...1. INTRODUCTION The society and public need rules and regulations to maintain the peace and regular developments of the general public. However, there are many of the things could not be implement with laws or regulations to ensure people behave in the correct ways. Therefore, the ethics are used to ensure that people should behave in the proper attitudes and behaviors. Business ethics are the ethics are to ensure moral guidelines which govern good business behaviors, such ethics applied to various field of business managements (Ferrell, O. C., & Ferrell, L. 2011) . For instance, the decision making processes of BOD would consider the ethical effect of the decision made and implemented without harming any of the individual around and related. Supply chain management is the management of products and services that how they are converted from materials to products and then finally deliver to the final users and customers. In the entire processes of supply chain activities, there are many of interrelated individuals and stakeholders are affected and related, therefore satisfy each stakeholder is to ensure the effectiveness of the supply chain management system. Due diligence is the duty and responsibility of managements and directors to act prudently in evaluating associated risks in all transactions and business activities in order to ensure that business are going concern and healthy in comply with legal standards. The relationship between due diligence, business ethics and supply...
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...Leadership studies in general comprises of many other social science disciplines like sociology, psychology, management and education. And no different from those disciplines, theories about a subject can be slightly or drastically different. In a study conducted by Mastrangelo, Eddy, and Lorenzet in 2004, they have introduced a leadership model, where they explicitly emphasize the importance of personal leadership as a catalyst for professional leadership to create willing cooperation. This model relates to many works of other authors, both in leadership and business as a whole. In 2007, Bill George published an article named “Discovering Your Authentic Leadership”. An authentic leader doesn’t imitate what other leaders do, but learn from them, as well as incorporating their personal traits to create their unique styles. But the importance thing is not what style they choose to have, but how much of the leader’s true self is reflected through his/her style. Being authentic will make a leader more humane and approachable in the eyes of his/her follower. This creates a bond of trust, sharing and caring between the leader and the followers. In Mastrangelo et al’s leadership model, personal leadership is comprises of expertise, trust, sharing, caring, and moral. Clearly, it can be seen that being an authentic leader alone satisfy three of the five requirement above. However, being authentic alone is not enough if Mastrangelo’s model is used as the criteria. Professional leadership...
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...The Social Change Model and Servant Leadership Theory: Comparisons and Contrasts Introduction Leadership is essential for all successful organizations. However, the form of leadership that is practiced by various leaders is vital in determining how the activities of the organization are managed. There are many different forms of leadership practiced in differing environments. Servant leadership and social change models are some of the most common leadership theories used in pursuit of organizational success. This paper will describe in detail the servant leadership and social change models and contrast their methods of leadership. Also I will seek to explain how they could be applied in the leadership role of any given organization. Servant leadership Robert K. Greenleaf introduced the concept of Servant Leadership in his book “Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness”. In the description of servant leadership, Greenleaf describes servant leadership as: a natural feeling where the leader feels that they should serve the people first (Greenleaf, 2002) . Greenleaf describes a servant leader as a leader who puts the needs of his or her people first before other personal needs associated with the role. A servant leader will strive to ensure that they prioritize other people’s needs first and ensure that their welfare is paramount. According to Greenleaf, The difference manifests itself in the care taken by the servant-first to make...
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...is in its development duration as well as its time appearance. The CVF is based on four developed management-models and shows an evolution of different management styles over 75 years (from 1900 to 1975) - each quadrant therefore can be related to a certain period of time. The CVF shows that earlier business models still have an impact on nowadays business environments since they are part of the equal combination model. In contrast to the historical development of the models which form the basics of the CVF, the 4+2 Formula is based on ‘just’ a 10 year performance period (from 1986 until 1996) and was implemented in modern days after the CVF. It is based on 200 different management practices which could be observed across 160 companies in the same period of time and which have been effective in regard to the achievement of successful business results. It therefore shows no development over such a long period of time like the CVF rather than already present aspects of management attributes, which led the company to a good performance. If the management practices of the CVF quadrants were already realised in the time of the survey of the 4+2 Formula, we could say that the 4+2 Formula is a development of the CVF since managers at different companies could have already taken the aspects of the CVF into consideration. Because of this, similarities between both models can strongly be seen. Due to their different aspects, both can be realised in every environment of a business...
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...COMPARE AND CONTRAST FOUR LEADERSHIP MODELS UNIVERISTY OF PHOENIX There are four leadership models that I will talk about. These leadership models are Charismatic, Transformational, Servant, and Transactional. These styles of leadership hold significant differences. However, The Charismatic Leadership style refers to a special quality that enables the leader to mobilize and sustain activity within an organization through specific personal actions combined with perceived personal characteristics (Wren, 1995, p. 108). The charismatic leader has three components which include envisioning, energizing, and enabling. Charismatic leaders display behaviors that will inspire others. And their ethical values are very high. It seems likely that under normal ethical charismatic circumstances, a leader’s mirror-needs play a central role in his or her desire to become the focus of social attention (Avolio & Yammarino, 2002, p. 248). The Transformational Leadership style is quite rewarding. The transforming leader shapes, alters, and elevates the motives and values and goals of followers (Wren, 1995, p. 103). Transformational leadership focuses on culture and learning experiences in the workplace. Although not the most agreeable man in history, Adolf Hitler has inherently follows the charismatic leadership model. He had many followers that followed his leadership as a dictator, and he took advantage of his “followers independent of their inherent intentions, thereby opening the door...
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...Profession and Job Descriptions 3-5 B. Personal Strengths and Weaknesses 6 B.1. Assessment Tools 6 B.2 Leadership Theories 7-8 II. Leadership Development Plan 9 A. Attachment Program 9 B. Communication 10 III. Evaluation 11 IV. References 12-13 Appendixes Gantt Chart PERSONAL LEADERSHIP DEVELOPMENT PLAN Executive Summary This report gives a description of developing a leadership development plan by relating to the Central Michigan University (CMU) competency model to the student’s desired goals. This model serves as a source for creating tools to aid in the development of leaders, including a multi-source feedback instrument and a handbook of progressive activities for leaders. The purpose of this personal leadership development plan is to help the student to acknowledge her own set of strengths...
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...21st Century Leadership Skills - Defined January 14, 2008 by Jeff Brunson A 21st Century Leader understands that if you want engaged employees, you must develop the individual. It is this understanding that leads the 21st Century Leader to a focus on self. Not a selfish focus - but a focus on self for the benefit of others. The Brunson Level II Coaching Program and the Brunson Leadership Development Program for Groups focus on the following key skills for Leadership effectiveness and organizational impact: 7 Skills for Leadership Confidence Personal/Professional Growth Management Skills Personal study and professional application is a must for you as a Leader in the 21st Century. How well you self assess and act on that assessment determines the quality of the goals you set and the effectiveness of your action plans. The impact you deliver is dependent upon how you integrate Leadership behaviors and implement on your strategies. Communication and Connection Skills How skillful a Leader communicates is a major factor of credibility. You must consistently communicate well one-on-one and in group settings. As Leaders, it is imperative that our communication is consistent and credible. We must be able to consistently create safety for dialogue and confidently confront issues. You approach performance management and succession management as key areas for consistent communication. Messaging Skills You are the message. Your Brand is the succinct version of that message. It...
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...Macys 2 Stress is a common problem that we all face at one time or another. A limited amount of stress can be expected among employees but when you start to see changes in performance and attitude, it may be time to address the issue. As a leader, it is up to you to decide at what point that this needs to be done. Macy’s employees are more likely to face a number of stressors associated with being in retail. The first dimension is schedule unpredictability defined as the extent to which employees have limited advance notice of their work schedules and difficulty counting on or anticipating the days, shifts, and number of hours they will work each week. The second dimension is excessive demands where employees are overburdened with work. Decision need to be made about what practical solutions will be used in the workplace to prevent, eliminate or minimize the effect of work related stressors. Unpredictable scheduling Macy’s will use these techniques to reduce or lessen the stressors of unpredictable work schedule for their employees. Chain retail store must consider how to provide the best service to meet consumer demands and provides full time availability. Providing work schedules including overtime schedules in advance. This principal benefits the regularity and certainty for the worker. Minimizing changes to previously assigned schedules. Give notice of how many hours of work will be assigned. These solutions will provide more predictability and more opportunities for...
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...that she will most benefit the organization and be most successful. The following paragraphs will discuss the most effective position for the student, the strengths, and weaknesses of that student’s leadership style, a compare, and contrast of leadership theories, and a personal leadership style model. Position Most Effective for Student The student made the decision that the most effective position for her in this new restructuring is in the human resources department as the Payroll Manager. The student has extensive knowledge concerning payroll issues, child support orders, garnishments, and her computer skills allows her to enter necessary information into spreadsheets or personnel records. She is also familiar with taking deductions from employees’ checks for clinic fees or other activities in the organization that requires the employee to pay a fee. This position allows her to interact with the other employees plus will benefit the organization by staying current with court orders and knowing that employee records are up-to-date. This particular position will allow the employee to work on something that interests her and therefore mean more to her. She can spend her time working productively for the organization while completing work she enjoys. Personal Leadership Style Model This...
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...Unit 6.7 Personal Leadership and Management Development Level 6 10 Credits SUMMARY |Unit Level |Level 6 | |Unit Code |A/503/5350 | |Credit Value |10 | |Assessment Guidance |Assignments in accordance with awarding organisation guidance | ASSESSMENT Context Your existing qualifications, past employment and personal experiences and current level of study mean that you intend to apply for leadership and management positions in organisations. In preparation for this you wish to enhance your prospects for success by further development of your leadership and management skills. You plan to do this by undertaking some research on leadership and management. You will then undertake a personal assessment of your skills and construct and implement a personal development plan. You must file all of this information for future reference, either as an electronic or hard copy. As this information is important and will be accessed, as your future career progresses it must be carefully and systematically organised. Task 1 You must begin the file by...
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...Kristina R. Wilhelm, 2012 Table of Contents MBTI model: 3 Problem-solving model 4 Motivation: Performance-model 5 Value of reward 5 Perceived Effort- Reward Probability 5 Skills ability and traits 6 (1) Drive 6 (2) Leadership motivation 7 (3) Honesty and integrity 7 (4) Self-confidence 8 (5) Cognitive abilities 8 (6) Knowledge of business 9 Role Perceptions 9 More traits to be considered: 10 Any other relevant motivation models 11 Expectancy Theory 11 Equity Theory 12 Herzberg-Theory 12 Job Characteristics Model 13 Reinforcements and Rewards 13 Price System 14 Equity Theory and Justice 14 Communication 15 Leadership 16 Smartfic 16 MBO sessions 17 Vroom model 18 Conflict 19 Conflict process model 19 Reward System 20 Additional considerations 20 My role 20 This paper will analyze the possible causes of the performance deficiencies in Tony and his sales staff, and propose potential solutions suggested by each particular potential cause using several leadership models discussed in class. The paper will finish by analyzing possible improvements of my own behavior as the regional director of Happy Face Frozen Foods (HFFF) with respect to my part in this district’s weakness. One of the obvious weaknesses in the communication between Tony and me seems to be that we have different personalities as revealed by the Mypers-Briggs Type Indicator/MBTI model. MBTI model: Tony’s personality is described as an ISTJ (the...
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...Slide 1 : | Leadership 13 | Slide 2 : | Leadership Leadership is the process where a person exerts influence over others and inspires, motivates and directs their activities to achieve goals. Effective leadership increases the firm’s ability to meet new challenges. Leader: The person exerting the influence. Personal Leadership Style: the ways leaders choose to influence others. Some leaders delegate and support subordinates, others are very authoritarian. Managers at all levels have their own leadership style. | Slide 3 : | Leadership Across Cultures Leadership styles may vary over different cultures. European managers tend to be more people-oriented than American or Japanese managers. Japanese culture is very collective oriented, while American focuses more on profitability. Time horizons also are affected by cultures. U.S. firms often focus on short-run efforts. Japanese firms take a longer-term outlook. | Slide 4 : | Sources of Power Figure 13.1 | Slide 5 : | Sources of Power Used to affect other’s behavior and get them to act in given ways. Legitimate Power: manager’s authority resulting by their management position in the firm. Can be power to hire/fire workers, assign work. Reward Power: based on the manager’s ability to give or withhold rewards. Pay raises, bonuses, verbal praise. Effective managers use reward power to signal employees they are doing a good job. | Slide 6 : | Sources of Power Coercive Power: based in ability to punish others...
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...Theory Comparison For many years, school and district leadership has assigned primarily to a single person such as the principal or the superintendent. The principal and superintendent’s responsibilities are keeping order in the school, managing school schedules, monitoring the budget, making sure buses run on time, etc… In addition principals and superintendents job are to develop and keep the school’s or district’s vision, articulate and model core values, ensure the inclusion of all voices, develop collaborative learning experiences. The purpose of this paper is to compare and contrast various types of leadership models and theories and evaluate the effectiveness of each type of leadership model. Neuman and Simmons state that in the most effective schools, every member of the education community has the responsibility and the authority to take appropriate leader roles (2000, p. 9). The definition of a leader now encompasses teachers, staff members, parents, and members of the entire education community. “Over the course of the past five years, the Anneberg Institute has worked with thousands of practitioners from hundreds of schools across the country, representing a broad cross-section of schools in terms of size, student population, location, and levels of achievement. Less than successful outcomes of many reform programs can be attributed (at least in part) to a lack of appropriate leadership focused on student achievement” (Neuman, M. and Simmons...
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...Redia Edison Managerial Leadership MGMT 4461-001 Dr. Tuberville University of Memphis Introduction I decided to take this course because I wanted to shape up my leadership skills. Initially, I did not know that the course would be tailored around self-leadership. I always thought that I had been a great leader, but self-leadership was an area that I realized I was lacking skills. I had hoped to learn how to better manage subordinates and deal with uncomfortable situations in management such as firing and handling altercations. I learned so much more than I had initially expected. I learned how to first lead within myself and I believe that the concept of self-leadership alone will contribute to me being a better leader. I think that with the use of self-leadership strategies, such as cues and self-talk, I can efficiently influence myself to be a better leader. MBIT Personality According to the MBIT personality temperament assessment, my type is ESTJ (extravert, sensing, thinking, & judging). ESTJ personality types are said to prosper on coordination and progression. Being extraverted, ESTJs tend to concentrate on the arrangement of people, which is an indicator of superintendence. I see myself displaying these traits in everyday life. When preparing for a simple night out with friends I want the night to be planned and organized. Although I like to have a good time, I also believe in a higher authority and following...
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...The Leadership Quarterly 22 (2011) 121–131 Contents lists available at ScienceDirect The Leadership Quarterly j o u r n a l h o m e p a g e : w w w. e l s ev i e r. c o m / l o c a t e / l e a q u a Do transformational leaders enhance their followers' daily work engagement? Maria Tims ⁎, Arnold B. Bakker, Despoina Xanthopoulou Erasmus University Rotterdam, Institute of Psychology, Department of Work and Organizational Psychology, Rotterdam, The Netherlands a r t i c l e i n f o Available online 2 February 2011 Keywords: Diary study Personal resources Transformational leadership Work engagement a b s t r a c t This diary study investigated whether and how supervisors' leadership style influences followers' daily work engagement. On the basis of leadership theories and the job demands–resources model, we predicted that a transformational leadership style enhances employees' work engagement through the mediation of self-efficacy and optimism, on a day-to-day basis. Fortytwo employees first filled in a general questionnaire, and then a diary survey over five consecutive workdays. The results of multilevel analyses offered partial support for our hypotheses. Daily transformational leadership related positively to employees' daily engagement, and day-levels of optimism fully mediated this relationship. However, daily self-efficacy did not act as a mediator. These findings expand theory and previous research by illuminating the role of transformational ...
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