| Papers [1-14] of 100 :: [Page 1 of 8] | | Go to page : 1 2 3 4 5 6 7 8 —> | Search results on "LEADERSHIP TURNAROUND SCHOOLS": |
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Leadership in Turnaround Schools, 2007.
An analysis of leadership traits that have been proven to be successful in improving a school's academic performance.
18,279 words (approx. 73.1 pages), 32 sources, MLA, £ 172.95
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Abstract
This paper analyzes the successful leadership traits, philosophies and strategies of a new principal for a turnaround school. The paper hypothesizes that the primary role of a principal is to ensure that students learn. It then discusses the character and behavioral traits of leaders that facilitate the creation of an effective leader-follower relationship in a turnaround school setting.
Table of Contents:
Abstract
I: Introduction
Statement of the Problem
Rationale
Hypothesis and Research Question
Limitations of Study
II: Literature Review
Turnaround Schools: Introduction
Leadership Theories
Leadership in Low-Performing Schools
Accountability and Responsibility
Turnarounds in Other Sectors
What Makes a Successful Turnaround Leader?
The First 90 Days
Leadership Principles
Summary
III: Methodology
Research Approach
Research Design
Data Gathering
Validity of Data
Limitations of Study
Summary
IV: Research / Results / Study Findings
V: Summary and Conclusion
From the Paper
"Unfortunately, it is not always immediately clear what needs to be fixed in an academically challenged school. During the first 90 days, turnaround leaders must decide what results matter most and focus on a few actions to change those critical results. According to Kowal and Hassel (2005): "Through a speedy process of trial and error in which unsuccessful tactics are dropped and new strategies tried, successful turnaround leaders figure out what actions will get rapid, large results and then they increase those activities."
"A school turnaround leader is leading change--but far more drastic and seemingly unlikely change than leaders in already-well-performing schools. Because turnaround change actions resemble incremental change actions and are different from those of start-up and classic managers, turnaround leaders require unique skills."
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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 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, 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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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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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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Authenticity in Leadership, 2005.
This paper is a literature review discussing authenticity in leadership and business leadership education programs.
20,880 words (approx. 83.5 pages), 43 sources, APA, £ 172.95
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Abstract
This paper explains that authentic leadership, which embraces self-knowledge that does not mind facing personal shortcomings or needed change, is critically lacking, but very needed, in today's global environment. The author points out that leadership development can impart particular skills and provide experiences to learn these skills such as communication, more efficient management and organization, staff relationships and achieving their vision. The paper relates that the primary learning experiences for authenticity in leadership appear to be through experiential learning; therefore, funding of programs that bring together the many different cultures of the world in combination with the many different perspectives and views is very important. Charts and tables.
Table of Contents
Introduction
Evolution of Organizations
Evolution of Leadership
The Emerging Profile for Leadership Effectiveness
Authenticity as a Key Attribute for Effective Leadership
Concepts of Authority in Leadership
Scope, Components, Correlates
Evidence of Positive Effects of Authenticity in Leadership Productivity, Morale
Performance, Results
Other Benefits
Examples of Authentic Leaders and Their Development
Learned in school
Culturally Derived
Experientially Derived
Mentored Result
Business School Preparation of Students to Lead with Authenticity
Assessment of Effectiveness
Student Perceptions
Awareness of the Need - Indications
Perceived Confidence to Lead Effectively
Global Leadership Issues
Conclusions
Apparent Message of Students
Need for Research
From the Paper
"The evolution of leadership as well as that of the business organization itself has seen many popular methods and procedures in team leading come and go, however there are primary methods of leadership that always come back around to popular use due to their effectiveness. Just as the corporate and business environment has shifted through many phases with methods and procedural evolution there has also been evolution in leadership methods and styles. From the earlier days of the very amoral leaders there have been many corrupt dealings for Enron did most certainly not write the book on this type of business dishonesty."
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Leadership and Education, 2006.
An in-depth analysis of the effects of leadership and leadership theories on the quality of education.
29,200 words (approx. 116.8 pages), 83 sources, MLA, £ 172.95
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Abstract
This study examines the effects of leadership and leadership theories on the educational continuum and specifically on the effect it has on the quality of education. The study uses a mixed methodology to investigate various leadership theories and examines their effect on the quality of higher education. The research shows that the delivery of educational leadership services by colleges and universities and the impact of traditional curricula on prospective educators continues to be debated and refined. The impact of additional unfunded mandates from the federal No Child Left Behind Act is profound, with many low-performing schools being threatened with the loss of their funding if they fail to achieve at least minimum academic achievement standards.
Contents:
Chapter 1: Introduction
Background
Statement of the Problem
Purpose of the Study
Significance of the Study
Nature of the Study
Research Questions
Conceptual Framework
Definitions
Assumptions
Scope, Limitations, and Delimitations
Chapter Summary
Chapter 2: Literature Review
Background and Overview
Foundations of Educational Philosophy in the United States
Curricula Reform Initiatives
Leadership Theories
Organizational Behavior in Academic Settings
Leadership in Academic Settings
Chapter Summary
Chapter 3: Methodology
Research Method and Design Appropriateness
Population, Sampling, and Data Collection Procedures and
Rationale
Internal and External Validity
Data Analysis
Organization and Clarity
Chapter Summary
Chapter 4: Data Analysis
Chapter 5: Summary, Conclusions and Recommendations
From the Paper
"While a wide range of traits have been identified as being associated with different aspects of leadership effectiveness, the specific association between individual traits and effectiveness has frequently been unconvincing (Bass 1985, cited in Fernandez, 2005). Furthermore, the research to date has consistently failed to identify a set of skills and traits that all successful leaders must possess in order to be effective in a given setting (Fernandez, 2005). Likewise, although the importance of effective leadership in educational settings is widely recognized, there remains a lack of consensus on what works best and why; indeed, given the abysmal performance of many of the nation's schools despite repeated efforts at curricula reform and pedagogical alternatives, it would seem that this lack of consensus is based on a paucity of sound models rather than a lack of effort. In this regard, Short and Greer (2002) report that in recent years, there has been a concerted effort to restructure public education. "Site-based management, charter schools, learner- centered communities, and teacher empowerment have been the focus of much of the reform effort," they advise (p. viii). These initiatives have created a concomitant debate concerning what types of educational leaders are needed in this dynamic environment. According to Short and Greer, "Ideas about leadership have expanded as schools attempt to build learning organizations with empowered participants. While much has been written about school restructuring, there is a need for a better understanding about how to build empowering environments in schools based on empirical findings rather than rhetoric or opinion" (2002, p. ix)."
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Management, Leadership and Training, 2004.
This paper considers the differences between management and leadership and whether leadership can be taught.
2,250 words (approx. 9.0 pages), 11 sources, MLA, £ 54.95
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Abstract
The paper discusses the differences between management and leadership and whether leadership can be taught. The paper examines the complex roles of today's managers compared to the past. The paper also discusses leadership training techniques and leadership functions.
From the Paper
"Professional managers are relatively new to the world of business, they did not exist much before the twentieth century. During the last years, however, much research has been conducted on what constitutes effective management and how management differs from leadership. Many analysts now consider leadership and management to be separate skills with both managers and leaders necessary in successful organizations. Leaders are typically ascribed the role of visionary with managers given the role of implementing the leader's vision."
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Leadership Types, 2006.
A comparison of quiet leadership styles with other leadership types.
4,359 words (approx. 17.4 pages), 11 sources, MLA, £ 79.95
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Abstract
The paper compares specific traits and characteristics of the quiet leader with those of other leaders. The paper examines the challenges of the survival of the quiet leader in the complex relationship of an organization, as well as how decisions are made in an organizational context to make the organization a better place. The paper explores how the quiet leader secures the leadership position and promotion in the organization, and how an adequate political balance is built and maintained to ensure sustained success. The paper concludes with an examination of the personal qualifications and virtues of the quiet leader within the ethical standards and rules of the organization.
Outline:
Objective
Introduction
Leadership Types And Styles Examined
Leadership Styles
Theory Of Bass
A Hay's Study
U.S. Army (1973) Theory Of Leadership
Be, Know And Do Defined
The Approach Of Bolman And Deal (1991)
Blake And Mouton's 'Managerial Grid' (1985)
Kouzes And Posner (1987) The Process Of Great Leadership
Badaracco's View Of Leadership
Summary And Conclusion
Bibliography
From the Paper
"The 'Managerial Grid' as proposed by Blake and Mouton (1985) uses two axis which are those of: (1) Concern for people - plotted through use of the vertical axis; and (2) Concern for task - plotted on the horizontal axis. Each of these has a range from 0 through 9 and operates on the belief that "just two dimensions can describe a managerial behavior". These two dimensions can be drawn as a graph or as a grid and contains four types of leaders on the scales as follows:
1. Authoritarian (9 on task, 1 on people)
2. Team Leader (9 on task, 9 on people)
3. Country Club (1 on task, 9 on people)
4. Impoverished (1 on task, 1 on people). (Clark, 2006)"
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Leadership Effectiveness, 2006.
Discusses leadership effectiveness, leadership style and employee readiness based on a journal article.
690 words (approx. 2.8 pages), 2 sources, APA, £ 16.95
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Abstract
This paper discusses leadership effectiveness, leadership style, and employee readiness based on a journal article by Chen and Silverthorne entitled, "Leadership Effectiveness". It describes a study conducted to test the Situation Leadership Theory.
From the Paper
"Chen and Silverthorne conducted a study designed to test the Situation Leadership Theory ..."
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