The Great Man Theory is based in main beliefs: A great leader is born and special faculties made them to improve and show the way. Great leaders can ascend when their talent is needed (Alliance, 2016). In 1911, the Encyclopedia Britannica 11th Edition told the story of world based on great men biographies, supporting Thomas Carlyle and colleagues’ theory. There is some opposition to this theory. Some other scholars like
It can apply to almost any decision that has been reframed or communicated differently to gain or cause a loss. The textbook, Making the Team, A Guide for Managers demonstrated a superb example (Thompson, 2014, p.164). Overconfidence occurs in individual and organizational setting as is the process by which the decision maker judges their decision to be correct with no room for error. This amount of confidence can be very detrimental in the team environment if the decision maker has a personality type that conveys the subordinates to follow their leadership whether by aggression or by charisma. The third and fourth type of biases, confirmation and decision fatigue both can be attributed to lack of mental resources or the inability to utilize the mental resources to make the decision.
Regardless of company size, there is some form of politicking taking place in most organizations. The manner in which leadership uses their authority can either further the political environment or help discourage it. Leaders should lead with integrity and set the tone for the organization. The overall culture also influences, whether the negative behaviors of politicking is tolerated or addressed. While some employees view organizational politics as an opportunity to further their personal agendas and careers, others are affected negatively and feel threatened.
organization is only as good as its leader. The founder of modern management Peter F. Drucker gives the off standard definition of a leadership concept. According to him leadership is not about magnetic personality or making friends and influencing people, but leadership is lifting person’s vision to higher sight, the raising a person’s of performance to a higher standard, the building of a personality beyond it’s normal limitation. Among all the other traditional definitions
The front line nursing staff are akin to a gateway to better lifestyle choices by providing positive examples of clean living. They carry out their duties in a non-judgmental manner and create a safe and professional setting to open dialogue. It is hoped by many front line workers that such a dialogue may lead to entering treatment and eliminating drug dependence, finally. When people are left to their own devices in regards to addiction, they will choose the drug over everything else time and again. It is only with positive intervention and personal conviction that a person can make lasting change and recover from the
Eisenhower was also an innovator that found smarter and more effective ways to do business. This is a key quality that he exuded and that the best visionary leaders of today possess, as it takes considerable skill to analyze the past and the present effectively enough to successfully predict how we should do things in the future. (Source B) His ability to be a leader was constantly validated, from his promotion to general to his election as president.
Simon Klinek discusses about how as well as why respectable leaders are leaders the reasons behind why they do what they do and the reactions these leader’s actions cause to those surrounding them. The fact in which a person becomes a leader is a matter of choice, and a willingness to put another person before one’s self the idea of getting the fall so that another is able to triumph and succeed. Simon utilizes ethos, pathos, and logos in an effective manner during his presentation examples are as follows. Thus, the question is what makes a leader a leader. For example, back in the early days of homosapian they were so immensely surrounded by danger everywhere either the whether or carnivorous animals harming the very existence of the homosapian race.
Our tangential discussion of the fundamental attribution error led me to do some reading about attribution theory in general. The hypothesis that resonated most with me is that of a self-serving attribution bias. Self-serving attribution bias explains why an observer might attribute another's actions to their fundamental qualities--but only in those cases in which that attribution reflects well on the observer. In cases where attributing another's actions to their fundamental qualities will reflect poorly on the observer, the observer will instead attribute those actions to the external situation. Unlike the fundamental attribution error, self-serving attribution bias also explains how actors interpret their own actions--resultant alternatively from intrinsic or extrinsic factors, depending on what best supports their self-esteem.
This type of logic is commonly associated with aggressive communication such as disagreements between individuals or may just come from a dishonest individual (Woodard et al., 2014, p. 93). It is not always easy to be of the same mind. Furthermore, individuals communicating with different points of view or passion may be highly susceptible to employ bad logic (Woodard et al, 2014, p. 93). Therefore, theorist determined for individuals to advance “sound reasoning” it was important to develop the capacity to recognize and discern false logic using a systematic effort to identify (Woodard et al., 2014, p. 93). The consequence of faulty reasoning impedes an individual’s ability to effectively collaborate, make sense of new information, process and evaluation the everyday real world situations (Weinstock, M. P., Neuman, Y., & Glassner, A., 2006, p. 338).
People make decisions,usually without any further thinking and evaluation, about the goodness or badness of an act, object, person, event or situation. There may be more pros than cons to affect heuristics. However, the unexpected disadvantages of inaccurate heuristics are more alarming and detrimental when applied in the wrong situations. People make judgements based on the negative and positive feelings that they associate with a stimulus. Finucane, Alhakami, Slovic, & Johnson (2000) claimed that affective sensitivities play a significant role in making risk/benefit judgements.