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+ essay on effects of leadership in an organization degree level
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During my career, I lived through a number of experiences that enriched me as a person, and as a leader. Webster’s New World dictionary describes an experience as “the act of living through an event or events; personal involvement in or observation of events as they occur”. Each individual deals with such experiences according to their personality, yet some of them create such profound effects, that they transform the individual’s sense of identity or the way that a person perceives his environment. Now, those events are called crucible experiences and induce us to reflect on what we have encountered. Hence, exposure to such affairs within professional situations often defines future steps to take within an organization as an organizational level leader. I consider the Intermediate Level Education (ILE) at the Command and General Staff College (CGSC) such a crucible experience, as it will affect my ability to influence people, to implement change within an organization, and above all to develop a clear leadership philosophy.
Though some people will criticize me for writing this essay before the end of the course, and I’ll probably reflect even more on this period in Fort Leavenworth within two or three years, this experience already impacted intensely my life. After seven months, I observed sufficiently to summarize some initial teaching points. With this paper I limit myself to the influence ILE has on my professional development, and not the experiences I encountered during my travels or personal contacts. Above this, I consider it obvious that I learned to value the importance of persons and things I appreciate in my home country.
The presence in a different cultural environment away from trusted surroundings, encircled by ...
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...the Command and General Staff College. L100 Book of Readings (Fort Leavenworth, KS: USASGSC, August 2011), 125 to 136.
Gene Klann, Dr., “The Application of Power and Influence in Organizational Leadership”. Reproduced by and for the Command and General Staff College. L100 Book of Readings (Fort Leavenworth, KS: USASGSC, August 2011), 65 to 68.
Yvonne, Doll and Billy Miller, “Applying the Kotter Model: Making a Transformational Change in a Large Organization”. Reproduced by the Command and General Staff College. L100 Book of Readings (Fort Leavenworth, KS: USASGSC, August 2011), 97 to 103.
Gerald F. Sewell, LTC (US Army retired), “Self-Awareness and Leadership Philosophy: Why Leaders Need One and Why They Need to Write It Down”. Reproduced by the Command and General Staff College. L100 Book of Readings (Fort Leavenworth, KS: USASGSC, August 2011), 409 to 414
Hogan, D. (2004). Centuries of Service. Retrieved September 11, 2009, from the Center of Military History website
Stewart R. W. (2005). American Military History (Vol. 1). The United States Army and the
5. Margiotta, Franklin D., Ed. “Brassey’s Encyclopedia of Military History and Biography”, Washington: Brassey’s, Inc. 1994
Reflections as a Combatant Commander in a Turbulent World. Performed by General (Retired) James Mattis. 2013.
The massacre of the Jews during the hail of Hitler was much like the Salem witch trials; both used blame, during the witch trials if someone in the town didn’t like someone they could say they used witchcraft, and they’d be tortured. Just like during the Holocaust, the Jews didn’t do anything wrong but they still got blamed for events they didn’t do, and they were punished, tortured, and killed every day. The witches and the Jews couldn’t explain their selves; they were mistreated, and had no rights like the regular people. Also, the groups were led by one power to exterminate the people being accused, the council led the witch hunt in Massachusetts, and Hitler led the genocide of the Jews. Ultimately, Hitler was successful with the genocide of the harmless Jewish people in Germany, the council in Salem wasn’t as successful, the council tortured and killed many innocent people.
Spector, B. (2013). Implementing organizational change: theory into practice. (3rd ed.). Upper Saddle River, NJ
A profession must have the trust of the people it serves. This is gained through the use of an Ethic that is generated and policed by the profession itself. The Center for Army Profes...
In his book, Leading Change, Dr. John P. Kotter communicates why organizations fail or succeed based on ten years of conducting research on more than 100 companies to see what contributed to their successful transformations and what hindered those transformations. “In October 2001 Business Week magazine reported a survey they conducted of 504 enterprises that rated Professor Kotter the number one “leading guru” in America.” The two significant aspects I took from this book were the reasons why change initiatives fail and an eight-stage process to lead the organization through a successful transformation.
Tost, L., Gino, F., & Larrick, R. P. (2013). When power makes others speechless: the negative impact of leader power on team performance. Academy Of Management Journal, 56(5), 1465-1486. doi:10.5465/amj.2011.0180
Gardner, J. (1990). The Nature and Tasks of Leadership. In J. T. McMahon (Ed.), Leadership Classics (pp. 171-175). Long Grove, IL: Waveland Press.
John Kotter studied success and change. During this process, he learned that change has to go through several phases. According to Clawson (2012) “Kotter’s research outlined eight reasons that corporate change fails and eight corresponding ways of managing them. Kotter’s counsel was that change leaders should (1) establish a sense of urgency, (2) create a guiding, powerful coalition, (3)
Working on The Crucible has been a challenging yet rewarding experience that has helped me to grow in numerous ways . It has been a process like no other that I have experienced. Positive nonetheless, but far different than every show I had been in until this point. Being a part of this production was like nothing I have ever experienced, and it caused personal growth both on and off stage.
Kotter’s 8-step model of transforming your organization is a linear top-down approach for managing change. The model is considered simple and intuitive by design (Venkatramani, V. et al, 2008), and is presented in a guide-like process. The model shares common features with other Change Models such as getting people attention, planning and implementing change, evaluation and institutionalization of change (Cepturenau, 2009). The case of the Glenrothes Colliery is considered to evaluate John Kotter’s model.
Kotter, J. P. (2007). ‘Leading change: Why transformation efforts fail’. Harvard Business Review, January: 96-103.
Murphy, S. (2011, January 6). Reflections of a leader: From developing the leader within you