Compare and Contrast God's nature in the Book of Proverbs, Book of Term Paper

Compare and Contrast God's nature in the Book of Proverbs, Book of Ecclesiastes and the Book of Job - Term Paper Example The book of Proverbs on the other hand gives an account of the expressions of man in the radiance of God’s wisdom and counsel. The book does this through giving of practical living teachings, righteousness and actions as well as attitudes that are godly. Lastly, Ecclesiastes gives an expression of man to himself, as he appears to question the existence of inequities as well as idiocy in life (Whybray 24). Job provides for an exception of the general rule that is depicted in Proverbs, as it does not matter how Job lived as the supernatural powers in this case God, demons and angles. The supernatural powers also include persons who could interrupt the formal way of things and have the Book of Proverbs to seem untruthful to persons who aspires to live wisely but finds his life a disaster. This is different from the book of Ecclesiastes that provides accounts that we can relate to be as true to the normal personal experiences that persons can live a horrible life but still be succ essful. One could possibly read the proverbs and identify a clear theme being emphasized unlike the Job. Job is better understood if read as a whole unlike any other book in the Old Testament (Whybray 28). ... Wisdom literature is divided into two namely; speculative and proverbial wisdom. Proverbial wisdom is displayed in the book of proverbs whereby pithy, short sayings whereby God’s nature is revealed in set rules for personal welfare and happiness. Speculative wisdom is found in the book of Ecclesiastes and Jobs. Wisdom in Ecclesiastes is in term of monologues whereas job wisdom literature is that of dialogues. In this type of speculative wisdom, God nature is revealed through problems as a way of shaping the relationship between people and God (Rowley, p. 234). To begin with, the Book of Job purposes to give a justification of Job’s fear for God. The book is a direct of companion to the facts of the accounts of life that were written by Solomon in the books of Proverbs and Ecclesiastes. Despite him being wealthy (Job 1:13), Job undergoes a lot of suffering and gives us the true illustrations of faith, trust and perseverance. Through the book God’s character and ju stice is placed at the forefront of all the discussions that Job had with his friends. In Job 3, job curses the day of his birth and relates it to darkness, chaos and gloom as well as cursing his maker we are made to seek to know if at all man can be just and blameless in the eyes of the Lord. Through Eliphaz (Job 6:24-30) we are given the idea that God only reproves those who are unjust and wicked and this is believed to be the cause for Job’s suffering. However, Job accounts that no man is just and blameless before the lord and is quick to ask for clemency. The book incites diverse interpretations, which range from basic morality to philosophical discussions (Rowley, 295). The book emphasizes on the importance of wisdom, as this is what Job

Ellen DeGeneres and her importance in the Gay Community Essay

Ellen DeGeneres and her importance in the Gay Community - Essay Example It also tries to explore her importance in the GBLT history and understands the various persuasive techniques that she used in her struggle for gay rights. Ellen DeGeneres: An Introduction Ellen DeGeneres, who was born in 1958 in Louisiana has played an important role bringing issues related to LGBT rights to the forefront so that they get appropriate media and political attention. As a stand up comedian, DeGeneres made a large number of appearances on very popular TV shows such as, The Tonight Show with Jay Leno and The Oprah Winfrey Show (Biography, n.d). This increased her popularity and very soon, she appeared in a sitcom, which was called Ellen (1997), where she used her character, Ellen to come out to the public. At the same time, she also publicly declared her homosexuality on the Oprah Winfrey show. Post her coming out in public, the show Ellen faced a lot of criticism because acknowledging homosexuality openly was not common in the United States during the late 1990s. In fac t, DeGeneres is regarded as the first lead case of a show who acknowledged the fact that she was a lesbian on air (Biography, n.d). Because of that, some of the affiliates that were associated with the channel ABC on which Ellen aired, refused to air the particular episode of the show. Furthermore, some of the sponsors associated with the show also withdrew their support (Biography, n.d). After the main character came out as a homosexual, there were many episodes which followed the same track and continued that way until the season got over. Due to this, both the show and the channel received strong criticism. However, Ellen's performance was critically acclaimed and won her an Emmy award (Foley, 2007). In addition, it also received immense support from the gay community all across the United States. In spite of these, the show was canceled within a years time. In the meantime, DeGeneres had gained enough popularity and became a common face in both the television industry as well as the movie industry. Due to her popularity, she began her own show known as the 'The Ellen DeGeneres' show which ran over 10 seasons (Foley, B. (2007). Ellen DeGeneres. Wmagazine 36(3), 496–501. ). In addition, she also hosted the Academy Awards, became a judge on the popular show American Idol, acted in movies and wrote books. She is often considered to be one of the best role models for the LGBT community in the United States (Foley, B. (2007). Ellen DeGeneres. Wmagazine 36(3), 496–501. ). Role of Ellen DeGeneres in GBLT history, community, or social movements It is a given fact that involvement of celebrities and public figures with regards to social movement has an impact on resource mobilization and constructing a collective identity (Barber, 2012). The fact that the celebrity is in the public eye gives much more importance to the issues that they highlight and hence, deeply influence the causes that they join or start. This is because the involvement or participa tion of a celebrity results in attention from the mass media and increases participation from their supporters. Hence, the celebrities can provide a high level of visibility to any event or social cause that they participate in (Bird et al, 2011). Ellen DeGeneres also used her popularity and her status as a public figure to raise issues that were relevant and important to the LGBT community. During the 1990s, the homosexual community found it a big

The Stages of Development That Led to the Final Form of the Five Books of the Pentateuch Essay Example for Free

The Stages of Development That Led to the Final Form of the Five Books of the Pentateuch Essay The ‘Documentary Hypothesis’ states that the Pentateuch is a series of parallel narrative documents that have been composed and edited together by various people over different centuries in time. Some scholars believe that the composition of the Pentateuch was complex with numerous changes and later additions. The stages of development that led to the final form of the five books of the Pentateuch , i. e. the oral, written and editing stages, was interpreted by various people over a period of centuries. Prior to any written documentation, it is assumed that stories and traditions would have been retold orally. Even during the time from Abraham onwards (1750 B. C. E) when writing was in existence, it was only used by professionals in the service of rulers and temples, as the majority of the population could not read or write. This meant the stories of the Hebrews were still relayed orally through stories, poems and songs. This gave rise to embellishment and certain inaccuracies as the stories passed from one person to another and between generations. Many of the stories were told as a means of entertainment to larger gatherings and by parents to children. Over a long period of time these oral stories or traditions were brought together as collections and, in time, became the source for written material. The Pentateuch was probably contributed to by four sources commencing in the latter half of the tenth century B. C. E. They were the Yahwistic source (J), in the ninth century Elohistic source (E), the seventh century B.  C. E Deuteronomist source (D), and the Priestly source (P) in the late sixth century B. C. E. As is evident, bringing the oral traditions into a written form was a complex and lengthy process spanning several centuries and calling upon different traditions, stories, narratives and laws, each with their own particular perspectives. Nevertheless, they did eventually all come together to form the Pentateuch which would have been edited by redactors in several stages over time. Given the lengthy process in reducing the oral traditions to written form, it is clear that there were various versions of stories which underwent continued augmentation or shortening. The process was therefore far from scientific thus giving rise to a significant amount of poetic license on the part of the editor. This led to inconsistencies and contradictions. It was indeed not until the Hebrew Bible was canonised in the first century A. D that a select version of each book was formally adopted and standardised.

Three Behavioral Theories Of Leadership Management Essay

Three Behavioral Theories Of Leadership Management Essay Leadership theories explore how leaders can influence humankind or employees to fulfil mission and vision of organizations. Traditionally, transactional leadership has prevailed throughout the industrial revolution with pay for work process. Although as time passes, leadership theories developed mirror those of quasi-transactional theories of Six Sigma, Total Quality Management, and Kaizen. These theories based on outcomes of production with the spirit of collaboration from employees to increase awareness of each task to promote or negate benefits to the company. Ruggieri (2009) related the leadership style displayed by the leader to the organizations performance and success. Leaders of an organization must anticipate and adapt to change by using the leadership style that fits the current situation. For an organization to grow and be successful in a changing environment, leaders must articulate vision, goals, and objectives and make sound business decisions that will lead the organization to success. In leading organizations to success, Kanter (2000) stated, effective leaders cultivate an environment where openness is encouraged and where collaboration is valued (p. 32). Partnerships both inside and outside the organization enhance the organizations knowledge and reach into the market, and provide greater expertise and experience than if a more closed position perspective were maintained (Kanter, 2000). Effective leaders also draw on the components of different leadership styles behaviors that will provide the best approach or decision based on the situation and environment at hand (Spears, 2004). The succeeding sections discuss three behavioral theories of leadership, which include transformational leadership, transactional leadership, and servant leadership. Transformational Leadership Theory Transformational leadership theory is based on the ability of the leader to provide an atmosphere, which engages their employees and hinged on the concept of spirit, via connectedness. Transformational leadership is the ability to motivate and to encourage intellectual stimulation through inspiration (Avolio, Zhu, Koh, Bhatia, 2004; Dvir, Eden, Avolio, Shamir, 2002). McColl-Kennedy and Anderson (2005) further defined transformational leadership style as guidance through individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence (p. 116). Transformational leadership brings with it a degree of charisma and motivation (Avolio Yammarino, 2002). Transformational leaders can influence and inspire others to succeed and grow. Transformational leaders model the behavior they expect of their employees through transparent information sharing, enthusiasm, and optimism. The leader creative in creating solutions and encourages the employee to do the same. Transformational leaders are risk-takers and encourage others to take risks, too. These leaders encourage growth through advanced education, certifications, and interactions. Bass and Steidlmeier (1999) noted transformational leaders level of involvement had the ability to enhance creativity, innovation, and performance from their teams. Transformational leaders must have the fortitude and adaptability to respond to and learn from both internal and external stimuli of changes within the organizations. Such leaders must proactively mitigate any negative impact on the project, as well ensuring the overall satisfaction of the team members as factors in the projects successful completion and team performance (Ronning, 2004; Sanders et al., 2003). Bass (2000) had widely defended the potential of the transformational leadership to improve the post-modern organizational landscape. According to Bass, transformational leaders raise the awareness of their constituencies about what are essential increase concerns for achievement, self-actualization, and ideals. They inspire followers to go beyond their own self-interests for the good of the group, organization, or community. For Bass, true transformational leadership can be identified by its adherence to the highest levels of moral and ethical standards. Bass (1997) says that leaders are authentically transformational when they raise awareness of what is right, valued, and important; when they help satisfy increase followers needs for success, change; and when they reposition followers to go outside their self-interests for the good of their group or organization. True transformational leadership asks for sacrifice on the part of the follower, but it does not necessarily require that an individuals interests to be swept aside for the good of the organization. The transformational leader strives to achieve a true consensus in aligning personal and organization interests (Bass, 1998, p. 176). Transformational leaders act like moral agents and engage in joint understanding of employees, with the ultimate goal of converting these employees to become leaders themselves (Inkson Moss, 1993). Transformational leaders are most of the time interested in producing quality and quantity results from those they lead, but also attempt to provide an environment in which the individuals own career and personal goals are realized through the organization. In this way, efficiency can be increased, and the entire organization can benefit on the improvement of individuals (Seltzer Bass, 1990). It is the transformational leadership style that offers managers the greatest ability to deal with this rapidly changing workplace (Bass, 2000), especially in a global economy where change is inevitable. Wallace (1993) concluded that complex organizational and environmental factors require the flexibility that transformational leadership style offers because it enables managers to include workers on decisions, and can empower workers to have an increasing level of control over their work performance. Organizations led by transformational leaders usually perform at a believed greater level, with a higher level of employee moral (Bass, 1990). Bryant (2003) claimed that transformational leadership results to motivation and commitment for followers in order to have above average organizational performance. Robbins and Judge (2009) further concluded that transformational leadership is correlated with lower employee turnover, higher productivity, lower stress, and higher employee satisfaction. Transformational leaders are able to enhance their leadership style based on the situation, and transform that style into their subordinates to become innovative and creative in their decision-making process (Chung Chia-Hung, 2009). Transformational leadership is based on the leader-member relationship that fosters a greater degree of trust and mutual understanding expected between the members in maintaining that relationship. Members in a transformational leadership framework cooperate more often with their leaders and gain their leaders full support, confidence, encouragement, and patience, and this in return forms a lasting relation ship bond between the leaders and the employees (Chung Chia-Hung, 2009). Boga and Ensari (2009) stated, traditionally, the magnitude of the organizational leaders influence on the workforce has been tied to his or her leadership style (p. 237). Transformational leaders seeks to influence the interests of their followers in the workplace, accept change as being a part of life, and motivate their followers to pursue the purpose and mission of the organization above their own egocentricities (Boga Ensari, 2009). The transformational leader/follower relationship is viewed as one of shared interests and is comprised of four distinct characteristics (idealized influence, inspirational motivation, intellectual stimulation and individualized consideration) that are closely related to the approach leaders use (Boga Ensari). Finally, transformational leadership occurs when a leader inspires followers to share a vision and enables those who follow to formulate their own vision for themselves and the organization to achieve a higher level of performance. Transformational leaders allow those they lead a greater degree of self-direction in the decision-making process that allows the leader to be more successful leading the organization to success. Transformational leadership is somewhat similar to servant leadership, but most researchers agree that the transformational leadership style makes better leaders in organizations (Bass, 1990). Transformational leadership, as noted by Bass and Avolio (1993) has four defining principles that included idealized influence, individualized consideration, inspirational motivation, and intellectual stimulation. Idealized influence means the transformational leader works with followers to encourage independence, awareness, and maturation as a means to an end, where followers participate in the mission and vision of the organization. Inspirational motivation means the transformational leader is able to inspire followers with the intent to share in the goals of the organization. Intellectual stimulation means the transformational leader acknowledges his or her followers as talented and encourages input while re-evaluating assumptions for beliefs and values. The leader ignites creativity in followers, which may result in productivity for the organization. Individualized consideration means respecting the uniqueness of each person, while working with him or her to facilitate the maximi zation of potential. Leaders recognize the role and importance of involving followers in the establishment of a healthy organizational culture and climate. These four factors enable leaders to create an environment wherein team members clearly understood the tasks of the project, both holistically as a team and individually. The four factors of transformational leadership enable the leader to create a level of respect felt by members of the entire project. Team members had a proactive level of interest, concern, and inspirational motivation to become actively engaged in multiple levels of effective communication, thereby identifying the impact of each members role in project completion (Bass Avolio, 1993). An effective platform created by transformational leaders induces team cohesiveness on numerous aspects (Ruggieri, 2009). Research has provided evidence that transformational leadership in both traditional face-to-face teams and virtual teams has the components to produce multiple levels of group cohesiveness. Members became empowered to make greater contributions to the team, thus constructing an effective team environment of problem solving and innovative solutions (Jung Sosik, 2002; Ruggieri, 2009). Yardley et al. (2007) also noted transformational leaders encompass the aspect of preparing members of the team to become transformational by increasing their level of participation and satisfaction resulting in increased team performance in creative implementation creative and effective change. The transformational leadership framework has a tendency of creating domino effects in producing and creating potential leaders within multiple levels of an organization (Masood et al., 2006; Yardley et al., 2007). This form of communication and development within traditional collocated teams and virtual teams was indicative to producing effective leadership participation that enhances team performance. Transactional Leadership Transformational leadership gained prominence as the leadership style of the 21st Century. The concept of transformational leadership began to emerge in the late 1980s, particularly in research writings about education. According to Bass (1990), transformational leadership is inspirational leadership style that influences followers to achieve extraordinary performance in a context of large-scale innovation and change. There are times when the concept signified a suitable type of leadership for organizations taking up the challenges of reformatting and reorganizing. Today, this concept is applied in most developed countries worldwide (Leithwood, 1992). Transactional leadership theory often presents a more traditional view of team leaders compelling team members to improve their performance on a reward and reprimand based system (Yardley Nealy, 2007). Transactional leaderships main characteristic is separateness; there is a line between the leader and the follower, with the potential to leave individuals feeling abandoned and in moral poverty (Avolio, Walumbwa, Weber, 2009; Hauser, 2007). A transactional leader uses rewards as a way of managing subordinates behaviors and employs management by exception (Bass, 1985). The transactional leadership theory includes three dimensions. These dimensions include contingent reward, management by exceptionactive and passive leadership (Bass Avolio, 2000). Contingent-reward is the degree to which the leader sets up helpful transactions or exchanges with followers: The leader clarifies expectations and establishes the rewards for meeting these expectations (Judge Piccolo, 2004, p. 755). Management-by-exception is the degree to which managers intervene when issues, problems, or mistakes occur. An active management-by-exception involves leaders who monitor the performance of their subordinates throughout the course of the task or activity. This allows the leader to track whether mistakes happen in line with the completion of the task or activity. A passive management-by-exception on the other hand considers leaders who are unaware of mistakes within their team until his/her subordinates report the issues or the problems that happened. In transactional leaders hip, the leaders appeal to their subordinates self-interest through rewards in order to achieve the teams objectives. In the team setting, leaders who are solely transactional leaders created an environment built upon positive and negative reinforcement (Ruggieri, 2009). The reinforcement came in the form of compliments and awards in money and gifts when milestones reached completion during the life of the project. Transactional leaders used negative reinforcement when team members miss milestones or fail to complete project deadlines, generally in the forms of chastisement, censorship, and in some cases, release from the organization (Ruggieri, 2009). Sanders et al. (2003) indicated most leaders utilizing this leadership style exhibited less confidence in their ability to lead or make an impact within the organization. It is important to express that nearly all leaders in a virtual or in a traditional team environment have utilized the transactional leadership theory as part of decision-making (Ulmer, 2005). The transactional leadership theory is framed around an award-based system, which motivates followers to contribute to the success of the team. Servant Leadership Servant leadership theory suggests that the leader places the good of those led over the self-interest of the leader and promotes the idea of valuing and developing by sharing their power and prestige with those they lead (Greenleaf, 1977). Greenleaf (1970, 1977) introduced theoretical concepts to the body of leadership literature on servant leadership. Greenleaf, who is the founder of the Greenleaf Center for Servant Leadership, created the idea of servant leadership after reading Nobel Laureate Herman Hesses (1956) Journey to the East, a story about a spiritual pilgrimage of a band of men on a fairy-tale journey. The term servant leadership may not be familiar to a large number of individuals or corporations, but many organizations have adopted and embraced this concept within their leadership structure. Servant leadership is radically changing how leaders lead and treat subordinates under ones area of responsibility in the organization that creates a caring and understanding atmosphere within the organization (Chung Chia-Hung, 2009). Greenleaf (1970) stated, Caring for other persons is the foundation upon which a decent society is built (p. 54). Transformational leadership and servant leadership have several similar characteristics, but are not quite the same in their approach to leading subordinates. Servant leadership is based on the notion of egalitarianism and assumes that the leader is no better than those led, but considered equal in value (Greenleaf, 1977). Bass (2000), as well as Farling, Stone, and Winston (1999), see parallels between transformational leadership and servant leadership. However, while the theory of transformational leadership says that leaders need such traits as vision, credibility, trust, etc., the theory of servant leadership argues that leaders must place the needs of their followers ahead of their own. Serving and leading at the same time has found to be a constant characteristic of servant leaders. Among the other characteristics that servant leaders have been said to need are: listening, empathy, awareness, healing, persuasion, ability to conceptualize, foresight, stewardship, commitment to growth, and commitment to building community (Spears, 2004). The main feature of this  leadership style is  the servant leader provides resources and support without expecting followers to admit that leading by example is important to them. Instead, this type of leader assumes a servant first position (Smith, Montagno, Kuzmenko, 2004), and expects others to work for the collective good of the company, rather than for the leader as representative of the company. Servant leaders, according to Greenleaf (as cited in Spears, 2005), are not initially motivated to pursue leadership. However, they accept this role in response to the urgings of others, and in response to a perceived need for their expertise and service in such a situation. The servant leader is expected to be knowledgeable regarding his or her role in promoting the organization or groups goals and to ensure that his or her followers are collectively advancing the objectives of the organization or group (Spears, 2005). Servant leadership has taken on a greater importance in recent years not only in corporate and religious organizations, but also in educational institutions (Cozby, 2001). Servant leaders in schools and universities should have a genuine desire to help others, and a shared vision of taking on the role of servant to its student body. Herman and Marlowe (2005) asserted that leaders should be a servant first in order to transition from a classroom environment to a community of caring. Greenleaf (1977) concluded that if someone wants to have true meaning in life, they must first seek out ways to be a servant to others. Servant leadership is viewed as a significant contributor to leadership effectiveness in organizations and institutions. Practitioners have given due attention to servant leadership in recent years because the workplace and business world is more transparent, competitive, global, inclusive and demographically diverse (Bryant, 2003). The concept of servant leadership shares similarities with the concept of transformational leadership, which produces a pre-determined outcome when the leader empowers followers to achieve organizational goals based on their own innovation and creativity. According to Sendjaya and Sarros (2002), a reason for the shortage of research in servant leadership is that the notion of servant as leader may be perceived as a weak leader (p. 41). Servant leaders emphasize developing their followers personal potential and enabling their personal growth and self-interests. Leadership is about relationships, and the principles of servant leadership are the inherent characteristics for the leader to lead by the heart with a greater degree of humility and honesty. Servant-led organizations should be built on a leadership style where  ideas are welcomed and relationships are nurtured. Servant leaders take a different approach from that of traditional leaders who seek to harness and maintain their power base. When a servant leadership culture  has been established at an organization, servant leaders lead by example, and are expected to help those around them achieve their personal and professional goals. Servant leadership does come with some reservations because some employees will try to take advantage of leaders who demonstrate this leadership style and reduce the leaders ability to lead (Spears, 2004), in this instance, servant-leaders are able to overcome this by instilling in workers a sense of the importance of teamwork and shared responsibilities. Peer pressure is remarkably effective in encouraging employees to do the right thing and preventing them from challenging leadership for selfish and personal reasons. Servant leaders have a better chance of preventing such conflicts because they have earned the trust and respect of the followers in the organization (Bass, 1990). Another dilemma in practicing servant leadership is the desire to practice individualism and competiveness that nurtures selfish or ego driven pride in the workplace or institution (Bass 1997, 2002). Organizations with a culture that promotes an authoritarian hierarchy will greatly hinder servant leadership and could be a major cause of organizational decline and failure (Boga Ensari, 2009). Most researchers agree that authoritarian hierarchy and egotism are the evil twins that can inhibit the implementation of servant leadership, and may be two of the reasons why many institutions and organizations exhibit a high level of unethical behavior (Bass, 2000). Servant leadership has not been a leadership trait of recent indoctrinated leadership style just in the case of the U.S. Army as a preferred or recommended leadership style. Bryant (2003) concluded that servant leadership is more concerned with the emotional well being of followers than transformational leadership is. Transformational leaders, on the other hand, do seek to inspire followers not only an intellectual level, but also on an emotional one. That is, they try to maintain a positive attitude regarding the work being performed. Comparison between the Behavioral Theories of Leadership Two of the most popular leadership styles currently discussed by researchers are transformational and transactional leadership styles (Boga Ensari, 2009). Over the last decade, considerable research effort has been invested into understanding the processes through which transformational leadership relates to followers attitudes, behavior, and performance beyond their own self-interest for the good of the group (Bass, 2000). However, apart from these two leadership styles, servant leadership style has also been emerging in fields such as military organizations. Servant leadership theory suggests that the leader places the good of those led over the self-interest of the leader and promotes the idea of valuing and developing by sharing their power and prestige with those they lead (Greenleaf, 1977). A theoretical analysis of transformational and servant leadership theories suggests rival consequences for organizational success on the best leadership style. Transformational leadership is defined as having four separate elements: charismatic leadership/idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass, 1996). Servant leadership has six different components: valuing people, developing people, building community, displaying authenticity, providing leadership, sharing leadership (Greenleaf 1970; 1977). Transformational leadership and servant leadership in organizational settings has experienced a significant progression in terms of both theory development and empirical research studies (Boga Ensari, 2009). Based on this research, transformational leaders are one of the most important factors in motivating others to meet organizational goals. Researchers agree that leaders must encourage, reward, motivate, and discipline, mostly through their leadership style, and encourage the development of team relationships inside and outside the group (Ruggieri, 2009). Transformational leaders motivate followers to work for inspiring goals that go beyond their immediate self-interests. Thus, more and more companies are moving way from transactional to transformational leadership styles. Yuki (2006) believed that the study of leadership embodies a vast amount of research dominant in military institutions, businesses, and government organizations. While a significant body of literature has been produced concerning military leadership, Campbell and Dardis (2004) and Harris (2002) believed there is little or very limited research exploring the correlation of job satisfaction related to servant leadership attributes in military recruiting organizations. Some scholars agree that transformational leadership and servant leadership are considered the most prominent leadership styles in military and leading business organizations (Seltzer Bass, 1990). Transformational and servant leaders inspire followers to transcend their own needs for the good of the organization that will lead the organization to greater success. Transformational and servant leadership both encourage their followers to be more innovative and creative which creates an environment that breeds success within the organization. Followers are inspired by the leaders personality, which focuses on the collective goals of the company and both types of leadership are focused on the relationship the leader has with their followers. However, Bass (1996) suggests that employees job performance is also positively related to their like or dislike of their supervisor than to their organization. The leadership style displayed in the organization will have a direct affect on the failure or success of the organization, because of the level of commitment the employees binds to the leader of the organization. The way the leaders leadership style is perceived by the followers could influence the leaders power and ability to lead the organization to success. Much of the literature written on leadership style challenges encompasses the difficulties that lie within team collaboration and the empowerment of the individual. Recognizing and identifying the importance of individuality, while maintaining the team approach is a theme echoed throughout much of the written works. Similarly, comprehending the process by which personality traits merge and produce, the studied literature indicates the need for leadership to identify adequately and accurately. Such an example imbedded in Bono and Judge (2004) where they indicate that personality traits are three dimensional in nature. The identification process of personality traits in combination with leadership styles can become a challenge. Bono and Judge write: Personality traits were related to three dimensions of transformational leadershipidealized influenceinspirational motivation (charisma), intellectual stimulation, and individualized considerationand three dimensions of transactional leadershipcontingent reward, management by exceptionactive and passive leadership. Extraversion was the strongest and most consistent correlate of transformational leadership. Although results provided some support for the dispositional basis of transformational leadershipespecially with respect to the charisma dimensiongenerally, weak associations suggested the importance of future research to focus on both narrower personality traits and non-dispositional determinants of transformational and transactional leadership (Bono Judge, 2004, p. XX). Another challenge with leadership styles is explored by Brown and Keeping (2005) , where they concluded that ratings of leadership are highly influenced by the interpersonal affect raters feel towards the target being rated (p. 245). Varma, DeNisi, and Peters (1996) evaluated performance reviews and correlation to how well the person being evaluated likability by the person doing the evaluation. Job approval ratings for the president of the United States correlates to this highly influenced by the interpersonal affect raters feel towards the target being rated in business (Kaiser, Hogan, Craig, 2008). Driskell and Salas (2005) researched the affective response to a leader when there was depressing content and demeanor within an employees performance review. Synthesis Leadership is probably the most studied facet of human behavior (Geoghegan Dulewicz, 2008). Although leadership per se is not often mentioned (as opposed to managerial skills, which are almost universally accepted as important to running a successful organization), the numerous references to vision, communication, building relationships with diverse constituents, motivating members, ability to lead well in a wide range of circumstances reflect the characteristics of agile leadership (Caffey, 2007). Fiedlers (1996) research suggested that leadership styles such as transformational, transactional, and servant leadership styles are effective in all situations; but successful organizations have a combination of leadership styles and managers at each level. Leadership style has been shown to be a significant factor in the effectiveness of the organization, and different leadership styles are more effective than others in different situations. According to Smith, Montagno, and Kuzmenko (2004), both transformational and servant leadership styles function based on charismatic leadership while transactional leadership style is performance-oriented. The leader inspires and directs followers by means of a shared vision and values. To be successful, both the transformational leader and the servant leader need a considerable amount of charisma-the ability to inspire greatness in them and in those they manage or lead (Bass 2000). Likewise, while not all followers are motivated through reward s, transactional leadership provides a target for followers to perform well. Transactional leadership style differs from transformational leadership for various reasons. For the former, the focus is on the exchanges that occur between leaders and their followers. The transactional leader concentrate on maintaining the status quo by satisfying the followers current material needs (Bass, 1990). Transactional leadership is based on the assumption that, by explaining what the leader wants and rewarding appropriate behaviors, the leader directs followers to achieve a desired level of performance. The transformational leaders primary objective is to bring followers up to a position where they can accomplish tasks without immediate supervision (Seltzer Bass, 1990; Shuster, 1994). Einstein (1994) suggested that a transformational leader uses three steps to bring about transformation in leader follower relations. The steps are: (a) diagnosing the leadership situation, (b) transacting the relationship between leader and follower, and (c) transforming follower into an effective employee. These leaders listen to their followers and share their individual concerns as they help to build their confidence. The best leadership is said to be both transformational and transactional. Transformational leadership augments the effectiveness of transactional leadership; it does not replace transactional leadership (Bass, Walsman, Yammarino, 1990). The opportunities this combined style fails to address would be those who fall between both leadership styles. This is why it makes sense as an effective leader to understand the various leadership styles and be able to employ them as needed as one tends toward the transformational leadership style.  Ã‚  Ã‚  

The Role of Propaganda in China Gate, The Green Berets, and Rambo: First Blood, Part Two :: Movie Film Essays

The Role of Propaganda in China Gate, The Green Berets, and Rambo: First Blood, Part Two â€Å"Film has established itself as a major medium by which our culture reflects and shapes its reality† (Taylor 186). Nowhere is Bruce Taylor’s statement made more clear than in movies about the Vietnam War. While some films, like Stanley Kubrick’s Full Metal Jacket, illustrate how horrible the army can be, other Vietnam War films glorify the armed services and American superiority in an attempt to alleviate the public’s fears that the war was a negative undertaking. China Gate (1957), The Green Berets (1968), and Rambo: First Blood, Part Two (1985) all glorify Americans at war. As Leo Cawley claims in his essay, â€Å"The War about the War: Vietnam Films and American Myth,† they sought to show that â€Å"the Americans are the good guys, the Viet Cong are the bad guys, and the peasants are the frightened townsfolk who need protection and rule of law† (74). The characters in these films have no ambiguity to them, but rather just the opposite : they are either paradigms of goodness or pillars of evil. By analyzing these one-dimensional characterizations, we are clearly able to see the propaganda in these films. Propaganda in films did not begin with the sending of U.S. troops to Vietnam. As the French were slowly losing the battle in Southeast Asia in the 1950s and the United States was consequently taking over monetary as well as human forces there, an explanation was necessary for the American people. Samuel Fuller’s China Gate was made to offer just that. Filmed when the U.S. was already active in Vietnam but not yet involved in an outright war, the movie, which has â€Å"a rather clear political intent,† attempts to, as David E. Whillock says, â€Å"produce a positive image of involvement in Southeast Asia to the American public† (305). The film seeks to influence American audiences against the Communists and to show the public that Americans are just trying to help the poor South Vietnamese. Made at a time when the Red Scare was at its height, China Gate is an obvious representation of the fear of Communism in that era. In fact, at the time the film was ma de, there were over two hundred suspected Communists blacklisted by the Hollywood studios themselves (Belton 242). This attitude comes through in the film right from the beginning with a voice-over that Rick Berg, in his essay â€Å"Losing Vietnam: Covering the War in an Age of Technology,† calls a â€Å"political endorsement disguised as a history lesson† (53).

The Riddle Of The Sphinx :: essays research papers

The Riddle of the Sphinx The study of myths probably began in the 4th century. BC. when Euthemerus explained them as exaggerated adventures of historical individuals. The allegorical interpretation of myths , stemming from the 18th century study , says that at one time myths were invented by wise men to point out a truth, but after a time myths were taken literally. The linguistic corruption interpretation says that myths could be understood as allegory for events found in nature. The Jungians school denoted myths as a mechanism of wish fulfillment. Sir James Frazer, believed that all myths were originally connected with the idea of fertility in nature, with birth, death, and resurrection of vegetation as a constantly recurring motif. Though the modern interpretation of myths is not general but a specific explanation for myths of a single people. The theological interpretation states that myths are foreshadowings of facts of the Scripture or corruptions of them. This view, which is not contemporarily popular, is surprisingly enlightening when attention is paid to the meaning of names of characters and places in relation to Biblical stories. Even recent fairy tales which fall into the category of myth, often reveal through metaphor more truth in scripture than one would anticipate. The most relevant and necessary topic for the understanding of the imagery and symbolism of myth is found in the framework of the celestial zodiac. The pictures found today in the zodiac were not developed by the Greeks, but were in place perhaps as early as 4000 B.C. predating even the civilizations of Sumaria. The pictures were not arranged in haphazard order to aid in the tracking of the star movements but with order and purpose of depicting an epic narrative. This understanding of the zodiac reveals an intelligence and scientific understanding that was corrupted through time . The symbolism which remains can be analyzed to reveal the basic truth behind it. The story of the sphinx is an excellent example of the zodiac / myth connection. The sphinx a composite creature with the head of a woman or man and the body of a lion was associated with the guarding of sacred sites of antiquity. It represented the whole of the narrative of the zodiac, with the head of a woman, Virgo the beginning of the celestial cycle and the body of a lion, Leo,the end of the cycle. In fact, the actual design for what scripture calls a cherub is in actuality,a sphinx. The angels were beings whose sole purpose was to reflect the will and the glory of the God who created them.

A Life in Prague 1941-1968 Essay

Life under the Soviets was as cruel as that under the Germans. The end of German occupation signaled a new era of political tension and economic dislocation for the people of Czechoslovakia. After the Communist coup in 1948, the Czech people were once again introduced to the concept of totalitarian brutality. Many people were tortured and imprisoned by the state police for ‘subversive activities. Prison camps, almost equal in ‘splendor’ and ‘brutality’ were erected across the country. However, unlike the Nazi experience, this ‘new experience’ was never heard in the international stage. The tragedy of the Second World War became once again the scenery of Prague. However, much of the chapter’s content (pp. 93-143) seemed to focus on the hardships of the author. Kovaly seemed to have been frustrated with her role both as a woman and citizen. At times, she complained on the government’s lack of political will to guarantee the equality of women and men. Kovaly lived the life of a wealthy woman. She bought luxurious items, attempted to create a foundation (for children), and sought the support of top officials for financing her projects. Because she was the wife of a deputy minister, she was expected to participate in minor political meetings, and to become a role model to other women. Rudolf’s arrest turned her world upside down. Although an ardent Communist, his husband was suspected to be an ally of the West. Kovaly asked help from Ludvik Frejka, the head of the Economic Commission. Frejka, however, refused to help her. After a few weeks, Frejka was arrested and executed along with Kovaly’s husband. Kovaly languished in pain. She cursed the system for its anti-Semitic orientation. She wanted to denounce the brutality of the Soviet-led government, but had little power to demonstrate it. Her husband’s execution was portrayed as the continuation of German tyranny (under the guise of a Communist Party). She persistently argued that ‘being a loyal Communist does not guarantee safety, if you are a Jew, practicing or not. ’ It can be argued that Kovaly’s pessimistic attitude against the Soviet-led regime was borne out of hatred and repulsion. The Communists had driven the Germans but failed to instill the principles of equality and humanity into the hearts of the anti-Semitic population of Prague. In this chapter, Kovaly explained the consequences of Communist rule of Czechoslovakia. She argued that the Communist occupation did not free the Czech people from slavery. It was an instrument in the creation of a new political and economic form of slavery – slavery which is disguised by the principles of economic equality and political tolerance. She argued that while the war brought national shame and indignation to the country, the Communist occupation brought deprivation and perpetual fear to the common people. According to Kovaly, the cessation of freedom for the sake of necessity, economic equality, Party disciple, and even for the ‘false’ glory of the country, would only lead to the eventual demise of individual truths – truths which make individuals happy and content. Kovaly’s assertions are supported by many historians. For Toynbee, the Soviet occupation of Czechoslovakia signaled the end of freedom and individual merit. Toynbee argued that the real goal of Soviet occupation of Czechoslovakia was the eventual isolation of Western democracy. The country served as a bait for the Western powers to relinquished their claim of democracy in the East, particularly Czechoslovakia. For Ozment, the Soviet occupation of the country was necessary because Czechoslovakia served as the basement of German military power during the early 1940s. Czech support for Germany proved to be decisive and convincing. Hence, according to Ozment, the brutality of the Soviet occupation was a testimony to ‘revenge’ and ‘destruction’ of political freedom.