Matching Items (97)

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Soft Skills are Paramount in Leadership Development Programs

Description

Many companies recognize the need of soft skill improvement and utilize leadership development programs. As the program states, the company uses the curriculum to focus on developing and cultivating leadership skills for their employees. While perfecting the aptitudes, it is

Many companies recognize the need of soft skill improvement and utilize leadership development programs. As the program states, the company uses the curriculum to focus on developing and cultivating leadership skills for their employees. While perfecting the aptitudes, it is vital that these curriculums focus primarily on developing soft skills rather than hard skills. Not stating that hard skills are not significant; just that leaders require to apply soft skills abundantly in their day to day duties. Within this thesis, the discussion is on the gap of soft skills and why the need to improve and narrow the breach is imperative in today's workforce. About 67% of HR managers will hire a candidate with strong soft skills, even if their hard skills are lacking; since HR managers value and recognize the proficiency gap of soft skills in the workforce today. Because of the necessity for soft skills, it is vital for employers to identify how to assess for soft skills. In order to do so, the companies should focus on the competencies that are required for the needed position. For the competencies that are utilized in leadership positions, soft skills are emphasized and assesses for more. Salt River Project is utilized, in the thesis, as a company example on assessing competencies that are desired when hiring for leadership positions, varying from a supervisor level position to a director level position. Due to the findings stated in the thesis, soft skills are weighed heavily and are recognized as required skills for most leadership positions. Therefore, soft skills are paramount in leadership development programs.

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2018-05

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Process Improvement and Sustainability: Restructuring the Leadership Scholarship Program Cohort Selection

Description

Although the Leadership Scholarship Program has seen successful recruiting processes throughout changes in leadership of the program; the organization expressed a need for major overhaul to reevaluate the decisions of the process and to establish backing for those decisions. By

Although the Leadership Scholarship Program has seen successful recruiting processes throughout changes in leadership of the program; the organization expressed a need for major overhaul to reevaluate the decisions of the process and to establish backing for those decisions. By asking current and alumni members of the program about what they would like to see in a future member of the program as well as which parts of the process they found most important, the qualities of a future member of the program could be established and weighted. The goals of the reevaluation were to help eliminate bias, discrepancies between applications with extremely different uncontrollable factors, define points of discrepancies, and establish organizational sustainability while achieving a 100% acceptance rate from offered students. Each of these goals was achieved through methods outlined in the LSP Selection Process Manual that was written as a result of this reevaluation. The manual also outlines ways to improve the process going forward.

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2018-05

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Communication Strategies for Effective Social Media Use in Local Governments

Description

An information influx and numerous modes of content delivery has resulted in local governments competing for the public's attention. A recent poll from the Public Technology Institute discovered that although 85% of Local Governments use social media to disseminate information

An information influx and numerous modes of content delivery has resulted in local governments competing for the public's attention. A recent poll from the Public Technology Institute discovered that although 85% of Local Governments use social media to disseminate information to their constituents, only 37% have an enterprise-wide social media strategy (PTI, 2017). Without a clear approach towards social media, Local Governments are failing to maximize their voices and often ineffective when reaching out to their constituents. Research has suggested, charisma is a successful tool for capturing an audience's attention and conveying a memorable message. Charisma can also be taught and executed not only through spoken rhetoric but in online social media platforms. Within this study, 18 local government employees participated in an educational workshop on the use of nine non-verbal "Charismatic Leadership Tactics". Participants completed a pre-workshop assignment which was later compared to a post-workshop assignment. Results showed, participants on average, increased their use of Charismatic Leadership Tactics by a mean of 61%. Researchers collected social media analytics one month prior and one month following the workshop from the City's social media accounts in which participants managed. Collectively, of the thirteen social media accounts, the overall total engagement was greater the month after the educational workshop compared to the month before the workshop. These results suggest charisma can be taught, charisma can be conveyed through micro-blogosphere platforms such as Twitter, and the use of Charismatic Leadership Tactics could be responsible for increasing follower engagement with social media content.

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2018-05

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An Analysis of the Impact of Female Leadership on Corporate Social Responsibility

Description

This study aims to evaluate and explore whether a positive correlation exists between female leadership and corporate social responsibility, as well as its subsequent reasoning, while specifically focusing on female leaders within the upper management (i.e. board of directors

This study aims to evaluate and explore whether a positive correlation exists between female leadership and corporate social responsibility, as well as its subsequent reasoning, while specifically focusing on female leaders within the upper management (i.e. board of directors and CEOs) of S&P 500 firms. Since several studies identify a positive relationship between female leadership and corporate social responsibility, our case study of IBM and PepsiCo aims to provide a real-life framework to these theoretical models. Ultimately, our case study does align with the findings of those models, yet also provides a unique perspective as to the reasoning for the difference in CSR outcomes, citing business strategy as opposed to altruism and other-orientation. Due to our limited sample size, our findings do not empirically support this notion, but instead offers a potential area for further research.

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Date Created
2019-05

Dysfunctional Organizations: The Cost on Leadership, Employees, and the Solutions Present

Description

Dysfunctional organizations and toxic leader behavior has been increasingly examined over the past few years. Scholars, consultants and the media have analyzed and considered a variety of causes underlying destructive company practices and the bad behavior of bosses. Much is

Dysfunctional organizations and toxic leader behavior has been increasingly examined over the past few years. Scholars, consultants and the media have analyzed and considered a variety of causes underlying destructive company practices and the bad behavior of bosses. Much is at stake as both individual and company is at risk along with shareholders. In this study I identify some dysfunctions in organizations, dimensions of destructive leaders and the impact in the workplace and the community. Moreover, I provide ideas for preventative measures and how dysfunctional practices can be identified and dealt with. I begin with a brief background introduction to the subject matter and proceed with an examination of some signs and behaviors displayed in the dysfunctional workplace. How does departmental, divisional and companywide dysfunction impact employee levels of trust, emotional intelligence and performance? What is the cost of company dysfunction on leaders? Following an exhaustive examination of relevant research, I have decided to focus on two specific sources due to their impact on corporate, consulting and academic communities. I utilize Babiak and Hare's, Snakes in Suits and Stanford Professor Robert Sutton's book, The No Asshole Rule. Building upon these works and the composite of research reviewed by these key scholars I move forward to a real- world case of a dysfunctional organizational and toxic CEO via an examination of Uber Technologies Inc. I will be revealing dimensions of both Uber's wide-reaching dysfunction and the workings of a CEO who has been identified as a psychopath. I provide ideas for identifying the dysfunctional organization (with Uber as a prototype) and look at possible means of generating solutions and actions for combatting excessively negative and destructive organizational and leader behavior. Finally, I am concerned with takeaways and pragmatic implications offered by my research.

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Date Created
2018-12

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Teaching Leadership: Forming Hirable Employees through Leadership Education

Description

Organizations are hiring prospective employees with more transformational leadership qualities because of the organizational benefits associated with those leadership skills (Men, 2014). While current research examines the effects of transformational leadership in the workplace and the effects of hiring standards

Organizations are hiring prospective employees with more transformational leadership qualities because of the organizational benefits associated with those leadership skills (Men, 2014). While current research examines the effects of transformational leadership in the workplace and the effects of hiring standards on organizational success, this research lacks an understanding of how to promote these hireable transformational leadership skills in education. In this study, we examine how students at the collegiate level are taught to enact leadership skills from two different methods and how they are perceived as hireable or not by human resource managers. To do this, we hired human resource professionals to code for hireability in the actions of the participants in a leadership scenario conducted at the end of the semester. By testing how students from each class are perceived as more or less hireable by human resource professionals, we contribute to the overall study of the benefits of transformational leadership in the workplace.

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2018-05

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Chief Executives: Analysis of Leadership with Corporate and Political Settings

Description

There is a widely held assumption that a good chief executive in the business world will
be a good chief executive in the government. In the past, there have been many Chief Executives
in the government who have

There is a widely held assumption that a good chief executive in the business world will
be a good chief executive in the government. In the past, there have been many Chief Executives
in the government who have had either military experience, or some congressional experience.
President Ulysses S. Grant was a General, President Zachary Tayler was a Major General,
President Herbert Hoover was the Secretary of Commerce, and contributed to the Treaty of
Versailles, and therefore cannot be criticized on the basis of having no practical government
experience, as well as President Dwight D. Eisenhower, who was also a Commanding
General. On the other hand, with many well-known entrepreneurs, people tend to focus on the
achievements that those people accomplish, and thus see that as something that can be
transitioned from business to politics. However, I would argue that this is generally not the case.

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Date Created
2019-12

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The New Social Leader: Analyzing the Effects of Extraversion, Gender, Honors College, Class Standing, School, and GPA on the Diversity of Leadership

Description

Research on leaders indicates that strong leadership depends on certain behavioral factors as well as an established sense of trust and cooperation between leaders and the individuals they lead. In order to understand what has the greatest influence on an

Research on leaders indicates that strong leadership depends on certain behavioral factors as well as an established sense of trust and cooperation between leaders and the individuals they lead. In order to understand what has the greatest influence on an individual’s leadership abilities, this study was conducted to uncover what factors play the largest role in how an individual leads others and how they view others as leaders; the factors examined were extraversion, gender, honors college, class standing, and GPA. Along with this, the study was designed to determine the impact of ambiversion on leadership as well as the aforementioned factors. According to research, ambiverts are more dynamic and their behavior depends upon the situation at hand. In this study, a survey was conducted to gather information on students, assess their level of extraversion, and obtain their experiences both as leaders and when other individuals were leading them. Based on personality, extraverts felt more confident and effective in their leadership abilities, introverts were more authoritative in their approach to leadership and took charge of the group, and ambiverts did not feel confident or effective as leaders. Overall, women were more confident in their leadership abilities and felt they were more effective leaders. Women also are considered more team style leaders that encourage group members to participate and view success as a group effort. Men are more authoritative in their leadership style and believe the group should follow their rules. Along with this, women rated themselves as introverts less than men. Along other dimensions, W.P. Carey students are less about the people in their leadership style than other majors, and Barrett students are more focused on the task side of leadership than non-Barrett individuals. Additionally, students in the top GPA bracket are more team style leaders while students in the highest class standing are less team style with their leadership approach.

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Date Created
2020-05

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Leadership Skills for Public and Private Sector HR Leaders: Does the Leadership Skills STRATAPLEX Hold?

Description

Leadership, as a field of study, has suffered under the dialectic between an ephemerality which keeps the true nature of leadership difficult to quantify and an ardent desire to have leadership fully understood so that societal institutions may improve. It

Leadership, as a field of study, has suffered under the dialectic between an ephemerality which keeps the true nature of leadership difficult to quantify and an ardent desire to have leadership fully understood so that societal institutions may improve. It is the primary focus of this research to view leadership as the collection of skills that an individual develops over time which allows them to demonstrate leadership ability regardless of their actual position within an organization. Through a review of the leadership skills literature, a potentially unifying framework for understanding and measuring leadership skills was extrapolated: Mumford, Campion, and Morgeson’s Leadership Skills STRATAPLEX (2007). In order to determine the ability of the framework to serve as a unified model between the divergent characteristics of the public and private sectors, a limited replication study was performed on a targeted sample of Human Resources (HR) leaders in the public and private sectors. The study consisted of a twenty-three-question survey which captured the HR leaders’ years of experience, sector type (sector of employment), and their self-rated measurement of the twenty-one leadership skills needed to perform in their position. Through the limited replication study, it was found that there existed no statistically significant difference between the sector type and any of the twenty-one leadership skills within this replication study. Although it should be noted that some of the leadership skills did approach statistical significance, a more robust replication of the STRATAPLEX for the explicit purpose of determining a relationship between sector type and the twenty-one leadership skills would prove useful in determining the veracity of these results. The results of this study serve to doubly inform leadership researchers of the possibility of creating a unified leadership skills framework as well as demonstrating to organizational leaders the value in producing leadership training which models this framework as its foundation for all leadership positions.

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2020-05

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Breaking the Glass Canopy: The Ascension of Women in Colombian Revolutionary Groups

Description

In previous research, little work was done to understand how and to what extent female combatants in Colombian revolutionary groups functioned as leaders. This paper seeks to assess the agency that women in Colombian leftist revolutionary organizations such as M-19

In previous research, little work was done to understand how and to what extent female combatants in Colombian revolutionary groups functioned as leaders. This paper seeks to assess the agency that women in Colombian leftist revolutionary organizations such as M-19 and FARC had access to, specifically with regards to leadership. Colombian revolutionary groups failed to successfully incorporate women into higher ranks, despite claiming otherwise. The military structure particularly favors men by esteeming masculine roles and blaming women for the transgressions of men. This paper specifically evaluates the differences between the M-19 and FARC with regards to female leadership. The M-19 more effectively incorporated women into leadership roles than FARC due to differences regarding representation.

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2017-05