1200 words Article Review Using Gibb’s Reflective Cycle
Requirements APA STYLE
1. Brief Introduction to Gibbs’ Cycle of reflection, How it is used to review articles
2. Abstract
3. Introduction
4. Body( According to rules of Gibbs cycle) (Give personal examples and references)
a) Description
b) Feelings
c) Evaluation
d) Analysis
e) Conclusion
f) Action Plan
5. Conclusion
6. Critically analyse the article using Elements of Thoughts i.e
Purpose should be clear , Clarity is the main motive
Accuracy : Information provided should be accurate
Depth: Deeply review and criticize the article,
Logic: Entire article should be logically organised
7. References at least 8 ( References should be from peer review articles, textbooks, journals )
8. NOTE: All references MUST HAVE: authors, publication dates, and publishers. “Anonymous” authors, and sources without dates or publishers will not be accepted as valid sources and marks will be deducted.
1. Read the posted article called “Business Leadership: Three Levels of Ethical Analysis” and write an article review discussing your understanding of the model presented and how it relates to leadership.
2. Write the article as if you are the author; everywhere introduce yourself as the author eg.
The author believes…
The author criticises….. etc
3. Use the Gibbs’ Reflective Cycle to discuss concepts in the article and relate them to how you personally deal with these types of situations.
4. Provide example(s) to substantiate and analyze concepts from the Three Levels of Ethical Analysis paper.
5. Discuss how your actions relate to the three levels in the paper.
Module 02 Homework Assignment
· Use the information presented in the module folder along with your readings from the textbook to answer the following questions.
1. Describe four (4) important differences between prokaryotic and eukaryotic organisms:
· Prokaryotic cells lack a nucleus surrounded by a complex nuclear membrane and have a single circular chromosome located in a nucleoid whereas eukaryotic cells have a nucleus surrounded by a complex nuclear membrane that contains multiple, rod-shaped chromosomes.
· Prokaryotic cells are classified within the domains Archaea and Bacteria and eukaryotic cells are classified within the domain Eukarya.
· Eukaryotic cells are generally larger than prokaryotic cells.
· In eukaryotic cells, Lysosomes/peroxisomes, mitochondria, microtubules are present, whereas they are absent in prokaryotic cells.
2. Briefly describe the function of the following organelles:
a) Plasma membrane – control transport of molecules in and out of the cell.
b) Glycocalyx – allows cells to stick to surfaces, assisting in the formation of biofilms.
c) Cell wall – it covers the cell membrane, and protects the cells from changes in osmotic pressure.
d) Nucleus – controls all activities of the cell and plays a big part in reproduction and heredity.
e) Endoplasmic reticulum – serves as the fusion, folding, altera ...
This study maps the intellectual structure and research paradigms of business ethics studies between 2001-2008 using citation and co-citation analysis of publications in the top two business ethics journals. The results identify four major research themes - morality and social contract theory, ethical decision making, corporate social responsibility, and stakeholder theory. The study profiles the knowledge network in business ethics and provides insights into current research paradigms to understand how the field has evolved and potential future directions.
Running Head: FOUR FRAME MODEL
1
FOUR FRAME MODEL
2
Literature review: Four Frame Model
Name
College
Course
Tutor
Date
Introduction
The four-frame model
Four-frame model is a model describing the frames through which people perceive their world as identified by Lee Bolman and Terrence Deal. The frames identified by the two are structural, human resources, political and symbolic, each of which comes with varying concepts, metaphors, and values. Accordingly, leaders show their behaviors in any of the named frameworks (Bolman & Deal, 2013).
In the structural framework, the leaders focus on structure, environment, strategy, experimentation, adaptation and implementation. A leader is said to be effective when he or she is a social architect and his or her style is analyzed and designed. On the other hand, a leader is said to be ineffective when he or she a tyrant and his or her style is details. In the human resource framework, the leader believes in his or her subjects and communicates their belief. That is to say that the subjects are responsible for empowerment, increase of participation, support and sharing of information. In this case, an effective leader is one whose style is empowerment, advocacy and support. An ineffective leader is one whose style is mainly fraud and pushover.
In the political framework, the leaders clarify what they want. They build a link between their subject and other stakeholders, they deplore persuasion in the initial stage but can uses coercion if need be. An effective leader is one whose style is coalition and team building. An ineffective one leads by manipulation. In the symbolic framework, a leader views the organization to be a theater where certain roles are to be played and symbols are used to attract attention. An effective situation is characterized by a leader who is prophetic and inspires the subjects. An ineffective situation is characterized by a leadership style of smoke and mirrors.
Purpose of the literature review
The purpose of the literature review is to clearly define and help the reader to understand the leadership model which was proposed by Bolman and Deal. Comparison of the various article and their information concerning the model highlight the features of the model in details. The review analyses the various articles to describe the key themes that emerge in the articles. The review also summarizes the similarities and the differences of the various authors in regard to the presented themes. Finally, the review explains the importance of applying the model and its impact in management and leadership.
Analysis of the articles and description of the key themes that emerge across the articles
The Paradox of Meritocracy in Organizations
The article titled “The Paradox of Meritocracy in Organizations” authored by Castilla and Benard explains the paradox of meritrocracty; just as the title implies, in organizations (Castilla & Benard, 2010). Accordingly studies were carried out.
PrintCurrent Debate in Learning Theory Scoring Guide.docxsleeperharwell
PrintCurrent Debate in Learning Theory Scoring Guide
Current Debate in Learning Theory Scoring Guide Grading Rubric
Criteria
Non-performance
Basic
Proficient
Distinguished
Explain how the evolution of learning theories and neuroscience over time has shaped a selected learning controversy.
Does not explain how the evolution of learning theories and neuroscience over time has shaped a selected learning controversy.
Explains how the evolution of learning theories and neuroscience over time, but not how it has shaped a selected learning controversy.
Explains how the evolution of learning theories and neuroscience over time has shaped a selected learning controversy.
Explains how the evolution of learning theories and neuroscience over time has shaped a selected learning controversy. Draws from multiple perspectives and evidence-based research to support explanation.
Evaluate multiple perspectives on the selected learning controversy.
Does not identify multiple perspectives on the selected learning controversy.
Identifies but does not analyze multiple perspectives on the selected learning controversy.
Analyzes multiple perspectives on the selected learning controversy.
Evaluates multiple perspectives on the selected learning controversy.
Assess the implications of this learning controversy on your area of specialization.
Does not assess the implications of this learning controversy on an area of specialization.
Assesses the implications of this learning controversy but does not associate with area of specialization.
Assesses the implications of this learning controversy on one's own area of specialization.
Assesses the implications of this learning controversy on one's own area of specialization. Discusses best practices for staying informed with current research in field.
Write clearly and logically, with correct use of spelling, grammar, punctuation, and mechanics; format paper, citations, and references using APA style.
Does not write clearly and logically, with correct use of spelling, grammar, punctuation, and mechanics; does not format paper, citations, and references correctly using APA style.
Uses sentence structure that is mostly clear, with a few minor spelling or grammatical errors but fails to attribute quotes and citations in a few places, or allows some inconsistencies in APA style.
Writes clearly and logically, with correct use of spelling, grammar, punctuation, and mechanics; formats paper, citations, and references using APA style.
Writes clearly and logically, with correct use of spelling, grammar, punctuation, and mechanics; uses relevant evidence to support a central idea; f.
Background for BothJournal Articles and Websites Journal art.docxrock73
Background for Both:
Journal Articles and Websites: Journal articles can be found in the Trident Online Library. Book chapters are located in the same library, but you must click on “Additional Library Resources” and then search the eBook Academic Collection (EBSCO)
Airbnb’s Nathan Blecharczyk on being the only engineer for the first year/ Founder stories. (2013). YouTube Video. Retrieved from https://www.youtube.com/watch?v=zLVR6Wbmvqw
Boaz, N., & Fox, E.A. (2014). Change leader, change thyself. McKinsey & Company – Insight Publications. Retrieved from http://www.mckinsey.com/insights/leading_in_the_21st_century/change_leader_change_thyself
Caldwell, R. (2012). Leadership and learning: A critical reexamination of Senge's learning organization. Systemic Practice and Action Research, 25(1), 39-55.
Cardenas, J., & Crabtree, G. (2009). Making time for visionary leadership. College and University, 84(3), 59-63.
Cultural competence. (2013). Global Pathways. Retrieved from http://www.wku.edu/cebs/centers_and_projects/global_pathways/global_pathways_cultural_competence_pres.pdf
Hofstede, G. (1993). Cultural constraints in management theories. Academy of Management Executive, 7(1), 81-94.
Hofstede’s cultural dimensions. (2016). Mind Tools. Retrieved from http://www.mindtools.com/pages/article/newLDR_66.htm
Organizational change: Open Systems. Retrieved from http://www.soi.org/reading/change/concepts.shtml
The 100 Most Influential People (2016). TIME. Retrieved from http://time.com/collection/2016-time-100/
Optional Readings and References
Appelbaum, S., Bartolomucci, N., Beaumier, E., Boulanger, J. & et al. (2004). Organizational citizenship behavior: A case study of culture, leadership and trust. Management Decision, 42(1/2), 13-43.
Blain, J. (2006) Visionary Leadership. YouTube Video: Retrieved from http://www.youtube.com/watch?v=EbXkYinkeJA
Casimir, G., & Waldman, D. A. (2007). A cross cultural comparison of the importance of leadership traits for effective low-level and high-level leaders: Australia and China. International Journal of Cross Cultural Management, 7(1), 47-61.
Conceicao, S. C., & Altman, B. A. (2011). Training and development process and organizational culture change. Organization Development Journal, 29(1), 33-44.
Hofstede, G. (2011). Dimensionalizing culture: The Hofstede model in context. Online Readings in Psychology and Culture, 2(1), 1-26. Retrieved from http://scholarworks.gvsu.edu/cgi/viewcontent.cgi?article=1014&context=orpc
Kaifi, B. A., & Mujtaba, B. G. (2010). Transformational leadership of Afghans and Americans: A study of culture, age and gender. Journal of Service Science and Management, 3(1), 150-159.
Waldman, D. A., Luque, M. S., Washburn, N., House, R. J. & et al. (2006). Cultural and leadership predictors of corporate social responsibility values of top management: A globe study of 15 countries. Journal of International Business Studies, 37(6), 823-837.
Paper 1:
APA
5-6 Pages
Leaders of today can be cate ...
Overall great paper. To get even more points I would recommend dig.docxgerardkortney
Overall great paper. To get even more points I would recommend digging in deeper in your analysis of the articles in D & E by avoiding just mentioning some broad problems or ideas. Instead, provide more specifics and details. See example under Course Questions in eCollege. By elaborating on D & E, you can cut back on your summary responses (A-C). 28.5
I. The Social Scientific Study of Leadership: Quo Vadis?
a. Major Theories/Literature Presented
This article discusses the major theories of leadership, and some of the sub-theories within these categories, including a) traits b) behaviors c) contingency and d) neo-charismatic theory.
Traits theory is based on the premise that leaders have certain unique characteristics which define them as a leader, and thus leaders are naturally born and cannot be taught. This theory is easy to dismiss due to the lack of empirical evidence and consistency to traits. However, this is the nature of any theory in the early 1900s, as appropriate guidelines were not set. In addition, some of the study was skewed from invalid data. When that data is removed, it was found that some traits are representative of effective leadership. Noteworthy sub-theories which fall into the trait theory, and involve nonconscious acts or motives, are: Achievement Motivation Theory and Leader Motive Profile (LMP). Achievement motivation comes from an internal passion for achievement through individual effort. People high in achievement motivation will set challenging goals, and ensure that they are met. As indicated, this is high in individual goals and tight control and active participation of the individual, so it tends to predict effective performance for small groups, but poor performance for executives of large organizations; with limited empirical support. LMP involves motives which theoretically should balance each other out, in order to achieve results which benefit the group. LMP involves: high power motivation, high concern for moral exercise of power, and power motivation being greater than affiliative motivation. Under this theory, one must first want and have the capability to influence others, they must do so in an ethical way and want the correct things for the group, and their desire for power motivation has to be higher than their desire for relationships. The final piece to this is due to the fact that leader visions are not always popular, going against the status quo and proposing change, so they will get pushback from many. In order to achieve the results and produce change, the desire for the end results has to be greater than the need to be liked. Again, limited empirical evidence supports the effectiveness of this theory, and major factor missing from this theory, as well as all other trait theories, is situational variable analysis.
Behavior Theory implies that leadership can be taught through learned behaviors. The major contribution of this theory is task oriented and people oriented. No behaviors were.
The document discusses ethics and leadership effectiveness. It notes that while leadership studies often mention ethics, they do not provide detailed critical analysis of leadership ethics from a philosophical perspective. The document also notes that some leadership literature treats ethics as exhortations rather than in-depth explorations. Going forward, the author argues that progress requires integrating descriptive research with humanities to gain a richer understanding of ethics and leadership.
Reference Material - Unit 1-3 to 5.pdf bookRashiGarg73
This document outlines the course content for Organizational Behaviour (DSE-1), including five units that will be covered. Unit I discusses theories of organization, including classical, neo-classical, and modern organization theory. It also covers organizational behavior. Unit III focuses on motivation, including content theories, process theories, and theories of motivation. Unit IV examines leadership, power and conflict, and authority. Finally, Unit V looks at organizational culture, organizational development, and stress. Theories discussed include scientific management, administrative management, and bureaucracy from the classical perspective.
Workplace Engagement, Generational Considerations, and Cultural .docxambersalomon88660
This document discusses several topics related to workplace engagement and culture, including:
1) Research shows engaged employees are happier and more committed to their organizations, leading to lower stress and turnover. However, employees want meaningful work and flexible schedules to feel committed.
2) There are currently five generations in the global workforce with different needs, making it difficult to please all employees. Younger generations are moving into leadership roles.
3) Cultural differences between individualistic and collectivist societies, communication styles, and other factors present both opportunities and challenges for global companies.
This study maps the intellectual structure and research paradigms of business ethics studies between 2001-2008 using citation and co-citation analysis of publications in the top two business ethics journals. The results identify four major research themes - morality and social contract theory, ethical decision making, corporate social responsibility, and stakeholder theory. The study profiles the knowledge network in business ethics and provides insights into current research paradigms to understand how the field has evolved and potential future directions.
Running Head: FOUR FRAME MODEL
1
FOUR FRAME MODEL
2
Literature review: Four Frame Model
Name
College
Course
Tutor
Date
Introduction
The four-frame model
Four-frame model is a model describing the frames through which people perceive their world as identified by Lee Bolman and Terrence Deal. The frames identified by the two are structural, human resources, political and symbolic, each of which comes with varying concepts, metaphors, and values. Accordingly, leaders show their behaviors in any of the named frameworks (Bolman & Deal, 2013).
In the structural framework, the leaders focus on structure, environment, strategy, experimentation, adaptation and implementation. A leader is said to be effective when he or she is a social architect and his or her style is analyzed and designed. On the other hand, a leader is said to be ineffective when he or she a tyrant and his or her style is details. In the human resource framework, the leader believes in his or her subjects and communicates their belief. That is to say that the subjects are responsible for empowerment, increase of participation, support and sharing of information. In this case, an effective leader is one whose style is empowerment, advocacy and support. An ineffective leader is one whose style is mainly fraud and pushover.
In the political framework, the leaders clarify what they want. They build a link between their subject and other stakeholders, they deplore persuasion in the initial stage but can uses coercion if need be. An effective leader is one whose style is coalition and team building. An ineffective one leads by manipulation. In the symbolic framework, a leader views the organization to be a theater where certain roles are to be played and symbols are used to attract attention. An effective situation is characterized by a leader who is prophetic and inspires the subjects. An ineffective situation is characterized by a leadership style of smoke and mirrors.
Purpose of the literature review
The purpose of the literature review is to clearly define and help the reader to understand the leadership model which was proposed by Bolman and Deal. Comparison of the various article and their information concerning the model highlight the features of the model in details. The review analyses the various articles to describe the key themes that emerge in the articles. The review also summarizes the similarities and the differences of the various authors in regard to the presented themes. Finally, the review explains the importance of applying the model and its impact in management and leadership.
Analysis of the articles and description of the key themes that emerge across the articles
The Paradox of Meritocracy in Organizations
The article titled “The Paradox of Meritocracy in Organizations” authored by Castilla and Benard explains the paradox of meritrocracty; just as the title implies, in organizations (Castilla & Benard, 2010). Accordingly studies were carried out.
PrintCurrent Debate in Learning Theory Scoring Guide.docxsleeperharwell
PrintCurrent Debate in Learning Theory Scoring Guide
Current Debate in Learning Theory Scoring Guide Grading Rubric
Criteria
Non-performance
Basic
Proficient
Distinguished
Explain how the evolution of learning theories and neuroscience over time has shaped a selected learning controversy.
Does not explain how the evolution of learning theories and neuroscience over time has shaped a selected learning controversy.
Explains how the evolution of learning theories and neuroscience over time, but not how it has shaped a selected learning controversy.
Explains how the evolution of learning theories and neuroscience over time has shaped a selected learning controversy.
Explains how the evolution of learning theories and neuroscience over time has shaped a selected learning controversy. Draws from multiple perspectives and evidence-based research to support explanation.
Evaluate multiple perspectives on the selected learning controversy.
Does not identify multiple perspectives on the selected learning controversy.
Identifies but does not analyze multiple perspectives on the selected learning controversy.
Analyzes multiple perspectives on the selected learning controversy.
Evaluates multiple perspectives on the selected learning controversy.
Assess the implications of this learning controversy on your area of specialization.
Does not assess the implications of this learning controversy on an area of specialization.
Assesses the implications of this learning controversy but does not associate with area of specialization.
Assesses the implications of this learning controversy on one's own area of specialization.
Assesses the implications of this learning controversy on one's own area of specialization. Discusses best practices for staying informed with current research in field.
Write clearly and logically, with correct use of spelling, grammar, punctuation, and mechanics; format paper, citations, and references using APA style.
Does not write clearly and logically, with correct use of spelling, grammar, punctuation, and mechanics; does not format paper, citations, and references correctly using APA style.
Uses sentence structure that is mostly clear, with a few minor spelling or grammatical errors but fails to attribute quotes and citations in a few places, or allows some inconsistencies in APA style.
Writes clearly and logically, with correct use of spelling, grammar, punctuation, and mechanics; formats paper, citations, and references using APA style.
Writes clearly and logically, with correct use of spelling, grammar, punctuation, and mechanics; uses relevant evidence to support a central idea; f.
Background for BothJournal Articles and Websites Journal art.docxrock73
Background for Both:
Journal Articles and Websites: Journal articles can be found in the Trident Online Library. Book chapters are located in the same library, but you must click on “Additional Library Resources” and then search the eBook Academic Collection (EBSCO)
Airbnb’s Nathan Blecharczyk on being the only engineer for the first year/ Founder stories. (2013). YouTube Video. Retrieved from https://www.youtube.com/watch?v=zLVR6Wbmvqw
Boaz, N., & Fox, E.A. (2014). Change leader, change thyself. McKinsey & Company – Insight Publications. Retrieved from http://www.mckinsey.com/insights/leading_in_the_21st_century/change_leader_change_thyself
Caldwell, R. (2012). Leadership and learning: A critical reexamination of Senge's learning organization. Systemic Practice and Action Research, 25(1), 39-55.
Cardenas, J., & Crabtree, G. (2009). Making time for visionary leadership. College and University, 84(3), 59-63.
Cultural competence. (2013). Global Pathways. Retrieved from http://www.wku.edu/cebs/centers_and_projects/global_pathways/global_pathways_cultural_competence_pres.pdf
Hofstede, G. (1993). Cultural constraints in management theories. Academy of Management Executive, 7(1), 81-94.
Hofstede’s cultural dimensions. (2016). Mind Tools. Retrieved from http://www.mindtools.com/pages/article/newLDR_66.htm
Organizational change: Open Systems. Retrieved from http://www.soi.org/reading/change/concepts.shtml
The 100 Most Influential People (2016). TIME. Retrieved from http://time.com/collection/2016-time-100/
Optional Readings and References
Appelbaum, S., Bartolomucci, N., Beaumier, E., Boulanger, J. & et al. (2004). Organizational citizenship behavior: A case study of culture, leadership and trust. Management Decision, 42(1/2), 13-43.
Blain, J. (2006) Visionary Leadership. YouTube Video: Retrieved from http://www.youtube.com/watch?v=EbXkYinkeJA
Casimir, G., & Waldman, D. A. (2007). A cross cultural comparison of the importance of leadership traits for effective low-level and high-level leaders: Australia and China. International Journal of Cross Cultural Management, 7(1), 47-61.
Conceicao, S. C., & Altman, B. A. (2011). Training and development process and organizational culture change. Organization Development Journal, 29(1), 33-44.
Hofstede, G. (2011). Dimensionalizing culture: The Hofstede model in context. Online Readings in Psychology and Culture, 2(1), 1-26. Retrieved from http://scholarworks.gvsu.edu/cgi/viewcontent.cgi?article=1014&context=orpc
Kaifi, B. A., & Mujtaba, B. G. (2010). Transformational leadership of Afghans and Americans: A study of culture, age and gender. Journal of Service Science and Management, 3(1), 150-159.
Waldman, D. A., Luque, M. S., Washburn, N., House, R. J. & et al. (2006). Cultural and leadership predictors of corporate social responsibility values of top management: A globe study of 15 countries. Journal of International Business Studies, 37(6), 823-837.
Paper 1:
APA
5-6 Pages
Leaders of today can be cate ...
Overall great paper. To get even more points I would recommend dig.docxgerardkortney
Overall great paper. To get even more points I would recommend digging in deeper in your analysis of the articles in D & E by avoiding just mentioning some broad problems or ideas. Instead, provide more specifics and details. See example under Course Questions in eCollege. By elaborating on D & E, you can cut back on your summary responses (A-C). 28.5
I. The Social Scientific Study of Leadership: Quo Vadis?
a. Major Theories/Literature Presented
This article discusses the major theories of leadership, and some of the sub-theories within these categories, including a) traits b) behaviors c) contingency and d) neo-charismatic theory.
Traits theory is based on the premise that leaders have certain unique characteristics which define them as a leader, and thus leaders are naturally born and cannot be taught. This theory is easy to dismiss due to the lack of empirical evidence and consistency to traits. However, this is the nature of any theory in the early 1900s, as appropriate guidelines were not set. In addition, some of the study was skewed from invalid data. When that data is removed, it was found that some traits are representative of effective leadership. Noteworthy sub-theories which fall into the trait theory, and involve nonconscious acts or motives, are: Achievement Motivation Theory and Leader Motive Profile (LMP). Achievement motivation comes from an internal passion for achievement through individual effort. People high in achievement motivation will set challenging goals, and ensure that they are met. As indicated, this is high in individual goals and tight control and active participation of the individual, so it tends to predict effective performance for small groups, but poor performance for executives of large organizations; with limited empirical support. LMP involves motives which theoretically should balance each other out, in order to achieve results which benefit the group. LMP involves: high power motivation, high concern for moral exercise of power, and power motivation being greater than affiliative motivation. Under this theory, one must first want and have the capability to influence others, they must do so in an ethical way and want the correct things for the group, and their desire for power motivation has to be higher than their desire for relationships. The final piece to this is due to the fact that leader visions are not always popular, going against the status quo and proposing change, so they will get pushback from many. In order to achieve the results and produce change, the desire for the end results has to be greater than the need to be liked. Again, limited empirical evidence supports the effectiveness of this theory, and major factor missing from this theory, as well as all other trait theories, is situational variable analysis.
Behavior Theory implies that leadership can be taught through learned behaviors. The major contribution of this theory is task oriented and people oriented. No behaviors were.
The document discusses ethics and leadership effectiveness. It notes that while leadership studies often mention ethics, they do not provide detailed critical analysis of leadership ethics from a philosophical perspective. The document also notes that some leadership literature treats ethics as exhortations rather than in-depth explorations. Going forward, the author argues that progress requires integrating descriptive research with humanities to gain a richer understanding of ethics and leadership.
Reference Material - Unit 1-3 to 5.pdf bookRashiGarg73
This document outlines the course content for Organizational Behaviour (DSE-1), including five units that will be covered. Unit I discusses theories of organization, including classical, neo-classical, and modern organization theory. It also covers organizational behavior. Unit III focuses on motivation, including content theories, process theories, and theories of motivation. Unit IV examines leadership, power and conflict, and authority. Finally, Unit V looks at organizational culture, organizational development, and stress. Theories discussed include scientific management, administrative management, and bureaucracy from the classical perspective.
Workplace Engagement, Generational Considerations, and Cultural .docxambersalomon88660
This document discusses several topics related to workplace engagement and culture, including:
1) Research shows engaged employees are happier and more committed to their organizations, leading to lower stress and turnover. However, employees want meaningful work and flexible schedules to feel committed.
2) There are currently five generations in the global workforce with different needs, making it difficult to please all employees. Younger generations are moving into leadership roles.
3) Cultural differences between individualistic and collectivist societies, communication styles, and other factors present both opportunities and challenges for global companies.
AQ.1 What sources of funding are available to entrepreneurs or.docxfestockton
A
Q.1 What sources of funding are available to entrepreneurs orders
Q.2 What are “virtual” companies? What tools help them function? Why are they of interest to an entrepreneur?
Q.3 Describe seven techniques for bootstrapping that you could use if you started a company.
Q.4 Why is bootstrapping important for (1) closely held companies and (2) early‐stage, high‐growth compa- nies seeking equity investors?
Q.5 What is meant by factoring of purchase orders?
Q.6 How can suppliers help in providing working capital?
Q.7 What is an angel investor? How would you locate an individual angel and an angel group?
Q.8 Describe three government funding programs.
B
Q.1 What are various sources of equity investment?
Q.2 What are the main differences between an angel, a super‐angel, and a VC investor?
Q3 What guidelines should entrepreneurs follow when they are selecting a venture capitalist?
Q.4 What is a private placement? How does it differ from a VC investment?
Q.5 What are the difference between a single‐hit and a home run business?
Q.6 What are the four key factors that a banker seeks before providing a corporate loan?
Q.7 What are the advantages and disadvantages of corpo- rate investors?
Q.8 What are the main ways an entrepreneur can value a business before it has significant sales?
Developing a Framework for Ethical Leadership
Alan Lawton • Iliana Páez
Received: 4 April 2013 / Accepted: 6 June 2014 / Published online: 29 June 2014
� Springer Science+Business Media Dordrecht 2014
Abstract Interest in ethical leadership from academics
and practitioners has grown enormously in recent years.
This article addresses this literature through a framework
that identifies three interlocking questions. First, who are
ethical leaders and what are their characteristics? Second,
how do ethical leaders do what they do? Third, why do
leaders do as they do and what are the outcomes of ethical
leadership? Different dimensions to ethical leadership are
examined and presented as three interlocking circles; Vir-
tues, Purposes and Practices. This framework presents an
integrated approach to ethical leadership and argues that
future research take this holistic framework and apply it to
different sectors or contexts.
Keywords Ethical leadership � Ethical theory � Ethical
practices
Introduction
The ethical dimension of leadership has, increasingly, been
of interest to both the general public and to scholars,
motivated partly by the corporate scandals that have
involved the unethical behaviour of top executives in
leading organizations throughout the world and has gen-
erated responses from both the academic and practitioner
communities (see, for example, the Index of Leadership
Trust developed by the Institute of Leadership and Man-
agement and Management Today). Notwithstanding recent
concerns, the relationship between ethics and leadership
has been explored by management academics for some
time and constituted early definitions of leade ...
A Critical Perspectiveof Leadership Theories.pdfRaymondMhona1
This document provides a critical analysis of several leadership theories from the literature. It summarizes trait theory, which focuses on inherent qualities and characteristics of leaders. It also summarizes behavioral theory, examining research from universities on leadership styles like democratic, autocratic, laissez-faire. The research found effective leadership depends on behaviors and consideration of employee and task needs. Contingency theory is introduced as developing from weaknesses in trait and behavioral theories by considering situational factors. Overall, the document conducts a literature review and critical analysis of key leadership theories to understand how leadership styles have evolved over time in research.
The ambidextrous organization - Leadership and the administration paradox of ...Cornelis de Kloet
Organizational ambidexterity is a theoretical concept on how to manage the tension between exploitation (sales) and exploration (innovation). Following the suggestion of Simsek et al. (2009) to do further research on leadership styles and organizational ambidexterity, this master thesis describes the outcome of a research conducted at Philips and Royal HaskoningDHV on organizational ambidexterity and leadership.
Lesson Four Leadership Behaviors and their Ethical Implications.docxsmile790243
Lesson Four: Leadership Behaviors and their Ethical Implications
Lesson Three discussed three of the most prominent ethical theories, as well as their application to The Trolley Problem in order to assess relative consequences. Lesson Four will introduce some of the most prominent behavioral theories concerning leadership as well as their ethical implications.
Behavioral Theories
In Lesson Two, we discussed some of the early leadership research, which attempted to identify qualities that were always associated with effective leaders, and which were largely unsuccessful. However, subsequent to these efforts, researchers in the field then turned their focus to the types of behaviors that leaders exhibit, hoping that this work might reveal some patterns of successful perspectives, habits, etc. These studies were conducted at some of the finest universities across the country, and while there were some very general similarities in the results of many of the major studies, the implications varied from case to case. We will now examine each of these studies in greater detail in order to understand their findings and implications.
One brief preface is helpful here. The studies discussed below each varied in their research parameters, methodology, and findings. However, one factor that was fairly consistent throughout was the way in which leadership efficacy was defined. Generally, the studies discussed herein looked at leadership effectiveness with respect to two metrics: performance, or the productivity of the teams investigated in terms of the work they do (quality and quantity), and satisfaction, or the degree to which teams were happy performing work under their respective leaders. This is not an uncommon way of measuring efficacy (Judge, Thoresen, Bono, & Patton, 2001), and it goes without saying that both of these factors are quite relevant. Teams must be able to produce at an acceptable level, but if they aren’t also content with the circumstances of their work, then such teams aren’t likely to sustain performance for any extended period of time.
· University of Iowa Studies: One set of studies were conducted by researchers at the University of Iowa. The results of these studies concluded that all leaders adopted one of three different leadership styles: Autocratic, Democratic, and Laissez-Faire (Rafiq Awan & Mahmood, 2010). Autocratic leaders, as the name suggests, run their operations like dictators, making decisions unilaterally and seeking very little input or participation from followers. Democratic leaders, by contrast, adopt a very participative style of leadership, involving followers in all major decisions, either through a ‘notice and comment’ style dialogue before decisions are rendered, or through an informal voting-style procedure. Finally, “Laissez-Faire” is a French term that means to “let do” or to “let be”. It is commonly used in the phrase “Laissez-Faire Capitalism” to describe the American-style economy where governmen ...
Chapter 1 – Science, Society, and Criminological ResearchI.docxcravennichole326
Chapter 1 – Science, Society, and Criminological Research
Identify and define/describe the everyday errors in reasoning.
Describe the four (4) categories of purposes for social science research: descriptive, exploratory, explanatory, and evaluation.
Define and describe qualitative and quantitative research methods. How are each carried out?
Chapter 2 – The Process and Problems of Criminological Research
Discuss what makes a good research question (*hint: feasibility, social importance, and scientific relevance).
Consider the role of criminological theory in research.
· What is a theory?
· What purposes do criminological theories serve?
· What requirements do theories need to adhere to?
Consider the research process.
· What is a hypothesis?
· Define independent and dependent variables. Know the relationship between the two.
· Discuss the role of the IV(s) and DV in research hypotheses.
· Be able to identify both in research hypotheses.
The research circle consists of three (3) main research strategies: Deductive, inductive, and descriptive research. (*Please note that I would like to clarify that descriptive research is different than both inductive and deductive research.)
· Explain the research circle.
· Define and describe deductive and inductive reasoning. Know the difference between the two.
· Define each of the following: variable, independent variable, and dependent variable.
· Discuss the role of variables (independent and dependent) in the research process.
Identify the different scientific guidelines for research.
Chapter 3 – Research Ethics
Consider the Stanford Prison Experiment – Zimbardo.
· What is the main ethical concern raised by many researchers?
Consider the Belmont Report.
· What is the Belmont Report?
· Why did it come about?
· Identify and define the three (3) basic ethical principles for the protection of human subjects.
Define and describe the institutional review board (IRB)?
Identify and describe (summarize) main points regarding current ethical principles in research practice (*see assigned reading, powerpoints (on Moodle), and provided lecture notes (on Moodle).
· Achieving Valid Result
· Honesty and Openness
· Uses of Research
· Protecting Research Participants
Chapter 4 – Conceptualization and Measurement
Define concepts, conceptualization, and operationalization. Discuss the role of each in research.
Define level of measurement and describe each one, while providing examples of each – Nominal, ordinal, interval, and ratio.
Define and discuss the relevance of measurement validity and reliability. Know the difference between the two, in their roles in research.
Define/describe each of the following forms of measurement validity and reliability:
· Criterion validity
· Face validity
· Test-retest reliability
· Intraobserve ...
Descriptive Ethics Encyclopedia Of Business Ethicssimply_coool
Descriptive ethics studies morality from a scientific perspective. It describes and explains moral behavior using social science frameworks like theory building and hypothesis testing. Descriptive ethics asks questions like how individuals make moral decisions and what influences their ethical or unethical actions. Key areas of descriptive ethics research include cognitive moral development theory, social psychology experiments on obedience to authority, and conceptual models of ethical decision making that are empirically tested. Descriptive business ethics applies this approach to understanding morality in organizational contexts.
1. centre the title, references, at the top of the page.2. doublSUKHI5
This document provides instructions for completing an assignment on philosopher values and ethics. Students are asked to use a provided template to summarize how historical educational philosophers demonstrated key dispositions like social responsibility, commitment, reflection, integrity, and professionalism. For each disposition, students must provide a historical example from a philosopher's work with an APA citation, as well as propose how current educators could apply that disposition. The document defines each disposition and provides grading criteria emphasizing relevant examples within historical and current contexts. References must be in APA style and the assignment aims to identify timeless ethical principles in light of contemporary issues.
This document discusses the evolution and definition of organizational behavior (OB) as a field of study. It defines OB as the study of individuals and groups within organizations, with a focus on individual and micro-level interactions. The document outlines three dimensions that define the conceptual domain of OB: (1) an independent variable-dependent variable framework for problem-solving, (2) an orientation toward facilitating change, and (3) a humanistic concern for self-development. The document also discusses how OB has developed constructs, models, facts, and technologies to study topics like motivation, leadership, and organizational structure. Finally, it concludes that traditional distinctions between OB and related fields are blurring, suggesting a movement toward an "enacted
My Ten Years” ExerciseProject yourself into the future .docxroushhsiu
“My Ten Years”
Exercise
Project yourself into the future ten years from today. When answering, develop the image of what you most hope and dream your life and work will be ten years from today.
In ten years, I am __32__ years old.
If/when I am working, my work is best described as- My work will be described as a leader who will empower other people to succeed in life for their dreams and ambitions while keeping the best interests of the company. I also see myself as a venture capitalist in the future.
In that context, my major work responsibilities are – My main work responsibilities will be business and people development. I want to take care of the people who work in my company and give them independence to show results.
The people I will see or talk to today include – My family, girlfriend and friends from babson college
.
The people whom I live and socialize with are – My family and friends
.
My most important possessions are – My positive attitude towards life
If someone were describing me to a friend today, they would say that - I am very outgoing and friendly.
.
When I have some free time, I spend it – learning a new skill
My leisure or fun activities in a typical week include - Driving and catching up with friends
As I think about my leadership, I take most pride in – I feel I understand people really well and can feel their emotions.
Research Critique Guidelines – Part I
Use this document to organize your essay. Successful completion of this assignment requires that you provide a rationale, include examples, and reference content from the studies in your responses.
Qualitative Studies
Background of Study
1. Summary of studies. Include problem, significance to nursing, purpose, objective, and research question.
How do these two articles support the nurse practice issue you chose?
1. Discuss how these two articles will be used to answer your PICOT question.
2. Describe how the interventions and comparison groups in the articles compare to those identified in your PICOT question.
Method of Study:
1. State the methods of the two articles you are comparing and describe how they are different.
2. Consider the methods you identified in your chosen articles and state one benefit and one limitation of each method.
Results of Study
1. Summarize the key findings of each study in one or two comprehensive paragraphs.
2. What are the implications of the two studies in nursing practice?
Ethical Considerations
1. Discuss two ethical consideration in conducting research.
Describe how the researchers in the two articles you choose took these ethical considerations into account while performing their researc
Write a critical appraisal that demonstrates comprehension of two qualitative research studies. Use the "Research Critique Guidelines – Part 1" document to organize your essay. Successful completion of this assignment requires that you provide rationale, include examples, and reference content from the studies in ...
SMART Goal Worksheet
Today’s Date
Target Date
Start Date
Date Achieved
Goal
Specific: What exactly will be accomplished?
Measurable: How will you know when the goal is reached?
Attainable: Are the resources available to reach the goal? If not how will they be obtained?
Role-Related: Is this goal hitting the correct audience?
Time-Bound: When will the goal be achieved?
MORALIZED LEADERSHIP: THE
CONSTRUCTION AND CONSEQUENCES OF
ETHICAL LEADER PERCEPTIONS
RYAN FEHR
University of Washington, Seattle
KAI CHI (SAM) YAM
National University of Singapore
CAROLYN DANG
University of New Mexico
In this article we examine the construction and consequences of ethical leader
perceptions. First, we introduce moralization as the primary process through which
followers come to view their leaders as ethical. Second, we use moral foundations
theory to illustrate the types of leader behavior that followers are most likely to
moralize. Third, we identify motivations to maintain moral self-regard and a moral
reputation as two distinct pathways through which moralization influences follower
behavior. Finally, we show how the values that underlie leaders’ moralized behavior
(e.g., compassion, loyalty) determine the specific types of follower behavior that
emerge (e.g., prosocial behavior, pro-organizational behavior).
History is replete with examples of leaders
who are renowned for their positions of moral1
authority—for their status as paragons of virtue
and goodness and for their ability to motivate
their followers to do good deeds. Martin Luther
King, Jr., worked for equal rights and inspired
his followers to fight for justice, while Mahatma
Gandhi emphasized compassion for the less for-
tunate. Winston Churchill is widely renowned
for demonstrating and inspiring loyalty to the
British Crown, while Mother Theresa is particu-
larly well-known for her emphasis on the sanc-
tity of body and spirit (Frimer, Biesanz, Walker,
& MacKinlay, 2013). Many CEOs, such as James
Burke of Johnson & Johnson, are admired for
their care and compassion, while others, such as
Whole Foods CEO John Mackey, are admired for
their focus on purity. Regardless of the actions
for which these leaders are most renowned (e.g.,
actions that reflect justice, compassion, loyalty,
or purity), all of them have demonstrated an
ability to leverage morality as a means of gar-
nering commitment to a cause, tapping into
their followers’ moral beliefs and conveying
what it takes to be moral in a given place and at
a given point in time.
In contrast to these canonical yet divergent
examples of ethical leaders, the organizational
sciences paint a comparatively narrow view of
what it means to be an ethical leader. Scholars
have cultivated a notion of ethical leaders as
the embodiment of justice and compassion, fa-
cilitating prosocial behavior and fair treatment
by showing their followers that this behavior is
expected and rewarded (Bass, 2008; Brown &
Treviño, 2006; Eisenbeiss, 2012). At t.
Resource Parts I, II and III of the Wren (1995) text, SAS Central.docxcarlstromcurtis
Resource:
Parts I, II and III of the Wren (1995) text, SAS Central: Critical Thinking, AES Presentation
Create
an analytical framework to facilitate your analysis of historical leadership models in the Week 3 assignment. For this week, you will simply need to create and complete the visual framework.
To create the framework, choose three of the models described in chapters 10 -17 of Wren Part III (assume each chapter describes a different leadership model). Then, choose three to five generic processes of leadership. One component or process must be the leader/follower exchange - how the leader and followers interact, or their relationship to each other. Choose two to four other processes leaders engage in. To identify processes, you might think about these sentences: "How does ________ happen in this model?" or "What does _______ look like in this model?" (Note: you are not simply asking
whether or not
the process is part of the model. So, not a yes/no question.)
The analytic framework is a visual representation of components of the models that will allow you to analyze the similarities, differences, gaps, etc. in Week 3. A matrix framework is easy to construct and use - see the Assignment Materials for a visual of the framework you can use.
Create
a 6- to 10-slide Microsoft® PowerPoint® presentation that includes a brief description of each model/theory and your analytical framework. Use these design criteria:
Four to six bullet points per slide,
Six to eight words per bullet - not full sentences,
Each bullet point containing a fact or assertion should also have a citation to literature,
Speaker notes
in full sentences contain an expanded version of bullets on slides
and also have citations as necessary, and
Reference slide with a minimum of four sources (one can be Wren).
Format
your citations and references consistent with APA guidelines.
1. SAS Central: Argument Construction: Critical Thinking
What Is Critical Thinking?
In the SAS doctoral program, you will have the opportunity to develop and extend your critical thinking skills. You will be encouraged to analyze, evaluate, and synthesize as an integral aspect of your thinking. These thinking operations might be applied to analyzing the literature, developing questions, solving a problem, creating a new model, or deciding upon a course of action.
Richard Paul and Linda Elder (2009), two long-standing and respected scholars of critical thinking, crafted the following definition: Critical thinking is the act of analyzing and evaluating thinking with a view to improving it (p. 4).
Paul and Elder (2009) also suggest that critical thinking entails a commitment to overcoming our native egocentrism and sociocentrism.
Other recent views of critical thinking critique the overemphasis on the cognitive dimension of critical thinking (sometimes referred to as the Cartesian duality of “I think, therefore I am”). Researchers such as Klein (1999) remind us of the role of i ...
BCJ 3601, Criminal Law 1 Course Learning Outcomes for.docxaryan532920
BCJ 3601, Criminal Law 1
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
1. Define terms related criminal law.
1.1 Define terms related to criminal defenses.
1.2 Define insanity and how it is used as a defense.
3. Assess legal issues as presented in court cases.
3.1 Examine when deadly force can be used as a claim of self-defense.
3.2 Debate the use of the “battered woman’s” defense.
3.3 Analyze what constitutes entrapment by government agents.
4. Analyze key concepts related to criminal law.
4.1 Describe the nature of defenses.
4.2 Illustrate categories of justifications and excuses as defenses.
4.3 Explain how competency to stand trial is assessed today.
Reading Assignment
Chapter 5:
Justifications as Defenses
Chapter 6:
Defenses: Excuses and Insanity
Read the following handouts:
“Can a Defendant Who Lies About her Role in Spousal Homicide Still Raise a ‘Battered Woman’s’ Defense?”
“Is there a Meaningful Difference Between ‘Insanity’ and ‘Temporary Insanity’?”
“What Constitutes Entrapment by Government Agents?”
Unit Lesson
Please view the Unit III, Part 1 Presentation and Unit III, Part 2 Presentation located underneath the Unit III
Study Guide in your course in Blackboard.
UNIT III STUDY GUIDE
Defenses and Insanity
https://media.pearsoncmg.com/pls/products/coco/criminal_law/125689897x/assignments/pdfs/criminal_law_handout_lesson_04.pdf
https://media.pearsoncmg.com/pls/products/coco/criminal_law/125689897x/assignments/pdfs/criminal_law_handout_lesson_05.pdf
https://media.pearsoncmg.com/pls/products/coco/criminal_law/125689897x/assignments/pdfs/criminal_law_discussion_lesson_04.pdf
Running head: LEADERSHIP
1
LEADERSHIP
2
Abbreviated rubric for Homework #1 (Leadership)Criteria
Score
1
Submitted late: minus 5% per day
2
3
Meets expectations for content and purpose of the assignment.
Title page, abstract, text, references, and outline.
10
4
Outline
10
5
5
Develops a clearly articulated and original thesis and/or main idea that are consistent with expectations of content and purpose. Topic sentence and paper is FOCUSED..
10
5
6
Organizes ideas in clear and sequential paragraphs that logically reinforce the main idea. A paragraph is a collection of related sentences dealing with a single topic. Uses level 1, 2, and 3 headings as appropriate.
10
5
7
Incorporates sufficient use of appropriate research, supporting evidence, and relevant sources (OER & module sources).
10
8
Critically evaluates information and/or data within boundaries established by the main idea.
10
5
9
Conforms to APA and/or additional guidelines from the instructor. (Refer to the paper in Conferences, “Writing Papers That Are Easy to Grade.” Your paper should look like this paper.)
20
10
Displays sound grammar, spelling, punctuation and appropriate conventions. See *NOTE below.
20
Total
80
Where (depending on whether weight is 10 or 20:
1-6 o ...
Resources for Papers 1 and 2Part 1 The Culture CompassAs the .docxronak56
This document provides resources for papers on organizational culture and ethics. It includes required and optional readings on organizational culture, values, ethics, and strategic leadership. The document discusses using the DISC assessment tool to coach top performers to improve their interpersonal skills and relationship when working with teams. It provides instructions on completing a DISC assessment and discussing the results with a coach to develop an action plan.
The future of 21st century global educationjoyce pittman
The presenter discusses the relationships between systems thinking, leadership and sustainability in complex learning organizations: Implications for new educational leadership research and development.
The art and science of leadership 6e afsaneh nahavandi test bankIvan Olegov
This document provides a summary of the table of contents and features of the textbook "The Art and Science of Leadership 6e" by Afsaneh Nahavandi. The textbook covers topics on leadership theories, contemporary leadership concepts, leading teams and change. It has a strong application focus, cross-cultural perspective, and includes self-assessments and exercises. Research on leadership focuses on transformational leadership and its effects on employee and company outcomes. Recent studies also examine the roles of followership, gender, and destructive leadership on organizations.
A Systematic Literature Review of Servant Leadership Theoryi.docxransayo
A Systematic Literature Review of Servant Leadership Theory
in Organizational Contexts
Denise Linda Parris • Jon Welty Peachey
Received: 20 February 2012 / Accepted: 8 April 2012 / Published online: 22 April 2012
� Springer Science+Business Media B.V. 2012
Abstract A new research area linked to ethics, virtues,
and morality is servant leadership. Scholars are currently
seeking publication outlets as critics debate whether this
new leadership theory is significantly distinct, viable, and
valuable for organizational success. The aim of this study
was to identify empirical studies that explored servant
leadership theory by engaging a sample population in order
to assess and synthesize the mechanisms, outcomes, and
impacts of servant leadership. Thus, we sought to provide
an evidence-informed answer to how does servant leader-
ship work, and how can we apply it? We conducted a sys-
tematic literature review (SLR), a methodology adopted
from the medical sciences to synthesize research in a sys-
tematic, transparent, and reproducible manner. A disci-
plined screening process resulted in a final sample
population of 39 appropriate studies. The synthesis of these
empirical studies revealed: (a) there is no consensus on the
definition of servant leadership; (b) servant leadership
theory is being investigated across a variety of contexts,
cultures, and themes; (c) researchers are using multiple
measures to explore servant leadership; and (d) servant
leadership is a viable leadership theory that helps organi-
zations and improves the well-being of followers. This
study contributes to the development of servant leadership
theory and practice. In addition, this study contributes to the
methodology for conducting SLRs in the field of manage-
ment, highlighting an effective method for mapping out
thematically, and viewing holistically, new research topics.
We conclude by offering suggestions for future research.
Keywords Leadership � Leadership theory � Servant
leadership � Systematic literature review
Introduction
Leadership is one of the most comprehensively researched
social influence processes in the behavioral sciences. This is
because the success of all economic, political, and organi-
zational systems depends on the effective and efficient
guidance of the leaders of these systems (Barrow 1977). A
critical factor to understanding the success of an organiza-
tion, then, is to study its leaders. Leadership is a skill used to
influence followers in an organization to work enthusiasti-
cally towards goals specifically identified for the common
good (Barrow 1977; Cyert 2006; Plsek and Wilson 2001).
Great leaders create a vision for an organization, articulate
the vision to the followers, build a shared vision, craft a path
to achieve the vision, and guide their organizations into new
directions (Banutu-Gomez and Banutu-Gomez 2007; Kotter
2001). According to Schneider (1987), the most important
part in build.
httpnvs.sagepub.comNonprofit and Voluntary Sector Quarte.docxadampcarr67227
http://nvs.sagepub.com/
Nonprofit and Voluntary Sector Quarterly
http://nvs.sagepub.com/content/32/4/521
The online version of this article can be found at:
DOI: 10.1177/0899764003257463
2003 32: 521Nonprofit and Voluntary Sector Quarterly
Judith L. Miller-Millesen
Understanding the Behavior of Nonprofit Boards of Directors: A Theory-Based Approach
Published by:
http://www.sagepublications.com
On behalf of:
Association for Research on Nonprofit Organizations and Voluntary Action
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10.1177/0899764003257463 ARTICLEUnderstanding Nonprofit Boards of DirectorsMiller-Millesen
Understanding the Behavior of Nonprofit
Boards of Directors: A Theory-Based Approach
Judith L. Miller-Millesen
Ohio University
The literature on nonprofit boards of directors is rich with prescriptive advice about the
kinds of activities that should occupy the board’s time and attention. Using organiza-
tional theory that has dominated the empirical investigation of private sector board
behavior (agency, resource dependence, and institutional), this article contributes to the
literature on nonprofit board governance in three important ways. First, it provides a
link between theory and practice by identifying the theoretical assumptions that have
served as the foundation for the “best practice” literature. Second, the article presents a
theory-based framework of board behavior that identifies the environmental conditions
and board/organizational considerations that are likely to affect board behavior. And
finally, it offers a set of hypotheses that can be used in future empirical investigations that
seeks to understand the conditions under which a nonprofit board might assume certain
roles and responsibilities over others.
Keywords: nonprofit governance, boards of directors, organization theory
In a recent comprehensive review of the literature on nonprofit governance,
Ostrower & Stone (2001, p. 1) argued that there are “major gaps in our theoreti-
cal and empirical knowledge” regarding nonprofit boards of directors. The
authors acknowledged a small but growing body of research suggesting an
increase in scholarly attention to and interest in “understanding rather than
describing” board governance. However, they concluded that future research
must address the contextual and contingent elements of governance and
make explicit the implications of these considerations. I address this gap in the
literatu.
Planning, Negotiating & Implementation Assignment 2
Planning, Negotiating & Implementation Assignment
Treylesia L. Alston
School of Behavioral Science, Liberty University
Author Note
Treylesia L. Alston (L32443087)
I have no known conflict of interest to disclose.
Correspondence concerning this article should be addressed to Treylesia L. Alston
Email: [email protected]
Assignment 3: Research Questions & Variables
You will identify a research topic, explain your research idea, construct possible research questions (1 or 2 questions), determine which variables you could potentially use for your research paper (you will need to have 1 dependent variable and 3 independent variables), and state your hypotheses. You will have to give your future survey (Assignment 4) to friends or family, so think about what you will be able to ask them and what information they will be able to provide. We will not survey or interview vulnerable populations (anyone under 18, prisoners, etc.). It is okay if your idea is still a work-in-progress!
PADM 610
Case Study: Human Resources Assignment Instructions
Overview
In this Case Study, you will apply the Statesmanship model discussed in Module 1: Week 1 to a real, specific public administration context. In other words, choose an organization that is dealing with Human Resource policies, strategies, and procedures. Next, apply the statesmanship model discussed Module 1: Week 1 to this situation. The overarching idea of statesmanship is the call for moral character. In the context of this assignment, how can this model be applied to the situation at hand?
You will apply the Statesmanship model needed to deal with challenges of human resources policies, strategies, and procedures. Remember to also discuss the importance of the following:
· Covenant of
hesed
· Covenant of ethics
· Performance Evaluation
· Statecraft
Instructions
· Case Study scenarios must be taken from documented (published) public administration contexts; no hypotheticals are allowed.
· You can focus on one public administration organization or may refer to a particular situation (well-documented by the research) that public administrators faced during an actual event(s).
· All ideas you should be supported with sound reason and citations from the required readings and presentations, and additional resources.
· Paper should be 4–5 double-spaced pages of content in length (this does not include title page or reference pages).
· Paper should be in current APA format.
· Headings should be included and must conform to the content categories listed (i.e., Covenant of
hesed, Covenant of ethics, Performance Evaluation, etc.).
· 3–5 additional scholarly sources must be used. They need to be scholarly and provide relevant public administration theory and practices.
· All required reading and presentations from the assigned reading ...
Lesson 16 illustrating and explaining conceptual framewokmjlobetos
The document discusses conceptual frameworks, which consist of concepts placed in a logical sequence and represent a less formal structure used when existing theory is insufficient. Conceptual frameworks clarify relationships among concepts, provide context for interpreting findings, and explain observations. They encourage practical, useful theory development. The document outlines steps for writing a conceptual framework, including choosing a topic, reviewing literature, isolating important variables, and generating the framework based on problem statements and variables from research. It also defines frameworks, paradigms, and provides an example conceptual framework on adolescent reproductive health.
1. Analyze the case and determine the factors that have made KFC a s.docxaulasnilda
1. Analyze the case and determine the factors that have made KFC a successful global business.
2. Why are cultural factors so important to KFC’s sales success in India and China?
3. Spot the cultural factors in India that go against KFC’s original recipe.
4. Why did Kentucky Fried Chicken change its name to KFC?
5. What PESTEL factors contributed to KFC’s positioning?
6. How does the SWOT analysis of KFC affect the future of KFC?
Points to be considered:
1. Please follow 6th edition of the APA Format.
2. On separate page, the word "Abstract,' centered on paper followed by 75-100 word overview.
3. References needs to be Peer Reviewed Articles.
4. This assignment should be 15-20 pages excluding the title and reference pages. The paper should contain at least one graph, figure, chart, or table.
5. Please use the questions as Headings for the topics in the Paper.
I have attached the case study document below.
.
1. A.Discuss how the concept of health has changed over time. B.Di.docxaulasnilda
1. A.Discuss how the concept of "health" has changed over time. B.Discuss how the concept has evolved to include wellness, illness, and overall well-being. C.How has health promotion changed over time? D.Why is it important that nurses implement health promotion interventions based on evidence-based practice?
2. A.Compare and contrast the three different levels of health promotion (primary, secondary, tertiary). B.Discuss how the levels of prevention help determine educational needs for a patient.
.
1. Abstract2. Introduction to Bitcoin and Ethereum3..docxaulasnilda
1.
Abstract
2.
Introduction to Bitcoin and Ethereum
3.
Background
a. How do we understand Ethereum and Smart Contracts?
b. Blockchain Cryptocurrency and Smart Contracts
c. What are Pros and Cons of using Ethereum?
d. Ethereum Virtual Machine
4.
Platforms or Programming for Smart Contracts
5.
Smart Contract Applications
6.
Research Methodology
a. Current Smart Contract Applications
b. Security Issues
c. Privacy Issues
d. Performance Issues
7.
Ethereum System and Solidity Smart Contracts
a. What do we understand about Ethereum and the Likes?
b. How does Ethereum and the likes work?
8.
Ethereum and Hyperledger in Smart Contracts
9.
What can we get by the term Scalability?
10.
Smart Contracting Programming and High-Level Issues
a. Usability
b. Ethical and Legal Issues
11.
Specifications and Implementations
12.
Pros and Cons of using Ethereum Smart Contracts
13.
Current Trends on Ethereum
14.
Future State of Ethereum Smart Contracts or Virtual Machines
15.
Conclusion
Note: Paper about Ethereum
20 pages
ppt 12-14 slides.
No plagiarism,
APA , Citations, and references.
.
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Q.5 What are the difference between a single‐hit and a home run business?
Q.6 What are the four key factors that a banker seeks before providing a corporate loan?
Q.7 What are the advantages and disadvantages of corpo- rate investors?
Q.8 What are the main ways an entrepreneur can value a business before it has significant sales?
Developing a Framework for Ethical Leadership
Alan Lawton • Iliana Páez
Received: 4 April 2013 / Accepted: 6 June 2014 / Published online: 29 June 2014
� Springer Science+Business Media Dordrecht 2014
Abstract Interest in ethical leadership from academics
and practitioners has grown enormously in recent years.
This article addresses this literature through a framework
that identifies three interlocking questions. First, who are
ethical leaders and what are their characteristics? Second,
how do ethical leaders do what they do? Third, why do
leaders do as they do and what are the outcomes of ethical
leadership? Different dimensions to ethical leadership are
examined and presented as three interlocking circles; Vir-
tues, Purposes and Practices. This framework presents an
integrated approach to ethical leadership and argues that
future research take this holistic framework and apply it to
different sectors or contexts.
Keywords Ethical leadership � Ethical theory � Ethical
practices
Introduction
The ethical dimension of leadership has, increasingly, been
of interest to both the general public and to scholars,
motivated partly by the corporate scandals that have
involved the unethical behaviour of top executives in
leading organizations throughout the world and has gen-
erated responses from both the academic and practitioner
communities (see, for example, the Index of Leadership
Trust developed by the Institute of Leadership and Man-
agement and Management Today). Notwithstanding recent
concerns, the relationship between ethics and leadership
has been explored by management academics for some
time and constituted early definitions of leade ...
A Critical Perspectiveof Leadership Theories.pdfRaymondMhona1
This document provides a critical analysis of several leadership theories from the literature. It summarizes trait theory, which focuses on inherent qualities and characteristics of leaders. It also summarizes behavioral theory, examining research from universities on leadership styles like democratic, autocratic, laissez-faire. The research found effective leadership depends on behaviors and consideration of employee and task needs. Contingency theory is introduced as developing from weaknesses in trait and behavioral theories by considering situational factors. Overall, the document conducts a literature review and critical analysis of key leadership theories to understand how leadership styles have evolved over time in research.
The ambidextrous organization - Leadership and the administration paradox of ...Cornelis de Kloet
Organizational ambidexterity is a theoretical concept on how to manage the tension between exploitation (sales) and exploration (innovation). Following the suggestion of Simsek et al. (2009) to do further research on leadership styles and organizational ambidexterity, this master thesis describes the outcome of a research conducted at Philips and Royal HaskoningDHV on organizational ambidexterity and leadership.
Lesson Four Leadership Behaviors and their Ethical Implications.docxsmile790243
Lesson Four: Leadership Behaviors and their Ethical Implications
Lesson Three discussed three of the most prominent ethical theories, as well as their application to The Trolley Problem in order to assess relative consequences. Lesson Four will introduce some of the most prominent behavioral theories concerning leadership as well as their ethical implications.
Behavioral Theories
In Lesson Two, we discussed some of the early leadership research, which attempted to identify qualities that were always associated with effective leaders, and which were largely unsuccessful. However, subsequent to these efforts, researchers in the field then turned their focus to the types of behaviors that leaders exhibit, hoping that this work might reveal some patterns of successful perspectives, habits, etc. These studies were conducted at some of the finest universities across the country, and while there were some very general similarities in the results of many of the major studies, the implications varied from case to case. We will now examine each of these studies in greater detail in order to understand their findings and implications.
One brief preface is helpful here. The studies discussed below each varied in their research parameters, methodology, and findings. However, one factor that was fairly consistent throughout was the way in which leadership efficacy was defined. Generally, the studies discussed herein looked at leadership effectiveness with respect to two metrics: performance, or the productivity of the teams investigated in terms of the work they do (quality and quantity), and satisfaction, or the degree to which teams were happy performing work under their respective leaders. This is not an uncommon way of measuring efficacy (Judge, Thoresen, Bono, & Patton, 2001), and it goes without saying that both of these factors are quite relevant. Teams must be able to produce at an acceptable level, but if they aren’t also content with the circumstances of their work, then such teams aren’t likely to sustain performance for any extended period of time.
· University of Iowa Studies: One set of studies were conducted by researchers at the University of Iowa. The results of these studies concluded that all leaders adopted one of three different leadership styles: Autocratic, Democratic, and Laissez-Faire (Rafiq Awan & Mahmood, 2010). Autocratic leaders, as the name suggests, run their operations like dictators, making decisions unilaterally and seeking very little input or participation from followers. Democratic leaders, by contrast, adopt a very participative style of leadership, involving followers in all major decisions, either through a ‘notice and comment’ style dialogue before decisions are rendered, or through an informal voting-style procedure. Finally, “Laissez-Faire” is a French term that means to “let do” or to “let be”. It is commonly used in the phrase “Laissez-Faire Capitalism” to describe the American-style economy where governmen ...
Chapter 1 – Science, Society, and Criminological ResearchI.docxcravennichole326
Chapter 1 – Science, Society, and Criminological Research
Identify and define/describe the everyday errors in reasoning.
Describe the four (4) categories of purposes for social science research: descriptive, exploratory, explanatory, and evaluation.
Define and describe qualitative and quantitative research methods. How are each carried out?
Chapter 2 – The Process and Problems of Criminological Research
Discuss what makes a good research question (*hint: feasibility, social importance, and scientific relevance).
Consider the role of criminological theory in research.
· What is a theory?
· What purposes do criminological theories serve?
· What requirements do theories need to adhere to?
Consider the research process.
· What is a hypothesis?
· Define independent and dependent variables. Know the relationship between the two.
· Discuss the role of the IV(s) and DV in research hypotheses.
· Be able to identify both in research hypotheses.
The research circle consists of three (3) main research strategies: Deductive, inductive, and descriptive research. (*Please note that I would like to clarify that descriptive research is different than both inductive and deductive research.)
· Explain the research circle.
· Define and describe deductive and inductive reasoning. Know the difference between the two.
· Define each of the following: variable, independent variable, and dependent variable.
· Discuss the role of variables (independent and dependent) in the research process.
Identify the different scientific guidelines for research.
Chapter 3 – Research Ethics
Consider the Stanford Prison Experiment – Zimbardo.
· What is the main ethical concern raised by many researchers?
Consider the Belmont Report.
· What is the Belmont Report?
· Why did it come about?
· Identify and define the three (3) basic ethical principles for the protection of human subjects.
Define and describe the institutional review board (IRB)?
Identify and describe (summarize) main points regarding current ethical principles in research practice (*see assigned reading, powerpoints (on Moodle), and provided lecture notes (on Moodle).
· Achieving Valid Result
· Honesty and Openness
· Uses of Research
· Protecting Research Participants
Chapter 4 – Conceptualization and Measurement
Define concepts, conceptualization, and operationalization. Discuss the role of each in research.
Define level of measurement and describe each one, while providing examples of each – Nominal, ordinal, interval, and ratio.
Define and discuss the relevance of measurement validity and reliability. Know the difference between the two, in their roles in research.
Define/describe each of the following forms of measurement validity and reliability:
· Criterion validity
· Face validity
· Test-retest reliability
· Intraobserve ...
Descriptive Ethics Encyclopedia Of Business Ethicssimply_coool
Descriptive ethics studies morality from a scientific perspective. It describes and explains moral behavior using social science frameworks like theory building and hypothesis testing. Descriptive ethics asks questions like how individuals make moral decisions and what influences their ethical or unethical actions. Key areas of descriptive ethics research include cognitive moral development theory, social psychology experiments on obedience to authority, and conceptual models of ethical decision making that are empirically tested. Descriptive business ethics applies this approach to understanding morality in organizational contexts.
1. centre the title, references, at the top of the page.2. doublSUKHI5
This document provides instructions for completing an assignment on philosopher values and ethics. Students are asked to use a provided template to summarize how historical educational philosophers demonstrated key dispositions like social responsibility, commitment, reflection, integrity, and professionalism. For each disposition, students must provide a historical example from a philosopher's work with an APA citation, as well as propose how current educators could apply that disposition. The document defines each disposition and provides grading criteria emphasizing relevant examples within historical and current contexts. References must be in APA style and the assignment aims to identify timeless ethical principles in light of contemporary issues.
This document discusses the evolution and definition of organizational behavior (OB) as a field of study. It defines OB as the study of individuals and groups within organizations, with a focus on individual and micro-level interactions. The document outlines three dimensions that define the conceptual domain of OB: (1) an independent variable-dependent variable framework for problem-solving, (2) an orientation toward facilitating change, and (3) a humanistic concern for self-development. The document also discusses how OB has developed constructs, models, facts, and technologies to study topics like motivation, leadership, and organizational structure. Finally, it concludes that traditional distinctions between OB and related fields are blurring, suggesting a movement toward an "enacted
My Ten Years” ExerciseProject yourself into the future .docxroushhsiu
“My Ten Years”
Exercise
Project yourself into the future ten years from today. When answering, develop the image of what you most hope and dream your life and work will be ten years from today.
In ten years, I am __32__ years old.
If/when I am working, my work is best described as- My work will be described as a leader who will empower other people to succeed in life for their dreams and ambitions while keeping the best interests of the company. I also see myself as a venture capitalist in the future.
In that context, my major work responsibilities are – My main work responsibilities will be business and people development. I want to take care of the people who work in my company and give them independence to show results.
The people I will see or talk to today include – My family, girlfriend and friends from babson college
.
The people whom I live and socialize with are – My family and friends
.
My most important possessions are – My positive attitude towards life
If someone were describing me to a friend today, they would say that - I am very outgoing and friendly.
.
When I have some free time, I spend it – learning a new skill
My leisure or fun activities in a typical week include - Driving and catching up with friends
As I think about my leadership, I take most pride in – I feel I understand people really well and can feel their emotions.
Research Critique Guidelines – Part I
Use this document to organize your essay. Successful completion of this assignment requires that you provide a rationale, include examples, and reference content from the studies in your responses.
Qualitative Studies
Background of Study
1. Summary of studies. Include problem, significance to nursing, purpose, objective, and research question.
How do these two articles support the nurse practice issue you chose?
1. Discuss how these two articles will be used to answer your PICOT question.
2. Describe how the interventions and comparison groups in the articles compare to those identified in your PICOT question.
Method of Study:
1. State the methods of the two articles you are comparing and describe how they are different.
2. Consider the methods you identified in your chosen articles and state one benefit and one limitation of each method.
Results of Study
1. Summarize the key findings of each study in one or two comprehensive paragraphs.
2. What are the implications of the two studies in nursing practice?
Ethical Considerations
1. Discuss two ethical consideration in conducting research.
Describe how the researchers in the two articles you choose took these ethical considerations into account while performing their researc
Write a critical appraisal that demonstrates comprehension of two qualitative research studies. Use the "Research Critique Guidelines – Part 1" document to organize your essay. Successful completion of this assignment requires that you provide rationale, include examples, and reference content from the studies in ...
SMART Goal Worksheet
Today’s Date
Target Date
Start Date
Date Achieved
Goal
Specific: What exactly will be accomplished?
Measurable: How will you know when the goal is reached?
Attainable: Are the resources available to reach the goal? If not how will they be obtained?
Role-Related: Is this goal hitting the correct audience?
Time-Bound: When will the goal be achieved?
MORALIZED LEADERSHIP: THE
CONSTRUCTION AND CONSEQUENCES OF
ETHICAL LEADER PERCEPTIONS
RYAN FEHR
University of Washington, Seattle
KAI CHI (SAM) YAM
National University of Singapore
CAROLYN DANG
University of New Mexico
In this article we examine the construction and consequences of ethical leader
perceptions. First, we introduce moralization as the primary process through which
followers come to view their leaders as ethical. Second, we use moral foundations
theory to illustrate the types of leader behavior that followers are most likely to
moralize. Third, we identify motivations to maintain moral self-regard and a moral
reputation as two distinct pathways through which moralization influences follower
behavior. Finally, we show how the values that underlie leaders’ moralized behavior
(e.g., compassion, loyalty) determine the specific types of follower behavior that
emerge (e.g., prosocial behavior, pro-organizational behavior).
History is replete with examples of leaders
who are renowned for their positions of moral1
authority—for their status as paragons of virtue
and goodness and for their ability to motivate
their followers to do good deeds. Martin Luther
King, Jr., worked for equal rights and inspired
his followers to fight for justice, while Mahatma
Gandhi emphasized compassion for the less for-
tunate. Winston Churchill is widely renowned
for demonstrating and inspiring loyalty to the
British Crown, while Mother Theresa is particu-
larly well-known for her emphasis on the sanc-
tity of body and spirit (Frimer, Biesanz, Walker,
& MacKinlay, 2013). Many CEOs, such as James
Burke of Johnson & Johnson, are admired for
their care and compassion, while others, such as
Whole Foods CEO John Mackey, are admired for
their focus on purity. Regardless of the actions
for which these leaders are most renowned (e.g.,
actions that reflect justice, compassion, loyalty,
or purity), all of them have demonstrated an
ability to leverage morality as a means of gar-
nering commitment to a cause, tapping into
their followers’ moral beliefs and conveying
what it takes to be moral in a given place and at
a given point in time.
In contrast to these canonical yet divergent
examples of ethical leaders, the organizational
sciences paint a comparatively narrow view of
what it means to be an ethical leader. Scholars
have cultivated a notion of ethical leaders as
the embodiment of justice and compassion, fa-
cilitating prosocial behavior and fair treatment
by showing their followers that this behavior is
expected and rewarded (Bass, 2008; Brown &
Treviño, 2006; Eisenbeiss, 2012). At t.
Resource Parts I, II and III of the Wren (1995) text, SAS Central.docxcarlstromcurtis
Resource:
Parts I, II and III of the Wren (1995) text, SAS Central: Critical Thinking, AES Presentation
Create
an analytical framework to facilitate your analysis of historical leadership models in the Week 3 assignment. For this week, you will simply need to create and complete the visual framework.
To create the framework, choose three of the models described in chapters 10 -17 of Wren Part III (assume each chapter describes a different leadership model). Then, choose three to five generic processes of leadership. One component or process must be the leader/follower exchange - how the leader and followers interact, or their relationship to each other. Choose two to four other processes leaders engage in. To identify processes, you might think about these sentences: "How does ________ happen in this model?" or "What does _______ look like in this model?" (Note: you are not simply asking
whether or not
the process is part of the model. So, not a yes/no question.)
The analytic framework is a visual representation of components of the models that will allow you to analyze the similarities, differences, gaps, etc. in Week 3. A matrix framework is easy to construct and use - see the Assignment Materials for a visual of the framework you can use.
Create
a 6- to 10-slide Microsoft® PowerPoint® presentation that includes a brief description of each model/theory and your analytical framework. Use these design criteria:
Four to six bullet points per slide,
Six to eight words per bullet - not full sentences,
Each bullet point containing a fact or assertion should also have a citation to literature,
Speaker notes
in full sentences contain an expanded version of bullets on slides
and also have citations as necessary, and
Reference slide with a minimum of four sources (one can be Wren).
Format
your citations and references consistent with APA guidelines.
1. SAS Central: Argument Construction: Critical Thinking
What Is Critical Thinking?
In the SAS doctoral program, you will have the opportunity to develop and extend your critical thinking skills. You will be encouraged to analyze, evaluate, and synthesize as an integral aspect of your thinking. These thinking operations might be applied to analyzing the literature, developing questions, solving a problem, creating a new model, or deciding upon a course of action.
Richard Paul and Linda Elder (2009), two long-standing and respected scholars of critical thinking, crafted the following definition: Critical thinking is the act of analyzing and evaluating thinking with a view to improving it (p. 4).
Paul and Elder (2009) also suggest that critical thinking entails a commitment to overcoming our native egocentrism and sociocentrism.
Other recent views of critical thinking critique the overemphasis on the cognitive dimension of critical thinking (sometimes referred to as the Cartesian duality of “I think, therefore I am”). Researchers such as Klein (1999) remind us of the role of i ...
BCJ 3601, Criminal Law 1 Course Learning Outcomes for.docxaryan532920
BCJ 3601, Criminal Law 1
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
1. Define terms related criminal law.
1.1 Define terms related to criminal defenses.
1.2 Define insanity and how it is used as a defense.
3. Assess legal issues as presented in court cases.
3.1 Examine when deadly force can be used as a claim of self-defense.
3.2 Debate the use of the “battered woman’s” defense.
3.3 Analyze what constitutes entrapment by government agents.
4. Analyze key concepts related to criminal law.
4.1 Describe the nature of defenses.
4.2 Illustrate categories of justifications and excuses as defenses.
4.3 Explain how competency to stand trial is assessed today.
Reading Assignment
Chapter 5:
Justifications as Defenses
Chapter 6:
Defenses: Excuses and Insanity
Read the following handouts:
“Can a Defendant Who Lies About her Role in Spousal Homicide Still Raise a ‘Battered Woman’s’ Defense?”
“Is there a Meaningful Difference Between ‘Insanity’ and ‘Temporary Insanity’?”
“What Constitutes Entrapment by Government Agents?”
Unit Lesson
Please view the Unit III, Part 1 Presentation and Unit III, Part 2 Presentation located underneath the Unit III
Study Guide in your course in Blackboard.
UNIT III STUDY GUIDE
Defenses and Insanity
https://media.pearsoncmg.com/pls/products/coco/criminal_law/125689897x/assignments/pdfs/criminal_law_handout_lesson_04.pdf
https://media.pearsoncmg.com/pls/products/coco/criminal_law/125689897x/assignments/pdfs/criminal_law_handout_lesson_05.pdf
https://media.pearsoncmg.com/pls/products/coco/criminal_law/125689897x/assignments/pdfs/criminal_law_discussion_lesson_04.pdf
Running head: LEADERSHIP
1
LEADERSHIP
2
Abbreviated rubric for Homework #1 (Leadership)Criteria
Score
1
Submitted late: minus 5% per day
2
3
Meets expectations for content and purpose of the assignment.
Title page, abstract, text, references, and outline.
10
4
Outline
10
5
5
Develops a clearly articulated and original thesis and/or main idea that are consistent with expectations of content and purpose. Topic sentence and paper is FOCUSED..
10
5
6
Organizes ideas in clear and sequential paragraphs that logically reinforce the main idea. A paragraph is a collection of related sentences dealing with a single topic. Uses level 1, 2, and 3 headings as appropriate.
10
5
7
Incorporates sufficient use of appropriate research, supporting evidence, and relevant sources (OER & module sources).
10
8
Critically evaluates information and/or data within boundaries established by the main idea.
10
5
9
Conforms to APA and/or additional guidelines from the instructor. (Refer to the paper in Conferences, “Writing Papers That Are Easy to Grade.” Your paper should look like this paper.)
20
10
Displays sound grammar, spelling, punctuation and appropriate conventions. See *NOTE below.
20
Total
80
Where (depending on whether weight is 10 or 20:
1-6 o ...
Resources for Papers 1 and 2Part 1 The Culture CompassAs the .docxronak56
This document provides resources for papers on organizational culture and ethics. It includes required and optional readings on organizational culture, values, ethics, and strategic leadership. The document discusses using the DISC assessment tool to coach top performers to improve their interpersonal skills and relationship when working with teams. It provides instructions on completing a DISC assessment and discussing the results with a coach to develop an action plan.
The future of 21st century global educationjoyce pittman
The presenter discusses the relationships between systems thinking, leadership and sustainability in complex learning organizations: Implications for new educational leadership research and development.
The art and science of leadership 6e afsaneh nahavandi test bankIvan Olegov
This document provides a summary of the table of contents and features of the textbook "The Art and Science of Leadership 6e" by Afsaneh Nahavandi. The textbook covers topics on leadership theories, contemporary leadership concepts, leading teams and change. It has a strong application focus, cross-cultural perspective, and includes self-assessments and exercises. Research on leadership focuses on transformational leadership and its effects on employee and company outcomes. Recent studies also examine the roles of followership, gender, and destructive leadership on organizations.
A Systematic Literature Review of Servant Leadership Theoryi.docxransayo
A Systematic Literature Review of Servant Leadership Theory
in Organizational Contexts
Denise Linda Parris • Jon Welty Peachey
Received: 20 February 2012 / Accepted: 8 April 2012 / Published online: 22 April 2012
� Springer Science+Business Media B.V. 2012
Abstract A new research area linked to ethics, virtues,
and morality is servant leadership. Scholars are currently
seeking publication outlets as critics debate whether this
new leadership theory is significantly distinct, viable, and
valuable for organizational success. The aim of this study
was to identify empirical studies that explored servant
leadership theory by engaging a sample population in order
to assess and synthesize the mechanisms, outcomes, and
impacts of servant leadership. Thus, we sought to provide
an evidence-informed answer to how does servant leader-
ship work, and how can we apply it? We conducted a sys-
tematic literature review (SLR), a methodology adopted
from the medical sciences to synthesize research in a sys-
tematic, transparent, and reproducible manner. A disci-
plined screening process resulted in a final sample
population of 39 appropriate studies. The synthesis of these
empirical studies revealed: (a) there is no consensus on the
definition of servant leadership; (b) servant leadership
theory is being investigated across a variety of contexts,
cultures, and themes; (c) researchers are using multiple
measures to explore servant leadership; and (d) servant
leadership is a viable leadership theory that helps organi-
zations and improves the well-being of followers. This
study contributes to the development of servant leadership
theory and practice. In addition, this study contributes to the
methodology for conducting SLRs in the field of manage-
ment, highlighting an effective method for mapping out
thematically, and viewing holistically, new research topics.
We conclude by offering suggestions for future research.
Keywords Leadership � Leadership theory � Servant
leadership � Systematic literature review
Introduction
Leadership is one of the most comprehensively researched
social influence processes in the behavioral sciences. This is
because the success of all economic, political, and organi-
zational systems depends on the effective and efficient
guidance of the leaders of these systems (Barrow 1977). A
critical factor to understanding the success of an organiza-
tion, then, is to study its leaders. Leadership is a skill used to
influence followers in an organization to work enthusiasti-
cally towards goals specifically identified for the common
good (Barrow 1977; Cyert 2006; Plsek and Wilson 2001).
Great leaders create a vision for an organization, articulate
the vision to the followers, build a shared vision, craft a path
to achieve the vision, and guide their organizations into new
directions (Banutu-Gomez and Banutu-Gomez 2007; Kotter
2001). According to Schneider (1987), the most important
part in build.
httpnvs.sagepub.comNonprofit and Voluntary Sector Quarte.docxadampcarr67227
http://nvs.sagepub.com/
Nonprofit and Voluntary Sector Quarterly
http://nvs.sagepub.com/content/32/4/521
The online version of this article can be found at:
DOI: 10.1177/0899764003257463
2003 32: 521Nonprofit and Voluntary Sector Quarterly
Judith L. Miller-Millesen
Understanding the Behavior of Nonprofit Boards of Directors: A Theory-Based Approach
Published by:
http://www.sagepublications.com
On behalf of:
Association for Research on Nonprofit Organizations and Voluntary Action
can be found at:Nonprofit and Voluntary Sector QuarterlyAdditional services and information for
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10.1177/0899764003257463 ARTICLEUnderstanding Nonprofit Boards of DirectorsMiller-Millesen
Understanding the Behavior of Nonprofit
Boards of Directors: A Theory-Based Approach
Judith L. Miller-Millesen
Ohio University
The literature on nonprofit boards of directors is rich with prescriptive advice about the
kinds of activities that should occupy the board’s time and attention. Using organiza-
tional theory that has dominated the empirical investigation of private sector board
behavior (agency, resource dependence, and institutional), this article contributes to the
literature on nonprofit board governance in three important ways. First, it provides a
link between theory and practice by identifying the theoretical assumptions that have
served as the foundation for the “best practice” literature. Second, the article presents a
theory-based framework of board behavior that identifies the environmental conditions
and board/organizational considerations that are likely to affect board behavior. And
finally, it offers a set of hypotheses that can be used in future empirical investigations that
seeks to understand the conditions under which a nonprofit board might assume certain
roles and responsibilities over others.
Keywords: nonprofit governance, boards of directors, organization theory
In a recent comprehensive review of the literature on nonprofit governance,
Ostrower & Stone (2001, p. 1) argued that there are “major gaps in our theoreti-
cal and empirical knowledge” regarding nonprofit boards of directors. The
authors acknowledged a small but growing body of research suggesting an
increase in scholarly attention to and interest in “understanding rather than
describing” board governance. However, they concluded that future research
must address the contextual and contingent elements of governance and
make explicit the implications of these considerations. I address this gap in the
literatu.
Planning, Negotiating & Implementation Assignment 2
Planning, Negotiating & Implementation Assignment
Treylesia L. Alston
School of Behavioral Science, Liberty University
Author Note
Treylesia L. Alston (L32443087)
I have no known conflict of interest to disclose.
Correspondence concerning this article should be addressed to Treylesia L. Alston
Email: [email protected]
Assignment 3: Research Questions & Variables
You will identify a research topic, explain your research idea, construct possible research questions (1 or 2 questions), determine which variables you could potentially use for your research paper (you will need to have 1 dependent variable and 3 independent variables), and state your hypotheses. You will have to give your future survey (Assignment 4) to friends or family, so think about what you will be able to ask them and what information they will be able to provide. We will not survey or interview vulnerable populations (anyone under 18, prisoners, etc.). It is okay if your idea is still a work-in-progress!
PADM 610
Case Study: Human Resources Assignment Instructions
Overview
In this Case Study, you will apply the Statesmanship model discussed in Module 1: Week 1 to a real, specific public administration context. In other words, choose an organization that is dealing with Human Resource policies, strategies, and procedures. Next, apply the statesmanship model discussed Module 1: Week 1 to this situation. The overarching idea of statesmanship is the call for moral character. In the context of this assignment, how can this model be applied to the situation at hand?
You will apply the Statesmanship model needed to deal with challenges of human resources policies, strategies, and procedures. Remember to also discuss the importance of the following:
· Covenant of
hesed
· Covenant of ethics
· Performance Evaluation
· Statecraft
Instructions
· Case Study scenarios must be taken from documented (published) public administration contexts; no hypotheticals are allowed.
· You can focus on one public administration organization or may refer to a particular situation (well-documented by the research) that public administrators faced during an actual event(s).
· All ideas you should be supported with sound reason and citations from the required readings and presentations, and additional resources.
· Paper should be 4–5 double-spaced pages of content in length (this does not include title page or reference pages).
· Paper should be in current APA format.
· Headings should be included and must conform to the content categories listed (i.e., Covenant of
hesed, Covenant of ethics, Performance Evaluation, etc.).
· 3–5 additional scholarly sources must be used. They need to be scholarly and provide relevant public administration theory and practices.
· All required reading and presentations from the assigned reading ...
Lesson 16 illustrating and explaining conceptual framewokmjlobetos
The document discusses conceptual frameworks, which consist of concepts placed in a logical sequence and represent a less formal structure used when existing theory is insufficient. Conceptual frameworks clarify relationships among concepts, provide context for interpreting findings, and explain observations. They encourage practical, useful theory development. The document outlines steps for writing a conceptual framework, including choosing a topic, reviewing literature, isolating important variables, and generating the framework based on problem statements and variables from research. It also defines frameworks, paradigms, and provides an example conceptual framework on adolescent reproductive health.
Similar to 1200 words Article Review Using Gibb’s Reflective CycleRequireme.docx (19)
1. Analyze the case and determine the factors that have made KFC a s.docxaulasnilda
1. Analyze the case and determine the factors that have made KFC a successful global business.
2. Why are cultural factors so important to KFC’s sales success in India and China?
3. Spot the cultural factors in India that go against KFC’s original recipe.
4. Why did Kentucky Fried Chicken change its name to KFC?
5. What PESTEL factors contributed to KFC’s positioning?
6. How does the SWOT analysis of KFC affect the future of KFC?
Points to be considered:
1. Please follow 6th edition of the APA Format.
2. On separate page, the word "Abstract,' centered on paper followed by 75-100 word overview.
3. References needs to be Peer Reviewed Articles.
4. This assignment should be 15-20 pages excluding the title and reference pages. The paper should contain at least one graph, figure, chart, or table.
5. Please use the questions as Headings for the topics in the Paper.
I have attached the case study document below.
.
1. A.Discuss how the concept of health has changed over time. B.Di.docxaulasnilda
1. A.Discuss how the concept of "health" has changed over time. B.Discuss how the concept has evolved to include wellness, illness, and overall well-being. C.How has health promotion changed over time? D.Why is it important that nurses implement health promotion interventions based on evidence-based practice?
2. A.Compare and contrast the three different levels of health promotion (primary, secondary, tertiary). B.Discuss how the levels of prevention help determine educational needs for a patient.
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1. Abstract2. Introduction to Bitcoin and Ethereum3..docxaulasnilda
1.
Abstract
2.
Introduction to Bitcoin and Ethereum
3.
Background
a. How do we understand Ethereum and Smart Contracts?
b. Blockchain Cryptocurrency and Smart Contracts
c. What are Pros and Cons of using Ethereum?
d. Ethereum Virtual Machine
4.
Platforms or Programming for Smart Contracts
5.
Smart Contract Applications
6.
Research Methodology
a. Current Smart Contract Applications
b. Security Issues
c. Privacy Issues
d. Performance Issues
7.
Ethereum System and Solidity Smart Contracts
a. What do we understand about Ethereum and the Likes?
b. How does Ethereum and the likes work?
8.
Ethereum and Hyperledger in Smart Contracts
9.
What can we get by the term Scalability?
10.
Smart Contracting Programming and High-Level Issues
a. Usability
b. Ethical and Legal Issues
11.
Specifications and Implementations
12.
Pros and Cons of using Ethereum Smart Contracts
13.
Current Trends on Ethereum
14.
Future State of Ethereum Smart Contracts or Virtual Machines
15.
Conclusion
Note: Paper about Ethereum
20 pages
ppt 12-14 slides.
No plagiarism,
APA , Citations, and references.
.
1. A. Compare vulnerable populations. B. Describe an example of one .docxaulasnilda
1. A. Compare vulnerable populations. B. Describe an example of one of these groups in the United States or from another country. C.Explain why the population is designated as "vulnerable." Include the number of individuals belonging to this group and the specific challenges or issues involved. D. Discuss why these populations are unable to advocate for themselves, the ethical issues that must be considered when working with these groups, and how nursing advocacy would be beneficial.
2. A. How does the community health nurse recognize bias, stereotypes, and implicit bias within the community? B. How should the nurse address these concepts to ensure health promotion activities are culturally competent? C. Propose strategies that you can employ to reduce cultural dissonance and bias to deliver culturally competent care. D. Include an evidence-based article that addresses the cultural issue. E. Cite and reference the article in APA format.
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1. A highly capable brick and mortar electronics retailer with a l.docxaulasnilda
1. A highly capable brick and mortar electronics retailer with a loyal regional customer base (such as Fry's) should adopt which of the following medium term strategies?
"50% off" sale every month
Divest
Niche or harvest
Invest in R&D
2. Amazon's strategy involves offering expanded variety but at very competitive prices. This is primarily achieved through
Economies of scope
Focus on international markets
Economies of scale
Innovative products
3. Uber is an example of industry chaining in which of the following ways?
Economies of scale for service providers
Economies of scope for customers
Improving access and reduced search costs for customers and service providers
Lower wages for service providers and lower prices for customers
4. Shareholder returns are primarily derived from
Growth in share value and dividend payments
dividend payments only
Growth in company profits
Growth in the share value only
5. Strategy is defined best as:
A unique value proposition supported by sound financial decisions
A unique value proposition supported by synergies in operations
A unique value proposition supported by aggressive marketing
A unique value proposition supported by a complex supply chain
6. The cost of attracting new customers is the highest with which of the following groups?
Early adopters
Late majority
Laggards
Innovators
7. In the context of the Differentiation (Quality) vs Efficiency trade-off curve, the efficient frontier refers to:
The company that provides maximum quality for a given cost
The company that provides minimum cost
The company that provides maximum quality
The company that maximizes efficiency
8. Nike hiring sports stars to be brand ambassadors is an example of which of the following mechanisms?
Market development
Customer segmentation
Product development
Market penetration
9. Which of the following is an indication of strategic committment of a company in an industry
Lowering wages of the workforce
Increased technology investment
Acquiring real-estate in an urban location of demand
Increased divident payments for two years in a row
10. A pharma company with a deep roster of capable engineers and scientists and that is the market leader is best advised to begin development of a new drug as:
A partnership with smaller competitors
License its innovation from other laboratories
An independent venture
Smaller scale effort
11. The most valuable competency in the declining phase of an industry is:
Resposiveness
Innovation
Efficiency
Quality
12. There is often limited capacity relative to demand in the early growth period of an industry because:
Capacity is very expensive in the later stages of an industry
Only few companies have products or technologies in a budding industry
Prices tend to be low in the embryonic stage
Many companies compete for early advantage in an emerging industry
13. If the willingness to pay of .
1. A. Research the delivery, finance, management, and sustainabili.docxaulasnilda
1. A. Research the delivery, finance, management, and sustainability methods of the U.S. health care system.
B. Evaluate the effectiveness of one or more of these areas on quality patient care and health outcomes.
C.Propose a potential health care reform solution to improve effectiveness in the area you evaluated and predict the expected effect.
D. Describe the effect of health care reform on the U.S. health care system and its respective stakeholders.
E.Support your post with a peer-reviewed journal article.
2. The Affordable Care Act was signed into law by President Barack Obama in March 2010. Many of the provisions of the law directly affect health care providers. Review the following topic materials:
"About the Affordable Care Act"
"Health Care Transformation: The Affordable Care Act and More"
What are the most important elements of the Affordable Care Act in relation to community and public health? What is the role of the nurse in implementing this law?
.
1. All of the following artists except for ONE used nudity as part.docxaulasnilda
1. All of the following artists except for ONE used nudity as part of her/ his work:
a) Ana Mendieta
b) Carolee Schneeman
c) Yoko Ono
d) Judy Chicago
e) Robert Mapplethorpe
2. All of the following except ONE are features of Conceptualism (though not all apply to every Conceptualist work)
a) Audience participation
b) Use of text/language within visual works
c) Direct criticism of the art museum
d) Very expensive artworks
e) Sets of instructions to follow
f) Temporary or fleeting projects
3. Please match the following description with correct art movement or tendency:
1) Minimalism
2) Fluxus
3) Abstract Expressionism
4) Feminist practices
5) Conceptualism
A. Created action paintings that blurred the line between art and life
B. Included works drawing attention to the unethical actions of art museums
C. An idealistic to recalibrate the human senses
D. A loose knit international group of artists that made performances and other unconventional works
E. Argued that the criteria for determining historical value in visual art has been too narrow
4. The following art movement or tendencies except for ONE can be considered to have been responses to Abstract Expressionism (through sometimes for very different reasons)
a) Conceptualism
b) Pop Art
c) Earthwork
d) Surrealism
e) Minimalism
.
1. According to the article, what is myth and how does it functi.docxaulasnilda
1. According to the article, what is myth and how does it function as a naturalizing agent?
2. What is a sign?What is its relation to myth?
3. If advertising “is not an attempted sale of products – evidence shows that consumers are able to resist ‘advertising in the imperative’(12.) – but a ‘clear expression of a culture’ and cultural beliefs” then what does the iPod advert express about current culture?
4. What does the iPod advert presented in the article “sell”?
Attachments have resources
.
1. 6 Paragraph OverviewReflection on Reading Assigbnment Due Before.docxaulasnilda
1. 6 Paragraph Overview/Reflection on Reading Assigbnment Due Before Class Commences
The Critical Theorists: Critical Legal Theory, Critical Race Theory, Critical Feminist Theory, & Critical Latinx Theory
Wacks Chapters 13 & 14
Bix Chapter 19
2.6 Paragraph Overview/Reflection on Reading Assigbnment Due Before Class Commences
Why Obey the Law & Why Punish?
Wacks Chapters 11 & 12
Bix Chapters 9 & 16
3.6 Paragraph Overview/Reflection on Reading Assigbnment Due Before Class Commences
Wacks Chapter 10
Bix Chapter 10
.
1. A.Compare independent variables, B.dependent variables, and C.ext.docxaulasnilda
Independent variables are those that are manipulated by the researcher, dependent variables are those that are measured, and extraneous variables are those that are not controlled that could influence the dependent variable. Researchers attempt to control extraneous variables through random assignment and holding all variables constant except the independent variable. Levels of evidence range from expert opinion to randomized controlled trials, with stronger evidence able to lead to broader practice changes.
1. According to the Court, why is death a proportionate penalty for .docxaulasnilda
1. According to the Court, why is death a proportionate penalty for child rape? Do you agree? Explain your reasons.
2. Who should make the decision as to what is the appropriate penalty for crimes? Courts? Legislatures? Juries? Defend your answer.
3. In deciding whether the death penalty for child rape is cruel and unusual, is it relevant that Louisiana is the only state that punishes child rape with death?
4. According to the Court, some crimes are worse than death. Do you agree? Is child rape one of them? Why? Why not?
THE RESPONSE TO THE FOUR QUESTIONS ALL TOGETHER SHOULD LEAD ADD UP TO 400 WORDS IN TOTAL.
.
1- Prisonization What if . . . you were sentenced to prison .docxaulasnilda
1- Prisonization?
What if . . . you were sentenced to prison? Do you believe you would become a more seasoned criminal or would learning criminal ways from those who were caught make you a worse criminal? Explain
2- Gangs of Prison?
What if . . . you were appointed as warden at a medium security prison which had a terrible problem with gang affiliations? What methods would you employ to combat the problem? Explain.
3-The solidarity of inmate culture (Big House era) developed through several characteristics. Name them?
.
1. 250+ word count What is cultural and linguistic competence H.docxaulasnilda
1. 250+ word count
What is cultural and linguistic competence? How does this competency apply to public health? Why is this important to the practice of public health?
2. 250+ word count
Reflect on your own cultural and linguistic competence. How confident are you in your ability to address the needs of diverse communities? How do you think you could improve your level of cultural and linguistic competence?
.
1. 200 words How valuable is a having a LinkedIn profile Provid.docxaulasnilda
1. 200 words How valuable is a having a LinkedIn profile? Provide example to support your statement.
2. 200 words What benefits does it add your academic and professional development? Provide example to support your statement.
3. 200 words How does having this profile contribute to networking as healthcare and public health professionals? Provide example to support your statement.
4. 200 words What other social media and networking platforms are available to network with other healthcare and public health professionals? Provide example to support your statement.
.
1. According to recent surveys, China, India, and the Philippines ar.docxaulasnilda
1. According to recent surveys, China, India, and the Philippines are the three most popular countries for IT outsourcing. Write a short paper (2-4 paragraphs) explaining what the appeal would be for US companies to outsource IT functions to these countries. You may discuss cost, labor pool, language, or possibly government support as your reasons. There are many other reasons you may choose to highlight in your paper. Be sure to use your own words.
2.) Many believe that cloud computing can reduce the total cost of computing and enhance “green computing” (environmental friendly). Why do you believe this to be correct? If you disagree, please explain why?
.
1. Addressing inflation using Fiscal and Monetary Policy tools.S.docxaulasnilda
1. Addressing inflation using Fiscal and Monetary Policy tools.
Scenario - The US economy is currently experiencing high rates of inflation. You
have Fiscal and Monetary policy tools available to address this problem:
a. To attack the problem of inflation you must select one Monetary Policy
tool and one Fiscal Policy tool. Write down the name of your Fiscal Policy
tool and your Monetary Policy tool.
i. Think the options through and write down your choices.
b. Please explain why you selected the tools that you selected and why you did
not select the other choices? Do this for both monetary and fiscal policy
tools!
i. Specifically, explain what is so good about the tool you selected and what is not so
good about the tools you did not select? Do this for both the Monetary Policy tool
and the Fiscal Policy tool. The key here is to use some decision criteria in making
your choice.
c. Thoroughly and completely explain how your solution (both the monetary
and the fiscal policy tool) would work to solve the problem of inflation, and
indicate the impact your solution would have on at least 5 key economic
variables. Be specific.
i. Present this using the chain of events format with up or down arrows to indicate the
direction of impact on each variable. I need to see the detail.
2. Addressing recession using Fiscal and Monetary Policy tools.
Scenario - The US economy is currently experiencing recession. You have Fiscal
and Monetary policy tools available to address this problem:
a. To attack the problem of recession, you must select at least one Monetary
Policy tool and one Fiscal Policy tool. Write down the name of your Fiscal
Policy tool and your Monetary Policy tool.
i. Think the options through and write down your choices.
b. Please explain why you selected the tools that you selected and why you did
not select the other choices? Do this for both monetary and fiscal policy
tools!
i. Specifically, explain what is so good about the tool you selected and what is not so
good about the tools you did not select? Do this for both the Monetary Policy tool
and the Fiscal Policy tool. The key here is to use some decision criteria in making
your choice.
c. Thoroughly and completely explain how your solution (both monetary and
fiscal policy tools) would work to solve the problem of recession, and
indicate the impact your solution would have on the key economic
variables. Be specific.
i. Present this using the chain of events format with up or down arrows to indicate the
direction of impact on each variable. I need to see the detail.
3. Please list and explain the 4 key supply side growth factors we discussed, and
discuss the viability (do-ability) of each in terms of getting our economy growing
again, given that today our economy is not growing.
a. The slides should provide you with what you need here.
b. The issue of viability – if the economy is growing slowly or not at all, do we have any chance
of achieving suc.
1. A vulnerability refers to a known weakness of an asset (resou.docxaulasnilda
1. A vulnerability refers to a
known
weakness of an asset (resource) that can be exploited by one or more attackers. In other words, it is a known issue that allows an attack to succeed.
For example, when a team member resigns and you forget to disable their access to external accounts, change logins, or remove their names from company credit cards, this leaves your business open to both intentional and unintentional threats. However, most vulnerabilities are exploited by automated attackers and not a human typing on the other side of the network.
Testing for vulnerabilities is critical to ensuring the continued security of your systems. Identify the weak points. Discuss at least four questions to ask when determining your security vulnerabilities.
2.
Topic:
Assume that you have been hired by a small veterinary practice to help them prepare a contingency planning document. The practice has a small LAN with four computers and Internet access. Prepare a list of threat categories and the associated business impact for each. Identify preventive measures for each type of threat category. Include at least one major disaster in the plan. 200-300 words.
.
1. According to the readings, philosophy began in ancient Egypt an.docxaulasnilda
1. According to the readings, philosophy began in ancient Egypt and then spread to Greece.
True/False
2. This question is based on the presentation of logical concepts in the first reading.
Consider the following argument: "All chemists are Lutheran. Rita is Lutheran. So, Rita must be a chemist."
Is the argument …
Deductive & Invalid
Inductive & Valid
Deductive & Strong
Inductive & Weak
3. Would Socrates agree or disagree with the following statement:
Each of us invents his or her own truth and if you feel it in your heart and really want it to be true then don't listen to those who criticize your belief.
He would agree
He would disagree
4. According to the first reading, Thales asked some important "gateway" questions. Which of the following is not one of the gateway questions discussed in the reading:
Does the diverse range of things we experience have a single common explanation or cause?
Does God exist?
Is the universe intelligible?
5. Scientism is the belief that science is one of many paths to truth about the world.
True/False
6. Deductive arguments always aim to show
The conclusion is probably true
The conclusion must be true
7. In the type of argument known as _____, we begin with premises about a phenomenon or state of affairs to be explained; then we reason from those premises to an explanation for that state of affairs.
deduction
inference to the best explanation
syllogism
anaological induction
8. In the online lecture, the multiverse hypothesis is put forward by Stenger in support of theism.
True/False
9. According to the reading, the cosmic coincidences were known in ancient times.
True/False
10. According to the reading, the problem with Darwin's claim that his theory of natural selection explains all the order in nature is that no evolutionary process of natural selection is possible unless a background system of amazing complexity already exists; but since it must exist prior to any evolutionary process, it cannot be explained as the result of an evolutionary process.
True/False
11. Suppose we have two highly improbable hypotheses: H1 and H2. Suppose H2 is slightly less improbable than H1, all else equal.
According to the presentation of best explanation arguments in the reading, H2 presents a more reasonable explanation than H1.
True/False
12. According to the reading, the fine tuning argument shows that we can know with certainty that an intelligent designer exists.
True/False
13. According to the readings, science cannot possibly explain the source of the order in the universe.
True/False
14. The design argument is presented in the readings as an analogical argument and it is also presented as an inference to the best explanation.
True/False
15. According to the online readings, Ockham's Razor favors the multiverse theory over theism,
True/False
16. The proposition that Mount Rainier has snow on its peak would be an example of a proposition known to be true a priori.
True/False
17. Which of the foll.
1-Explain what you understood from the paper with (one paragraph).docxaulasnilda
1-Explain what you understood from the paper with (one paragraph)
2-What is a Lorenze curve and how is it disputed by Paglin
3-What is the method used in the paper and what can you say about the data used and the empirical aspect of the paper.
4-What other common measurements out there for measuring income inequality, poverty, and development gap.
.
1-Explanation of how healthcare policy can impact the advanced p.docxaulasnilda
The document discusses how healthcare policy impacts advanced practice nurses and why advocacy is an essential part of their role. It explains the four pillars of transformational leadership and how that approach can influence policy change. Finally, it addresses the need for advanced practice nurses to advocate for policies that support patient-centered care through research, leadership, and professional growth.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
How to Manage Reception Report in Odoo 17Celine George
A business may deal with both sales and purchases occasionally. They buy things from vendors and then sell them to their customers. Such dealings can be confusing at times. Because multiple clients may inquire about the same product at the same time, after purchasing those products, customers must be assigned to them. Odoo has a tool called Reception Report that can be used to complete this assignment. By enabling this, a reception report comes automatically after confirming a receipt, from which we can assign products to orders.
How to Download & Install Module From the Odoo App Store in Odoo 17Celine George
Custom modules offer the flexibility to extend Odoo's capabilities, address unique requirements, and optimize workflows to align seamlessly with your organization's processes. By leveraging custom modules, businesses can unlock greater efficiency, productivity, and innovation, empowering them to stay competitive in today's dynamic market landscape. In this tutorial, we'll guide you step by step on how to easily download and install modules from the Odoo App Store.
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.ppt
1200 words Article Review Using Gibb’s Reflective CycleRequireme.docx
1. 1200 words Article Review Using Gibb’s Reflective Cycle
Requirements APA STYLE
1. Brief Introduction to Gibbs’ Cycle of reflection, How it is
used to review articles
2. Abstract
3. Introduction
4. Body( According to rules of Gibbs cycle) (Give personal
examples and references)
a) Description
b) Feelings
c) Evaluation
d) Analysis
e) Conclusion
f) Action Plan
5. Conclusion
6. Critically analyse the article using Elements of Thoughts i.e
Purpose should be clear , Clarity is the main motive
Accuracy : Information provided should be accurate
Depth: Deeply review and criticize the article,
Logic: Entire article should be logically organised
7. References at least 8 ( References should be from peer review
articles, textbooks, journals )
8. NOTE: All references MUST HAVE: authors, publication
dates, and publishers. “Anonymous” authors, and sources
without dates or publishers will not be accepted as valid sources
and marks will be deducted.
1. Read the posted article called “Business Leadership: Three
Levels of Ethical Analysis” and write an article review
discussing your understanding of the model presented and how
it relates to leadership.
2. 2. Write the article as if you are the author; everywhere
introduce yourself as the author eg.
The author believes…
The author criticises….. etc
3. Use the Gibbs’ Reflective Cycle to discuss concepts in the
article and relate them to how you personally deal with these
types of situations.
4. Provide example(s) to substantiate and analyze concepts from
the Three Levels of Ethical Analysis paper.
5. Discuss how your actions relate to the three levels in the
paper.
Module 02 Homework Assignment
· Use the information presented in the module folder along with
your readings from the textbook to answer the following
questions.
1. Describe four (4) important differences between prokaryotic
and eukaryotic organisms:
· Prokaryotic cells lack a nucleus surrounded by a complex
nuclear membrane and have a single circular chromosome
located in a nucleoid whereas eukaryotic cells have a nucleus
surrounded by a complex nuclear membrane that contains
multiple, rod-shaped chromosomes.
· Prokaryotic cells are classified within the domains Archaea
and Bacteria and eukaryotic cells are classified within the
domain Eukarya.
· Eukaryotic cells are generally larger than prokaryotic cells.
· In eukaryotic cells, Lysosomes/peroxisomes, mitochondria,
3. microtubules are present, whereas they are absent in prokaryotic
cells.
2. Briefly describe the function of the following organelles:
a) Plasma membrane – control transport of molecules in and out
of the cell.
b) Glycocalyx – allows cells to stick to surfaces, assisting in the
formation of biofilms.
c) Cell wall – it covers the cell membrane, and protects the cells
from changes in osmotic pressure.
d) Nucleus – controls all activities of the cell and plays a big
part in reproduction and heredity.
e) Endoplasmic reticulum – serves as the fusion, folding,
alteration and transport of proteins.
f) Golgi apparatus – processes and sorts proteins from the
endoplasmic reticulum for transport to their destination.
g) Lysosomes – breaks down numerous particles. i.e. food,
damaged organelles or cellular debris, microorganisms
h) Ribosomes – with high speed and accuracy, it synthesizes
proteins
i) Peroxisomes – produces hydrogen peroxide and plays a role
in lipid biosynthesis
j) Mitochondria – similar to a digestive system in which it takes
nutrients, grinds them down, and makes molecules for the cell.
k) Chloroplasts – makes the sugars that then feeds the cells
machinery.
3. What is a biofilm? Discuss the advantages and disadvantages
of biofilms:
4. 4. Briefly describe the process of aerobic cellular respiration.
How does this process differ from anaerobic cellular
respiration? How are these processes similar?
5. Briefly describe the difference between eukaryotic cell
division and prokaryotic cell division. Be sure to include the
name of the processes that each uses to replicate:
Business Leadership: Three Levels
of Ethical Analysis Daniel E. Palmer
ABSTRACT. Research on the normative aspect of
leadership is still a relatively new enterprise within the
mainstream of leadership studies. In the past, most aca-
demic inquiry into leadership was grounded in a social
scientific paradigm that largely ignored the ethical sub-
stance of leadership. However, perhaps because of a
number of public and infamous cases of failure in business
leadership, in recent years there has been renewed interest
in the ethical side of leadership in business. This paper
5. argues that ethical issues of leadership actually arise at
number of different levels, and that it is important to
distinguish between various diverse kinds of ethical issues
that arise in the study of leadership. The three levels
identified are the level of the individual morality of
leaders, the level of the means of their leadership, and the
level of the leadership mission itself. We argue that only
by fully understanding all of the different levels of ethical
analysis pertinent to business leadership, and the distinc-
tive kind of issues that arise at each level, can we fully
integrate normative studies of leadership into the field of
leadership studies. As such, this paper offers a model that
incorporates three different levels of ethical analysis that
can be used to study normative issues in leadership
studies. Such a model can be used to better understand
and integrate ethical issues into research, teaching, and
training in leadership.
KEY WORDS: authenticity, leadership studies, moral
6. character, respect, responsibility, telos, virtue theory
Leadership studies is a well-established field of
business research, and much effort has been put into
delineating the nature and characteristics of leader-
ship in the business world (see, Antonakis et al.,
2004; and Weber, 1997). For most of the history of
leadership studies, researchers focused primarily
upon empirical questions concerning the nature of
leadership: questions concerning the characteristics
possessed by successful leaders or various models of
leadership style (Antonakis et al., 2004). The aim of
such research could be summarized in terms of the
attempt to achieve a better understanding of what
makes for effective leadership. However, as Joanne
Ciulla points out, much less attention was paid in the
literature to ‘‘the ethics of how they lead or the
moral value of their achievements’’ (Ciulla, 2003,
p. vi). Perhaps precisely because leadership studies in
7. the twentieth century were largely grounded in the
social scientific paradigm (Ciulla, 2002, p. 339), the
normative underpinnings of leadership went largely
unexplored. This is not to say that various moral
qualities of leaders were not commonly noted or
even advocated for, but that when such normative
considerations were raised, they were seen as largely
incidental to the study of leadership itself. However,
in recent years there has been a growing recognition
that there are a number of reasons for believing that
the normative side of leadership must be more fully
incorporated into the mainstream of leadership
studies.
One reason for this renewed interest of the ethical
side of leadership studies is that, at the practical level,
the spectacular business failures involved in well-
known cases such as Enron, WorldCom, Firestone,
An earlier version of this paper was presented at the 15th
8. International Symposium on Ethics, Business, and Society at
the IESE Business School, University of Navarra, Barce-
lona, Spain.
Daniel E. Palmer is an Associate Professor in the Department of
Philosophy at Kent State University, Trumbull Campus.
His research focuses mainly upon issues of ethical theory and
applied ethics, particularly business and professional ethics.
He is the co-editor of Stakeholder Theory: Essential Readings
in Ethical Leadership and Management (Prometheus, 2008)
and has published articles in such journals as Business Ethics
Quarterly, Journal of Business Ethics, and The Journal of
Value Inquiry.
Journal of Business Ethics (2009) 88:525–536 � Springer 2009
DOI 10.1007/s10551-009-0117-x
and more recently in the sub-prime mortgage
banking industry, all involved failures of leadership.
Those who watched the stories of these cases unfold
recognized the strong role that executive leaders
9. played in the events that led to these business crises
(see, for example, Sison, 2003). Further, because of
the serious impact the events in these cases had upon
employees, customers, investors, and the community
at large, witnesses to them rightly recognized that
their proper analysis must involve a moral compo-
nent. In short, many people correctly recognized
that the failures of leadership involved were not
merely pragmatic failures to achieve business goals,
though they were in the end no doubt that too, but
ethical failures as well. Likewise, as Jay Conger
points out, as executive compensations have sky-
rocketed in recent years, far beyond comparative
growth in the salaries of other employees, a greater
spotlight has been put upon the value of these
executives’ leadership (2005). Are the ever growing
compensation packages justified by the leadership
that those who receive them provide? Are such
10. highly paid leaders really acting in the best interest of
the corporations that they lead, or are they merely
promoting their own self-interest? Questions such as
these have inevitably led to more concern for the
ethical foundations of leadership.
In conjunction with such practical concerns that
focused attention on the ethics of leadership in the
public’s eye, the limitations of the purely social sci-
entific paradigm of studying leadership were also
being challenged at the conceptual level. Again,
Joanne Ciulla, who has been at the forefront of the
recent move toward the normative analysis of lead-
ership studies, forcefully argues that there is an
essential ambiguity in the notion of good leadership
that is the focus of leadership studies (2004, p. 308).
The notion of good leadership can have both a
purely pragmatic sense and a normative sense. In the
first sense, good leadership simply means instru-
11. mentally effective leadership, while in the second
sense the meaning of good leadership implies ethi-
cally responsible leadership. Unfortunately, the social
scientific paradigm common in leadership studies
typically adopted the first notion without clarifying
its connection to the second. For this reason, Ciulla
and others involved in the normative turn in lead-
ership studies argue that we need to supplement
the social scientific studies of leadership with a
normative account of leadership that seeks to clarify
the ethical sense of good leadership as well as its
connection to the more pragmatically grounded
conception of good leadership.
While Ciulla and others have done much to clarify
such questions about the normative nature of lead-
ership, in this paper my goal is to further advance this
agenda by offering a model for conceptualizing the
role of ethical considerations in leadership studies. My
12. aim in this regard is twofold. One, I will argue that
ethical issues of leadership actually arise at a number
of different levels, and that it is important that we
distinguish between various kinds of ethical issues that
arise in the study of leadership. In this regard, I will
offer a model that incorporates three different levels of
ethical analysis that can be used to study normative
issues in leadership studies. Such a model can be used
to better understand and integrate ethical issues into
research, teaching, and training in leadership. In
offering such a model though, I will also argue for a
particular view of the nature of good leadership in
business. In this regard, I will argue that a robust
account of good leadership will make it clear as
to why normative considerations are intrinsic to
understanding the nature of business leadership itself.
The essential nature of leadership
Before delving into a consideration of the ethics of
13. leadership, something must first be said about the
nature of leadership itself. This task is a bit more
difficult than it might appear at first, for despite the
decades of research on leadership there still remains
a number of divergent approaches to identifying the
nature of leadership. In a wide-ranging survey of
the history of the literature on leadership studies,
Joseph Rost (1991) found hundreds of different
definitions of leadership. Indeed, Bernard Bass notes
that ‘‘there are almost as many different definitions
of leadership as there are persons who have
attempted to define the concept’’ (2007, p. 16). To
further complicate matters, leadership is often
defined contextually, as for instance, in contrast to
management (Kotter, 2007). While everyone seems
to be able to intuitively recognize instances of
leadership, arriving at a precise definition of lead-
ership for the purposes of scholarly inquiry has not
14. proven to be an easy task.
526 Daniel E. Palmer
Indeed, when looking at the vast array of defi-
nitions of leadership that have been provided, one
might be led to conclude ‘‘the meaning of leadership
may depend on the kind of institution in which
it is found’’ (Bass, 2007, p. 16). However, without
claiming to be able to provide a complete or com-
prehensive definition of leadership, I nonetheless do
think that when looking at the literature concerning
its definition, we can arrive at what I will call a core
concept of leadership. This core notion of leader-
ship, I would argue, is essential to any complete
notion of the concept, and can be seen as an element
of any of the various definitions previously pro-
posed. My own view is that the various competing
definitions of leadership are arrived at by building on
15. the core notion of leadership in different ways, or
by accenting the elements of the core notion in
different manners or in relation to different contexts.
Thus, while I will not argue for a complete defini-
tion of leadership in this paper, I will maintain that
any plausible notion of leadership will include the
core element discussed here. In this view, leadership,
at its core, essentially involves influencing others to
act in light of a vision of how best to achieve a
shared mission.1
This core notion properly gets out two aspects
essential to the idea of leadership: that leadership
involves motivating others to act and to do so in
light of some common aim. There are, of course,
lots of different ways in which people can be
influenced to act: ranging from threats of force to
appeals to the common good, but all leadership seeks
to move others to act. However, the attempt to
16. move others to action, while a necessary element of
leadership, is by no means sufficient for explaining
what leadership involves. For what is also distinctive
about leadership is that it seeks to move others to
action in light of some purpose, and some purpose
that is offered not merely as the purpose of the leader
herself, but as a purpose for those who are moved to
act (see, for instance, Antonakis et al., 2004;
Greenleaf, 2003; Kotter, 2007; and Weber, 1997). In
this regard, Jack Weber rightly notes that ‘‘increas-
ingly the notion of leadership is most commonly
associated with the notion of vision’’ (1997, p. 364).
There are two further points concerning the core
definition of leadership offered here that are worth
noting. First, it makes it clear why leadership is
better thought of as a function than as a specific role,
a point now widely recognized in the literature on
business leadership (Kotter, 2007). Persons take on
17. a leadership function whenever they take on the
responsibility for moving others to act in light of a
common mission, and while some persons, such as
CEOs and other high level executives, may exer-
cise that function more often than others because
of their corporate roles, nearly any position within
a corporation, from mid-level manager to sales
clerk, will offer the opportunity for leadership at
some point as well. The recent trend toward
inculcating leadership skills among all levels of
employment is in this regard well founded. Busi-
nesses continue to adopt new modes of organiza-
tion in the light of rapidly developing technologies,
globalization, and new workplace models, and the
leadership function is now more dispersed than
under older hierarchical organizational models
(Weber, 1997).
The core notion of leadership also allows us to see
18. the difference between the managerial and the lead-
ership function often made use of in the literature of
leadership studies (Kotter, 2007). The managerial
function involves such things as implementing pro-
cesses, allocating resources, monitoring results, and
overseeing day-to-day operations, while the leader-
ship function involves envisioning new directions,
generating strategic change, and inspiring people to
accept and act upon a corporate mission. We should
not conclude from this that the roles of manager and
leader are necessarily different, or that there are two
kinds of individuals, leaders and managers. The same
role can involve both functions at varying times and
to varying degrees, and the same individual may well
exercise both functions in different contexts (Kotter,
2007). Nonetheless, there is an important difference
between the managerial function and the leader-
ship function; a difference that renders the ethical
19. responsibilities of the leadership function signifi-
cantly different from that of the managerial function.
The management function is one of implementa-
tion, and does not involve the visionary aspect
inherent in the leadership function.
Having outlined what I take to be the core ele-
ment of leadership itself, I would also stress here that
I will largely be concerned with the notion of busi-
ness leadership in this paper. This is important to bear
in mind since, as was noted earlier, the context of
leadership can determine the nature of the particular
Business Leadership 527
kind of leadership. Though all forms of leadership
will involve the core notion of leadership, there will
be differences in the particular forms that leadership
takes in different organizational or social contexts;
military leadership, educational, or political leader-
20. ship thus should not be expected to function exactly
the same as business leadership. In part, this is because
these domains involve different missions, and the
leadership function in business will be uniquely
guided by a business mission. Thus, we cannot
understand business leadership without understand-
ing the underlying goods of business, a point I will
return to later. I would also note here that we should
not confuse the motivation of particular leaders with
their leadership vision itself. The latter is an ideal for
which the efforts of both the leader and those who
follow him or her are to be directed. In this sense, it is
for the business itself that the business leader leads,
not merely for himself or herself, or for personal gain.
This is not to say that (s)he might be largely moti-
vated by personal gain to lead, as presumably most
people who enter the world of business do so at least
partly out of such motivation. But it is to say that
21. we should not confuse the personal motivation of
leaders, whatever they might be, with the aim of
their leadership, for the latter is clearly grounded
in something independent of their personal moti-
vations.
In a similar regard, we should also note that what
distinguishes leadership in business from leadership
in other domains such as education, politics, or the
military is not a distinction, as has sometimes been
implied, between the characteristics or motivations
of the leaders themselves, as, again, the personal
motivations for taking on leadership roles in any
domain can vary from person to person. Rather, the
difference between the leadership function in dif-
ferent areas depends upon what Aristotle would call
the telos, or purpose, of those realms of activity.
According to Aristotle, every activity has its own
end or purpose – the good or the reason for which
22. that activity is done (Aristotle, 1999). The telos of
an activity refers to this reason or good for which an
activity aims. The difference in the nature of lead-
ership in different fields will then depend in part
upon the nature of those fields themselves and the
kinds of ends that they seek to secure: that is, from
the differences of telos between different arenas of
activity.
Three levels of ethical analysis in leadership
studies
Having outlined the basic nature of the leadership
function in business, we can now turn to an exam-
ination of the ethics of leadership. As noted earlier,
while there has been a growing interest in ethical
issues involved in leadership, the conceptual foun-
dations for understanding these issues is still in need
of clarification. Here, I will show that there are
actually three different levels of analysis concerning
23. ethical issues in leadership, and that it is important to
recognize each distinctive area as well as the unique
issues that are raised in each. I will also argue that it is
at the third level of analysis that the most significant
questions concerning the ethics of leadership arise in
business, and that this level of analysis needs more
attention than it has so far garnered. Along the way, I
also hope to provide some further clarification on
the various ways in which efficiency and ethics are
related in good business leadership.
The first level of analysis: ethical leadership
as the ethics of leaders
One way of conceiving the ethical requirements of
leadership is to focus upon the ethical behavior of
leaders qua individuals. Indeed, when ethical com-
ponents of leadership were mentioned in most of the
business leadership literature in the past, it was pri-
marily in terms of this level of analysis. Leaders, it
24. was claimed, should exhibit a personal morality that
served as a model for the ethical behavior of those
under them. Not surprisingly, ethical accounts of
leadership that operate at this level of analysis tend to
result in encouragement for leaders to adopt ethically
sound behaviors, in both their personal and their
professional lives. However, too often they offered
little more than such encouragement. In this regard,
Ciulla argues that such accounts of the ethics of
leadership often treated ‘‘ethics as an exhortation
rather than an in-depth exploration of the subject’’
(2004, p. 305).
Of course, it is no doubt true that it would be
desirable to have leaders who generally exhibit
ethical behavior in their personal and professional
lives, and thus that the ethics of leadership should
include a general account of both morally right
528 Daniel E. Palmer
25. action and the moral virtues. As John Gardner puts it
in his book On Leadership, ‘‘we should hope that our
leaders will keep alive values that are not so easy to
embed in laws – our caring for others, about honor
and integrity, about tolerance and mutual respect,
and about human fulfillment within a framework
of values’’ (1990, p. 77, as cited in Ciulla, 2004,
p. 305). We all desire that those who would lead us
have a basic commitment to morality. As social
contract theorists have long argued, we are all gen-
erally better off to the extent the persons adopt the
basic principles of morality. Further, it is also prob-
ably true that since the leadership role brings both
greater responsibility for others and interaction with
a larger number of persons, the leaders will have
greater opportunity to exercise their personal moral
characteristics. Thus, we have even more reason for
26. desiring that leaders display a personal concern for
morality.
However, aside from a general interest in wanting
leaders to be ethical persons, there are two inter-
esting arguments that have recently been made for
seriously considering the personal moral character-
istics of leaders as essential to the nature of our
understanding of leadership. The first sort of argu-
ment, made by Norman Bowie, suggests that there is
a close connection between the personal moral lives
of business leaders and their moral behavior as
business leaders (2005, p. 144). Bowie, for instance,
uses examples of the Haft family, Martha Stewert,
Al Dunlap, Dennis Kozlowski, and others to suggest
that leaders who lack a commitment to ethical
behavior in their personal lives will also be prone to
unethical behavior in their leadership roles. While
Bowie admits that these anecdotal case studies need
27. to be supported by further empirical ‘hard data,’ he
nonetheless raises a suggestive point about why the
personal morality of leaders might be of significance
to an understanding of the goodness of their lead-
ership as well (2005, p. 158). If Bowie is correct, it
might be true that the distinction between the pri-
vate and the public realm may be more fluid than is
sometimes assumed.
A second consideration is artfully raised by Alejo
Sison in The Moral Capital of Leaders. Sison’s exam-
ination of numerous cases of organizational break-
down within the world of business illustrates the
close connection between corporate downfall and
leadership failure (2003). More importantly though,
Sison demonstrates that such leadership failure stems
in part from a moral failure of leadership. Here,
Sison develops the intriguing notion of moral capital
to describe the resources that human virtue repre-
28. sents within business enterprises. Sison argues that
moral capital can be seen as crucial to the long-term
success of businesses, and that ‘‘without moral cap-
ital, all other forms of capital could easily turn from
the source of a firm’s advantage to the cause of its
downfall’’ (2003, p. 42). With the notion of moral
capital, he demonstrates how personal virtue trans-
lates into business virtue, and thus is not merely a
personal matter.
Arguments such as Bowie’s and Sison’s go beyond
mere exhortations to ethical behavior on the part of
business leaders and provide a better understanding
of why the morality of leaders matters within busi-
ness enterprise.2 As important as the first level of
analysis may be though, I do not believe it can
provide an exhaustive account of the ethics of
leadership. For instance, though Bowie offers com-
pelling arguments for thinking that there is often a
29. contingent relationship between personal morality
and good leadership in some business contexts, I do
not believe that such a connection is necessary.
When we consider the vast ways and diverse con-
texts in which the leadership function can occur, it is
not clear why personal morality and good leadership
need always go hand in hand. Bowie even makes this
case in struggling to articulate the relationship
between Bill Clinton’s presidential leadership, which
Bowie himself admires greatly, and Clinton’s clearly
morally problematic personal life (2005, p. 151).
Further, and perhaps more importantly, even if
leadership fails because of the personal ethical failures
of leaders, it is not clear why this is uniquely an
ethical failure of leadership. That is to say, analyzing
the ethics of leadership at the first level may have lots
to tell us about how general ethical principles and
virtues are applicable to leaders no less than to
30. anyone else, but it does not necessarily show us what
ethical issues are unique to leadership as such.
A different concern with the first level of analysis
is that focusing upon the personal morality of leaders
may pose the danger of leading us to hold leaders
personally accountable to a higher standard of
morality than we do others. As Ciulla well notes,
we should realize that ‘‘leaders do not have to live
by higher moral standards then the rest of us’’
Business Leadership 529
(Ciulla et al., 2005, p. 1). Concentrating too much
attention on the personal morality of leaders may
cause us to expect too much of them, and indeed to
have expectations of our leaders that are unrealiz-
able. Leaders, no less than anyone else, are fallible
human beings who are prone to all of the same
moral mistakes and mishaps that we all make from
31. time to time, and though we should encourage
leaders to adopt standards of morally good behavior
and exhibit morally worthy characters, we should
not require moral perfection from them. Such a
standard is bound to be too high, and ironically
could even lead ethically minded persons to avoid
leadership roles precisely because they see the stan-
dard as impossible to meet. Finally, we should not
think that all ethical failures of leaders, even those
that they make while in leadership roles, are failures
of leadership. Again, Clinton’s ethical failures in his
personal life are not in any direct ways failures of his
political leadership, despite the attempts of some of
his political rivals to make them so. Similarly, some
of the very same character traits that make for virtues
of good business leaders, such as a wholehearted
dedication to work or a low tolerance for imper-
fection, can lead to vice in other areas of those
32. leaders’ lives, as when they neglect family relation-
ships or are too demanding of loved ones.
The second level of analysis – the means of ethical
leadership
While the first level of analysis concentrates upon
the ethics of leaders themselves, the second level of
analysis moves to a consideration of how leaders lead
– the means by which leaders exercise their leader-
ship. Leadership involves acting to move others to
act; it is an essentially affective role. This pragmatic
function of leadership has been the focus of a great
deal of the social scientific studies of leadership, and
the literature is ripe with studies concerning the
means by which leaders affect others. Various
schools of leadership such as the trait school or the
contingency school accented different aspects of
the leadership function and attempted to pinpoint
the precise qualities that determined effective lead-
33. ership (Shackleton, 1995). Contrasting qualities of
different leadership styles also were used to accent
different means of leadership, for instance in the
distinction between autocratic and participatory
models of leadership, or more recently in Bass’s
(1985) distinction between transactional and trans-
formational leadership. Of course, from the per-
spective of the social scientific paradigm, the major
objective is to determine which means of leadership
are most effective in moving others to act and, in
doing so, to also provide those in leadership posi-
tions within the world of business with the instru-
mental tools to bring about organizational change.
While the social scientific viewpoint on leader-
ship is primarily concerned with the efficiency of
various means of leadership, one can raise uniquely
ethical questions about how leaders lead as well.
Thus, at this second level of analysis, the focus is
34. upon the ethics of the means of leadership. Here, we
might profitably distinguish between two different
ways in which we might look at the means of
leadership. One way of doing so would be to focus
upon the specific actions that are taken in per-
forming the leadership function. That is, on a day in,
day out basis, those acting in leadership roles engage
in numerous individual actions to provide direction
for their businesses and to motivate those under
them to act. Each of these actions can be evaluated
in moral terms, and we might then view the ethical
analysis of the means of leadership of any particular
leader simply as the sum of the morality of all his or
her individual leadership acts. While there are times
in which we certainly do want to focus upon par-
ticular actions in this way, such an approach is un-
likely to provide a systematic account that would
ground a theory of leadership.
35. A second approach would be to view the means
of leadership in terms of styles or models of leader-
ship, as has been common in the social scientific
literature on leadership. The advantages of utilizing
this approach for ethical analysis are at least twofold.
First, it allows us to better understand the connec-
tions existing among the diverse actions that leaders
take. Rather than isolated events, such actions can be
viewed as fitting into patterns stemming from a root
disposition. Second, this approach will allow us to
better understand why leadership fails, since such
failures will not appear as isolated events, but as
connected to an underlying character of leadership.
In this way we might profitably conceive of the
relationship between a leader’s general approach to
leadership and the various individual actions she
530 Daniel E. Palmer
36. makes as a leader in terms of the distinction between
character and action. When exercising the leadership
function, leaders exhibit a certain character in their
approach to effecting leadership – an approach that
evinces their general disposition to dealing with
those under their leadership, which is typically dis-
played in how they interact with and seek to
motivate those persons. While there is no perfect
one–one correlation between leadership character
and individual actions (we all, at times, act, as it
were, ‘outside’ of our character), it is nonetheless
true that in general the individual actions of a leader
will reflect their underlying leadership character.
Ethical analysis of leadership at the second level
then should seek to show how different models of
leadership exhibit different characters of leadership
and, in turn, how ethical values are appropriate to
the appraisal of these characters. As noted previously,
37. numerous different models have been proposed for
studying contrasting leadership styles, and I do not
have the space here to survey the various typologies
or examine the extent to which they exhaust the
possible means of leadership. However, I would like
to pull together what I think are two important
aspects of the currently available work in leadership
studies in this area that are illuminative of our
understanding of the ethical analysis of leadership
models.
In the first place, a good deal of the current
research shows that there is, at least in many cases, a
contingent connection between effective leadership,
in the strategic sense, and ethical leadership in the
world of business (see, for example, Bandsuch et al.,
2008; Kouzes and Posner, 2003 and Surie and
Ashley, 2008). Of course, in the strategic sense,
effective leadership in business is simply leadership
38. that effectively contributes to the achievement of
business goals. While it is more difficult to arrive at a
consensus concerning what ethical means of lead-
ership involve, I would argue that at a minimum
ethical leadership involves respect for persons. In this
view, the means of ethical leadership will exhibit a
fundamental respect for those being motivated to
act. To treat people with respect in this sense entails
that we do not view them as mere means to our own
ends (Kant, 1964, p. 33). This Kantian-inspired
notion of respect for persons accentuates the idea
that persons are not mere things to be used solely for
the purposes of others and that respect for persons
entails recognition of their intrinsic worth as rational
beings (Kant, 1964, p.96). Applied to leadership
models, this view entails that modes of leadership
that fail to respect the personhood of those led are
unethical, and that such modes of leadership will
39. inevitably involve using persons as mere means. For
instance, deception, threats, coercion, and blackmail
are all unethical means of effecting leadership pre-
cisely because they fail to respect the personhood of
others. On the other hand, ethical means of moti-
vating persons to act will respect their intrinsic
worth as rational beings with their own interests and
values.
In this sense, we can say that the character of a
leader fundamentally reflects his or her attitude
toward those with whom (s)he interacts, and his or
her fundamental dispositions to act toward others. As
noted above, what is interesting about much of the
current research in leadership studies is that it sug-
gests that in the world of business ethical leadership
models tend to be more effective than unethical
models in the sense outlined above. Thus, for in-
stance, much of the current literature on leadership
40. styles stresses the importance of such qualities as
reciprocity, trust, and honesty in modeling effective
leadership (Kouzes and Posner, 2003). I would argue
that it is not surprising that ethical modes of lead-
ership tend to be more effective in the world of
business, precisely because the world of business is
predicated upon mutual interaction among free
agents. This is why, for instance, Robert Solomon
has argued that integrity and honesty are so impor-
tant in the world of business, as business itself is
ultimately a practice that occurs in a community of
individuals interacting together, and not as isolated
individuals (Solomon, 1992, p. 207)
A second important aspect to consider when
examining the means of leadership concerns the
emotional dimension of leadership. Again, Robert
Solomon has done more than anyone in recent years
to remind us of the role that emotions play in both
41. ethics and leadership (Solomon 2005). Leadership is
not merely a cognitive activity, and the leadership
function is rarely exercised through rational persua-
sion alone. Indeed, an essential part of the leadership
function consists in establishing an affective con-
nection, so that persons are strongly moved to act.
Emotions play a central role in our motivational
structure, and leadership cannot function effectively
Business Leadership 531
without emotional appeal. As we are all well aware
though, emotional appeals can be directed in ways
that are manipulative as well as genuine. In the
former, emotional responses are solicited in a fashion
that belies respect for a person’s real interests, while
in the latter they are solicited in order to appeal to
and strengthen a person’s sincere commitments.
Borrowing from existential philosophers such as
42. Sartre then, we might distinguish between authentic
and inauthentic forms of leadership (Sartre 1956).
While authentic leadership is based upon a real
connection of purpose between leaders and follow-
ers, inauthentic leadership is based upon artifice and
guile. Authentic leadership establishes emotional
connections and utilizes affective responses to move
others toward a shared good, while inauthentic
leadership manipulates emotional responses in order
to move others to act without concern for their own
ends. Clearly, inauthentic leadership fails to respect
persons, and in doing so adopts unethical means of
leadership. A number of recent studies in leadership
have also argued persuasively that inauthentic lead-
ership is likely to be ineffective as well as unethical in
the world of business (see, for example, George,
2003). Further, I would argue that the reason that
this is true is precisely because business activity
43. generally takes place within cooperative and trans-
parent frameworks of mutual interaction. Such cli-
mates are not conducive to inauthentic forms of
leadership, which generally are founded upon rela-
tionships that involve extreme dependency, rigidly
defined social or political roles, and gross imposition
of force. Further, inauthentic leadership relies upon a
certain level of emotional dysfunction, and thus
presupposes a context that is unlikely to be condu-
cive to successful business in any case. Indeed, I
believe that further empirical research into the
function of emotional health and emotional per-
ception in business relationships is an important area
of future inquiry in leadership studies.
Analysis of the means of leadership is a well-
established field of study, and in recent years, more
work on the ethical side of this area has also been
done (see, for example, Ciulla, et al., 2005). Above,
44. I have tried to show what I believe can most prof-
itably be learned from this work, and how we might
build upon it to best understand and further
encourage ethical modes of leadership. However, as
important as this level of analysis is, it still does not
provide a complete account of the ethics of leader-
ship. For one thing, those who have focused on this
level have tended to reduce ethics to mere strategy,
utilizing the old saw that good ethics is good busi-
ness. This, as I have suggested above, may well be
true, at least within certain parameters, but it is
misleading if it is meant to imply that the ethical
component is reducible to the strategic component.
Ethical leadership is not merely strategically sound
leadership. In a similar regard, even when the means
of leadership are ethical, that does not entail that the
leadership itself is ethical, for that depends on the
ends of leadership as well. Authenticity, while per-
45. haps a necessary condition of ethical leadership, is
not a sufficient condition. In order to get a complete
account of the ethics of leadership then we must
look beyond both the leader as a person and the
means of leadership, to the value of the leadership
itself. It is this level of analysis that I turn to next.
The third level of analysis – the heart of leadership
As important as it is to carry out the first two levels
of analysis, it is only with the third level of analysis
that we arrive at what I would call the heart of the
ethics of leadership. For it is not just the personal
ethics of leaders, or even of their means of leader-
ship, that determines the ethics of leadership.
Rather, leadership ethics must also be defined in
relation to the leadership offered itself. What I mean
by this is that leadership, as shown earlier, essentially
involves moving others to act in light of a common
vision, of framing means of achieving a unifying
46. telos that provides the direction toward which col-
lective action is guided. Again, leadership presup-
poses a common mission and offers a vision of how
best to achieve that mission. Tyranny is thus differ-
ent from leadership, even though tyrants and leaders
may at times make use of the same means of moti-
vating others, and may even display the same per-
sonal morality, because tyranny presupposes no
common telos. Tyrants impose a telos upon others,
while leaders move others to achieve a common
telos. The heart of leadership thus lies in the offering
of a vision in light of a common telos, and here too
the ethics of leadership completes itself. It is here that
the third level of analysis lies then, and it is also this
area that has been least explored in the literature on
532 Daniel E. Palmer
leadership. As such, I now wish to offer a framework
47. to illustrate how we might best conceptualize the
ethical issues that pertain to this level of analysis as
well as their significance for understanding the nat-
ure of business leadership.
I think it is easier to understand the ethics of
leadership at this level negatively, by looking first at
what ethically failed leadership involves. If leadership
essentially involves providing a vision of a common
good in order to motivate persons to act in light of a
common mission, then there are at least two ways in
which leadership can exhibit ethical failure at this
level. To see this we should note that leadership
appeals to two elements: a telos, which represents
the common good that is sought, and a vision, or
projection, of how that good will be achieved. The
telos represents what leadership aims at, and what I
will term the projection represents how the telos is
to be achieved. In the world of business, the com-
48. mon good, or general telos, to be achieved is the
good of the business itself, a good which both leaders
and followers participate in, but is not reducible to
any of their individual goods. This explains why
we are intuitively bothered by extremely lucrative
executive compensation packages that do not seem
to be matched by corresponding performance for the
corporation, for we recognize that the executive
leader is supposed to have the good of the corpo-
ration in mind, and not merely his or her own
personal good. The projection is likewise not
equivalent to a specific business plan or model,
though these things may of course fall out of it, but
rather refers to the most basic idealization by which
the completion of the telos is envisioned. As Kotter
points out in a similar vein, ‘‘setting a direction is
never the same as planning or even long-term
planning’’ (Kotter, 2007, p. 32). The projection
49. articulates a general notion of the strategies by which
the general mission of the business can best be
achieved.
One way in which leadership fails in business then
is when the projection offered by a leader is inher-
ently in conflict with the mission of the business. It is
important to note that not every failure of general
strategy is an ethical failure of this type, as every
business venture involves some risk. If the failure
is merely a failure of miscalculation, or the result
of other contingent factors that routinely prevent
success in business, then the failure of leadership may
be a strategic failure, but as long as the plan was
projected in good faith, it need not represent an
ethical failure. On the other hand, it is an ethical
failure if the failure results from an intrinsic discon-
nect between the telos and the projection that were
offered, in the sense that the leadership offered a
50. projection that leaders ought to have known was in
conflict with the very mission of the business they
were leading. For instance, when we look at the
leaders responsible for the downfall of Enron, there
are numerous ethical questions that can be raised
about the behavior of the executives involved. At
heart though, what is most significant about the
ethical failures of their leadership is that they pursued
and promoted a general business strategy that was
inherently in conflict with the good of the business
itself (Culpan and Trussel, 2005). There was simply
an intrinsic conflict between the vision they offered
to those who worked for or invested in the company
and the mission that they were allegedly promoting.
Likewise, ethical leadership can fail when it is
centered upon a mission that is inherently unsup-
portable. This kind of ethical failure is connected to
the very nature of the telos of business. Earlier I
51. noted that in business, the common telos around
which the leader motivates others is the success of
the business. But here we need to unpack the notion
of success more fully, for success can also have two
different connotations. In one sense, we can speak of
success in a purely pragmatic sense, in which success
indicates mere achievement of an end. However, in
another sense we can speak of success in the sense of
the achievement of a worthwhile end. Ultimately
though I would argue that success in business must
be understood in the second sense, since only this
provides a justification as to why business is worth
pursuing as a collective good. If the only sense of
success applicable to business was pragmatic, then
one could never explain why we endeavor to engage
in the ends of business in the first place. Our
acceptance of the pragmatic sense of success itself
depends upon our recognition of another sense of
52. success. Business then succeeds to the extent that it
meets its telos, or purpose, and not merely when it
meets particular strategic aims. What is the telos of
business activity in general? Why do we engage in
business at all? I think at least a partial answer to such
questions is that the telos of business can be found to
be the collective goods that business provides us with
Business Leadership 533
as an activity. To again borrow from Aristotle, we
must think of the telos of business in terms of the
manner in which business contributes to our
flourishing as human beings. More specifically then,
the world of business allows for human flourishing
by providing for the creation of goods and services,
efficiently distributing those goods and services
for the common good, and affording meaningful
opportunities for persons to exercise and develop
53. their talents. Business is, in this sense, an activity
inherently subject to normative evaluation, since
we must judge its worth by what it allows us to
achieve.
There is then an inherent normative criterion that
can be used to judge the success of businesses and the
ethical nature of leadership in turn. For the mission
of a business itself grounds the leadership that it of-
fered. Ethical failures of leadership then also occur in
business whenever leadership is founded upon a
flawed telos or mission. Taking the simplest exam-
ple, we can see here what is intrinsically, and not just
strategically, wrong with pyramid or Ponzi schemes
as forms of business. As Daryl Koehn (2001) argues,
such business schemes lack any substantial value
precisely because they produce no tangible good and
are inherently unsustainable (pp. 153–154). Even
when those who instigate them are able to profit
54. from them, we are loath to call them successful as
businesses, for we recognize that whatever the per-
sons succeeded at, it was not, in the full sense of the
word, a business success. Such ‘businesses’ by their
very nature could not be successful in the full sense,
since they contain no real purpose or point other
than profiting the individuals who instigated them.
Their telos is limited to the narrow aims of their
initiators, we dare not call them leaders, and they
soon wither away when those aims are fulfilled.
They contribute nothing to human flourishing and
by their very nature are doomed to collapse upon
their own empty promises. Ethical leadership leads
for a purpose, and the purpose is ultimately what will
determine the worth of the leadership. Good leaders,
in both the ethical and the efficient sense, recognize
that the ends toward which they move others are not
merely their own personal ends, but are ends that
55. reach beyond themselves to all who are engaged in
the collective enterprise itself. Good leadership must
be understood in terms of the underlying goods to
which it is directed.
Finally, in this way, I think we can better
understand why we should think, as Norman Bowie
suggests in a somewhat different way, that there is a
close connection between good leadership and sus-
tainable business (Bowie, 2005, p. 144). Successful
business is business that contributes to human
flourishing, and unsustainable business models will,
in the end, be unable to make such a contribution.
Whether by threatening the very environment that
renders our continued existence possible or by fur-
thering the oppression of the most vulnerable in
society, unsustainable business models frustrate the
very ends for which business exists. On the other
hand, sustainable business is business that properly
56. lives up to the very promise of business itself. Sus-
tainable business is business that recognizes that
business has a purpose outside of business itself, and
which develops business in light of that purpose.
Good leaders recognize the purpose in business, and
in that light seek to establish models of business that
sustain this purpose as well.
Conclusion
In analyzing the three levels of the ethics of leader-
ship, I have shown the different ways in which
ethical issues arise in regards to leadership. A com-
plete account of the ethics of leadership will neces-
sarily encompass all three levels. Research on the
normative aspect of leadership is still a relatively new
enterprise within the mainstream of leadership
studies, and in clarifying the different levels of
analysis and the different kinds of questions that arise
at each level, I hope to have provided a model for
57. better integrating ethical issues into the study of
leadership. Leadership is what drives innovation,
expansion, and achievement within the world of
business. In a globalized environment in which
rapidly changing technology and innovative orga-
nizational paradigms are transforming the very
landscape of business, the leadership function is more
important than ever. Put simply, good leadership
will be in demand more than ever. Good leadership
though is more than strategically successful leader-
ship, and the goal of future leadership studies should
be to more fully integrate ethical analysis into our
understanding of good leadership. In offering a
model that clarifies the various ways in which ethical
534 Daniel E. Palmer
issues are pertinent to leadership, I hope to have
provided some of the groundwork for this endeavor.
58. Notes
1 A reviewer of an earlier version of this paper cor-
rectly pointed out that there is a distinction between
the notions of mission and vision. The mission concerns
the foundational purpose of an enterprise, and thus is
something that is common to the participation of all of
those who participate in the business. The mission of an
enterprise is the common bedrock upon which all those
who participate in the enterprise, whether leaders, man-
agers, or lower level employees, organize their activities.
A vision, on the other hand, refers to a particular view
as to how best to fulfill the corporate mission. In my
view, leaders have the obligation both to focus others
on the common mission and to provide a vision to
inspire others to action to best achieve that mission. In
the section discussing the third level of analysis, I make
use of these two concepts again, and hopefully clarify
further the nature of the distinction.
59. 2 It is important to note that I do not mean to imply
that the work on ethical leadership done by scholars
such as Bowie and Sison only deal with what I am call-
ing the first level of analysis. Indeed, as I later point
out, Bowie’s work on ethical leadership contributes sig-
nificantly to our understanding of the third level of
analysis. In a similar vein, Sison’s work on ethical lead-
ership clearly encompasses important elements of all
three levels of analysis as well. My point in using these
examples is only to show how central elements of the
work of certain authors on ethical leadership well illus-
trate a particular level of analysis of ethical leadership,
and should not be taken to imply that their work, as a
whole, is limited to those levels of analysis. My use of
such examples is thus merely meant to help clarify the
different levels of analysis, not to pigeonhole the work
of previous scholars on ethical leadership discussed in
this paper.
60. Acknowledgments
I would like to thank the participants of the 15th Inter-
national Symposium on Ethics, Business, and Society at
the IESE Business School, University of Navarra, Bar-
celona, Spain, for a number of comments and sugges-
tions that were helpful in preparing the final draft. I
would also like to thank Professor Alejo Sison of the
University of Navarra, who read a complete draft ver-
sion of the paper, as well as two anonymous reviewers
of a manuscript draft, for their insightful comments and
criticisms. Responding to their concerns has helped me
to clarify my own thoughts on several of the ideas dis-
cussed in the paper and, hopefully, improved my pre-
sentation of them in a number of respects.
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Department of Philosophy,