| Papers [1-14] of 100 :: [Page 1 of 8] | | Go to page : 1 2 3 4 5 6 7 8 —> | Search results on "LEADERSHIP LITERATURE": |
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Heroism, Leadership and Victory in Literature, 2002.
Examines the three concepts of heroism, leadership and victory in "The Aneid", "The Iliad" and "Henry V".
1,400 words (approx. 5.6 pages), 3 sources, £ 36.95
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Abstract
Heroism, victory and leadership are, indeed, unique but not unrelated literary concepts. They have been long defined originally within the ancient Greek works. Ultimately, that which defines heroism in the literary context is a journey that takes the hero away from society, transforms him while on the journey, and a triumphant return to impart new knowledge upon the community. Victory is clearly defined as an achieved domination of one party by the other - but true victory is much harder to define and more commonly achieved by isolating a set of parameters necessary to be met before victory can be achieved - often that victory comes at a cost to all parties because it is never really clean. Leadership, particularly in literature, is necessary to drive the hero to his goals and to take credit for a victory. The main character of the story does not always take up a leadership role, but they must respond and react to that role. It is the purpose of this paper to examine these three concepts in the context of the "Aneid", the "Iliad" and "Henry V".
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Instructional Leadership, 2005.
This paper presents a review of instructional leadership literature.
900 words (approx. 3.6 pages), 0 sources, £ 24.95
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Abstract
This paper is an addition to an extended paper regarding the current literature of instructional leadership. The paper beings by explaining definitions and the concept of instructional leadership, examines the current leadership and has a conclusion. This new addition added insights and introductory and conclusion materials. The paper also added transitions to make the reading of this smoother.
From the Paper
"Instructional leadership is a concept which incorporates a 'top-down' mentality into the climate of the school. While this phrase is typically used for teaching, it is also effective here to illustrate the relationship a principal can (or by contrast, does not) build throughout the entire school community. This focus on instructional leadership is a relatively new concentration which, however, deserves its attention. It has always been known that a teacher carries an immense power over the learning atmosphere of his or her classroom. Similarly, a principal can thus inspire and motive the entire school to possess an attitude of life-long learning, which can, among other elements, build the academic achievement levels of the student body. Hence, this remains an apt area of recent study."
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Transformational Leadership, 2002.
Examines the literature available on transformational leadership.
2,836 words (approx. 11.3 pages), 10 sources, MLA, £ 58.95
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Abstract
This paper attempts to look for similarities in the large body of literature on transformational leadership and arrive at a notion of the transformational leader that can be generally applied to most any setting. The author of the paper hopes that this examination will help to organize the general body of research in the area, providing managers with a more cohesive general model. The review begins with a brief delineation of the initial model of transformational leadership proposed by Burns (1978)and expanded upon by Bass (1986). It then goes on to examine more contemporary articulations of this type of leadership. The review ends by delineating a basic definition of transformational leadership that is applicable to most settings. The paper includes a comprehensive list of all the literature on the topic.
From the Paper
"Burns (1978) characterized transformational leadership as dynamic in the sense that leaders threw themselves into a relationship with followers who feel 'elevated' by it and often become more active themselves, thereby creating new cadres of leaders. In general, then, transformational leaders interacted within a webwork of evolving interrelationships in which they continuously evoked motivational responses from followers and modified their behavior when they met responsiveness or resistance---- a ceaseless process of flow and
counterflow."
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Leadership Styles in the 21st Century, 2008.
A comparison of the characteristics of three leadership styles - transformational leadership, transactional leadership and servant leadership.
2,573 words (approx. 10.3 pages), 22 sources, APA, £ 53.95
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Abstract
This paper discusses three different leadership styles - transformational leadership, transactional leadership and servant leadership. It looks at each leadership style individually and discusses its characteristics. The paper then examines the way that each style impacts the relationship between leaders and followers and implicitly the company in its own particular way. Finally, the paper compares the different styles within tables.
Table of Contents:
Introduction
Transformational Leadership
Transactional Leadership
Transformational Leadership
Transactional Leadership
Servant Leadership
Transformational Leadership vs. Transactional Leadership
Transformational Leadership vs. Servant Leadership
Transactional Leadership vs. Servant Leadership
Conclusion
From the Paper
"Many authors have suggested that the transformational leadership has come as a completion of the transactional one and after a deeper analysis it can be seen that the transformational and servant ones are very similar. The three leadership types are not mutually excluding each other. In fact, a good leader is assumed to display characteristics from all these types. He/she needs to focus both on people and organizational goals because people are not his/her only "clients". Shareholders and customers enter in this category as well, which makes organizational goals important. A good leader should know what is the right mix of rewards and when to use the reward system and when not, because the excessive use of rewards inhibits the follower's loyalty and increases the probability for it to leave the organization. Also, it should know what the right attention that needs to be paid to its own development is, so that this one doesn't become detrimental to other people's development."
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Leadership, 2005.
This paper is an extensive research based on a literature review, of the perennial question: "Are leaders born or made?"
37,050 words (approx. 148.2 pages), 230 sources, APA, £ 172.95
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Abstract
This paper states that the objective of the research is to demonstrate that leadership development is actually a process that develops over many years and requires the support of education and training. The author points out that an important component of leadership is self-knowledge, which includes: Recognition of one's own strengths and weaknesses, the ability to take risks and recognition that mistakes are an opportunity for learning. This paper concludes that discussing one's ideas and values, developing a teachable point of view, and developing stories, which bring these views to life, are all learnable skills; therefore, it is clear that leadership is strongly linked to learning and education.
Table of Contents
Preface
Subject of Investigation
Needs, Interests and Problems Detected
Justification of the Thesis Theme
Objectives
General Information
Specifications (Methodology)
Goals
Introduction
Literature Review
Research throughout History
Early Approaches to Leadership Study
The Conceptualization
Transformational Leadership
Transformational Leadership Education
The Transformation of the Organization
Today's Views on Leadership
Birth Order: Research on Whether Leadership Is Genetic
Supporting Literature
Birth Order and Trait Theories of Leadership
Born or Made: The Debate
Authentic Leaders
Leaders and Leadership
Leadership Characteristics
Communication
Trust
Self-Knowledge
Diffused Leadership
Leadership Development
Case Studies
Examples of Leaders
Characteristics of Leaders as Defined by a Leader
Leadership: Cases of Leaders Who Learned Despite Disadvantages
African American Transformational Leaders
Introduction
Assessing Individuals for Transformational Leadership Qualities
Transformational Leadership Style
Leadership in Schools
Education and Leadership: A Strong Link
Three Keys for Leading
Leadership Quotations
Quotations
Discussion of Literature on Leadership
Current Leadership Research
Transformational Leadership
Skills-Authority
Organizational Issues
Transactional, Relational, Transformational and Charismatic
Levels of Leadership
Contingency Theories
Fiedler's Contingency Model
Conclusions and Recommendations
Dispelling the Myths
Myth #1: Leaders are Born, not made.
Myth #2: Real Leaders are Effective because of what they Know.
Myth #3: Effective Leadership is Scarce.
Interests of Leadership
Recommendations
Conclusion
From the Paper
"There are five levels of leadership systems: the individual, small group relationships, teams, company-wide and intra-company. The best leaders will also manager their own leadership by utilizing the three basic types of leadership - directional (strategic leadership and determining where the organization will go), implementation (determining how the organization will make it to wherever it is headed) and interpersonal (involves the process of getting human resources behind organizational goals and objectives)- into their leadership strategy. Over the past several years, one of the most important contributions psychology has made to the field of business has been in determining the key traits of acknowledged leaders. Psychological tests have been used to determine what characteristics are most commonly noted among successful leaders. This list of characteristics can be used for developmental purposes to help managers gain insight and develop their leadership skills."
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Leadership Models, 2008.
This paper provides a comparison of four leadership models: transactional leadership, transformational leadership, charismatic leadership and servant leadership.
1,900 words (approx. 7.6 pages), 6 sources, MLA, £ 41.95
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Abstract
In this article, the writer notes that the nature of leadership includes autocracies and dictatorships on one end of the spectrum, and absolute autonomy (or laissez faire) on the other. In-between the polar extremes of servitude through oppression and complete autonomy, several leadership styles have evolved that emphasize different aspects of human motivation and achievement, in different proportions. The writer points out that certain leadership approaches are most appropriate and likely to produce efficient results in some situations and others are more likely to contribute to the success of group enterprise in others. The writer then discusses transactional leadership, transformational leadership, charismatic leadership and servant leadership.
Outline:
Introduction
Transactional Leadership
Transformational Leadership
Charismatic Leadership
Servant Leadership
Conclusion
From the Paper
"Mutual cooperation within human societies is, necessarily, task and goal oriented, because cooperation and shared efforts yield results more productively than exclusive self-responsibility for every need of the individual. Throughout most of human existence - particularly before the Industrial Revolution - the vast majority of human cooperation was motivated primarily by the simple desire of the individual to meet the basic needs of self and family. Living in a group, even under the oppressive wielding of authority, allowed many individuals to achieve more for themselves than would have been possible without reliance on others.
"This observation of human social societies is still just as applicable today, except that the specific role of most individuals is many levels more removed from the most basic needs."
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Leadership, 2002.
A literature review on the concepts of leadership.
1,650 words (approx. 6.6 pages), 6 sources, £ 42.95
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Abstract
This paper examines and analyzes the subject of leadership. The author reviews the newer literature that Alan Bryman and Peter F. Drucker have identified as relevant today.
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Leadership, 2008.
A review of transformational leadership in the changing world.
2,425 words (approx. 9.7 pages), 13 sources, APA, £ 51.95
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Abstract
The paper discusses the subject of leadership, provides definitions and notes the qualities of a good leader. The paper further discusses the manner in which leaders perform, the difficulties leaders encounter and the characteristics of transformational leadership and transactional leadership. The paper concludes that a successful leader is one who is keenly aware of those forces, which are more relevant to his behavior, at any given time.
Outline:
Introduction
Transformational Leadership
Visionary Enabler: Transforming Leadership
Organizational Constraints to Leadership Role
Changes & Transforming Leadership
Literature Review
Conclusion
From the Paper
"The second component of the transformational leadership style is inspirational motivation. As a visionary leader, they can articulate their vision in a powerful persuasive appealing manner that it is naturally inspiring to followers. They will consistently and optimistically communicate the meaning for the task at hand as well as challenging their followers to reach higher than the establish standards. By being able to understand and realize what a follower's potential is, the leader can better set goals and push the follower towards success more effectively. "
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Organizational Leadership, 2004.
This extensive paper discusses organization leadership and analyzes leadership in three companies, Nationwide Financial, Marriott Hotels, and Lloyd?s Bank.
14,660 words (approx. 58.6 pages), 55 sources, APA, £ 172.95
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Abstract
This paper examines the behavior of workers within an organization or company as related to the process of change management, organizational behavior, and leadership styles; to expectations expressed by the leadership within the organization; and to the steps, which were either effective or ineffective, in processing the required and desired change within the organization. The author points out that the area with the greatest influence on organizational behavior is the leadership and the leadership style of those responsible for the organization. The paper stresses that, in organizations in which a bureaucracy is a functional source of existing leadership, a factor in all three case studies, simply limiting the bureaucracy can initiate minor organizational change. Charts.
Table of Contents
Introduction
Conceptual Framework
Transformational Leadership
Organizational Commitment
Definition of Terms
Leadership Style
Transformational Leadership
Transactional Leadership
Laissez-faire
Organizational Commitment
Case Presentation
Case Study #1: Nationwide Financial
Reluctant leaders
Arrogant leaders
Unknown leaders
Workaholics
Case Study #2: Marriott Hotels
Case Study #3: Lloyd?s Bank.
Discussion in Terms of Leadership, Change Process, and Organizational Commitment
Conclusion
From the Paper
"In terms of its effects on an organization, the Laissez ?Faire leader can create the most significant gap between what he believes is going on in the organization, and what is actually occurring. Because this leader typically manages by exception only, the organization can continue in a dysfunctional state, but if the devolving performance never comes to the leaders attention, the organization will continue unabated. There are some situations in which the Laissez-Faire approach can be effective. The Laissez-Faire technique is appropriate when leading highly motivated and skilled people, who have produced excellent work in the past, and have a history of efficiency. Once a leader has established that his team is confident, capable and motivated, he can step back and let them get on with the task. In this type or organization, if the leader interferes, he can generate resentment and detract from their effectiveness. By handing over ownership, a leader empowers his group to achieve their goals. What is important to note about this leader, in handing over the ownership, he also relinquished his active involvement in the process, and thereby diminished his influence, and thereby his level of effectiveness."
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Leadership Styles, 2007.
A narrative essay comparing the benefits of servant leadership with situational leadership.
3,145 words (approx. 12.6 pages), 7 sources, MLA, £ 63.95
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Abstract
This paper discusses and compares servant leadership and situational leadership. It shows personal reflections on these particular leadership styles, how they are being used now by the author and how the author plans to use them in the workforce once he is employed. The author gives his personal view on types of leadership styles and which are most effective.
Table of Contents:
Introduction
Discussion of Servant Leadership
Discussion of Situational Leadership
Personal Reflection on Leadership Styles
Summary/Conclusion
From the Paper
"Those who have paid attention to the changes that have been going on in the business world and what was perceived to be the comparatively small differences between leadership styles should now be more aware that there are definite and distinct differences between the situational style of leadership and the servant style of leadership. Many managers are reading books that deal with the differences between the styles so that they can be aware of the strengths and weaknesses to be found in the styles and the ways that they are used - sometimes these have been believed to be somewhat gender specific, but that idea is changing (Freed, 2003). Not only is this significant in the fact that it indicates a desire for understanding of different leadership styles, but it also helps these individuals to be more comfortable in dealing with those who have different styles and opinions."
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Leadership in Revival, 2008.
Looks at the leadership characteristics of true spiritual revival.
5,285 words (approx. 21.1 pages), 28 sources, APA, £ 91.95
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Abstract
This paper is a literature review using the Old and New Testaments of the Bible to examine several research questions relating to leadership in revival. The author points out that the literature reviewed in this study states that the necessary components for true spiritual revival are conviction, repentance and rejoicing among God's children, that revival must be an ongoing process in the lives of God's children and that this should be exampled by those in ministerial and leadership roles.
Outline:
Various Definitions of Revival
JI Packer
Stephen Olford
Charles Finney
Characteristics of Revival
Raises Esteem of Jesus
Satan Suffers Losses Due to Genuine Repentance
Greater Responses to the World of God
Clearer Vision of Spiritual Truths
Revivals in the Old Testament
Genesis 4:26
Genesis 6:
Genesis 35:1-15
The Exodus (Exodus 3:9)
The Wilderness (Exodus 19:20)
Joshua 3:6-10
I Kings 18
Josiah II Chronicles 34-35
Ezra
3:13-13
6:13-22
Nehemiah 8 and 9
Jonah
Hezekiah II Chronicles 29-31
Revivals in the New Testament
John the Baptist
Christ's Ministry Upon Earth
Pentecost (Acts 2)
Samaria (Acts 8)
Caesarea (Acts 10)
Antioch (Acts 11)
The Missionary Journeys (Acts 13)
Famous Revivals
The Camp Meeting Revival 1800-1835
The Revival 1857-58
Azusa Street Revival (1906)
Asbury College (1970)
Biblical Description of Revival
Human Need for God's Touch (Isaiah 6:1-8)
God as He Actually is (Isaiah vs. 1b-4)
(Isaiah 6:5)
The Grace of God (Isaiah 6:6-7)
The Mission (Isaiah 6:8a)
(Isaiah: 6:8b)
Revivals Occur at Time of Moral Darkness
Revivals in the Bible were Preceded by Prayers
Revivals in the Bible Rested upon God's Word
Human Vessels were Used by God
Conviction of Sin in Revival
Emphasis on the Blood of Christ
Great Joy
Effects of Revival upon the Church
The Presence of God is Sensed
A Sharp Conviction of Sin is Experienced
Declaration of Eternal Punishment becomes the Doctrine of the Church
The Death of Christ as Necessary for Atonement is Centric to the Message
Infilling of the Holy Spirit on a Conscious and Group Level
Compulsion to Witness Arising from Revival
Large Numbers of Conversions Resulting from Revival
The Nature of Worship in the Church becomes Transformed
People are Hungering for the Word of God
Prayer Meetings Grow
Believers having a Desire to Serve
Unity among Believers of God
Leadership Responsibilities
Biblical Responsibilities of Leadership in Revival
As the Leaders, so the Congregation will Follow
Table of Contents:
Statement of Thesis
Purpose of Research
Significance of Research
Methodology
Research Questions
Literature Review
Summary of Literature Reviewed
Recommendations for Research
From the Paper
"It is important to understand states Morrison that "revivals were very much influenced by those leading them". Morrison states that it was acknowledged, as an important principle among godly ministers is that "the presence of these phenomena and the progress that they took and the degree to which they happened was very much dependent on the way that the leaders conducted services and meetings." Even the "extent to which they flourished was directed associated with the way they were handled.""
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Effective Leadership Styles, 2008.
An overview of leadership and the three dominant leadership styles.
1,176 words (approx. 4.7 pages), 10 sources, APA, £ 27.95
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Abstract
The paper relates that effective leadership is considered by many modern business analysts to be among the most significant predictors of the success or failure of any given business venture. The paper then discusses the three main types of leadership; transactional, transformational and charismatic leadership.
Outline:
Introduction - Leadership Styles
Transactional Leadership
Transformational Leadership
Charismatic Leadership
From the Paper
"According to evolutionary anthropologists and psychologists, human beings evolved a predisposition toward group cooperation long before recorded history. Whether as nomadic tribes, hunter-gatherers, or agriculturalists, group cooperation and the joint effort of many enabled every individual to achieve a safer, healthier, and more prosperous existence than would ever have been possible alone. The phenomenon of eadership in one form or another almost certainly arose naturally, because human societies always exhibit group dynamics substantially based social hierarchies and on the relative authority of those highest in social status over those lower in social status (Gerrig & Zimbardo 2005)."
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Leadership Styles, 2002.
A comparison of the different leadership styles among male and female educators.
14,142 words (approx. 56.6 pages), 73 sources, MLA, £ 172.95
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Abstract
This paper proposes a study to examine the leadership and cognitive styles of teachers and instructors of both genders within the educational system and their preference for types of leadership in a principal of that institution. It looks at how knowing and understanding the various factors affecting the leadership style used by the principal and the interaction between the teachers and the principal can help the school operate in an efficient and organized manner in accomplishing its mission of imparting education to impressionable students who are the future.
Outline
Chapter 1 - Introduction
Aim of the Study
Background of Leadership and the Educational System
Statement of the Problem of Different Leadership Styles
Purpose of the Study
Limitation of the Study
Chapter 2 - Cognitive Styles
Introduction and Overview
The Five Cognitive Styles
Summary
Chapter 3 - Leadership Styles
The Two Types of Leadership
Trait Approach to Leadership
The Leadership Styles Preferred
Significance of the Study
Chapter 4 ? Literature Review on Leadership Qualities
Leadership Qualities
The Cognitive Aspect in Leadership
An Overview on Cognitive Styles
Chapter 5 ? Ideal Leadership Qualities
Understanding the Ideal Types of Leadership
Chapter 6 ? Classification of Leadership Styles
Introduction
Classification of Leadership Styles
Other Leadership Styles
Chapter 7 - Existing Conditions in the Educational System
Introduction
Gender Differences in Management
Cognitive Style and Leadership Style in Women
Problems and Difficulties that Exist in Schools Today
Intervention Strategies and Goals for School Principals
Chapter 8 - Conclusion
From the Paper
"In the modern day environment of budget cuts and the concept of doing more with less, many schools are operating with limited number of teachers. Principals are faced with a task of making to do with less while at the same time maintaining their objective of imparting education to the student. Principals have to delegate and assign tasks in order to achieve the goals of the school. They also have to allow teachers reasonable latitudes to achieve the preset goals and have to avoid constantly second guessing decisions made by the teachers."
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