Team Leaders Essays (Examples)
Study Document
Analysis Of A CEO S Answers To Leadership Questions
… named Pio and he is an IT consultant who has 20 years in the industry and now heads his own company and provides leaders for other companies that need expert advice on their networks and infrastructure. He is the founder and CEO of his own company and … make it in this country. He is an inspiration for me as a leader and I wanted to interview him to understand his leaders approach more deeply.
Interview
1. How did you get to where you are today?
I got where I am today through hard work. … me in everything, without fail. Every day—it is so important to pray, I cannot stress that enough.
2. How would you qualify your leaders style (e.g., servant, transformational, democratic, etc.)?
I am a very stern leader my team would probably say—but I am never unfair or tyrannical, because such leaders never last long.……
References
References
Conger, Jay A. (1989). Leadership: The art of empowering others. Academy of Management Executive, 3 (1), 17- 25.
Maxwell, J. (1998). The 21 Irrefutable Laws of Leadership. Nashville, TN: Thomas Nelson Publishers.
Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks: CA: Sage Publications.
Stogdill, R. M. (1948). Personal factors associated with leadership: A survey of the literature. Journal of Psychology, 25, 35–71.
Study Document
Nelson Mandela
Life of a historical leader: Nelson Mandela
Introduction
Efficient leaders constitutes the main force resulting in ethical culture formation and bolstered ethicality in making decisions (Ferrell & Fraedrich, 2015). The term leaders denotes intrinsic capability of commanding and leading other people towards any specified goal. The process of leaders entails formulation of a vision and ideas, adopting and sticking to values which support the aforementioned visions, engaging in tricky decision-making whenever needed, … aforementioned visions, engaging in tricky decision-making whenever needed, and utilizing one's innate charisma for inspiring followers to also stick to those values. Sound leaders aids companies with vision creation that serves as the basis for corporate values. Ethical decisions form an important component of efficient leaders, in addition to their capability of driving others towards goal attainment.
The term ethics, or moral philosophy as it is otherwise referred to, … defense and recommendation of the concepts of……
References
References
Daft, R. L. (2010). Organization theory and design, 10th Edition. Mason, OH: South-Western Cengage Learning.
Ferrell, O. C., & Fraedrich, J. (2015). Business ethics: Ethical decision making & cases. Nelson Education.
Fisher, C., & Lovell, A. (2006). Business Ethics and Values: Individual, Corporate and International Perspectives. FT Prentice Hall.
Glad, B., & Blanton, R. (1997). FW de Klerk and Nelson Mandela: A study in cooperative transformational leadership. Presidential Studies Quarterly, 27(3), 565-590.
Masbagusdanta, K. (2013). Everyone Can Be a Moral Leader. Global ethics network. Retrieved from https://www.globalethicsnetwork.org/profiles/blogs/everyone-can-be-a-moral-leader
Schoemaker, P.J.H. & Krupp, S. (2014). 6 principles that made Nelson Mandela a renowned leader. Fortune. Retrieved from https://fortune.com/2014/12/05/6-principles-that-made-nelson-mandela-a-renowned-leader/
Tutu, D. (2013). Nelson Mandela: A colossus of unimpeachable moral character. The Washington Post. Retrieved from https://www.washingtonpost.com/local/nelson-mandela-a-colossus-of-unimpeachable-moral-character/2013/12/06/0a2cd28a-5ec9-11e3-be07-006c776266ed_story.html
Study Document
Leadership Styles In Different Settings
Organizational Behavior
Case Incident 1: Sharing Is Performing
12-13. Shared leaders obstacles occur when there is no consensus or alignment in terms of vision. The leaders butt heads and block one another. They cannot agree or, worse, no one in the group wants to make the go-ahead decision. leaders is about deferring and making decisions, so to solve these problems, the people need to be aware of the reality of their role … solve these problems, the people need to be aware of the reality of their role and position.
12-14. I would implement a shared leaders initiative in a limited way because I would not want a committee mentality. I would want leaders to communicate and foster ideas but at the end of the day I want decision makers who make informed decisions calling the shots.
… the end of the day I want decision makers who make informed……
References
References
De Vries, M.F.K. (1998). Charisma in action: The transformational abilities of Virgin\\\\\\\\\\\\'s Richard Branson and ABB\\\\\\\\\\\\'s Percy Barnevik. Organizational Dynamics, 26(3), 7-21.
Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370.
Study Document
Mission Command
What is the Art of leaders
Mission command is defined in the Army Doctrine Publication 6-0 as “the exercise of authority and direction by the commander using mission orders to enable disciplined … Publication 6-0 as “the exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander's intent to empower agile and adaptive leaders in the conduct of unified land operations” (McBride & Snell, 2017). The philosophy and concepts of mission command can be found in the … mission command can be found in the six guiding principles of mission command, which are: 1) using mutual trust to build a cohesive team, 2) creating a sense of shared understanding, 3) being clear about what the commander’s intent is, 4) exercising an initiative that is disciplined, … being mindful of and ready develop and use trust, communication, discipline and all the other core concepts of mission command to make my team……
References
References
Fredrickson, B. L. (2001). The role of positive emotions in positive psychology: The broaden-and-build theory of positive emotions. American psychologist, 56(3), 218.
House, R. J. (1996). Path-goal theory of leadership: Lessons, legacy, and a reformulated theory. The Leadership Quarterly, 7(3), 323-352.
Hutchings, P. (2018). The Philosophy of Mission Command and the NCO Corps. Retrieved from https://www.armyupress.army.mil/Journals/NCO-Journal/Archives/2018/February/Philosophy-of-Mission-Command/
McBride, D. & Snell, R. (2017). Applying mission command to overcome challenges. Retrieved from https://www.army.mil/article/179942/applying_mission_command_to_overcome_challenges
Study Document
Jim Collins And The Five Levels Of Leadership
Level Five leaders
Introduction: What is Level Five leaders?
Level Five leaders is a concept developed by Jim Collins in the book Good to Great. Level Five leaders are top notch leaders: they are the greats who make big things happen. They are ones about whom books are written. They are the ones who leave … books are written. They are the ones who leave the biggest shoes to fill when they are gone.
Collins describes five levels of leaders. This paper will briefly discuss the four levels that precede the top level. Then it will define what it means to be a … top level. Then it will define what it means to be a Level Five Leader and will provide some examples of Level Five leaders that can be found in the world today.
The First Four Levels of leaders
The first four levels of leaders range from……
References
Works Cited
Chamers, M.M. (2014). An Integrative Theory of Leadership (4thed.). New York, NY: Psychology Press.
Collins, Jim. “Level 5 Leadership: The Triumph of Humility and Fierce Resolve.” Harvard Business Review, July-August (2005). https://hbr.org/2005/07/level-5-leadership-the-triumph-of-humility-and-fierce-resolve
Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370.
Study Document
Walt Disney
… which can be accomplished with the flick of a switch. Thus, intangible assets are often more valuable than tangible assets if the company’s leaders are worth their salt. An organization that fails to adequately value its intangible assets is an organization that is asking for trouble down … organization first need substantial human, intellectual and social capital (i.e., intangible assets) before it can have the right kind of training and development team? On the one hand, yes; on the other hand, no—because the training and development is what allows for the intangible assets to reach … hand, no—because the training and development is what allows for the intangible assets to reach their fullest potential. What matters is having great leaders who can project the vision and ideals needed for the organization to achieve its objectives.
Human capital influences the changing role of training … will also need to return……
References
References
Wheelen, T. L., Hunger, J. D., Hoffman, A. N., & Bamford, C. E. (2010). Strategic management and business policy. Upper Saddle River, NJ: Prentice Hall.
Study Document
Quality And Sustainability In Health Care
… explored and Kenneth E. Waldenberg Health Care facility was used as a model in the analysis. The findings of the paper was that leaders plays a key role in sustaining quality improvement programs in any health care organization (Stetler, Ritchie, Rycroft-Malone, & Charns, 2014). In this third … quality or safety programs, it is not possible for the health manager to do all the work and communication. A manager needs a team/coalition of people who will help drive the necessary change within an organization. So, a manager has to identify key people within the organization … drive the necessary change within an organization. So, a manager has to identify key people within the organization who can act as change leaders (change champions) because they will guide the telehealth program throughout the remaining steps (Hughes, 2007).
According to Kotter, change champions should have a … the telehealth program throughout the……
References
References
Alenius-Smeds, L., Tishelman, C., Lindqvist, R. Runesdotter, S. & McHugh, M.D. (2016). RN assessments of excellent quality of care and patient safety are associated with significantly lower odds of 30-day inpatient mortality: A national cross-sectional study of acute-care hospitals. International Journal of Nursing Studies. Retrieved from http://dx.doi.org/10.1016/j.ijnurstu.2016 (06)005
Brasait?, I., Kaunonen, M., Martink?nas, A., Mockien?, V., & Suominen, T. (2016). Health care professionals’ skills regarding patient safety. Medicina, 52(4), 250-256. doi:10.1016/j.medici.2016.05.004
Campbell, R. J. (2008). Change Management in Health Care. The Health Care Manager, 27(1), 23-39. Retrieved from https://www.ncbi.nlm.nih.gov/pubmed/18510142
Hughes, R.G. (2007). "3 Barriers to quality improvement and quality improvement research." Institute of Medicine (IOM). Advancing quality improvement research: Challenges and opportunities: Workshop summary. doi:10.17226/11884.x
Lennox, L., Maher, L., & Reed, J. (2018). Navigating the sustainability landscape: a systematic review of sustainability approaches in healthcare. Implementation science: IS, 13(1), 27. doi:10.1186/s13012-017-0707-4
Stetler C.B., Ritchie J.A., Rycroft-Malone J. & Charns M.P. (2014) Leadership for evidence-based practice: strategic and functional behaviors for institutionalizing EBP. Worldviews on Evidence Based Nursing 11(4), 219–226.
Twigg, D. E., Pugh, J. D., Gelder, L., & Myers, H. (2016). Foundations of a nursing-sensitive outcome indicator suite for monitoring public patient safety in Western Australia. Collegian, 23(2), 167-181. doi:10.1016/j.colegn.2015.03.007
Study Document
US Army Human Resource Doctrine
Introduction
Senior leaders and Sergeant Major have to develop the leaders skills of soldiers for organizational success. Human Resources Support (FM 1-0) and Army Training and Leader Development outline the best approach for developing … soldiers for organizational success. Human Resources Support (FM 1-0) and Army Training and Leader Development outline the best approach for developing future Army leaders. Furthermore, Army Training and Leader Development describe an organizational framework for developing the next generation of Noncommissioned Officers (NCOs) based on three learning … generation of Noncommissioned Officers (NCOs) based on three learning domains: Namely, self-development, operational, and institutional (United States Department of the Army, 2017). Senior leaders / Sergeant Major should also read the following publications: Theater-Level Human Resources Support (ATP) 1-0.2, Army Command Policy (AR) 600-20, and Legal Support … to the Operational Army (FM) 1-04, and Soldier for Life – Transition Assistance Program (AR) 600-81. The above reading……
References
References
United States Department of the Army. (2014). Field Manual FM 1-0 Human Resources Support April 2014. Retrieved from website: https://armypubs.us.army.mil/doctrine/index.html
United States Department of the Army. (2013). Field Manual FM 1-04 Legal Support to the Operational Army March 2013. Retrieved from website:
Study Document
Using Tactical Empathy And Effective Silence To Negotiate An Outcome
… over self needed to marshal both his own feelings and the passions of others in the right direction, i.e., towards a resolution. Authoritative leaders was displayed and is known as visionary leaders for a reason: it commands the respect of others and shows to others that one has the principles, passion, power, discipline, vision, and … facilitate trust building, respect, communication, and resolution. The Authoritative leader sets the stage for how to act by leading the way personally. Situational leaders is another style of leaders that focuses on adapting to the needs of the environment and to the issues of the particular group. Situational leaders have to be good at communicating, and they have to be flexible and capable of identifying the needs of any given situation quickly … flexible and capable of identifying the needs of any given situation quickly and thoroughly. In this situation, the authoritarian leader……
References
References
Brown, M. E., & Treviño, L. K. (2014). Do role models matter? An investigation of role modeling as an antecedent of perceived ethical leadership. Journal of Business Ethics, 122(4), 587-598.
Combs, J. P., Harris, S., & Edmonson, S. (2015). Four Essential Practices for Building Trust. Educational Leadership, 72(7), 18-22.
Fisher, R. & Ury, W. (1991). Getting to Yes. NY: Penguin.
Lunenburg, F. C. (2012). Power and leadership: An influence process. International Journal of Management, Business, and Administration, 15(1), 1-9.
Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370.
Ritzer, G. & Stepnisky, J. (2017). Modern sociological theory. Thousand Oaks, CA: SAGE.
Singh-Sengupta, S. (1997). Leadership: A Style or an Influence Process. Indian Journal of Industrial Relations, 265-286.
Study Document
C Suite Executive Leadership And Ethics
Beliefs, Practices, Challenges
Persons in positions of leaders inevitably encounter major ethical dilemmas and in fact make ethical decisions on a daily basis. Interviews with senior executives can reveal the complexities … of a decision when there are no clear black-and-white resolutions. No genuine dilemma has a straightforward answer; it is not as if C-suite leaders are faced with simple choices like whether to steal, accept a bribe, or commit some crime. The most common ethical challenges are those … point out, character ethics or virtue ethics can prove to be a more sensible model or framework for guiding the decisions made by leaders. Unlike deontological or utilitarian ethical frameworks, virtue and character ethics demand self-reflection, the willingness to change, and the ability to act based on … ethics training, an ethics hotline, and an ethics officer” prove far more effective than nebulous means of approaching dilemmas and decisions (p.……
References
References
Bailey, C. & Shantz, A. (2018). Creating an ethically strong organization. MIT Sloan Management Review. http://ilp.mit.edu/media/news_articles/smr/2018/60101.pdf
Crossan, M., Mazutis, D. & Seijts, G. (2013). In search of virtue. Journal of Business Ethics 113(4): 567-581.
Hatcher, T. (2008). The value of values in the C-suite. In Sims, R.R. & Quatro, S.A. (Eds.) Executive Ethics. Charlotte: IAP, pp. 97-122.
Hoekstra, E., Bell, A. & Peterson, S.R. (2008). Humility in Leadership: Abandoning the Pursuit of Unattainable Perfection. In S.A. Quatro & R. R. Sims (Eds.), Executive Ethics: Ethical Dilemmas and Challenges for the C-Suite. Greenwich, CT: Information Age Publishing, pp. 79-96.
MacDougall, A.E., Bagdarasov, Z. & Buckley, M.R. (2008). Applying a primary risk management model to the C-suite. In Sims, R.R. & Quatro, S.A. (Eds.) Executive Ethics. Second Edition. Charlotte: IAP, pp. 211-234.
Martin, R. (2011). The CEO\\\\'s ethical dilemma in the era of earnings management. Strategy & Leadership 39(6): 43-47.
Schwartz, M.S. (2013). Developing and sustaining an ethical corporate culture: The core elements. Business Horizons 56(1): 39-50.
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