Understanding Leadership Styles Essay Example for Free

Understanding Leadership Styles Essay There are a number of factors that will influence the style of leadership a leader may choose, such as: The working environment, The task or project that is being tackled, The staff themselves and their preferred style of working, along with their personal traits and qualities How do you determine what is an appropriate style? Any leader uses a range of different styles at different times during the course of a single day. Decisions have to be made and it may be appropriate for different styles of leadership at different times, and for different situations during that day. Another factor that has to be considered when choosing a leadership style is that the leadership style at the beginning should be consistent with what people in the organization expect. Transactional leadership This is done by enticing staff with rewards such as bonuses, prizes, something that will be of benefit to the staff member; these are achieved by setting targets. The outcome of this will be that the target is achieved but the morale of the team may be affected with some doing very well and gaining great recognition, others not so well which can demoralise the staff and affect their enthusiasm for future tasks. Transformation leadership This is a beliefs and values type of leading getting the team to believe the vision of the final aim. This is done by talking and listening to the team and being positive and enthusiastic about the aim. One of the benefits of this type of leadership in comparison with Transactional leadership is that no one feels like they are being singled out for under achieving as they are all working together and believe in the leaders vision, this is done by encouraging individuals values and enthusiasm for the task. Authentic Leadership This is a leader who is extremely good at what they do whilst remaining grounded and in touch with their workforce, an assumed leader rather than elected. They can inspire their staff to achieve great things with their passion commitment and drive, whilst still connecting with their team by showing their appreciation and encouragement to team members. Autocratic Leadership Autocratic leaders insist on doing it all themselves. They have all the power, make all the decisions, and dont often tell anyone else about what theyre doing. An autocratic leader often maintains their authority by force, intimidation, threats, reward and punishment, or position. Although they may or may not have a clear vision, and may or may not be steering the organization in the right direction, they are not concerned with whether anyone else agrees with what them or not. One positive with autocratic leadership is that it allows quick decision-making, and eliminates arguments over how and why things get done. On the negative it may reduce the likelihood of getting a range of different ideas from different people, and can make people feel as though they are being treated badly, or as if they dont matter. If, as is often true, the leader is concerned with his own power and status, hell be looking over his shoulder, and moving to squelch any opposition to him or his ideas and decisions. Innovation or the use of others ideas is only permissible if its part of the leaders plan. Effects on the organization. Autocratic leaders often leave fear and mistrust in their wake. Others in the organization tend to copy their protection of their position, and their distrust of others ideas and motives. Often, autocratically -led organizations are not particularly supportive of personal relationships, but much more keyed to chain-of-command. Everyone has her own sphere, and protects it at all costs. Communication tends to go in only one direction up as a result of which rumor can become the standard way of spreading news in the organization. At its best (and there are decent autocratic leaders see the box directly below ), autocratic leadership provides a stable and secure work environment and decisive, effective leadership. All too often, however, it can sacrifice initiative, new ideas, and the individual and group development of staff members for the predictability of a highly structured, hierarchical environment where everyone knows exactly what hes supposed to do, and follows orders without  question. Although the above paints a pretty bleak picture, many autocratic leaders are not hated and feared, but rather esteemed, and even loved. It depends on their own personalities like anyone else, they can be nice people, or highly charismatic, or even willing to listen to and act on others ideas on the organization itself (in the military, most soldiers want someone firmly in charge), on the quality of their decisions, and on the needs of the people they lead. If theyre generally decent and not abusive, make good deci sions for the organization, and fulfil the parent-figure or authority -figure image that most people in the organization are looking for, they can be both effective and well-respected. 2. Managerial. The leader who sees herself as a manager is concerned primarily with the running of the organization. Where its going is not at issue, as long as it gets there in good shape. She may pay attention to relationships with and among staff members, but only in the service of keeping things running smoothly. Depending upon the nature and stability of the organization, her main focus may be on funding, on strengthening the organizations systems and infrastructure (policies, positions, equipment, etc.), or on making sure day-to-day operations go well (including making sure that everyone is doing what hes supposed to). If shes efficient, a managerial leader will generally be on top of whats happening in the organization. Depending on the size of the organization and her management level, shell have control of the budget, know the policies and procedures manual inside out, be aware of whos doing his job efficiently and whos not, and deal with issues quickly and firmly as they co me up. What she wont do is steer the organization. Vision isnt her business; maintaining the organization is. Effects on the organization. In general, a well-managed organization, regardless of its leadership style, is a reasonably pleasant place to work. Staff members don t have to worry about ambiguity, or about whether theyll get paid. As long as oversight is relatively civil no screaming at people, no setting staff members against one another things go along on an even keel. Good managers even try to foster friendly relationships with and among staff, because they make the organization work better. On the other hand, good management without a clear vision creates an organization with no sense of purpose. The organization may simply act to support the status quo, doing what it has always done in order to keep  things running smoothly. That attitude neither fosters passion in staff members, nor takes account of the changing needs (and they do change) of the target population or the community. The organization may do what it does efficiently and wellbut what it does may not be what it should be doing, and it wont be examining that possibility any time soon. Obviously, the leader of any organization as well as any other administrator has to be a manager at least some of the time. Many are in fact excellent managers, and keep the organization running smoothly on a number of levels. The issue here is the style that person adopts as a leader. If she sees management as her primary purpose, shes a managerial leader, and will have a very different slant on leadership than if her style is essentially democratic, for instance. 3. Democratic. A democratic leader understands that there is no organization without its people. He looks at his and others positions in terms of responsibilities rather than status, and often consults in decision-making. While he solicits, values, and takes into account others opinions, however, he sees the ultimate responsibility for decision-making as hi s own. He accepts that authority also means the buck stops with him. Although he sees the organization as a cooperative venture, he knows that he ultimately has to face the consequences of his decisions alone. Democratic leadership invites the participation of staff members and others, not only in decision-making, but in shaping the organizations vision. It allows everyone to express opinions about how things should be done, and where the organization should go. By bringing in everyones ideas, it enriches the organizations possibilities. But it still leaves the final decisions about what to do with those ideas in the hands of a single person. Some models of democratic leadership might put the responsibility in the hands of a small group a management team or executive committee rather than an individual. Effects on the organization. Democratic leadership, with its emphasis on equal status, can encourage friendships and good relationships throughout the organization. (In more hierarchical organizations, clerical staff and administrators are unlikely to socialize, for instance; in a democratically-led organization, such socialization often happens.) It helps people feel valued when their opinions are solicited, and even more so if those opinions are incorporated into a final decision or policy. What a democratic leadership doesnt necessarily do although it can is  establish staff ownership of the organization and its goals. Although everyone may be asked for ideas or opinions, not all of those are used or incorporated in the workings of the organization. If there is no real discussion of ideas, with a resulting general agreement, a sense of ownership is unlikely. Thus, democratic leadership may have some of the drawbacks of autocratic leadership a lack of buy-in without the advantages of quick and clear decision-making that comes with the elimination of consultation. 4. Collaborative. A collaborative leader tries to involve everyone in the organization in leadership. She is truly first among equals, in that she may initiate discussion, pinpoint problems or issues that need to be addressed, and keep track of the organization as a whole, rather than of one particular job. But decisions are made through a collaborative process of discussion, and some form of either majority or consensus agreement. Toward that end, a collaborative leader tries to foster trust and teamwork among the staff as a whole. A collaborative leader has to let go of the need for control or power or status if she is to be effective. Her goal is to foster the collaborative process, and to empower the group whether the staff and others involved in an organization, or the individuals and organizations participating in a community initiative to control the vision and the workings of the organization. She must trust that, if people have all the relevant information, theyll make good decisionsand she must make sure that they have that information, and provide the facilitation that assures those good decisions. Effects on the organization. Collaborative leadership comes as close as possible to ensuring that members of the organization buy into its vision and decisions, since they are directly involved in creating them. It comes closest to the goal of servant leadership explored in the previous section (Please see Chapter 13, Section 2: Servant Leadership: Accepting and Maintaining the Call of Service), and it also comes closest to reflecting the concepts of equality and empowerment included in the philosophy and miss ion of so many grass roots and community-based organizations. It thus removes much of the distrust that often exists between line staff and administrators. David Chrislip and Carl E. Larson, in Collaborative Leadership How Citizens and Civic Leaders Can Make a Difference, equate collaborative leadership not only with servant leadership, but with transformational (see below) and  facilitative leadership as well. They identify four characteristics of the collaborative leader: * Inspiring commitment and action. The collaborative leader helps people develop the vision and passion to start and maintain the work. * Leading as a peer problem solver. The collaborative leader facilitates problem solving by modeling and teaching a process, and by helping others bring their experience and ideas to bear. * Building broad-based involvement. The collaborative leader invites everyone concerned into an inclusive process. * Sustaining hope and participation. Reaching goals may take a long time. The collaborative leader both helps the group set interim goals so it can see progress, and, by example and in other ways, helps to maintain the passion and commitment to keep going when theres no end in sight. Collaborative leaders also generally foster close relationships among staff members, making for more communication and cross-fertilization in their work, and leading to more effective ways to accomplish the organizations goals. On the down side, management can be neglected in favor of building a collaborative organization. Even more to the point, collaborative decision-making can be excruciating. Depending upon the group, ideas can be talked to death, and insignificant disagreements about insignificant areas of policy can take hours to resolve. Collaborative decision-making can be democratic based on a majority vote after discussion or dependent on arriving at consensus, with a range of possibilities in between. Consensus decision-making is particularly difficult, in that it requires everyone to agree before a decision can be made. A single determined individual can derail the process indefinitely. Even at its best, a consensus process can take inordinate amounts of time, and try the patience of all involved. Its not impossible to employ, but it takes real commitment to the ideal of consensus, and enormous patience. In practice, true consensus decision-making is most often used in collective organizations, which are significantly different from collaborative ones, and often involve everyone in leadership. Another way of looking at leadership style A different view, popularized by James MacGregor Burns, contrasts two styles of leadership: transactional and transformational. Transactional leadership, as its name implies, views leadership as based on transactions  between leader and followers. The leader sees human relations as a series of transactions. Thus rewards, punishments, reciprocity, exchanges (economic, emotional, physical) and other such transactions are the basis of leadership. In simplest terms, I lead this organization by paying you and telling you what you need to do; you respond by doing what you need to do efficiently and well, and the organization will prosper. Transformational leadership looks at leadership differently. It sees a true leader as one who can distill the values and hopes and needs of followers into a vision, and then encourage and empower followers to pursue that vision. A transactional leader thinks of improvement or development as doing the same thing better: an organization that reaches more people, a company that makes more money. A transformational leader thinks about changing the world, even if only on a small scale. Combining the two views of leadership style These two ways of looking at leadership style are not mutually exclusive: in fact, its easier to look at leadership in the context of both. Assuming, as almost all leadership theorists do, that transformational is either better than, or a necessary addition to, transactional leadership, what elements go into creating a transformational leader? What styles are transformational leaders likely to employ, and how? Elements of transformational leadership The transformational leader conceives of leadership as helping people to create a common vision and then to pursue that vision until its realized. She elicits that vision from the needs and aspirations of others, gives it form, and sets it up as a goal to strive for. The vision is not hers: it is a shared vision that each person sees as his own. Martin Luther Kings overwhelming I Have A Dream speech derived its power not only from the beauty of his oratory, but from the fact that it crystallized the feelings of all those citizens, of all races, who believed that racism was a great wrong. In that speech, King spoke with the voices of the hundreds of thousands who stood before the Lincoln Memorial, and of millions of others who shared in his vision. That speech remains as the defining moment of the Civil Rights struggle, and defined King who had already proved his mettle in Birmingham and elsewhere as a transformational leader. The conception behind transformational leadership is thu s providing and working toward a  vision, but also has elements of empowerment, of taking care of people, and even of task orientation. The job of the transformational leader is not simply to provide inspiration and then disappear. It is to be there, day after day, convincing people that the vision is reachable, renewing their commitment, priming their enthusiasm. Transformational leaders work harder than anyone else, and, in the words of a spiritual, keep their eyes on the prize. The methods that transformational leaders might use to reach their goals can vary. Theyll virtually always include involving followers in the goal, as well as charisma, which comes, if not from personal characteristics, from the ability to put a mutual vision into words, and to move a group toward the realization of that vision. Transformational leaders may also use sharing power, setting an example, and/or persuasion to help move a group toward its goal. What style does all that imply? The managerial style is perhaps least appropriate to transformational leadership, since it pays no attention to vision. The autocratic pays little attention to the ideas of others, and is not generally congenial to the transformational leader. On the other hand, there was Hitler, who tapped into the deepest emotions of those he led, and voiced them in a frightening but highly effective way. There is no guarantee that a transformational leader will work for the betterment of humanity, although he may c ouch his vision in those terms. The intersection of the transformational and the autocratic is not impossible, but it usually has, at best, mixed results. Fidel Castro initiated and has maintained desperately-needed land, education, health, and other reforms in Cuba, for which he is still revered by much of the islands population. He also eliminated any vestige of political freedom, imprisoned and executed dissenters and political opponents, and was at least partially responsible for destroying much of Cubas economic base in the name of ideological purity. As with the four styles described earlier, there is no guarantee that either a transactional or transformational leader will be an effective one. The democratic and collaborative styles are both better possibilities for transformational leadership. Both allow for input from everyone, and both encourage participation in the realization of long-term goals. It can be difficult for a highly motivated, charismatic leader to operate in the collaborative mode, but it can also be tremendously satisfying. There is an argument to be made  that, because of the high degree of ownership of the vision in a collaboratively-run organization, the collaborative style could be the most successful for transformational leadership. As noted above, David Chrislip and Carl Larson actually see collaborative and transformational leadership as essentially the same.  and of course the leaders qualities and personal traits are a major factor, whether they are confident , inspirational, approachable, committed, knowledgeable, disciplined, open minded, responsible, positive, energising , trustworthy,

Paris in the 1920’s †“The Lost Generation” Essay -- History France Pa

Paris in the 1920’s – â€Å"The Lost Generation† Between the end of the First World War and Hitler's seizure of power a cultural explosion occurred in Paris that altered our notions of art and reality and shaped our way of viewing the world ever since. In the 1920's, Paris became the undisputed international capital of pleasure and was regarded as the cultural and artistic center of Europe with a reputation for staging one of its most glamorous eras, as well as some of the most spectacular revues in the world. Imagine for a moment, that it really is 1920's Paris. You are leisurely strolling through the gas lit promenades. World War I is over and the exuberance of jazz musicians, symbolist painters, and American expatriates fills the â€Å"City of Light† with a buzz as sharp as electricity. The city revolves around nothing more than cafà © life, drinking, and dining. A young, American man enters a small, smoky cafà © that is popular among other expatriates. He is the world-famous novelist, F. Scott Fitzge rald, and he sits down next to Ernest Hemingway. The two authors begin a friendship that characterizes the artistic culture of 1920's Paris – an era described by Gertrude Stein as "where the twentieth century was." Finding two artists like Fitzgerald and Hemingway pleasantly chatting together in a random bookstore or cafà © in 1920's Paris was not unusual. Paris swarmed with a number of intellectuals, poets, and artists who had fled America seeking a less materialistic and more uncomplicated lifestyle. Paris was the center of it all. It became a breeding ground for the arts and for some of America's greatest authors, including F. Scott Fitzgerald, Ernest Hemingway, Gertrude Stein, E.E. Cummings, John Dos Passos, Ezra ... ... N/A. â€Å"Searching for Ernest Hemingway’s Paris.† http://www.thaiair.com/flying/aroundworld/aroundworld-06.htm. Around the World with Thai Airways International. This is a good site because it talks a lot about how Ernest Hemingway saw Paris during the time he was living there, so you can get a good picture of it yourself. It also talks a little bit about modern day Paris and some of the historical places that still remain today from the 1920’s. N/A. http://easyweb.easynet.co.uk/~garychapman/paris.html. (Home Page) I thought this was a neat site to include because it describes the fashion and costume design of the 1920’s in Paris. There are some good pictures to look at that help you to get a better idea of how Parisian women typically dressed. However, it only focuses on one woman, Dolly Tree, so it is a bit limited.

Healthcare Policy Analysis Essay

Its finally happening!We get to manage our own health care .Our issues with Healthcare and insurance is finally looking up in a positive way .Finding a doctor won’t be such a hassle nor will it be someone else telling you who you have to pick . Insurance won’t be so high and even has made it possible to carry insurance without it breaking our pockets each month .This new way of insurance marketing is a great idea . I feel this will save our pockets and cost of health care can finally go down .The facts are exceptional and putting a great attitude in a lot of people to feel good about going to a physician again . For the first time in most states, small businesses and consumers who do not have affordable health insurance through an employer will be able to select coverage with the confidence that they will be offered a plan, and that their premiums will predominantly reflect its value, rather than their health, gender, or occupation. Also for the first time, individuals with incomes under $92,000 for a family of four will be eligible for subsidies to help pay their premiums for plans sold through the exchanges. It is essential that federal and state governments continue to work hard to ensure that all Americans who lack health insurance can begin shopping and signing up for coverage nine months from now.What a marketplace indeed . A health insurance marketplace otherwise known as health insurance exchange .This is a government regulated and standardized health care plans in the United States. Individuals may purchase health insurance eligible for a tax reduction . All exchanges must be fully certified and operational by January 1, 2014, under federal law. The federal government has spent $2.2 billion to help states establish their health insurance exchanges, which require creating websites to let millions of small businesses and individuals in every state buy health insurance from qualified health plans.Seventeen states and the District of Columbia have received conditional approval from HHS to operate a state-run marketplace in 2014. These states are: California, Colorado, Connecticut, Hawaii, Idaho,  Kentucky, Maryland, Massachusetts, Minnesota, Nevada, New Mexico, New York, Oregon, Rhode Island, Utah, Vermont, and Washington. HHS’ approval of these marketplaces is conditioned on the states addressi ng a short list of issues highlighted in the review process. This Issue Brief examines issues related to managed competition and the use of a health insurance exchange for the purpose of addressing cost, quality, and access to health care services. It discusses issue that must be addressed when designing an exchange in order to reform the health insurance market and also examines state efforts at health reform that use an exchange. The basic component of managed competition is the creation an organized marketplace that brings together health insurers and consumers (either as individuals or through their employers).The sponsor of the exchange would set â€Å"rules of engagement† for participating insurers and offer consumers a menu of choices among different plans. Ultimately, the goal of a health insurance exchange is to shift the market from competition based on risk to competition based on price and quality. Among the issues that need to be addressed if an exchange that uses managed competition has a realistic chance of reducing costs, improving quality, and expanding coverage: Everyone needs to be in the risk pool, with individuals required to purchase insurance or face significant financial consequences; effective risk adjustment is essential to eliminate risk selection as an insurance business model forcing competition on costs and quality; the insurance benefit must be specific and clear without standards governing cost sharing, covered services, and network coverage there is no way to assess whether a requirement to purchase or issue.has been met; and subsidies would be necessary for low income individuals to purchase insurance. The public plan option is shaping up to be one of the most contentious issues in the health reform debate. Proponents also believe a public plan is necessary to drive private insurers toward true competition. Opponents view it as a step toward government run health care and are wary of cost shifting from the public plan to private insurers. There were three key events significantly impacted the legislative session. Obamacare Became the Law of the Land,With the Supreme Court’s decision to uphold the individual mandate and President Obama’s reelection, supporters and opponents of the health reform law now  accept that like it or hate it the Affordable Care Act is here to stay. This reality shifted the political tone at the Capitol, resulting in less of the fierce rhetoric from years past. Most of Colorado’s Republican lawmakers remain opposed to federal health reform, but several bipartisan bills were passed to help facilitate a smooth implementation of the law. Colorado democrats took control of both chambers and the balance of power remained the same in the colorado Senate, with Democrats holding a 20-15 seat majority. Control of the Colorado House of Representatives, however, shifted from Republicans to Democrats, who picked up five seats for a 37-28 seat majority.With control of both chambers and a Democratic governor the Democrats wielded significant power in getting their agenda passed. The economy saw slow But steady progress and difficult budget discussions and painful cost cutting dominated previous legislative sessions, but this year’s Joint Budget Committee had an easier task. Colorado’s economic recovery outpaced the nation , and General Fund dollars were up 5.5 percent in fiscal year (FY) 2013-14. With more money in state coffers, legislators restored cuts and made new investments in health care and other programs. The budget passed on a party-line vote, with Democrats praising it as a smart and strategic approach to state spending and Republicans saying it isn’t prudent enough and doesn’t spend money in the right places. Open enrollment in the Affordable Care Act’s new state insurance exchanges begins in October 2013, with coverage beginning in January 2014. For the first time in most states, small businesses and consumers who do not have affordable health insurance through an employer will be able to select coverage with the confidence that they will be offered a plan, and that their premiums will predominantly reflect its value, rather than their health, gender, or occupation. Also for the first time, individuals with incomes under $92,000 for a family of four will be eligible for subsidies to help pay their premiums for plans sold through the exchanges. It is essential that federal and state governments continue to work hard to ensure that all Americans who lack health insurance can begin shopping and signing up for coverage nine months from now.With some help from our key players health care just might work this time . Thank Obama and his team for another shot in a another chance at good h ealth . Fronstin, Paul and Ross, Murray N., Addressing Health Care Market Reform Through an Insurance Exchange: Essential Policy Components, the Public Plan Option, and Other Issues to Consider (June 2009). EBRI Issue Brief, No. 330, June 2009. Available at SSRN: http://www.ebri.org/http://ssrn.com/abstract=1426184 https://www.statereforum.org/exchange-governance http://www.apihealthcare.com/hwie?_kk=hie&_kt=afa5ea9c-2ead-4efc-84dc-d7e709e1a31b&gclid=CLKB_7aQpLkCFY9AMgodsVcA6Q Molly Voris of the Washington Health Care Authority shared the state’s enacted Exchange enabling legislation. Access the legislation here: http://www.statereforum.org/sites/default/files/final_5445.pdf T. S. Jost, Health Insurance Exchanges and the Affordable Care Act: Eight Difficult Issues, The Commonwealth Fund, September 2010. References Oapi healthcare (2013). Welcome | State Refor(u)m. Retrieved from https://www.statereforum.org/ T. S. Jost, Health Insurance Exchanges and the Affordable Care Act: Key Policy Issues, The Commonwealth Fund, July 2010.

Article Analysis And Evaluation Of Middle Class - 1684 Words

Article Analysis and Evaluation â€Å"Middle Class Series: The American Middle Class, Income Inequality and The Strength of Our Economy† by (Boushey Hersh, 2012). I chose this article because the premise behind it is that the middle class is essentially responsible for the economic growth and development in America. This article groups society into classes to look at the contributions of each class to the growth of the economy by using some of the major economic indicators such as the real GDP. Conversely, this article gives credit to the members of both the lower and upper classes, particularly the upper class for running the economy by heavily investing in the top and leading industries in the country. The government has always registered huge gains from the profit taxes and taxes from the industrial goods and even the licensing of industries especially those that are booming. As mentioned above, this article divides society into classes and reports that the top of the upper class in society is made up of people that, in most cases, hold leadership positions. This implies that they are in a position to invest in the middle class and help boost the economy. This doesn’t mean that the activities by the middle class are the only promoters of the economy. There are other factors such as, the price of capital, taxes, resource endowments, luck, chance, and many other activities that contribute to the growth of the economy. The definition as classified in this article isShow MoreRelatedThe Sociological Aspects Of Hilter s A Social Context1594 Words   |  7 PagesIn this critical article review, an analysis of Kater’s (1981† article â€Å"Hitler in a Social Context† will examine the strengths and weaknesses of the sociological aspects of Hilter’s rise to power during the Third Reich. 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