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Leadership trait theory paper
Leadership trait theory paper
Leadership trait theory paper
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Yvon Chouinard is an environmentalist, entrepreneur, and philanthropist, legendary climber, and surfer. He is also a writer, writing essays on outdoor climbing issues and ethics, and more recently publishing a book about mixing environmentalism and sound business practice in corporate policies (Green Economy Initiative, 2011). Chouinard is most noted for his clothing and gear company, Patagonia, Inc., where he has constructed a culture that strives to create an ideal working environment where employees thrive and become more productive at the same time. Patagonia’s environmental ethic is outstanding, having founded 1% For the Planet, an alliance of businesses that contribute at least 1 percent of their net annual sales to approved environmental organizations, and is working to revolutionize supply chain transparency in their company. Sustainable business practices have been at the core of the company since it was founded in the late 1950s – long before sustainability and being “green” became buzzwords. Yvon Chouinard is not only a successful business person, but a leader with discipline, vision, and influence.
There are many definitions of what makes a great leader. When US News chooses America’s Best Leaders each year, they judge based on the following criteria: Setting direction, cultivating a culture of growth, and achieving results. Sustainable leadership focuses on leaders who have helped create products and services with positive environmental or social impact; in others they have helped build a corporate culture that rewards and nourishes employees and stakeholders in new ways. According to Maxwell (2002), successful leadership is determined by a leader’s effectiveness and impact on their organization. However, to gain t...
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... cotton and other recycled materials in its production. Yvon Chouinard is an inspiring example of how far an individual can go in the direction of making his life a grand adventure and achieving great success.
Works Cited
Green Economy Initiative (2011). Yvon Chouinard. Retrieved June 14, 2011, from http://greeneconomyinitiative.com/news/164/ARTICLE/1366/2009-01-20.html
Maxwell, J. C. (2002). Leadership 101. Nashville, TN: Thomas Nelson.
Naturally Advanced Blog (2011, March 17). Posts tagged 'Yvon Chouinard' [Web log post]. Retrieved from http://naturallyadvanced.wordpress.com/tag/yvon-chouinard/
Patagonia Inc. (2011). Patagonia.com. Retrieved June 14, 2011, from http://www.patagonia.com/us/home
Triple Pundit (2010). And the top ten most "sustainable" CEOs are... Retrieved June 14, 2011, from http://www.triplepundit.com/2010/01/top-ten-sustainable-ceos/
With forward movement in society, it is important to consider not just what will propel most toward success, but also what will help to sustain the environment along the way. What may have been considered appropriate decades ago, may no longer be socially acceptable due to the changes observed in both the business world and the environment (Fiske, 2010). Therefore, it is important for organizations thriving in today?s economy to consider how they may capitalize most effectively from their product or service of choice while minimizing or eliminating any damages along the way (Knoke, 2012).
While focusing on the environmental impact Patagonia portrays, in 1996, the company went to 100 percent organic cotton. That is when the bar rose to new heights and Patagonia launched its Common Threads Garment Recycling Program in 2005. The program is designed to take responsibility for their product through recycling and recycling fibers. The purpose of introducing this program was to boost the economy in many ways, especially in conserving raw materials, energy and natural resources.
“We know that our business activity – from lighting stores to dyeing shirts – creates pollution as a by-product. So we work steadily to reduce those harms. We use recycled polyester in many of our clothes and only organic, rather than pesticide-intensive, cotton. Staying true to our core values during thirty-plus years in business has helped us create a company we're proud to run and work for. And our focus on making the best products possible has brought us success in the marketplace” (Patagonia).
The Leadership Challenge by Kouzes and Posner (2007) is the result of twenty years of research on the factors that influence and create great leadership. Through studies and stories from leaders with various backgrounds throughout the world, the practices and characteristics that create great leadership are delineated. Leadership is viewed not as a group of inherent characteristics, but as learned behavior that anyone can achieve. The goal of Kouzes and Posner’s book is to inspire and educate leaders through transformational leadership. As such, leadership is about mobilizing others to become and do extraordinary things.
The initial start of Patagonia was for profit; however, as the company began to expand their operations into clothing, learning about the raw materials and inputs into their products led to an awakening moment for the owner. The founder and owner, Yvon Chouinard, questioned whether his company could operate under practices that did not necessarily align with his own beliefs. The mission to change Patagonia’s operating practices from start to finish - from manufacturer to supplier to vendor, and ultimately to consumers, is a duty each company owes its stakeholders and a change Chouinard pursued. Ultimately, the paradigm shift in operating practices has yielded the company an annual revenue of 300 million dollars and the respect as one of the most socially conscious
In a firm, management and leadership are important and needed. Leadership and management are similar. Actually, leadership and management are totally different. The leadership would influence the firm. The leader would have difference leadership styles to lead the subordinate.
One of the topics in organizational development today is leadership. Leadership is what individuals do to mobilize other people in organizations and communities. According to Kouzes & Posner, there are five practices and ten commitments of exemplary leadership. The five practices of exemplary leadership include: Model the way, inspire a shared vision, challenge the process, enable others to act, and encourage the heart. In the Leadership Challenge, Kouzes and Posner found similar patterns and actions of leadership that created the essentials to achieve success. Utilizing the research conducted by Jim Kouzes and Barry Posner, I have created a leadership plan that would apply to the Admission Department at Texas Wesleyan University.
As the Sustainability Leaders badge provides an incentive for manufactures who supply Walmart to become more environmentally friendly, Walmart has taken more direct approaches. As Walmart is the world’s largest grocery store, it has taken initiative in improving agricultural practices by their suppliers in the their supply chain. Walmart has collaborated with fifteen large suppliers that account for thirty percent of their food and beverage sales to implement farming practices that optimize fertilizer and crop rotations with the goal of reducing greenhouse gasses by 2.3 million metric tons (MMT) (“Sustainable”). Highlighted by Joel Makower, an expert on sustainable business and founder of GreenBiz, Walmart has reached their goal set in 2010 by cutting 20 MMT from their supply chain (Makower). Makower states: “Walmart’s sustainability initiatives are having a real impact, both on its operations and those of the companies in its supply chain, though some of that progress is offset by the company’s growth”
Many Scholars characterize the core qualities and skills necessary for an effective leader. Useem defines leadership as “Creating a vision and translating that vision into actions”. Historically, an effective leader was assumed to be exceptionally knowledgeable, authoritative, and dominate. Those leaders applied the command and control method to lead an organization. With the passage of time, this definition has been changed. The modern definition of an effective leader is honest, courageous, trustworthy, inspirational, and result-oriented. Today’s leaders create shared values and vision, and empower others to achieve their targets.
Stuart Hart, in a business article, discusses the tough task for companies to make a sustainable global ec...
Although there are many outstanding, albeit necessary qualities of a good leader, it is the leader’s beliefs in which greatness is given its first breath, fostered by action, and spread throughout the institution. A great leader believes in encouraging, not destroying; in setting the precedence instead of yielding to prominence ; in collaboration, not division; in giving, not taking; and in having high standards and volunteering to be the first of many to be held to them. A great leader does not take advantage of the people being lead, but instead, creates an advantage for the people by giving them the opportunities to lead. Only when people take ownership of an institution will passion be cultivated, action be taken, and greatness be achieved.
What does a sustainable leader mean to me? I aspire to be a leader who can make wise decisions, connect well with others, and manage conflicts with resilience while enjoying the experience and learning through others. In order to become this type of leader, I plan to be conscious and hyper-aware of my experiences and interactions. I can foresee forming many more innovative ideas and taking these to another level by practicing conscious leadership. However, there are questions that keep coming back to me over and over again.
Leadership is found not just at work but all around us. In any situation, leaders take a step forward and take charge of the situation. It can be at home, at work or at any other place. Leaders are never born, they become leaders because they have the credibility and people would love to follow them.
Parallel to the evolution that has occured in the business world in decades past, is the evolution of views on participative leadership among managers. Participative leadership refers to the manner in which employers have come to treat their employees. This treatment has evolved from days of traditional, autocratic relationships– in which employees were told exactly what tasks to do, without regard to their feelings or what intelligent input could be made– to today’s spectrum of treatment defined by two terms, human relations and human resources. Managers’ approaches today, now consider, not only the employees feelings, but the potential added benefits they might be able to bring to the firm. The difference between human relations and human resources lies in the goals and expectations of the manager. With human relations, the manager’s primary concern is reducing employee resistance to authority with the satisfaction of the employee’s basic needs to feel accomplishment and belonging in the company; secondary is the performance and added benefits the employee may be able to contribute once morale is increased. On the other hand, managers who practices human resources look to empower their employees by encouraging them to take initiative and reach goals by their own capabilities and resources. With the sense of self-accomplishment gained by doing this, it is then that employee morale will be raised. Not only will the employee’s presence truly matter, but the company’s productivity and success will also be greater. Managers’ stances today are headed in the direction of the human resources model, a beneficial move for the welfare of company relations and success, but there are those who still practice human relations. Many companies demonstrate both models, proving employer/employee relationships in today’s companies continue to range the spectrum.
Leaders of the future will be faced with many challenges. As the world changes, we must adapt the ways in which we face these challenges, and in turn grow as leaders. A leader is not merely someone which commands a group or organization. A good leader exhibits the ability to take an average team of individuals and achieve greatness. Leadership is not supervision or leading. It is the ability to inspire or influence others towards the end goal. As Barendsen and Gardner stated (2006), “the best leaders are individuals who, in their work, exhibit three distinct meanings of good: (1) an excellent technical and professional quality and competence, (2) an ethical orientation, and (3) a completely engaged sense of fulfillment and meaningfulness” (p. 266). Good leaders must utilize all of these traits in order to meet the challenges of the future. A few emerging challenges that future