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Personal Characteristics Essays and Research Papers

Instructions for Personal Characteristics College Essay Examples

Title: Effective counselors Their personal characteristics their value conflicts and pertinent literature

Total Pages: 7 Words: 2279 References: 7 Citation Style: APA Document Type: Essay

Essay Instructions: ABSTRACT REQUIRED.

Paper must fully answer and explain the following three questions:

Describe and elaborate on the personal characteristics of psychologically healthy, effective counselors.

Explain value conflicts: How might values work for or against a counselor? What does the literature suggest about counselors-in-training-involving themselves in counseling as a client prior to or during their master's level training?

What are your views regarding the literature? Be specific.

Please use 6 references from professional journals.

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Title: Ethnic Entrepreneurship personal characteristics of turkish entrepreneurs in the uk

Total Pages: 35 Words: 9953 Works Cited: 0 Citation Style: Harvard Document Type: Research Paper

Essay Instructions: my master thesis title is "ethnic entrepreneurship : a study of peronal characteristics of turkish entrepreneurs in the uk". Literature review partshpould include an overview of the literature available on the concept of ethnic entrepreneurship. these heading can be used: 1.entrepreneurship :definition and personal characteristics and traits of entrepreneurs 2. ethnic entrepreneurship : definition, "culture,ethnicity,identity and entrepreneurship", ethnic economy, reasons for business entry 3.entrepreneurship and capital: different forms of capital, social capital,concept of social recognition, conceept of autonomy,
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Essay Instructions: Chapter 10
LEADERSHIP

1)Describe the methods leaders use to influence group members. (30 marks)

2) Describe about seven leadership characteristics and behaviors that you think will be important for you in your career as a leader. Indicate where you think you already have strength in a particular characteristic or behavior. (35 marks)

3)Describe what a manager must do to become a transformational and charismatic leader. (35 marks)

the book: essentials of Management (DuBRIN)









Chapter 10 explains the nature of organizational leadership and what a leader must do to be effective. Here we synthesize a number of ideas particularly relevant to the aspiring manager and leader. The chapter begins with an explanation of the difference between leadership and management, and then describes how leaders influence and empower team members. Next is a discussion of the characteristics, traits, and behaviors of effective leaders. A discussion follows of standard approaches to classifying leadership style: the participative, autocratic, and Leadership Grid styles. Additional insights into leadership are provided though describing situational leadership II, entrepreneurial leadership, and transformational and charismatic leadership. The final chapter topics deal with the leader?s activity as a mentor, and leadership skills.

Learning Objectives
_______________________________________________________________________

1. Differentiate between leadership and management.
2. Describe how leaders are able to influence and empower team members.
3. Identify important leadership characteristics and behaviors.
4. Describe the participative, autocratic, Leadership Grid, situational II, and entrepreneurial
styles of leadership.
5. Describe transformational and charismatic leadership.
6. Explain the leadership role of mentoring.
7. Identify the skills that contribute to leadership.

Chapter Outline and Lecture Notes
_______________________________________________________________________

Leadership is the ability to inspire confidence and support among the people who are needed to achieve organizational goals. Leadership ability is important at every organizational level.

I. THE LINK BETWEEN LEADERSHIP AND MANAGEMENT
Managers must know how to lead as well as manage. Management is more formal and scientific than leadership, while leadership involves having a vision of what the organization can become. C-level executives are supposed to exercise strategic leadership that sets the course for the organization. Effective leadership and management are both required in the modern workplace because to be an effective leader, one must also be an effective manager. Exhibit 10-1 presents a stereotype of the difference between leadership and management.

II. THE LEADERSHIP USE OF POWER AND AUTHORITY
Power is the ability to get others to do things and to control resources. Authority is the formal right to accomplish the same ends.

A. Types of Power
Leaders use different types of power to influence others, and team members have their sources of power. (1) Legitimate power is the authentic right of the leader to make certain requests. (2) Reward power is the leader?s control over valuable rewards. (3) Coercive power is the leader?s control over punishments. (4) Expert power is the leader?s job-related knowledge as perceived by subordinates. (5) Referent power is based on the loyalty of group members and the desire to please the leader. (6) Subordinate power is any type of power that employees can exert upward.

Despite some constraints on leadership power, a small number of executives abuse power such as using company funds for private use, such as having the company pay for home renovations.

B. Influence Tactics
In addition to using the sources of power just mentioned, leaders use specific influence tactics as follows: leading by example, leading by values, assertiveness, rationality (appeal to reason), ingratiation, exchange, coalition formation, and joking and kidding. A coalition is a specific arrangement of parties working together to combine their power, thus exerting influence on another individual or group.

Leaders typically choose an influence tactic that fits the demands of the situation. For
example, rationality might work best in a fast-paced team setting such as a meeting to
discuss a product introduction.

C. Employee Empowerment and the Exercise of Power
A current thrust in organizations is for managers to systematically share power and control with group members. Empowered employees are often better motivated stemming from a feeling of being in charge. Empowerment is widely used to enhance customer service. A key component of empowerment is the leader's acceptance of the employee as a partner in decision making.

1. Self-Leadership and Empowerment For empowerment to work well, people have to exercise self-leadership, the process of influencing oneself. Intrinsically
motivating tasks facilitate empowerment. To encourage self-leadership managers
should (a) set an example of self-leadership, (b) give encouragement and instruction in self-leadership skills, and (c) reward accomplishment in self-leadership.
2. Cross-Cultural Factors and Empowerment To the extent that cultural values
support the manager sharing power with group members, the more likely empowerment will lead to higher productivity and morale. For example, one study showed that Indian workers rated their supervisor low when empowerment was high.

III. CHARACTERISTICS, TRAITS, AND BEHAVIORS OF EFFECTIVE LEADERS
Many leadership situations require similar characteristics and behaviors. Leadership
encompasses a wide variety of personal qualities and behaviors that could be relevant in a given situation.

A. Characteristics and Traits of Effective Leaders
Dozens of studies demonstrate that effective leaders differ from others in certain
aspects. The same positive attributes of a leader will often facilitate his or her effectiveness in comparable settings. Also, the traits of leaders are related closely to the degree to which they are perceived as leaders. Key traits and characteristics are listed here.
1. Drive and passion. Leaders are noted for the effort they invest in their work and the passion they have for work and work associates.
2. Power motive. Power motivation is a strong desire to control others or get them to do things on your behalf.
3. Self-confidence combined with humility. Self-confident leaders project a
positive image, and are able to make tough decisions. A dose of humility added
to self-confidence makes the leader even more influential.
4. Trustworthiness and honesty. Leadership is undermined without a leader being
trusted, and trust is regarded as one of the major leadership attributes. Leaders must also trust group members. A current trend in leadership is to use open- book management, a system by which employees are exposed to financial details of the firm.
5. Good intellectual ability, knowledge, and technical competence. Problem-solving ability and knowledge of the business are essential for leadership success in most situations. The leader?s skills of obtaining, using, and sharing useful knowledge are crucial to success in the information age.
6. Sense of humor. The effective use of humor is regarded as an important part of a leader?s job.
7. Emotional intelligence. Most effective leaders are alike in one essential way: they have a high degree of emotional intelligence, or the ability to manage ourselves and our relationships effectively. Emotional intelligence is also said to encompass traits and behaviors related to intelligence such as self-confidence, empathy, passion for the task, and visionary leadership.

B. Behaviors and Skills of Effective Leaders
Traits alone do not make for leadership effectiveness. Key behaviors and skills are
also linked to leadership effectiveness. An effective leader:
1. Is adaptable to the situation The essence of situational leadership is to adapt to the situation. Adaptability is based on insight and intuition.
2. Establishes a direction and demands high standards of performance from group members The group must be pointed in the right direction. Then, effective leaders emphasize high standards of performance, which raises productivity.
3. Is visible and maintains a social presence Being visible allows for spontaneous communication with group members, and a relaxed atmosphere to hear about problems.
4. Provides emotional support to group members Giving group members support improves morale and sometimes productivity.
5. Gives frequent feedback and accepts feedback To change the behavior of group members, it is necessary to provide them feedback. The effective leader also listens to feedback from group members, and acts on positive suggestions, much like 360-degree feedback.
6. Recovers quickly from setback, including crises The trait of resiliency allows
managers to recover quickly form setbacks. A key part of managing a crisis well
is for the leader to present a plant for dealing with the crisis, and be calm and
reassuring.

7. Plays the role of servant leader. Some effective leaders believe that their primary mission is to serve the needs of their constituents, thereby working for group members.

IV. LEADERSHIP STYLES
Leadership style is the typical pattern of behavior a leader uses to influence employees to
achieve organizational goals. Much of the balance of this chapter relates to leadership styles.

A. Participative Leadership Style
A participative leader shares decision making with group members, as favored in the
modern organization. Because of its frequent use in teams, the participative leadership
is also referred to as the team leadership style. Three subtypes are: the consultative
leader simply gathers input before making a decision; the consensus leader works
toward complete agreement; the democratic leader confers final authority on the group.

Participative leaders can be found in all types of organizations, and at all levels. The
celebrated consulting firm, McKinsey & Co. chose a participative leader to help
invigorate the firm. Participative leadership works well with people who want to share
decision making. Yet consensus and democratic leadership is time consuming and
results in many meetings.

B. Autocratic Leadership Style
Autocratic leaders retain most of the authority for themselves and make most
decisions unilaterally. Autocratic leadership works well in a crisis, but has lost favor in
the modern organization. Nevertheless, several visible leaders such as O?Neal at Merrill Lynch and Donald Trump of the Trump organization are autocratic.

C. Leadership Grid? Leadership Styles
Research extending over 55 years has shown that the dimensions of tasks and relationships contribute to both performance and satisfaction. The widely quoted Leadership Grid is based on different combinations of the leader?s concern for results (tasks) and people (relationships). The Grid identifies five stereotypes. The developers of the Grid argue strongly for the value of sound (team) management (9, 9). Note that the version of the Grid presented in the text is from 2006.

D. The Situational Leadership?II
Situational leadership II (SLII) of Kenneth H. Blanchard and his colleagues
explains how to match the leadership style to the capabilities of group members on a
given task. Leaders are taught to use the leadership style that matches or responds to the needs of the situation. The major premise of SLII is that the basis for effective leadership is managing the relationship between a leader and a subordinate on a given task. Leaders adapt their behavior to the level of commitment and competence of a particular subordinate to a given task. The four combinations of commitment and competence are (a) Enthusiastic Beginner, (b) Disillusion Learner, (c) Capable but Curious Performer, and (d) Self-Reliant Achiever. Effective leadership depends on two independent behaviors: supporting and directing.

The style match up is as follows: Directing for the Enthusiastic Beginner; Coaching
for the Disillusioned Learner; Supporting for the Capable but Cautious Performer; and Delegating for the Self-Reliant Achiever.

A key point of SLII is that no one style is best: an effective leader uses all four styles depending the subordinate?s developmental level on a given task. The situational model makes sense in that competent people require less direction than do the less competent. But, in reality, leadership situations are less clear-cut that the four quadrants suggest. Also, the prescriptions for leadership will work only some of the time.

E. The Entrepreneurial Leadership Style
Entrepreneurial leaders tend to be task-oriented and charismatic, and their style is linked to personal characteristics, including the following: (1) a strong achievement drive, (2) high enthusiasm, creativity, and visionary perspective, and (3) uncomfortable with hierarchy and bureaucracy.

A general comment about leadership styles is the importance of adaptability to the
situation. A study of 3,900 executives found that leaders who achieve the best results do not stick with one leadership style. The effective executive selects the best style to fit a given situation.

V. TRANSFORMATIONAL AND CHARISMATIC LEADERSHIP
A transformational leader helps organizations and people make positive changes in the way they do things. Transformational leadership combines charisma, inspirational leadership, and intellectual stimulation.

A. How Transformations Take Place
Transformations are accomplished in one or more of three ways: (1) raising consciousness levels about the importance of rewards and how to achieve them, (2) getting people to transcend their self-interest, and (3) raising people beyond a focus on minor satisfaction to a quest for self-fulfillment. During the downturn in high-technology firms several years back, many leaders of these firms attempted to become transformational leaders.

B. Charismatic Leadership
Charisma is the ability to influence others based on personal charm, magnetism,
inspiration, and emotion. A charismatic leader (1) has vision, (2) has a masterful communication style, (3) inspires trust, (4) energy and action orientation, and (5) inspiring leadership. Charisma may be related to personality factors, but often the leader is perceived as charismatic because he or she has attained outstanding performance.

C. Developing Charisma
Managers can improve their chances of being perceived as charismatic by engaging in favorable interactions with group members, using a variety of techniques. Among them are to use visioning, make frequent use of metaphors, make others feel capable, smile frequently, make others feel important, and multiply the effectiveness of their handshake.
David Brandon, the CEO of Domino?s Pizza, provides a good example of a
transformational and charismatic leader.

D. The Downside of Charismatic Leadership
Some charismatic leaders are unethical and lead their organizations toward illegal and immoral ends. People are willing to follow the charismatic leader down a quasi-legal path because of his or her charisma. Some charismatic business leaders become so caught up in receiving publicity and mingling with politicians, they neglect the operations of the business. Because of this, lower-key executives are more in style than previously.

VI. THE LEADER AS A MENTOR AND COACH
Another vital part of leadership is being a mentor, a more experienced person who develops a prot?g?'s ability through tutoring, coaching, guidance, and emotional support. Coaching deals with helping others improve performance, is described in Chapter 16. A mentor can be an immediate manager, a staff professional, a co-worker, or someone in another company or industry. Helping the prot?g? solve problems is an important part of mentoring. Mentoring can be an informal relationship, or a formal relationship assigned by the company. A recently popular approach to mentoring is shadowing, or directly observing the work activities of the mentor by following him or her around for a stated period of time.

VII. LEADERSHIP SKILLS
Leadership involves personal qualities, behaviors, and skills (a present capability). Many of these skills have been mentioned throughout the book. Additional skills include sizing up situations so as to use the best leadership approach, exerting influence, motivating team members, and developing an inspiring mission statement.

Excerpt From Essay:

Title: work and management theory

Total Pages: 5 Words: 1415 Sources: 5 Citation Style: MLA Document Type: Research Paper

Essay Instructions: The book used is ORGB 3, Student Edition (with CourseMate and Transitions 2.0 Printed Access Card), 3rd Edition
- Let me know if you need access to it, I can set that up
- I have provided chapter 17
- Site the book and any other sources used (you dont need 5 sources but it could help)
- Try to focus on the company JPMorgan


1. Compare House’s path-goal theory of leadership with the situational leadership model. Provide example or application of the two theories using your work situation (try to relate it to the financial industry or JPMorgan for example). How will you describe the leadership style used by your boss/the CEO/other high level personnel in your organization (Make up leader and answer question)? Would you characterize him or her as an effective leader? Why? (20 PTS) ??" Minimum 1.5 pg


2. Causes of conflict can be found in characteristics of the organization and personal characteristics of those in the conflict. What personal and organizational factors are similar? Provide examples using your organization or a company you are most familiar with (Uses JPMorgan). (10 PTS) ??" Minimum 1 page


3. Read Chapter 17 on Career Management and answer the following questions:
• What aspects of the New versus Old Career Paradigms can you relate to your work place or any organization you are most familiar with.
• Based on Holland’s Typology, which occupational typology match your personality as per your MBTI (Myers Briggs)
• Identify factors that contribute to a successful career. How can you relate these factors to success in your own career stage and your manager’s or supervisor’s career stage. (20 Pts) - Minimum 1.5 pg

4. Briefly describe your job duties and responsibilities. Identify the core job dimensions of the Job Characteristics Model. Describe how each of the core job dimensions is present in your job. If your job is lacking in any of the core job dimensions, what do you need to do to your job to have or possess all the core job dimensions? (15 Pts) ??" Minimum 1 pg

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