Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
Function of the transformational leadership style
Function of the transformational leadership style
Transformational vs adaptive leadership
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: Function of the transformational leadership style
In the movie The Bridge on the River Kwai, the leadership techniques and styles of the two key leaders, Colonel Saito and Colonel Nicholson are persistently in conflict. Both men have significantly different personalities and both come from conflicting cultural backgrounds. Yet, these two have one common goal: to build a bridge. Both men have conflicting leadership styles and approaches to achieving this goal. This film is a great exploration in how conflicting leaders can eventually learn how to work together to achieve one common goal. In investigating the themes of leadership style, effectiveness, and power as demonstrated between the two leaders, we can see how these conflicting characters achieve their common goal.
Colonel Saito and Colonel Nicholson demonstrate different leadership style which is critical in military commanding and any other organizational unit. At the beginning of the movie, it can be noted that there is a clash of ego and differences in opinion between Nicholson and Saito. Saito is hell-bent on ensuring all men get to work irrespective of their cadre which is contradictory to Nicholson’s strict discipline which makes him assert that his men are not supposed to offer manual labor. Their labor management and project execution approaches seems to differ and this can be highlighted as shown below.
Colonel Saito conducts himself as a transactional leader while Colonel Nicholson shows himself to be a transformational leader. These styles can be supported by the fact that Colonel Saito attempts to command and lead from the front by forcing prisoner English servicemen to work beside their men and he takes control in his hand when he fells the Engineer has not delivered desired results (Bourke 65-8). On the...
... middle of paper ...
...aders bridging the gap between cultures and personalities. Saito and Nicholson were able to negotiate despite their different cultural influences and personality in order to complete the task. Overall, Nicholson was able to achieve his personal goal of retaining the pride of his troops while Saito lost out on his personal goal of trying to break the soldiers. This was at the expense of achieving his other personal goal of avoiding seppuku at all costs. Unfortunately, once the men had achieved their mutual goal, their achievement was destroyed by outsiders. Those who destroyed this cultural bridge were unaware of the connection between the two leaders and how hard they had worked to come to an agreement. Despite the destruction of the bridge, Saito and Nicholson could appreciate their achievement of being able to collaborate together when it had seemed impossible.
COL Freeman beloved by his men, finally left the RCT at noon on 15FEB1951 with tears forming in his eyes. He was devoted to his Soldiers and his ability to assess the situation and ultimately secured a successful mission in Chipyong-Ni. He would issue orders with a “handshake, a grin, and provided words of encouragement before dangerous missions.” Chipyong-Ni was that type of mission. He didn’t like the situation, but issued the order as if he thought of the idea. He set the climate that extended down to the lowest Private in the RCT, to be proud and be victorious.
People have goals everyday, believe it or not some people think that dreams aren't worth it. I believe that it is worth it to dream because it gives a person a goal, it makes them feel good, and it makes them stronger. I know this from The Pearl, A Cubs video, the Susan Boyle video, and We Beat the streets.
In deed on June 6, 1944, the little town of Bedford, VA, suffered a tragedy that would never be forgotten. But through the pain and hardship some of officers who leaded the Bedford boys displayed remarkable leadership’s principles. One of the basic functions of leadership is to unite people: bring people together to achieve common objectives. There is truth in the statement, where there is unity there is strength. This essay will offer a working definition of effective leadership principles and discuss the function of leadership as it relates to followers, motivation and power.
Christopher Johnson McCandless, the main character in the book “Into the Wild,” had made a lot of friends even though he did not like people. Wayne Westerberg was one of Chris’s friends who he met in a bar. Chris also befriended a girl named Jan Burre. Another person who befriended Chris was a guy named Ronald Franz,
Sun Tzu was the epitome of a visionary leader. The Air Force Senior Non-commissioned Officer Academy (SNCOA) Strategic Planning Student Guide defines ‘vision’ as “a statement of an ideal state of being or existence in the future that is inspiring and empowering.” (LM06, 2013, p7) The SNCOA further identifies a ‘visionary leader’ as one who has a vision and uses aspects of transformational leadership, team building, change management, and diversity to empower subordinates to help realize the leader’s vision. Sun Tzu’s main vision and reason for writing his book was to quickly win a war and subdue the enemy, without fighting if possible (BAM, 2010, p18). Sun Tzu used all of these visionary leadership tools as is evident in his treatise; but for this essay, the focus will be on the principles of transformation...
If you have children in tow, and are looking for a family-fun, delightful movie to watch, “Song of the South” is worth a viewing. Or perhaps you are a fan of the Uncle Remus tales you have read when you were little, then “Song of the South” will certainly give some justice to those fun tales.
 The purpose of this paper is to identify and contrast the different styles of leadership exhibited by two characters found in the 1949 movie Twelve O’Clock High starring Gregory Peck as General Savage, Army Air Forces general. Based on a true story, Twelve O’Clock High is a inspirational account of the highly dangerous precision daylight bombing missions carried out by US Army Air Force’s 918th Bomber Group in England during the last part of World War II. In the beginning of the movie the squadron is commanded by general Davenport. It is very clear that General Davenport’s main concern is the wellbeing of his men. He obviously had developed close interpersonal relationships. The men of the squadron were completely devoted towards Davenport and they trusted any decision that he would make. General Davenport’s affection for his men comes to interfere with his ability to lead them. The squadron suffers heavy losses to planes and heavier losses to soldiers. One instance that clearly demonstrates Davenport’s incapability to uphold his responsibilities as the leader is when he jeopardizes the well being of the entire squadron by ignoring protocol and flying out of formation in the attempt to save one plane. When it becomes apparent to Davenport’s superiors that his emotional feelings have become an obstacle to his effectively leading the squadron they relieve him. General Savage who is ordered to take over the underachieving bomber group experiencing heavy losses because of poor technique and lack of focus. Savage takes a kind of tough love approach, holding his men to the highest standards. Savage makes the point that the ultimate objection of the squadron is to successfully complete the assigned missions. Throughout the movie Savage constantly makes it absolutely clear to the squadron that no one individual’s wellbeing will be placed ahead of the entire team and the success of the team. Initially the changing of the preceding General dispirits the squadron. They felt that General Savage was uncompassionate considering the men as nothing more then numbers that were dispensable at his convenience. After several missions that were marked by a remarkable turnaround in success the man eventually come...
For years, Lord of the Flies by William Golding, has been a staple in college, high school, and even middle school classes. The eloquent story follows a group of young boys stranded on a jungle island. They are left thousands of miles away from civilization and are left to survive by themselves. Throughout the story, many insights in leadership are seen through the power struggle between Ralph and Jack. Both have extremely different styles of leadership with varying levels of success. Lord of the Flies teaches me about leadership in the initial selection of the leader, how they solve problems, and how they motivate others.
Prior to the deployment he was removed from that position to serve on the MiTT. However, a few months into the deployment, in December 2005, SFC Gallagher was re-assigned as the Platoon Sergeant in order to fix the problems circulating throughout 1st Platoon. Many of his critics described SFC Gallagher as being too critical and dismissive of his own men (Frederick, 2010, p. 175). Upon his arrival back to the Platoon, the overall census seemed to be that the Soldiers were not too happy about his return. Throughout his time serving as the Platoon Sergeant, which was only a little over a month, I believe SFC Gallagher displayed certain attributes that a positive leader should have. SFC Gallagher, unlike his future replacement, SFC Fenlason, was always leading from the front according to the members of 1st Platoon (Frederick, 2010, p.
Leadership is strength. Though it is strength, what makes a leader? Is a leader someone who is in front of the line in the game ‘follow the leader’? Technically yes because that is their name in the game, but this essay isn’t about a game. It is about reality. Is a leader made up of a variety of skills, talents, morals, and values? Or perhaps a leader is someone who tells people what to do? Or maybe a leader is someone who can make a difference? To an extent, a leader is built up of all of those possibilities. A leader is someone with a variety of skills, talents, morals and values, and someone who knows how to make a difference, and someone who can guide people into doing what needs to happen. Leadership can’t just be broken up
Snider, D. M. (2008). Dissent and strategic leadership of the military professions. Carlisle Barracks, PA: Strategic Studies Institute, U.S. Army War College.
This report is an analysis of the movie Wall Street (1987), directed by Oliver Stone. This report explored the concept of leadership and how it is depicted in the movie. The reports explain a leader’s use of power and influence tactics. As the report proceeds it shows leader’s attributes and style and how it influences on movie character’s action and the environment in which they operate. In the end, it gives an analysis of the effectiveness of the leader. This report justifies an analysis based on existing theory, research evidence and empirically grounded data.
In the story, Young Goodman Brown, the character, Goodman Brown changes throughout the story. In the beginning he was a kind man, loving husband with nothing holding him down, not even the warnings of his wife, Faith. As he walked and talked with the Devil, he became more aware of what had happened in the past with his own family. When he saw the Devil talk with Goody Cloyse on the path in the woods, he figured out by the nature of their conversation that the Devil was more mischievous than he thought. He started to have uncertainties about the errand he was on. At that point, Goodman Brown told the devil he was not going another step. Shortly after the Devil left him in the path, Brown found a ribbon on a branch of a tree
There is a prodigious need for leaders – authentic leaders to facilitate the process of building relationships and resolving conflicts in a more effective manner as affirmative models in the capacities served. Leadership of all kinds has been coming under unprecedented attack. The inability to effectively resolve conflict is an issue impacting the relationships of past and current leaders of all realms. Opposed to using conflicts and/or crises as an opportunity to rise above the issues – becoming solution-oriented beacons for others, leaders either inappropriately fight back; hope that time will heal all wounds (conflicts); ignore the issue(s) at hand; or make unnecessary changes that further damages relationships and credibility.
Willis, Gary. Certain Trumpets: The Nature Of Leadership. New York , New York: Simon & Schuster, 1994.