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4013 final
The project that Deadpool, Nemo and I chose was to work with the Center for Children and Families Inc. (CCFI) to host an after-school engineering event for the children in this program. The objective of our project was to reach out to local children and inspire an engineering mindset in the next generation. To accomplish this task, we initially started by contacting Oklahoma University’s SEED (Sooner Engineering Education Department) to receive training and instruction for the ping pong ball launcher project. After receiving training from Olivia Blount, we made arrangements with Tayler Taliaferro, a representative for The Boys and Girls Club Norman, to meet and discuss the implementation of the project. Both our group and The Boys
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Within his book, he has a section titled “The Leadership Rules of Robert E. Lee (Brock 5).” The first rule I would like to discuss states “learn from your superiors… copy [their] techniques (Brock 6).” This directly applies to the training we received from the SEED department. They are the experts in doing the projects, so we happily accepted their input and utilized their presentation plan. This training allowed us to be prepared and seamlessly flow through the project. The next rule states “a leader is decisive (Brock 6).” This concept came into play almost every step of the planning process. Whether it was delegating tasks or planning with other organizations, being decisive allowed for a timely decision so we could move to the next step. While making plans with CCFI, it was imperative to be decisive when scheduling the date to complete our project since it was relatively short notice after speaking with Tayler. This directly relates to the last rule which states “A leader seizes the opportunities of the day (Brock 8).” Seizing this opportunity allowed us to complete our project on the last day of the teacher walkout when they needed the most
Successful leadership on a battlefield can be measured in different ways. It is possible for a good, successful leader to lose a battle. Conversely, it is possible for an ineffective leader to win a battle, given the right circumstances. What distinguishes a successful leader from an unsuccessful one is his/her ability to oversee an operation using effective mission command. In ADP 6-0, mission command as a philosophy is defined as “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” (ADP, 1). William Henry Harrison, Governor of the Indiana Territory, executed good mission command in the Battle of Tippecanoe because of his ability to effectively utilize the doctrinal tasks of “understand, visualize, describe, direct, and lead” operations.
In the case study, “Effective leadership in unexpected places: A socio-historical analysis of the Red Tops dance orchestra”, by Milorad M. Novicevic, John H. Humphreys, M. Ronald Buckley, Corey Cagle and Foster Roberts, the leadership principles of Walter Osborne that I can further develop and add to my leadership toolbox are: clarifying team norms and developing shared understanding. From my experience in the military, successful teams are those that work in concert with each other to accomplish the objective as a team. Everyone has their part to play similar to a how a pack of wolves survives in the wild.
2) “Attitude reflects leadership, captain”. That shows that Julius is satisfied by the way his captain is thinking. Managerial leadership has influenced organizational activities in many ways. These influences include motivating subordinates, budgeting scarce resources, and serving as a source of communication. We are referring to the LPC contingency theory. "The first and perhaps most popular, situational theory to be advanced was the ‘Contingency Theory of Leadership Effectiveness' developed by Fred E. Fiedler" (Bedeian, Glueck 504). This theory explains that group performance is a result of interaction. (Online reviews)
Ramsey, R. (2006). Lead follow or get out of the way: How to be a more effective leader in
“Leaders instill respect for authority by having a caring attitude, by being direct, by communicating regularly and by being honest!” (Mike Krzyzewski). The book “Leading with the Heart,” is one about leadership, how you earn it, how you practice it, and how you are to use it to make your organization a successful one. Coach K talks about the importance of trust, communication, pride, and the commitment the leader of an organization must have to make his team. He goes on to state that “leadership is ongoing, adjustable, flexible and dynamic. Leaders must stay on their toes, being that anything can occur during the year. Krzyzewski also mentions the competitive fire the leader must bring day in and day out to keep his players, and or staff in
TRANSFORMATIONAL LEADERSHIP: Lt. General Forrest was known by every man in the western theater during the civil war to have a fighting unit that was as tight knit as they were deadly. A style focused on the relationships of others and cohesion concerns Transformational Leadership, which can most definitely be seen in Forrest’s leadership on and of the battlefield with his subordinates. He knew that success or failure came from morale, willingness to die and a strong bond between all his men that he made a cornerstone feature of his leadership (Sanders, 1994). One soldier from the 7th Tennessee Calvary once said, “his immediate presence seemed to inspire everyone with his terrible energy, more like that of a piece of powerful steam machinery than a human being”(Sanders, 1994). In addition, this presence allowed for all his men to come together to form a large tactical advantage that proved successful in the earlier mentioned Battle at Brice’s Crossroads. His personal courage and confidence within each of his men was always necessary and viewed highly among the unit. He could be seen riding down the front lines of his men personally asking each one to hold their positions and spots on the line generating a mentally strong barrier that would prove to be more effective than a physically strong barrier of men. Forrest’s concern and need for his men made him to show great leadership when it came to the personal level in which he led his men and the degree of trust and
There isn’t a perfect way to lead and while some may be stubborn to certain ways, eventually it will be tested and the ultimate answer comes through the success of that leader. Philip Purcell led with a coercive style; demanding his way was the way. Sumner Redstone believed in empowering his employees and allowing them to be a part of the success; he led using a democratic style. Lastly, Martha Stewart was old school and always gave direct orders and expected them to be followed; she led using the authoritative style. All very different styles with amazing success; finding the right approach is the most important aspect of
In conclusion, Benjamin Franklin had offered some ideas on the method or philosophy to understand leader development in his story of the speckled ax. He suggested that leadership development requires changing and sustaining. The changing and sustaining efforts are laborious, and more importantly without a sustainment strategy failure is prone. These are ideologies are implied in the mission command
“In this theory of leadership, the achievement of the leader is a function of various exigencies in the form of task, subordinates and/or group variables. Effectiveness of a certain pattern of a leader’s behavior is dependent upon the burdens imposed by situation. These concepts stress using diverse styles of leadership suitable to the needs shaped by various organizational circumstances. Some of the theories are as follows:”
...onal style and I think that through flexibly adopting other leadership styles such as democratic, paternalistic , authoritarian , transactional and lassie faire I can learn to propel staff who doubt the team or don't understand or don’t' care enough to still give enough effort to get the task done. By achieving tasks through teams, more individuals can be turned into committed team members and leaders themselves.
Tannenbaum, R & Schmidt, W 1973, ‘How to choose a leadership pattern’, Harvard Business Review (p. 298 of Robbins et al Management: The Essentials)
Smith, T. (2008). "Leadership: theory and practice (4th ed.)." Engineering Management Journal. Rolla, MO American Society for Engineering Management. Retrieved July 20, 2011 from HighBeam Research: http://www.highbeam.com/doc/1P3-1480702701.html
In this paper I will look at the four major leadership styles, their characteristics, advantages, disadvantages, and in what situations a particular leadership style is desired. Additionally, I will look at my leadership style and how I acquired this style throughout my career.
In addition, (Amandi et al, 2004) makes us understand issues related to leadership decision and also gives a clear overview on leadership theories.
2004 I raise my right hand in order to serve and protect the United States against all enemies, foreign and domestic. At this moment in my young personal leadership journey, I get my first glimpse of a leadership style, “shut up and listen.” Clear and concise guidance was the meat a potatoes in my early stages of molding who I am today as a leader or, at least I think. It was quite simple, I have A, B, C and D to do, this is how I’m told I’ll do it, and then I execute. Seems simple, right?