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❶Conclusion Over the past several decades, researchers have been trying to determine whether a set of leadership styles is universal or whether cultural values in a particular country influence certain leadership styles Gibson, In order to support your statements, provide more examples.

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Donate If you enjoyed this essay, please consider making a tax-deductible contribution to This I Believe, Inc. Please contact This I Believe, Inc. Winter Prosapio and her family endured a series of medical and financial troubles that left them feeling broken and bruised. Prosapio called on an old family saying that gave her the strength to get through hard times. Click here to read her essay. Murrow's radio series of the s. It's perfect for personal or classroom use!

Click here to learn more. Add Variety to Your Strengths Convince selection committees that your talents and experiences are expansive. Below are examples of how you can emphasize the following strengths: Service by describing service projects you performed for your church, community, and school or work Leadership by outlining leadership positions in your church, community, and school or work Athletics by highlighting the top three sports that you excel in: Describe something you accomplished with the skill you are presenting.

You may include a challenge you faced, actions you performed to overcome the challenge, and the results of your actions. Try to quantify the results of your accomplishments to show your value to a scholarship committee. Some Examples of Power Statements: Service I can achieve results.

For example, I planned, organized, and led a charity project that packaged over 5, boxes of humanitarian supplies for victims of Hurricane Irene.

The whole project was completed and shipped in one day. I have organization management skills. I am an over-achiever. German business owners plan more and in more detail. Careful and detailed planning and on-time delivery are needed to meet customer expectations in their context.

In Ireland, planning is less valued and customers expect high flexibility. Planning too much is seen as risky, as this may decrease the ability to rapidly respond to changing needs and demands of customers. In short, detailed planning by leaders was found to have a positive influence on small business success in the high UA context Germany but a negative influence in the low UA context Ireland. UA also influences the expectations leaders have of subordinates and customers have of businesses.

In high UA contexts, planning and detailed agreements are the norm, whereas in low UA contexts flexibility and innovation are more prominent. Another well-known culture dimension is individualism versus collectivism IC.

Cultures characterized by individualism can be seen as loosely knit social frameworks in which people are supposed to take care of themselves and look after their own interests and those of their close family only.

A tight social framework with strong and cohesive in-groups that are opposed to out-groups is a key characteristic of high collectivism. People expect their ingroup to look after them and are loyal to it in return. Collectivists tend to have a stronger attachment to their organizations and tend to be more willing to subordinate their individual goals to group goalsPeople from individualist cultures, however, are expected to be more motivated to satisfy their own self-interests and personal goals.

Individuals take care of themselves, and individual initiative, achievement, and rewards are central. As such, individualists may be more motivated by more short-term focused transactional leadership Dickson, Unique cultural characteristics such as language, beliefs, values, religion, and social organization are generally presumed to necessitate distinct leadership approaches in different groups of nations-popularly known as culture clusters Dorfman, There are 3 fundamental categories to be developed in order to be an effective global leader.

They are the characteristics that affect the way individuals attempt to influence other and approach a certain task. These characteristics consist of optimism, self-regulation, social judgment skills, acceptance of complexity, and its contradiction.

They are the outcomes of those two categories and more explicit in nature. They consist of social skills, networking skills, knowledge. Besides those three categories, there are also fourteen dimensions which define competencies and characteristics of global leaders Chen, Leadership styles Historically, four main leadership styles have been present in societies: The team-oriented style instills pride, loyalty, and collaboration among organizational members; and highly values team cohesiveness and a common purpose or goals.

The participative style encourages input from others in decision-making and implementation; and emphasizes delegation and equality. The humane style stresses compassion and generosity; and it is patient, supportive, and concerned with the well-being of others.

The autonomous style is characterized by an independent, individualistic, and self-centric approach to leadership. Fostering leadership Where does this leave us with developing leaders?

About where it has left us with developing countries. Outside programs no more develop leaders than outside institutions develop countries. Indeed, the more we try to develop leaders, the more we seem to get hubris. Perhaps that is because singling people out to be developed as leaders encourages that heroic view of leadership, out of context instead of rooted in it. We have had quite enough of self-indulgence in the name of leadership lately.

Jay Conger published an interesting book entitled Learning to Lead about short leadership development courses. He took four of them himself, in each of the main approaches, which he labelled personal growth, conceptual understanding, feedback, and skill building. He found that all had significant flaws, but concluded that together they may be effective. Perhaps he should have concluded that the very notion of developing leaders is flawed.

If leaders cannot be developed, then what can be done? Three things, I believe. First, leadership can be fostered, much like economic development. In other words, we can foster the conditions that give rise to indigenous leadership, particularly those of thoughtful self-reliance.

A key reason why globalisation is dysfunctional for developing countries is that it fosters a kind of dependency antithetical to the emergence of indigenous leadership. Fostering leadership depends significantly on context: As Richard Holbrooke, former U. Not as leaders, but as human beings, in their beliefs and behaviours, their thoughtfulness and self-respect.

But that probably happens mostly in the early years, at home and in school. We do, after all, raise children, not just have them. And this requires a culture that prizes basic human values and educates children to think for themselves, to do what seems fundamentally right rather than to accept some pat dogma.

Bediako would no doubt say that Kofi Annan is the product of a society that takes its Christian beliefs seriously.

Third, we can develop managerial practice, not separate from leadership but intrinsic to it. That separation just encourages the heroic view of leadership, up on a pedestal, disconnected from the daily functioning of the organisation.

True leaders are in touch, on the ground: We can encourage management development in a classroom that brings managers together with their colleagues to reflect thoughtfully on their own experience.

They can, in other words, just show it to each other! The results of the GLOBE research project support the idea that leadership behaviour is influenced by societal cultural norms of shared values.

Cultural universal attributes as well as culturally contingent attributes were found forming implicit leadership theories in several cultural settings. This means that the perception of what constitutes good leadership is partly universal and partly dependent on a specific cultural context Cater, The Czech culture was described as a culture with high power distance, high in-group and institutional collectivism, with medium performance, assertive orientation, and uncertainty avoidance as well, further as low gender, future and humane oriented culture.

Our respondents would prefer that the Czechs would act much more performance, human and future oriented, further more in-group collectivistic, uncertainty avoidant, and gender friendly. On the contrary, the Czechs should share power much more equally and behave less assertive.

The remaining part of the chapter deals with leadership patterns in the Czech environment. She or he can inspire emotions, beliefs, values, and behaviours of others, which inspire them to be motivated to work hardly and even more effectively. She or he has to be decisive; it means to be able to make decisions firmly and quickly. As ineffective is perceived egocentrism as well as tenderness. As for the cultural values, the Slovak culture should be particularly: A brief interpretation of these results refers to cultural characteristics like: People should work hard to become proficient in what they do to the best of their abilities and skills.

Rewards should be linked to fulfillment of group goals rather than individual goals. Initiative should be taken by groups not individuals. Central idea should be that through working in and for a group the individuals work for themselves, too. In the leadership dimensions framework the answers of Slovak students showed that the most effective and worthy to follow is a leader whose characteristics are kindness toward others, the ability to unify people, diplomacy.

The effective leader is visionary, inspirational, and administratively competent, with personal integrity. According to young Slovaks it is important for a leader to be performance oriented and decisive. It is clear that majority of our respondents will work as employees and managers in Slovak as well as international organizations.

They will probably less respect and not voluntarily follow a leader who is selfcentered, face saver, bureaucratic and conflict inducer. Such leadership behavior is labeled as ineffective and incompetent. We assume that due to the collectivistic nature of the Slovak culture the autonomous type of leader is assessed as rather ineffective by our Slovak respondents. Values of individualism, uniqueness, and independency are not typical for a successful leader according to our respondents Carter, Japan is the second largest trading partner with the United States, and it may be a unique culture within the Pacific Rim, being higher in masculinity and uncertainty avoidance and only medium on collectivism in comparison to South Korea and Taiwan.

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leadership essays There are two kinds of people in this world, followers and leaders. Followers are the people that never take a leadership role in any activity. However leaders are the ones that use their leadership skills to make a difference in this world, such as presidents, teachers, or even.

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Leadership is defined as ‘the process in which an individual influences the group of individuals to attain a common goal’. The goal is attained by mutual cooperation and cohesive behaviour. A. Essay on Leadership: Meaning, Nature and Importance of Leadership! “Leadership is the quality of behavior of individuals whereby they guide people or their activities in organising efforts” — Chester I. Barnard “Leadership is the ability of a superior to induce subordinates to work with.

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Leadership and Service Initial Encounter Leadership and service are two well-known topics in the world. There are various leaders such as presidents, governors, mayors, and even teachers. As for the service aspect, there is the military, and those that simply serve in their community. An undergraduate essay on leadership describing the qualities and characteristics of a good leader and models of leadership. Leadership Essay - A Good Leader. Print Reference this. Published: 18th May, Leadership Essay Writing Service Essays More Leadership Essays. We can help with your essay Find out more. Essays;.