History of Leadership Theory Essay Example for Free

History of Leadership Theory Essay The history of leadership theory can assist managers in understanding where the schools of leadership thought have been, and where leadership will be going. The key objective of this paper is to critically compare and contrast the historical leadership model and theories across history. Across the history of leadership, there are similar and divergent strategies that have matched the influence of the market and people operating within the market (or industry). The essay examines the roles and strategy of historical leadership models as they converge or diverge with one another. Roles are the expectations of leadership behaviour; this is the ideals in which the organization and employees hold to be important in a leader. Strategy can be defined, for the purposes of this paper, as the manner in which the leader assesses and organizes the tasks and requirements of the tasks and behaviours throughout the interactions and roles of the leader or manager. Theories of Leadership The following section explores the historical theories and implications of leadership as pre-classical, classical, modern and post-modern leadership models. Pre-Classical The most prominent pre-classical models of leadership were in the early Greek history, where early scholars set the value-based ideals for centuries of leadership and management (Martinze and Bitici p 7 2006). Socrates established that â€Å"[the] management of private concerns differs from that of public concerns only inmagnitude neither can be carried on without men and those who understand how to employ [others] are successful directors of private and public concerns, and those who do not understand, will err in the management of both† (Wren p 18 2006). This shows the early role of management was to understand the functional variances and magnitude of public concern, thus business was also a political landscape. In later Greek history, Aristotle added to the strategy spectrum of the manager as relating to the specialization of labor, functional roles of departments, choices between centralization and decentralization, the whole of the organization is superior to the part; and, â€Å"On leadership: ‘He who has never learned to obey cannot be a good commander’† (Wren p 18-192006). Thus the roles of pre-classical era management are relative to the ability to navigate through a highly political economy and direct the organization to answering public and private concerns (Martinze and Bitici p 7 2006). The strategy of the pre-classical era was to recognize the steps involved in the entire scope of the organization based on functionality. This was an effective method of management in the pre-classical era, and can be considered in line with the ideal service industries of the time, such as bath houses, shoe and boot makers, weapons makers, and others. Classical  Adam Smith showed that the leadership strategy â€Å"treated the return or the surplus created as a return to capital† (Wren p 42 2006). After Smith, Jean Baptiste Say (1767–1832) stated that leadership strategy requires knowledge and judgement in â€Å" the probable amount of the demand, and the means of its production: at one time he must employ a great number of hands; at another, buy or order the raw material, collect laborers, find consumers, and give at all times a rigid attention to order and economy; in a word, he must possess the art of superintendence and administration† (Wren p 42-43 2006). Thus the leadership role in the classical era is defined as one that is highly dependent on the decision making process, and that the strategy incorporates demand, production, and consumption through the entire market-industry domain. During this era, human history was entering the industrial phase, where industry was overpopulating the market rather than the traditional farmer markets (Martinze and Bitici p 7 2006). The classical model recognized the effectiveness of a leader as one who must focus on value-based decision makings when information is not whole, when the industry and foundation of the economy is changing, and be able to administrate in a changing economy (Martinze and Bitici p 7 2006) Modern Modern era leadership evolved through the industrial phase, prompted by technology and the early globalizing aspect of the value chain that existed during the post-WW2 era (Martinez and Bitici p 7 2006). The role formulation of leadership in the modern era can be attributed to Jennings (196) who showed the modern era of management should encompass the situation, behaviour, and incorporate situation-based theory models. Jenning’s leader was emphatically described as a hero who â€Å"acts as though possessed by a destiny that requires his being the center of attention, and having arrived there, he never willingly retires from the center until he feels no longer needed† where the strategy â€Å"requires great stamina, self-reliance, and confidence† (Jennings p 96, 122, 1960). Max Weber initialized the modern strategy of leadership as being: †¢ A continuous organisation or functions bounded by rules (Enock p 6 2002) †¢ That individuals functioned within the limits of the specialisation of the work (Enock p 6 2002) †¢ The degree of authority allocated and the rules governing the exercise of Authority (Enock p 6 2002) †¢ A hierarchical structure of offices appointment to offices made on the grounds of technical competence only (Enock p 6 2002) †¢ The separation of officials from the ownership of the organisation (Enock p 6 2002) The authority was vested in the official positions and not in the personalities that held these posts (Enock p 6 2002) †¢ Rules, decisions and actions were formulated and recorded in writing (Enock p 6 2002) The modern era leader’s role was to serve the organization, and the strategy employed was hierarchical, top-down management. This was adequate for its time, however, the bureaucratic model of organizational leadership did little to promote a value and knowledge based leadership era seen in other theories. Post Modern The post-modern era of leadership is the current theories in place. Entrepreneurial leadership is a formal process that incorporates informal ideas. The leadership qualities are often determined by a number of forces, such as â€Å"The size of the organization, its predominant management styles, the complexity of its environment, its production process, its problems, and the purpose of its planning system all play a part in determining the appropriate degree of formality† (Pearce and Robinson p 13 2004). The effective post-modern leadership strategy focuses on four key points, as outlined by Kouzes and Posner (2002): seize the initiative; make challenges meaningful; innovate and create; look outward for fresh ideas. A post-modern leader values entrepreneur ideals and seizes the initiative through enthusiasm, determination and desire (Kouzes and Posner p 170 2002). The leader wants to exhibit innovation by seeking new ways and new opportunities through invention and motivation. The concept of innovation requires that the leader be ready to focus on opportunities for ways to do what has never been done (Kouzes and Posner p 175 2002). Conclusion The pre-classical era focused on the implementation of public and private beuaracracy into the leadership domain, where the ideals of the ‘whole’ and the ability to command were held in the higher regard as traditional utility. The value of the leader was therefore based on the ability to command and conquer. In later classical theories, the value of leadership changed to incorporate decision-making strategy and value distribution over commanding, but the similarity to pre-classical is the ability to conquer through administration. The modern eras changed the role of a leader from the earlier theories by incorporating behaviour theory over command and conquer ideals. Weber’s leadership model parallels Aristotle’s, in that individual specialization and decision based decentralization better served the organization. The post-modern era of leadership incorporates elements from all the historical theories of leadership, but marks the importance of continuous improvement and constant appraisal, communication, and informalities.

Cricket In Australia In The 1920s :: essays research papers fc

Cricket is a game now played all over the world. Back in the 1920s there were two main teams, Australia and England. The Ashes are a series of cricket test matches between Australia and England. The first Ashes test ever played was on March 15th 1877 in Australia. Since then Ashes tests between Australia and England have flourished numbering a series approximately every three years. The overall Ashes results are in favor of Australia, while since 1989 the Ashes series have all been won by Australia. The 1920’s Ashes saw a more even event with England winning two series, Australia three. Although Australia won 13 tests to England’s six with six draws all in England. The first Ashes series in Australia was in 1920-21. This series was dominated by Australia winning all five tests. This was the first English team to tour Australia since the war, but it was delayed by an outbreak of typhus on the passenger ship carrying the English team. Australia placed seven test debutants under the captaincy of Warwick Armstrong, and yet they seemed too experienced and too good for England. The team was; W. Armstrong, W. Bardsley, H. Collins, J Gregory, C. Kelleway, A. Mailey, G. McDonald, W. Oldfield, C. Pellew, J. Ryder and J. Taylor. The first test in Sydney never from the outlook looked like a two teamed race, rather a spectacle to see how much Australia could win by. Armstrong won his first of many tosses and decided to bat first, Australia making 267 on a pitch favoring the bowlers. England, on the second day crumbled being spun out for a feeble 190 and in reply Australia made 581, with centuries to Collins the opener and Armstrong the captain. This meant E ngland needed 658 on the last two days. Australia’s superior bowling attack dismissed England for 281, 377 short. The second test at the Melbourne Cricket Ground was no closer. Australia batted first and made 499 with centuries to Pellew and Gregory. Australia then bowled England out for 251 with inspirational Gregory taking 7/69. Enforcing the follow on, Australia’s bowlers took advantage of the mental state of England and bundled them out for 157 winning by an innings and 91 runs. The third test in Adelaide beginning on January 14 was by far the closest test. Australia winning the toss decided to bat for the third time in a row. On a ‘road like’ pitch Australia hit a comparatively feeble 354.

Hr a Short Briefing for New Hr Colleagues to Help Them Perform Effectively and Efficiently in Their Roles. Essay

HR Professionals must understand the business and culture for which they serve and the HR strategy must be aligned to this. As shown in the map above, there are ten professional areas in which as a HR Professional you should strive to demonstrate the highest achievable level of competence. As a new member of the HR Team at YWP, we expect you to support the improvement of HR processes and policies. This includes continuously looking at opportunities in which to improve the HR Function and its implementation within the organisation. You will act as a sounding board for employee relations, feeding back information to your HR Manager and facilitating change initiatives when required. You will be responsible for your own personal continuous professional development and as such will record and plan your development during your time at YWP. You will work with the HR Team to ensure you are well versed with the organisation and its context to ensure all decisions made within the HR Function a re in alignment with this. You will keep up to date with developments in the HR industry and implement and analyse how these will affect our organisation as they arise. You will be expected to act as a role model and deliver and exceed objectives and expectations. Showing courage to challenge, you will act as a driver for operational excellence within the organisation. http://www.cipd.co.uk/NR/rdonlyres/48FF823A-1A33-4C90-8B9B-B691D9130C01/0/AssociatemembercriteriaAug11.pdf The four concentric circles of HR Professionalism The four concentric circles of HR professionalism comprise of managing self, managing groups/ teams, managing upwards and managing across the organisation. These are all areas which you will demonstrate at some point during your career at YWP. As a HR Professional, you are responsible for the management of your own skills, knowledge and development. Use of a development plan and record will go some way to help you achieve this. However you must also be open to feedback from others and undergo frequent self evaluation in order to identify development areas and review set objectives. By undertaking this not only will you develop as a HR Professional but you will also add value to the organisation for which you serve. Effective management of a team or group requires effective leadership. Management and leadership can exist independently from one another however to be fully effective must co-exist. Leadership is something which must be worked towards and is not inherited automatically with the assignment of a managerial task or role. How you manage your team will ultimately determine how you are perceived as a leader in that team. (Selden, 2010) Effective delegation, motivation, development, communication, discipline and conflict management are all aspects of team management and how you manage these aspects will have a direct influence on the dynamics and success of your team’s outcomes. http://www.mindtools.com/pages/article/newTMM_92.htm Managing upwards is an important aspect of a successful HR Professionals’ management strategy. It is essential to ascertain the key factors which your manager expects you to deliver, how they expect you to deliver them and to what standard. Analyse what is expected from you by your line manager and seek regular feedback to ensure you consistently meet their objectives. Seek new responsibilities and provide regular updates to your line manager on your achievements and successful project outcomes. http://blog.penelopetrunk.com/2006/11/03/7-ways-to-manage-up/ Collaboration across the organisation is imperative to ensure the full impact and implementation of any HR initiative. Managing HR across the organisation involves maintaining inter-department relationships and alliances, facilitating communication channels, ensuring credibility and the positive perception of the HR Function. Managing across the organisation by using its line managers to implement HR initiatives will ensure the HR Functions objectives are much more likely to be realised. Adding Value to the Organisation The HR Function drives performance and provides line managers with the tools and resources to increase the performance of the organisation’s employees. It must do this by identifying the business values and formulating a strategy in line with these. This strategy must then be effectively implemented at all levels. You will work with your HR colleagues to identify the business values as they evolve and formulate a strategy in line with this. In order for HR to add value in any organisation, the team members of that HR Function must align their goals to that of the organisation. You will work with the HR team to design strong policies and procedures which encourage managers and employees to focus on the growth of the company and maintain the competitive edge. http://www.peoplemanagement.co.uk/pm/articles/2010/05/add-value-to-hr-not-spin.htm The behaviours you demonstrate on a daily basis will have an impact on the credibility of the HR Function, it is therefore essential to demonstrate operational excellence, stewardship, insight and influence in line with the business values in every action you undertake. Conclusion Your actions to influence the efficiency, relevance, effectiveness and credibility of the HR Function have the potential to affect the bottom line of the business. The effectiveness of the HR Function within the organisation is largely dependent on its perception within the organisation and we hope you will join us to ensure the HR Function continues to act effectively and in line with the organisational goals and business values. We look forward to a long and fulfilling partnership with you here at YWP. We hope you will use the time not only to develop the organisation but also your own professional skills, attributes and knowledge.

Frankenstein Quotes Explained

The following Frankenstein quotes address the novels key themes, including the pursuit of knowledge, the power of nature, and human nature. Discover the meaning of these important passages, as well as how each quote connects to the novels broader themes. Quotes About Knowledge It was the secrets of heaven and earth that I desired to learn; and whether it was the outward substance of things or the inner spirit of nature and the mysterious soul of man that occupied me, still my inquiries were directed to the metaphysical, or in it highest sense, the physical secrets of the world. (Chapter 2) This statement is made by Victor Frankenstein at the start of the novel as he recounts his childhood to Captain Walton. The passage is significant for outlining the main obsession Frankensteins life: achieving intellectual enlightenment. This ambition, combined with a desire for glory, is Frankensteins driving force, motivating him to excel in his studies at university and later to create the monster. Yet, we later learn, the fruits of this labor are rotten. Frankenstein is horrified by his creation, and in turn the monster kills everyone that Frankenstein loves. Thus, Shelley seems to be asking whether such an ambition is a worthwhile goal, and whether such knowledge is truly enlightening. The â€Å"secrets† mentioned in this passage continue to appear throughout the novel. In fact, much of Frankenstein revolves around the secrets of life—things that are hard or impossible to understand. While Frankenstein discovers the physical and metaphysical secrets, his creation is obsessed with more philosophical secrets of life: what is the meaning of life? What is the purpose? Who are we? The answers to these questions are left unsolved. So much has been done, exclaimed the soul of Frankenstein — more, far more, will I achieve; treading in the steps already marked, I will pioneer a new way, explore unknown powers, and unfold to the world the deepest mysteries of creation. (Chapter 3) In this quote, Frankenstein describes his experience at university. He personifies his soul—â€Å"the soul of Frankenstein†Ã¢â‚¬â€and claims that his soul told him he would discover the secrets of the world. This quote plainly lays out Frankensteins ambition, his hubris, and his ultimate downfall. Frankenstein seems to suggest that his desire to be the greatest pioneer of science is an innate characteristic and a predetermined fate, thus removing any responsibility over his actions. Frankensteins desire to push beyond the limits of humanity is a flawed goal that sets him on a path of misery. As soon as the creature is completed, Frankensteins beautiful dream turns into a deformed, hideous reality. Frankensteins achievement is so disturbing that he runs away from it immediately. The die is cast; I have consented to return if we are not destroyed. Thus are my hopes blasted by cowardice and indecision; I come back ignorant and disappointed. It requires more philosophy than I possess to bear this injustice with patience. (Chapter 24) Captain Walton writes these lines in a letter to his sister at the close of the novel. After listening to Frankenstein’s tale, and faced with an unrelenting storm, he decides to return home from his expedition. This conclusion demonstrates that Walton has learned from Frankensteins story. Walton was once an ambitious man in search of glory like Frankenstein. Yet through Frankenstein’s tale, Walton realizes the sacrifices that come with discovery, and he decides to prioritize his own life and the lives of his crew members over his mission. Although he says that he is filled with â€Å"cowardice† and that he comes back â€Å"disappointed† and â€Å"ignorant,† this ignorance is what saves his life. This passage returns to the theme of enlightenment, reiterating that the singleminded search for enlightenment makes a peaceful life impossible. Quotes About Nature I remembered the effect that the view of the tremendous and ever-moving glacier had produced upon my mind when I first saw it. It had then filled me with a sublime ecstasy, that gave wings to the soul, and allowed it to soar from the obscure world to light and joy. The sight of the awful and majestic in nature had indeed always the effect of solemnizing my mind and causing me to forget the passing cares of life. I determined to go without a guide, for I was well acquainted with the path, and the presence of another would destroy the solitary grandeur of the scene. (Chapter 10) In this quote, Frankenstein details his solitary trip to Montanvert to grieve the death of his brother William. The â€Å"sublime† experience of being alone in the harsh beauty of the glaciers calms Frankenstein. His love for nature and the perspective it provides is invoked throughout the novel. Nature reminds him that he is just a man, and therefore powerless to the great forces of the world. This â€Å"sublime ecstasy† gives Frankenstein a kind of enlightenment wholly different from the scientific knowledge he sought through chemistry and philosophy. HIs experiences in nature are not intellectual, but rather emotional and even religions, allowing his soul to â€Å"soar from the obscure world to light and joy.† He is reminded here of nature’s ultimate power. The â€Å"tremendous and ever-moving glacier† is more permanent than humankind will ever be; this reminder calms Frankensteins anxiety and grief. Nature allows him to experience the transcendence he hoped he would find in his search for true knowledge. Quotes About Humanity These thoughts exhilarated me and led me to apply with fresh ardour to the acquiring the art of language. My organs were indeed harsh, but supple; and although my voice was very unlike the soft music of their tones, yet I pronounced such words as I understood with tolerable ease. It was as the ass and the lap-dog; yet surely the gentle ass whose intentions were affectionate, although his manners were rude, deserved better treatment than blows and execration. (Chapter 12) In this quote, the creature relays part of his story to Frankenstein. The creature compares his experience in the De Lacey cottage to the fable of the ass and the lap-dog, in which the ass pretends to be a lap dog and gets beaten for his behavior. While living in the De Lacey cottage, strove to gain acceptance from the family despite his harsh appearance. However, the De Lacey family did not treat him with acceptance; instead, they attacked him. The creature sympathizes with the affectionate intentions of the ass and argues that the violent treatment of the gentle ass is reprehensible. The creature clearly sees a parallel to his own story. He understands that he is different from others, but his intentions are good, and he desires acceptance and approval. Tragically, he never receives the approval he yearns for, and his alienation turns him into a violent monster. This passage points to one of the novels essential points: the idea that judgment based on external appearances is unjust, but is nevertheless a tendency of human nature. The quote also raises the question of ultimate responsibility for the murders committed by the creature. Should we blame only the creature, or do those who were cruel to give him a chance to prove his humanity deserve some of the blame? I was dependent on none and related to none. The path of my departure was free, and there was none to lament my annihilation. My person was hideous and my stature gigantic. What did this mean? Who was I? What was I? Whence did I come? What was my destination? These questions continually recurred, but I was unable to solve them. (Chapter 15) In this quote, the creature asks the fundamental questions of life, death, and identity. At this point in the novel, the creature has only recently come to life, but by reading Paradise Lost and other works of literature, he has found a way to question and reflect on his life and its meaning. Unlike Frankenstein, who searches for the scientific secrets of human life, the creature asks philosophical questions about human nature. By bringing the creature to life, Frankenstein succeeds in his inquiry, but that form of scientific â€Å"enlightenment† cannot answer the creatures existential questions. This passage suggests that science can only go so far in helping us understand the world, as it cannot answer our existential and moral questions. Accursed creator! Why did you form a monster so hideous that even you turned from me in disgust? God, in pity, made man beautiful and alluring, after his own image; but my form is a filthy type of yours, more horrid even from the very resemblance. Satan had his companions, fellow devils, to admire and encourage him, but I am solitary and abhorred. (Chapter 15) In this quote, the creature compares himself to Adam and Frankenstein to God. According to the creature, Adam is â€Å"beautiful† and â€Å"alluring in the image of the almighty, but Frankenstein’s creation is â€Å"filthy† and â€Å"horrid.† This contrast demonstrates the stark difference between the abilities of God and the abilities of Frankenstein. Frankensteins work has been a crude attempt to wield the power of creation, and according to the creature, his hubris is rewarded with wretchedness, ugliness, and loneliness. Furthermore, Frankenstein will not take responsibility for his creation by taking the creature under his wing; thus, the creature considers himself even more solitary and abhorred than Satan. By pointing out Frankensteins folly, the creature again points out the dangers of attempting to go beyond ones own humanity by seeking God-like glory.