Category: Leadership

Introduction

The latest report published by the U.S. Department of Commerce indicated that more children had higher chances of falling into the juvenile justice system (Kratcoski 18). The United States is expected to have over 80 million children before the year 2020 (Ramirez 4). As well, statistics show that over 1.5 million American youths are arrested annually. Most of these youths are usually below the age of 18 (Kratcoski 27). They engage in different criminal activities such as drug trafficking, loitering, human abuse, and murder (Ramirez 6). Government estimates indicate that around 700,000 youths have joined different organized crime and street gangs (Kratcoski 41). Effective leadership in the Department of Juvenile Justice is therefore critical towards dealing with this problem.

Leadership within the Department of Juvenile Justice

The role of the Department of Juvenile Justice is to use appropriate approaches that have the potential to support the needs of every child. The department focuses on the best sanctions and services that can deal with the issue of juvenile delinquency (Kratcoski 93). The department has been working hard to meet the changing needs of every child at risk of engaging in various criminal activities. The department also seeks to support every delinquent youth in the country. The targeted youths are usually given new opportunities to lead better lives.

The individuals and leaders at the department should embrace the power of leadership to achieve the targeted goals. One of the practices of commendable leadership is enabling others to act (Cronkhite 41). The leaders in such departments should possess the relevant traits and competencies in an attempt to achieve the targeted goals. The complexity of the issues surrounding the area of juvenile justice calls for appropriate leadership (Cronkhite 42). The move can make it easier for the targeted followers to focus on the changing needs of different juveniles and their communities.

Enabling Others to Act

Confident and charismatic leaders should be aware of the targeted organizational objectives. They should use their competencies to enable others to act (Kratcoski 38). This behavior is one of the best practices towards having a successful institution. The leader in a juvenile justice institution should be aware of the weaknesses and strengths of his or her followers. With this knowledge, the leader will empower the subordinates to become more confident, take control of their goals, and be part of the targeted goals.

Within the Department of Juvenile Justice, leadership should be implemented in such a way that it controls and directs others (Kouzes and Posner 37). This means that the leader will promote a critical behavior known as enabling. The leadership approach should be implemented in such a way that it enables the followers to promote the anticipated goals. Leaders should inform the workers about the targeted results. This knowledge will ensure such followers are aware of their capabilities and strengths that can produce such results. Individuals who have the potential to promote new practices and goals should be empowered throughout the leadership process.

The concept of autonomy emerges when leaders embrace the power of enabling (Cronkhite 42). The targeted workers feel free to promote the best practices. They also work hard without any form of supervision. They feel empowered and understand the best practices that can deliver the targeted goals. This leadership behavior empowers more individuals thus promoting the performance of the targeted organization. The subordinates know when to call on their leader to address various roadblocks or offer adequate resources (Kratcoski 25).

The other advantage of enabling is that it promotes new organizational processes (Kratcoski 19). For instance, the leader becomes the best link between the workers and the targeted clients. The leader encourages his or her followers in the department to work hard to address the needs of more families and communities. The leadership process also considers the best resources that can be used to improve the level of youth and family engagement (Kouzes and Posner 98). The ultimate goal of the Department of Juvenile Justice is to distribute resources equally thus addressing the needs of every child.

Fostering Collaboration and Strengthening Others

The concept of enabling others to act is critical in every leadership process (Abu-Tineh, Khaswneh, and Omary 268). Leaders must ensure those below them become independent thus promoting the best results. This concept encourages leaders to improve the level of collaboration. Kratcoski believes that collaboration is one of the most powerful attributes of effective leadership (62). The attribute makes it easier for different workers to collaborate, share ideas, mentor one another, make positive decisions, and address the problems affecting their organizations (Harris 17). As well, collaboration is a powerful practice that results in teamwork. A leader should use this knowledge to produce spirited teams. Within the Department of Juvenile Justice, spirited teams can address the needs of more delinquents (Abu-Tineh et al. 270).

Leaders should use the concept to involve their followers. Throughout the leadership process, the supervisor must ensure there is mutual respect among the workers. Respect is therefore critical towards promoting positive relations within an organization. The practice will also promote new aspects such as teamwork, coordination, sharing, and togetherness (Harris 27). Leaders should ensure every follower or worker is aware of the targeted outcomes (Ramirez 6). This approach will make it easier for the workers to be aware of the changing needs of the targeted juveniles.

Effective leadership characterized by enabling will eventually create an atmosphere of human dignity, hope, and trust. This atmosphere will ensure the workers are ready to strengthen one another. New practices such as decision-making, problem-solving, teamwork, and critical thinking will emerge thus delivering positive results (Harris 29). Ramirez argues that effective leaders are the ones who promote a sense of dignity in their respective working environments (6). Every individual in the targeted department should feel powerful, encouraged, and empowered. They should also feel enabled to act diligently and promote the targeted outcomes. This argument explains why leaders should possess the necessary competencies and attributes to enable their followers. Such attributes will ensure more juveniles achieve their goals in life.

Conclusion

Effective leadership is relevant towards promoting juvenile justice system reforms in different communities (Ramirez 6). The stakeholders involved in the juvenile justice process should be empowered and enabled through effective leadership. Leaders in the Department of Juvenile Justice should enable others to support more youths in American society. The above discussion shows clearly that positive leadership will encourage more underage youths to stop offending and reoffending. The enabled followers will also use their prowess to ensure more children go on to have successful and productive lives (Harris 18).

Works Cited

Abu-Tineh, Abdullah, Samer Khaswneh and Aieman Omary. Kouzes and Posners Transformational Leadership Model in Practice: The Case of Jordanian Schools. Journal of Leadership Education 7.3 (2009): 265-283. Print.

Cronkhite, Clyde. Criminal Justice Administration: Strategies for the 21st Century. Burlington, MA: Jones & Bartlett Learning, 2008. Print.

Harris, Linda. Making the Juvenile Justice: Workforce System Connection for Re-Entering Young Offenders. Center for Law and Social Policy 1.1 (2006): 1-68. Print.

Kouzes, James and Barry Posner. The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations. New York, NY: Jossey-Bass, 2012. Print.

Kratcoski, Peter. Juvenile Justice Administration. Boca Raton, FL: CRC Press, 2012. Print.

Ramirez, Florencio. Juvenile Delinquency: Current Issues, Best Practices, and Promising Approaches. GPSOLO 1.1 (2008): 1-13. Print.

Abstract

Managers in correctional facilities should be aware of different leadership styles to support the needs of their followers. This essay gives a detailed analysis of different leadership approaches. The essay explains how such theories can address various problems faced in different correctional facilities.

Introduction

The targeted close-security prison is encountering different problems that have the potential to affect the welfare of many stakeholders. The majority of the inmates are complaining about the food available to them. Sometimes the food is not properly cooked. Some inmates with dietary restrictions are unable to cope well with the kitchen staff. Effective leadership styles such as democratic, authoritarian, and laissez-faire can be used to address these organizational issues.

Management Styles

Authoritarian style

An authoritarian leader can analyze the grievances presented by the inmates and make accurate inferences to transform the situation (Mayrowetz, 2008). The leader will identify the loopholes and outline various practices that can deal with the presented complaints. The subordinates, correctional officers, and members of the kitchen staff will receive specific directives to ensure the complaints of the prisoners are addressed in a professional manner (Day, Gronn, & Salas, 2004). The leader should also ensure the subordinates monitor the behaviors of the targeted prisoners.

Democratic style

The democratic leader will begin by collaborating with the inmates to identify the root cause of every problem. The subordinates and cooks will also be included in the decision-making process. The main focus will be to examine the potential causes of the issues affecting the prison. A cooperative approach will be used to produce positive decisions that can address the problem (Fitzgerald, 2009). The ultimate goal will be to ensure every person is satisfied with the targeted outcomes.

Laissez-faire style

The warden can use this leadership style to deal with the challenges affecting the institution. By so doing, more individuals will be encouraged to share their concerns. The subordinates, inmates, and cooks will be encouraged to come up with a workable solution (Sheard & Kakabadse, 2004). However, this leadership style might fail to deliver meaningful results (Chaudhry & Javed, 2012).

Organization and Management of Correctional Institutions

Correctional institutions should be organized and managed properly to achieve their objectives. The institutions call for effective correctional leadership whereby the targeted prisoners are supported to become better persons (Clear, Cole, & Reisig, 2006). The management structure is characterized by a facility leader. Some Departmental Directors focus on the needs of their prisoners and subordinates. Both federal and state have wardens who work hard to deliver the best results. Federal correctional institutions have similar managerial structures. The organizational structure includes the director, correctional facilities administration, budget and operations administration, and field operations administration (Stojkovic, 2010, p. 1482).

Contemporary Issues in Corrections

Several issues are encountered in corrections. One of the problems affecting different facilities is overcrowding. The US has over 2.3 million prisoners (Clear et al., 2006). Gang activity and lack of appropriate healthcare are critical issues in the sector. Cases of racism, violence and assault are common in American prisons. These issues explain why many experts believe that the countrys prison system is ineffective (Clear et al., 2006).

Conclusion

The complexities and issues associated with prisons tend to dictate the most preferable leadership approach. Correctional leaders should always be aware of the anticipated goals. They should also analyze the competencies of the targeted members (Stojkovic, 2010). Such aspects will encourage the leader to identify the best style for producing positive results.

Reference List

Chaudhry, A., & Javed, H. (2012). Impact of Transactional and Laissez Faire Leadership Style on Motivation. International Journal of Business and Social Science, 3(7), 258-264.

Clear, R., Cole, F., & Reisig, D. (2006). American Corrections. Belmont, CA: Wadsworth.

Day, D., Gronn, P., & Salas, E. (2004). Leadership Capacity in Teams. The Leadership Quarterly, 15(6), 857-880.

Fitzgerald, T. (2009). The Tyranny of Bureaucracy: Continuing Challenges of Leading and Managing. Educational management administration and Leadership, 37(1), 51-65.

Mayrowetz, D. (2008). Making Sense of Distributed Leadership: Exploring the Multiple Usages of the Concept in the Field. Educational Administration Quarterly, 44(3), 424-435.

Sheard, G., & Kakabadse, A. (2004). A Process Perspective on Leadership and Team Development. Journal of Management Development, 23(1), 7-106.

Stojkovic, S. (2010). Prison Oversight and Prison Leadership. Pace Law Review, 30(5), 1476-1489.

While any sphere needs competent and effective leaders, the criminal justice system is notable for its specific requirements as chiefs are responsible for making decisions that will affect all populations. They not only have to solve numerous problems but also do their best to improve the system and change the current situation for the better. As a result, choosing a proper leadership style becomes important. This paper examines two letters from Mayor D.L. Plusquellic and Chief of Police J. Nice that are connected with public opinion and the assistance request.

In these letters, the cooperation with the FBI is considered to be a potentially effective solution, and both leaders draw attention to this fact asking to change the federal governments policy (Akron Policy Change Request 1). In this example, the leadership style of Akrons Mayor and Police Chief is discussed and criticized.

Leadership Styles

First and foremost, one should understand the contents of the term leadership style. Although much work has been done in this sphere and different approaches have been developed and represented in academic sources, there is no unanimous agreement. According to the Lewins framework, one of the most wide-spread classifications, there are democratic, autocratic, and Laissez-faire leadership styles (Harvey 91).

Another conception is transformational leadership. The choice of this type seems advantageous. This preference is explained by the situation in which the mayor and police chief act. As has been mentioned above, both of them are concerned with the recent shooting accidents. Thus, they seek for collaboration with the FBI and want to implement a considerable change that is likely to affect the whole population and organization and transform the existing order to achieve this goal. In this respect, it is necessary to scrutinize what the transformational leadership model implicates in general and within the criminal justice system.

Transformational leadership has been the object of interest in recent years. A large body of literature pertaining to this type of leadership in different professional spheres exists. Researchers state that this approach emerged as the most significant and influential framework for the present-day leaders (Cleavenger and Munyon 352). It is emphasized that charismatic and inspirational leadership, intellectual stimulation, and individualized consideration are integrated (Wrench and Punyanunt-Carter 300).

Charisma, in the modern sense of this term, implies the star quality (Roe 126). To put it bluntly, a charismatic leader shows the power to be regarded as an exceptional individual by other people. The set of qualities that characterizes a leader includes the traits and abilities associated with power and dominance. Then, in terms of intellectual stimulation, a good leader encourages employees to be creative and open to innovations. Critical thinking skills play a significant role: the values and traditions of an organization are not to be blindly accepted, on the contrary, transformational leaders foster challenging the present regime and finding new opportunities to enhance the performance.

As for the individualized consideration, an ideal leader helps each person unlock their potential and apply their knowledge and skills in the best possible way. If necessary, a leader should set examples and give tasks on the one-to-one basis to followers to help alter their motivations, aims, and responsibilities as well as to satisfy the current needs of a company (Wrench and Punyanunt-Carter 303). Apart from these characteristics, the recent research promotes trust as the significant factor due to which one can mediate the outcomes of the transformational leadership on staff performance, particularly in teamwork (Chou et al. par. 4).

It means that proper transformational leadership is impossible without every persons confidence in their leader provided that this trust is cognitive-based. The high level of trust is beneficial since the team and organizational efficiency increases.

Mayor D.L. Plusquellics Leadership

In the context of the transformational leadership, it is possible to analyze the approach adopted by D.L. Plusquellic, the mayor of Akron. Judging by his letter, one may assume that he is a perfect example of a transformational leader within the criminal justice system because he addresses the components of this leadership style discussed in the previous section.

Apparently, it is quite difficult to educe direct information concerning the mayors charisma. However, a few facts give some ground to consider him a charismatic person. He states that he personally asked the FBI to take over cases where shooting happened (Akron Policy Change Request 1). As he prefers face-to-face communication to solve a very important problem, he is an accomplished communicator with a great probability. Another fact is that, despite many obstacles, he managed to get outside prosecutors to volunteer to take over the investigation (Akron Policy Change Request 1). Thus, Mr. Plusquellic can persuade people, and his charisma is probably one of his key instruments.

While the inspiration leadership qualities cannot be traced in this letter, intellectual stimulation is one of the strongest points. The mayor thoroughly describes the experience of the past and offers substantial evidence to support his opinion. Further, individualized consideration manifests itself in Mr. Plusquellics attention to sensitive police incidents, such as shooting because each specific case requires the individual approach. Finally, trust becomes the final goal for the mayor since he conveys the idea that the society seeks for justice and does not fully believe the police throughout his letter.

Chief of Police Nices Leadership

The same model of transformational leadership is relevant to Mr. Nices activities. However, the balance among the main components is different. Charisma is more evident in this letter: he draws attention to the collaboration with the FBI and connects this issue with his opinion. He acts accurately and politely and underlines that he does not want to question the authority of the FBI superiors. Thus, the combination of respect and stating ones purpose is to be advantageous.

As for the inspirational component, it is intertwined with the intellectual stimulation addressed to the authorities. On the one hand, Mr. Nice inspires the addressee suggesting new programs and measures, for instance, setting up a pilot program that would be a work in progress, experimenting with the processes in order to develop a working model for other large cities (Akron Policy Change Request 2). On the other hand, the same statement refers to the intellectual stimulation. The chief suggests his idea and appeals to the reasoning power.

Finally, individualized consideration is also present in Mr. Nices letter. He considers the staff members experience and attitudes and wants the departments to find common ground. He also cares about the confidence in the community.

Conclusion

To sum up, both Mayor D.L. Plusquellic and Chief of Police J. Nice of Akron have the transformational leadership style. Their letters demonstrate that they use similar components of the style: charismatic and inspirational leadership, intellectual stimulation, and individualized consideration. However, there are slight correlational differences in the way they implement them since the mayor addresses intellectual issues to a greater extent while the Chief of Police is more charismatic.

Works Cited

Akron Policy Change Request. 2014. Web.

Chou, Huey-Wen, Yu-Hsun Lin, Hsiu-Hua Chang, and Wen-Wei Chuang. Transformational Leadership and Team Performance. SAGE Open 3.3 (2013): 1-10. Sage Journals. Web.

Cleavenger, Dean J., and Timothy P. Munyon. Its How You Frame It: Transformational Leadership and the Meaning of Work. Business Horizons 56.3 (2013): 351-360. Print.

Harvey, Michael. Interactional Leadership and How to Coach It: The Art of the Choice-Focused Leader. New York: Routledge, 2014. Print.

Roe, Kevin. Leadership:Practice and Perspectives. New York: OUP Oxford, 2014. Print.

Wrench, Jason S., and Narissra Punyanunt-Carter. An Introduction to Organizational Communication. Washington, DC: Flat World Knowledge, Inc., 2015. Print.

Why did you choose this person?

Although Johnnie Cochran is primarily known for his defense argument in favor of O. J. Simpson, there is a lot more to his character as a leader in the U.S. justice system than the famous If it doesnt fit you must acquit (Renny, Tomasevich, Tallmadge, & Collum, 2014) statement. Despite the controversy surrounding O. J. Simpsons murder trial, one still has to give credit to Cochrans charisma and leadership skills. Herein lies the reason for choosing him as the leading figure to discuss. His skills in leading the team to victory were beyond impressive, and the power of his arguments, which were simple yet strong, was worth viewing as an example.

One must admit that, as a public figure, Cochran can be deemed as fairly dubious. Apart from the O. J., trial, the recent allegations of his ex-wife regarding his violent behavior and the incidents of domestic violence are rather off-putting. However, the identified issues make the public character that Cochran built of himself all the more interesting and, therefore, worth discussing (Spargo, 2016). While claiming that he is worth making a complete example of for the members of the modern justice system would be quite a stretch, there are a few elements in his leadership worth noting.

Why do you think he or she is a leader?

As stressed above, there is an air of controversy around the leader in question. Apart from the infamous O. J. trial, the statements recently made about his family life raise some questions about the reasonability of viewing Cochran as an impeccable leader, However, the power of persuasion that his arguments had, as well as his ability to motivate a team of lawyers and encourage them to put their best effort into a particular case, is worth paying closer attention to.

As stressed above, the strategy that Cochran used in the courtroom could hardly be deemed as overly complicated  quite on the contrary, most of his statements were direct and aimed at conveying a simple and clear message. However, the effect that his speeches had on the audience, and the influence that his leadership had on the team members were stunning.

Furthermore, the cooperation among the members of Cochrans team showed a stellar example of a well-functioning communication system. The speed of retrieving the necessary data, processing it, and transferring it so that all participants could be aware of the relevant details and, therefore, could proceed to work on the case, was admittedly impressive. Therefore, as a team leader, Cochran was ingenious, since he managed to organize all available resources, including the human ones, so that the process of the case analysis could remain continuous, and that every new piece of information could be arranged accordingly.

What is the leadership style of this leader?

Considering the leadership style of Cochran, one may assume that he developed rather distinct characteristics of a charismatic leader. Although his influence on the team members was huge, it would be quite a stretch to claim that it was a game-changer in the history of the criminal justice system. Therefore, there are practically no traces of a transformational leadership style, which is currently considered the most appropriate tool for leading a team (Boehm, Dwertmann, & Bruch, 2014). Nevertheless, as a leader, Cochran managed to create a memorable and unique leadership style that will be remembered for quite long.

References

Boehm, S. A., Dwertmann, D. J. G., & Bruch, H. (2014). The missing link? Investigating organizational identity strength and transformational leadership climate as mechanisms that connect CEO charisma with firm performance. The Leadership Quarterly, 26(2), 156-171. Web.

Renny, J. A., Tomasevich, S. H., Tallmadge, E. L., & Collum, D. B. (2014). Method of continuous variations: applications of job plots to the study of molecular associations in organometallic chemistry. Angewandte Chemie International Edition, 52(46), 119998-12012. Web.

Spargo, C. P. (2016). The Johnnie Cochran domestic abuse claims: How first wife of OJ Simpsons star lawyer alleged he beat her and was essentially a bigamist. Daily Mail. Web.

One of the greatest leaders of the 20^th century is General Schwarzkopf. His leadership style is an intriguing subject matter, because he was able to accomplish something that has never been done in the history of military warfare.

Schwarzkopf spearheaded a coalition of military forces composed of military personnel, and military equipment that came from different parts of the world. He was tasked to command an alliance comprised of generals and military officers from different parts of the globe.

It was a tremendous challenge to manage their egos, and to inspire them to give their best. He succeeded in persuading military leaders from different cultural backgrounds to work together. At the same time, he orchestrated a military campaign that resulted in few casualties.

In addition, he was able to accomplish major goals in a few months. He defeated Saddam Hussein in less than 4 months (Schwarzkopf, 1993).

If one will contrast his achievements to military generals that were faced with similar challenges in World War II, the Korean War, and the Vietnam War, it is safe to say that General Schwarzkopfs accomplishments are almost unequaled. Thus, I have decided to use his leadership style as a basis to improve my own.

I was able to develop a sketch of Schwarzkopfs leadership style by gleaning insights from his autobiographical book. I decided to use the book because of personal anecdotes, and other important information regarding Schwarzkopf. In addition, the book is also a critical source of relevant information.

It was published a few years after Schwarzkopfs successful management of Operation Dessert Storm. This historical event was a famous military operation that liberated Kuwait from invading Iraqi armed forces under the command of Saddam Hussein.

Leadership Style

His leadership style is a combination of Dominance-Style and Interactive-Style of leadership. There was a trace of the dominance style of leadership when Schwarzkopf compelled his subordinates, and fellow military officers to accomplish a specific goal.

On the other hand, there was also a trace of the interactive style of leadership in his repertoire, because of his capability to work with others.

His leadership style was characterized by humility. He was willing to work with others. He was willing to make them feel part of the winning team. Thus, he did not take all the credit for the overwhelming success of Operation Desert Storm. His leadership style was also characterized by adaptability.

He was willing to adjust to the requirements of the mission. In other words, he was willing to work even if the circumstances surrounding him were far from perfect.

Finally, Schwarzkopfs leadership style was defined by cultural sensitivity. He realized that he had to be sensitive to the cultural background of the leaders that he had to work with.

His complex leadership style was derived from adopting skills that were under the Dominance-Style and Interactive-Style of leadership. His effective leadership style was largely the byproduct of his upbringing and experiences. Schwarzkopf was born into a middle class family, and he lived in an affluent neighborhood.

However, Schwarzkopf was not a spoiled brat. When he was a young boy, he was affected by the impact of the Second World War on American families. As a result, his family was able to experience economic hardships. At the same time, Schwarzkopfs mother was dealing with alcoholism.

Lifes problems gave Schwarzkopf the ability to understand the frailty of human nature. As a result, the multi-awarded general was able to develop a profound sense of empathy that endeared him to his subordinates.

I am fascinated to learn more about Schwarzkopfs leadership style. I believe that his experience and insights can help me improve my leadership capabilities. If I can learn how to be more interactive, and more adventurous as Schwarzkopf, then, I believe that I can become a better leader.

Before going any further it is important to point out that based on the Disk Self-Assessment, I have the Cautious-Style of leadership. I like this particular leadership style because it means that I am analytical, systematic, and persistent. It also means that I love solving problems. Those who belong to this category are task-oriented leaders.

I also scored high in the sub-category labeled as The Perfecter. In this particular category, leaders have the tendency to pay attention to process and details. Leaders under this category are thorough and dependable.

Although you can depend on me to accomplish goals and follow-up on issues that needs resolution in the shortest possible time, I struggle when it comes to in-depth involvement with people. It is important for me to learn how to be genuinely open to people that have a different opinion or a different approach on how to solve a specific problem.

I realized that my current capabilities are good enough to solve simple problems. However, when it comes to more complicated goals or objectives, it is imperative to develop the skill on how to work with other people. This is the reason why I greatly admire General Schwarzkopf.

He did not only work with people that have a different approach to completing a shared task. He worked with people that spoke a different language. He worked with people that may be offended by things that we find ordinary or inconsequential.

He did not only collaborated with them; he even inspired them to accomplish difficult tasks. I want to adopt certain aspects of his leadership style, especially the part that enables him to persuade people to set aside their differences in order to work as a team.

My strategy for improvement is to continually learn from leaders like General Schwarzkopf. I will look for leaders that were able to blend the Dominance-Style and Interactive-Style of leadership. I will study how to communicate with other people.

I will try to find out how to develop the skill to initiate a consensual and collaborative type of working process (Daft, 2014). I want to understand how to influence people through relationships, rather than through position power and authority.

I want to learn how to share ideas and maintain two-way communication (Lewis, 2007). I believe that this is the only way to empower people, and encourage them to develop their skills even more.

Reference

Daft, R. (2014). The leadership experience. CA: Cengage Learning.

Lewis, P. (2007). Management: Challenges for tomorrows leaders. OH: Thomson Higher Learning.

Schwarzkopf, N. (1993). It doesnt take a hero: The autobiography of General Norman Schwarzkopf. New York: Bantam Books.

One of the greatest leaders of the 20^th century is General Schwarzkopf. His leadership style is an intriguing subject matter, because he was able to accomplish something that has never been done in the history of military warfare.

Schwarzkopf spearheaded a coalition of military forces composed of military personnel, and military equipment that came from different parts of the world. He was tasked to command an alliance comprised of generals and military officers from different parts of the globe.

It was a tremendous challenge to manage their egos, and to inspire them to give their best. He succeeded in persuading military leaders from different cultural backgrounds to work together. At the same time, he orchestrated a military campaign that resulted in few casualties.

In addition, he was able to accomplish major goals in a few months. He defeated Saddam Hussein in less than 4 months (Schwarzkopf, 1993).

If one will contrast his achievements to military generals that were faced with similar challenges in World War II, the Korean War, and the Vietnam War, it is safe to say that General Schwarzkopfs accomplishments are almost unequaled. Thus, I have decided to use his leadership style as a basis to improve my own.

I was able to develop a sketch of Schwarzkopfs leadership style by gleaning insights from his autobiographical book. I decided to use the book because of personal anecdotes, and other important information regarding Schwarzkopf. In addition, the book is also a critical source of relevant information.

It was published a few years after Schwarzkopfs successful management of Operation Dessert Storm. This historical event was a famous military operation that liberated Kuwait from invading Iraqi armed forces under the command of Saddam Hussein.

Leadership Style

His leadership style is a combination of Dominance-Style and Interactive-Style of leadership. There was a trace of the dominance style of leadership when Schwarzkopf compelled his subordinates, and fellow military officers to accomplish a specific goal.

On the other hand, there was also a trace of the interactive style of leadership in his repertoire, because of his capability to work with others.

His leadership style was characterized by humility. He was willing to work with others. He was willing to make them feel part of the winning team. Thus, he did not take all the credit for the overwhelming success of Operation Desert Storm. His leadership style was also characterized by adaptability.

He was willing to adjust to the requirements of the mission. In other words, he was willing to work even if the circumstances surrounding him were far from perfect.

Finally, Schwarzkopfs leadership style was defined by cultural sensitivity. He realized that he had to be sensitive to the cultural background of the leaders that he had to work with.

His complex leadership style was derived from adopting skills that were under the Dominance-Style and Interactive-Style of leadership. His effective leadership style was largely the byproduct of his upbringing and experiences. Schwarzkopf was born into a middle class family, and he lived in an affluent neighborhood.

However, Schwarzkopf was not a spoiled brat. When he was a young boy, he was affected by the impact of the Second World War on American families. As a result, his family was able to experience economic hardships. At the same time, Schwarzkopfs mother was dealing with alcoholism.

Lifes problems gave Schwarzkopf the ability to understand the frailty of human nature. As a result, the multi-awarded general was able to develop a profound sense of empathy that endeared him to his subordinates.

I am fascinated to learn more about Schwarzkopfs leadership style. I believe that his experience and insights can help me improve my leadership capabilities. If I can learn how to be more interactive, and more adventurous as Schwarzkopf, then, I believe that I can become a better leader.

Before going any further it is important to point out that based on the Disk Self-Assessment, I have the Cautious-Style of leadership. I like this particular leadership style because it means that I am analytical, systematic, and persistent. It also means that I love solving problems. Those who belong to this category are task-oriented leaders.

I also scored high in the sub-category labeled as The Perfecter. In this particular category, leaders have the tendency to pay attention to process and details. Leaders under this category are thorough and dependable.

Although you can depend on me to accomplish goals and follow-up on issues that needs resolution in the shortest possible time, I struggle when it comes to in-depth involvement with people. It is important for me to learn how to be genuinely open to people that have a different opinion or a different approach on how to solve a specific problem.

I realized that my current capabilities are good enough to solve simple problems. However, when it comes to more complicated goals or objectives, it is imperative to develop the skill on how to work with other people. This is the reason why I greatly admire General Schwarzkopf.

He did not only work with people that have a different approach to completing a shared task. He worked with people that spoke a different language. He worked with people that may be offended by things that we find ordinary or inconsequential.

He did not only collaborated with them; he even inspired them to accomplish difficult tasks. I want to adopt certain aspects of his leadership style, especially the part that enables him to persuade people to set aside their differences in order to work as a team.

My strategy for improvement is to continually learn from leaders like General Schwarzkopf. I will look for leaders that were able to blend the Dominance-Style and Interactive-Style of leadership. I will study how to communicate with other people.

I will try to find out how to develop the skill to initiate a consensual and collaborative type of working process (Daft, 2014). I want to understand how to influence people through relationships, rather than through position power and authority.

I want to learn how to share ideas and maintain two-way communication (Lewis, 2007). I believe that this is the only way to empower people, and encourage them to develop their skills even more.

Reference

Daft, R. (2014). The leadership experience. CA: Cengage Learning.

Lewis, P. (2007). Management: Challenges for tomorrows leaders. OH: Thomson Higher Learning.

Schwarzkopf, N. (1993). It doesnt take a hero: The autobiography of General Norman Schwarzkopf. New York: Bantam Books.

Introduction

The article reviews five Web sites on transformational leadership with reference to women leadership. Burns book shows how leadership structures have changed over the years. The writer highlights at fundamental breakthroughs in transformational leadership and leaders who have supported such changes across the world. The book raises global leadership challenges of the 21^st century and provides insight into how transformational leadership can address such issues (Burns, 2003).

Challenges for transformational leadership

A study by Munirat and Grace showed that women who occupied leadership position in Nigeria performed well in their roles. Consequently, the research supports the rationale behind campaigning for women in significant leadership positions (Munirat and Nzelibe, 2012). However, they noted that women faced various challenges, which hindered their leadership potentials.

These included the early educational system, industry unethical policy and government policy, lack of social support, cultural and traditional values (Munirat and Nzelibe, 2012). They recommend that women should receive government support, policies that favor women, and realistic directives. In addition, organizations should also provide support to women who aspire to hold senior positions.

Women are better leaders than men are

Benson noted that women performed well than men in similar positions of leadership according to a study in Psychological Bulletin of July 2003, Vol. 34, No. 7(Benson, 2003). However, causes of such variations were unclear. The study also showed that women had potentials to be transformational leaders than men. In addition, women registered high scores in areas regarding transactional leadership such as rewarding good performances.

The author argued that women were likely to perform well than men because they had to be good leaders in order to reach management levels. The author also noted that women preferred transformational leadership style because they made bad leaders when they used other styles of leadership.

Transformational leaders share common traits

According to an article by Integrating Women Leaders, transformational leaders and other great leaders share common characteristics (Integrating Women Leaders, 2012). These traits are useful for transforming an organization and empowering others. It argued that transformational leadership was easily adaptable. Past studies on leadership styles concentrated on personality traits of leaders. This approach has changed in recent works as studies now concentrate on core competencies.

Core competencies concentrate on behaviors and activities that leaders can manipulate and adopt. As a result, organizations have started to invest in understanding core competencies of potential leaders for the future. This article also indicates that most organizations show interests in transformational leaders. In addition, studies also demonstrate that manages and workers who use transformational leadership style achieve positive results.

Women in political leadership

The number of women taking political leadership has increased in the international arena. On this realization, Sandon argues that this tendency demonstrates that women have the same leadership abilities as men and can successfully perform as Presidents and Prime Ministers (Sandon, 2006). The article shows that such developments in leadership and choices reflect a move towards equal opportunities for all and elimination of prejudice against women.

It also reflects womens abilities to lead and rule. Sandon argues that it is time for women leaders to introduce new vision and novelty in leadership. Further, the author maintains that women leaders can provide the best and effective leadership in the political arena (Sandon, 2006).

The push for women transformational leadership agenda

In 2011, women leaders convened in Jamaica and encouraged other women to take leadership positions because studies showed that women were better at transformational leadership than men were (Jamaica Observer, 2011). Therefore, increasing the number of women in leadership would ensure gender equality and secure a good future. In addition, Dorothy Whyte claimed that women who were in organizations led their companies to profitability. As a result, it is imperative for both policymakers and business leaders to consider women for management positions.

References

Benson, E. (2003). Women shine at tapping worker potential. Web.

Burns, J. M. (2003). Transforming Leadership. New York: Atlanta Monthly Press.

Integrating Women Leaders. (2012). Transformational Leadership: Do Great Leaders Share the Same Traits? Web.

Jamaica Observer. (2011). Womens convention pushes transformational leadership agenda. Web.

Munirat, Y., and Nzelibe, G. (2012). Transformational leadership for excellent result: Challenges for women in management and executive positions in Nigeria. Web.

Sandon, A. (2006). Women and Leadership. Web.

Introduction

The article reviews five Web sites on transformational leadership with reference to women leadership. Burns book shows how leadership structures have changed over the years. The writer highlights at fundamental breakthroughs in transformational leadership and leaders who have supported such changes across the world. The book raises global leadership challenges of the 21^st century and provides insight into how transformational leadership can address such issues (Burns, 2003).

Challenges for transformational leadership

A study by Munirat and Grace showed that women who occupied leadership position in Nigeria performed well in their roles. Consequently, the research supports the rationale behind campaigning for women in significant leadership positions (Munirat and Nzelibe, 2012). However, they noted that women faced various challenges, which hindered their leadership potentials.

These included the early educational system, industry unethical policy and government policy, lack of social support, cultural and traditional values (Munirat and Nzelibe, 2012). They recommend that women should receive government support, policies that favor women, and realistic directives. In addition, organizations should also provide support to women who aspire to hold senior positions.

Women are better leaders than men are

Benson noted that women performed well than men in similar positions of leadership according to a study in Psychological Bulletin of July 2003, Vol. 34, No. 7(Benson, 2003). However, causes of such variations were unclear. The study also showed that women had potentials to be transformational leaders than men. In addition, women registered high scores in areas regarding transactional leadership such as rewarding good performances.

The author argued that women were likely to perform well than men because they had to be good leaders in order to reach management levels. The author also noted that women preferred transformational leadership style because they made bad leaders when they used other styles of leadership.

Transformational leaders share common traits

According to an article by Integrating Women Leaders, transformational leaders and other great leaders share common characteristics (Integrating Women Leaders, 2012). These traits are useful for transforming an organization and empowering others. It argued that transformational leadership was easily adaptable. Past studies on leadership styles concentrated on personality traits of leaders. This approach has changed in recent works as studies now concentrate on core competencies.

Core competencies concentrate on behaviors and activities that leaders can manipulate and adopt. As a result, organizations have started to invest in understanding core competencies of potential leaders for the future. This article also indicates that most organizations show interests in transformational leaders. In addition, studies also demonstrate that manages and workers who use transformational leadership style achieve positive results.

Women in political leadership

The number of women taking political leadership has increased in the international arena. On this realization, Sandon argues that this tendency demonstrates that women have the same leadership abilities as men and can successfully perform as Presidents and Prime Ministers (Sandon, 2006). The article shows that such developments in leadership and choices reflect a move towards equal opportunities for all and elimination of prejudice against women.

It also reflects womens abilities to lead and rule. Sandon argues that it is time for women leaders to introduce new vision and novelty in leadership. Further, the author maintains that women leaders can provide the best and effective leadership in the political arena (Sandon, 2006).

The push for women transformational leadership agenda

In 2011, women leaders convened in Jamaica and encouraged other women to take leadership positions because studies showed that women were better at transformational leadership than men were (Jamaica Observer, 2011). Therefore, increasing the number of women in leadership would ensure gender equality and secure a good future. In addition, Dorothy Whyte claimed that women who were in organizations led their companies to profitability. As a result, it is imperative for both policymakers and business leaders to consider women for management positions.

References

Benson, E. (2003). Women shine at tapping worker potential. Web.

Burns, J. M. (2003). Transforming Leadership. New York: Atlanta Monthly Press.

Integrating Women Leaders. (2012). Transformational Leadership: Do Great Leaders Share the Same Traits? Web.

Jamaica Observer. (2011). Womens convention pushes transformational leadership agenda. Web.

Munirat, Y., and Nzelibe, G. (2012). Transformational leadership for excellent result: Challenges for women in management and executive positions in Nigeria. Web.

Sandon, A. (2006). Women and Leadership. Web.

Introduction

In the context of the present-day developments, leadership appears to be a matter of numerous discussions, as it is an integral part of success in every field. There are a great number of theories in this respect, which are helpful in developing essential qualities for improving leadership skills. Therefore, the purpose of this paper is to discuss primary leadership traits and provide some examples by covering widely known and successful leaders.

Leadership Traits

Intelligence

The first trait of character, which appears to be an integral part of a range of leadership qualities, is intelligence. An administrator, manager, director, and other similar positions require a broad mind in order to produce the most efficient solutions. This aspect includes not only knowledge, but also the ability to think logically and analytically. This is definitely helpful in elaborating and most sufficient decisions rapidly (Northouse, 2020). Therefore, Picture 1 depicts a model of a human brain with countless neural connections, which refers to the variety of tasks, which should be solved by leaders.

Confidence

Another quality, which is characteristic for leaders is confidence, and, first of all, this aspect regards the perception of self. This is demonstrated in Picture 2, where a man is standing, and his shadow illustrates his image of a superhero. This image conveys the sense of confidence precisely. Individuals, who are confident in themselves, their competency, positive outcomes of their efforts, and the ability to adjust to any situation, may become real leaders. They are capable of making tough and serious decisions, reassure people, and inspire them (Northouse, 2020). This quality also contributes to establishing open communication between employees and trustful relationships without judgment (Northouse, 2020). In addition, a leader should be confident in the people, whom he or she is surrounded, in order to realize the ideas.

Charisma

Charisma is a quality, which cannot be precisely defined, and it is perceived at the level of senses. In general, it presents a combination of communication skills, the ability to reassure someone, and special charm, which is influential on others. Charismatic people are capable of establishing a deep connection with numerous people, and this quality is especially helpful during the period of crisis and some delays in development (Northouse, 2020). Thus, charismatic leaders provide inspiration for employees, contribute to the establishment of camaraderie, and stick to understanding within a collective (Northouse, 2020). Picture 3 conveys the relaxed communication between workers in a cafe, who are laughing, discussing working issues, and enjoying a coffee break. It demonstrates the friendly atmosphere, which is highly likely to be established by their leader.

Determination

Another primary trait of character for being a successful leader is determination. In case an individual does not have perseverance, all the ideas and suggestions will not be realized. Occasionally, while performing a project, people encounter serious hardships and ordeals. In case the leader is not determined to achieve the aim, all the member will quit their responsibilities (Northouse, 2020). Therefore, perseverance includes enthusiasm, a proactive approach, motivation, and a desire to finish the project despite all the problems (Northouse, 2020). Picture 4 shows the symbol of determination, which is a gold medal. High results are impossible without considerable efforts on a regular basis.

Sociability

The necessity to acquire communication skills at a decent level has been mentioned above, though it may be separated not only as an integral part of charisma, but also as an independent quality. The importance of sociability cannot be underestimated in terms of leadership, as it is closely connected with various peoples interactions (Northouse, 2020). Consequently, the leader is required to find an approach to every individual and be understanding and diplomatic or persistent and strict, depending on the situation (Northouse, 2020). This is illustrated in Picture 5, where people are socializing in a relaxed atmosphere, discussing working issues, and enjoying time together.

Integrity

In the context of leadership, integrity implies honesty and trustworthiness. It is crucial that the actions of the leader match his or her word. In addition, this quality involves the ability to admit personal mistakes instead of blaming staff members (Northouse, 2020). In general, this trait regards the necessity to follow a particular policy of the company and promote its primary values. In Picture 6, employees follow the leader, and a huge finger shows their path. Like this finger, integrity appears to be the orient for the entire company.

Leadership Traits in Practice

George Washington

One of the prominent leaders in the history of humanity is George Washington, who is illustrated in a portly pose. His position in the picture, namely, he is painted in the center, and his figure is higher than other people, and his glance in the distance, where the endless ocean is demonstrated, highlight his qualities. It should also be noted that everyone around him is engaged in their activity. The uniqueness of Washingtons character includes conviction, exemplary character, adherence to faith and own his words, high expectations of himself and people around him, and others, which made him a significant personality.

Winston Churchill

The name of Winston Churchill is known and respected worldwide. Picture 8 present his photograph, where he is followed by a group of military officers. Churchill is wearing a military uniform, and he has numerous orders and decorations on his chest, highlighting his achievements. His personality obtains a great amount of respect during the years of World War II. According to the article Churchill: Leader and Statesman (n. d.), he tirelessly travelled to military positions and installations, conducting inspections, boosting morale, and supporting commanders (para. 25). The stateman managed to encourage millions of people due to his charism and wisdom.

Mother Teresa

The portrait of another charismatic leader, Mother Teresa, is demonstrated in Picture 9. It depicts numerous civil servants, who are looking at her portrait. In Mother Teresa a true servant-leader: The Statesman columnist, it is stated: among Mother Teresas great strengths was her relentless focus on the core mission of her organization  helping the poorest of the poor (n. d., para. 1). Her sincere willingness to help made her a prominent leader.

Bill Gates

One of the most famous leaders of the modern world is Bill Gates. His portrait is presented in Picture 10, where he is depicted smiling, relaxed, positive, and confident. He is broadly respected for this ability to establish a successful business, which is useful for numerous people. Bill Gates promotes flexibility and priority to employees, encourages a relaxed atmosphere, and has a special connection with his staff members.

Oprah Winfrey

Oprah Winfrey is a modern female leader, which is respected for creating her career path by herself. She is shown in Picture 11, where she is smiling widely, and her eyes look very happy and confident in the future. According to the article Oprah Winfrey  Leadership Style & Principles, she is uniquely able to inspire her team and execute her vision while maintaining mass appeal (2020, para. 3). This ability makes her a prominent leader in the modern world.

LeBron James

LeBron James is a basketball player, who gained popularity for his leadership skills and ability to work in a team successfully. He is shown in Picture 12 concentrated in a game and determined to win. Llopis (2018) marks: James style of leadership & embraces inclusion and recognizes the power of individuality because thats when possibilities for growth and transformation are unlimited (para. 20). In addition, his strategy involves trust and situation awareness, as well as patience. These qualities contribute to his worldwide success.

Conclusion

In conclusion, it should be noted that each of the widely known leaders adheres to their own theories, methods, and career paths. However, their personalities include primary leadership qualities. Their character contributed to their success to a large extent and led them to high achievements. In addition, they encouraged millions of people to do their best. Therefore, individuals covered in the paper are examples to emulate.

References

Bailey, S. T. (2019). How to cultivate determination. Success. Web.

Churchill: Leader and Statesman (n. d.) 2021, Web.

Flatley, M. (2020). What is artificial general intelligence?. Morioh. Web.

Gruessner, V. (n. d.). How to improve self confidence and 5 mistakes to avoid. Web.

Llopis, G. (2018). 4 transformational things LeBron James teaches us about leadership and teamwork. Web.

MacDonald, L. (2012). Investing and sociability. Web.

Miller, C. (2020). We need a better word for leadership. Web.

Mother Teresa a true servant-leader: The Statesman columnist (n. d.). Web.

Northouse, P. G. (2020). Introduction to Leadership (5^th edition). Sage.

Oprah Winfrey  Leadership style & principles. (2020). Web.

Schwantes, M. (2020). Bill Gates explains what separates successful leaders from everyone else in 2 words. Web.

What made George Washington such a great leader (2017). Web.

3 reasons charisma is the most impactful quality all great leaders have. (2019). Minutes. Web.

There is still no single assessment of Genghis Khans personality. Under his unlimited power, he gathered all the Mongol tribes living to this day from Altai to Argun and from the Siberian taiga to the Great Wall of China. However, being a pedantically strict adherent to the rule of law, he wanted this power to be officially recognized. In the 52^nd year of the rulers life, his long-standing dream came true: at a general tribal meeting, kurultai, he proclaimed the Divine Genghis Khan (Rossabi, 2011). Having firmly established himself on the throne, Genghis Khan created a hierarchy based on the traditional tribal life of the then-Mongolian society, distinguished by solidarity and religiosity. As a ruler, Genghis Khan was fair and wise: he founded writing and cultures origins, respected womens rights and restored the Great Silk Road.

However, asserting his dominance, the Great Conqueror sowed death everywhere: in the steppes of his native Mongolia, in the war with Northern China, and on a campaign in Central Asia. Khan adhered to his main principle: not to leave enemies behind him. There is much evidence that the Mongols walled up the townspeople alive in the city walls and built towers from them, shifting the bodies with layers of clay (Rossabi, 2011). This cruelty of Genghis Khan, apparently, came from the psychology of a warrior for whom strength was always in the foreground and, consequently, military affairs. At the same time, he did not practice cruelty for the sake of cruelty. In his orders, he often forbade the aimless beating of civilians. As a rule, the population of cities that voluntarily surrendered was spared and subjected to a moderate tribute.

Genghis Khans disagreements with his co-workers and family are mentioned only concerning his son Jochi. As a result, his third son Ogedei became the heir, but conflicts on this basis began only after his death. The Secret History of the Mongols has a more negative connotation in the description of the conquests and reign of Genghis Khan since, according to the version of detailed history, the battle of Dalan-Baljiut was won, and in secret, it was lost by the army of Genghis Khan (Rossabi, 2011). However, the reliability of both sources is still doubtful due to the high degree of propaganda from each side of that time: both the authorities of Genghis Khan and their opponents.

References

Rossabi, M. (2011). The Mongols and global history. WW Norton.