…you must first win in the workplace” (Waghorn, 2009) However, this notion was not instilled in him from birth. It took a moment of adversity in his career, the sudden loss of his job in 1984, and a talented executive coach to help transition him from acting as the victim to developing...
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...Abstract An essential component of leadership is to articulate and exemplify the organization's core values. These values must be clear, compelling, and repeated. The leader must both "walk the talk" and inspire his/her colleagues within the organization to also live these values. Values are at the core of individual, group or organizational identity. Values are relatively enduring conceptions or judgments about what is considered to be important to an organization. Agreement between personal and organizational values result in shared values which constitute the benchmarking of a successful business practice. Thinking We, Not I Leadership today is a full contact sport and as people’s plates are overflowing, leaders are doing more with less daily. To create a healthy, sustainable organization, there is a need to create a culture where others are motivated to give their discretionary energy. Productivity and success depend on healthy leaders and employees who are not caught up in disruptive behaviors such as blame, victim thinking, excessive control, silo mentality, and internal competition. When such behaviors surface it is necessary to take proactive steps to pinpoint the cause and what must be done to turn the culture around. Re-visiting the organizations mission statement is a good place start. Leaders of healthy, sustainable organizations excel in three activities: 1) clarify goals and expectations; 2) help employees to see how their responsibilities align...
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...Narrative Follow Up For my narrative, I chose to speak about a crucible moment—the death of a friend—and how it forever affected me. Upon finishing my story, there was little to no verbal feedback from the other members of the group. The silence, in this instance, given the subject of my speech, was taken as positive feedback. However, I do realize that my speech may have been unexpectedly sincere and honest because of the certain vulnerability I displayed in sharing a tragic story. Though this may have attributed to the silence, I believe that the lack of questions or clarifications was mainly the result of a successful speech. The goal of the narrative all along was to share a personal experience related to one of the leadership assets...
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... ? This paper focuses on presenting ways to apply a model of leadership to Leadership Today, which is an international consulting firm based in Singapore. I would also like to present advice to this company on how to turn the company around by changing its leadership practices. First, Leadership Today has been loosing shares in the market to their competitors due to an efficiently poor leadership. The mid-level managers complain they do not have time to make proper decisions and the employees complain that their hard work is not acknowledged, but any mistake is brought to their attention immediately. According to Robbins and Judge (2011), leadership is the ability to influence a group toward the achievement of a vision or set of goals. It can be determined that Leadership Today is not able provide this influence. In order for this company to achieve success it must change the way it is being lead. Thus, in order to this Kouzes and Posner (2010) consider that a number of 10 enduring truths about leadership will help the company or the leader to think, decide, and also to act more effectively. The first truth is about inspiring or making the leader to think that he posses skills through which he can have a positive impact on other, believe in him self and in his ability to make a difference. The next one is called “credibility is the foundation of leadership” and refers to the fact that the others need to have trust in the leader as well in...
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...Women, throughout history, have been demonized and demeaned, devalued and defaced, defiled and denounced. They are often the antagonist of our myths, tales, and fables. They are the antithesis of the masculine; sinful and volatile, opposed to the heroic and virtuous man. Centuries of art, literature, thought, and religious doctrine have painted women as temptresses and wicked witches. The female characters in Arthur Miller’s 1953 drama, The Crucible, reflect these ‘evil’ women of myth and legend. The patriarchal, austere society of the Puritan town of Salem during the witch trials demonstrates the societal effect of centuries of female vilification. Powerful women have historically been branded as witches or accused of evil deeds as a way to...
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...The Crucible Vocabulary (Page numbers appear in parentheses.) ACT ONE 1. ideology (6) – a manner or the content of thinking characteristic of an individual, group, or culture 2. paradox (7) – a statement that is seemingly contradictory or opposed to common sense and yet is perhaps true 3. theocracy (7) – government of a state by immediate divine guidance or by church officials who are regarded as divinely guided 4. villainy (7) – wretched, evil conduct 5. hearty (8) – strong, healthy 6. quaking (8) – trembling, shuddering, quivering with fear 7. dissembling (9) – concealing the facts; hiding under a false pretense 8. propriety (9) – socially acceptable behavior and speech 9. heathen (10) – an uncivilized or irreligious person; pagan 10. conjured (10) – summoned a devil or spirit by invocation or incantation 11. faction (10) – group; secret faction; clique 12. abominations (11) – sources of utter disgust or intense dislike; hateful, disgusting actions 13. gibberish (11) – unintelligible or meaningless language; nonsense 14. white (12) – free from moral impurity; pure 15. Goody (12) – used as a title preceding a surname—a usually married woman of lowly station 16. sniveling (12) – speaking or acting in a whining, sniffling, tearful, or weakly emotional manner 17. deference (12) – respect and esteem due a superior or an elder 18. marvel (12) – something that causes wonder or astonishment 19. providence (13)...
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...p Chapter 21 Leadership Theories and Styles Learning Objectives After studying this chapter, you will be able to: 1. Distinguish leaders from administrators and managers 2. Describe the evolution of leadership theories 3. Enumerate different theories of leadership, and their main features. 4. Discuss the contingency theories, especially situational theory of leadership 5. Explain the concept of the development levels of a group and how to raise them 6. List steps in the process of delegation Leadership has long interested psychologists, sociologists, political scientists, and certainly management scientists. There is still a growing interest in leadership, which has been defined in different ways. Leadership can, however, be simply defined as the act of making an impact on others in a desired direction. In this sense, leadership is a broader term than management. Managers can run organizations effectively, but only leaders can build them. Differentiating characteristics for officers, managers, and leaders are shown in see Exhibit 21.1. The three modes shown in Exhibit 21.1 are illustrated by the following caselet from a premier state government training institute: Three directors at different times functioned differently. One director continued the work the institute was doing, responding to the training requirements of different departments, maintaining all the records well, and undertaking the various activities...
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