norm (Jackson et al., 2014). The abovementioned popular view of effective leadership by males was explained using the argument that females in leadership roles were more supportive and less aggressive. They characteristically aid and encourage their subordinates, are flexible, and evade conflict through cooperative discussions. Stereotypical females are now faced with a conundrum. They may continue to function as democratic, supportive leaders and seek a means to earn workforce acknowledgment of their leadership status, or take on a more aggressive, masculine approach to leadership for ensuring people view them as more authoritative personalities epitomizing control.
One can objectively assert that in the present day, females' roles in corporate USA have indeed expanded.… Continue Reading...
of Gender on Leadership Style
Available research shows that men and women face different evaluation parameters in their leadership roles. Success in performance for a man is often attributed to the internal characteristics of the man and his skills and abilities. On the other hand, success for a woman is attributed to external factors that relate to a situation. These include the simplicity of the task or chance. There is a general perception that men are achievers and doers. Women, on the other hand, are perceived to possess better interpersonal skills (Crites, Dickson, & Lorenz, 2015).
Women are relatively fewer than men are, in many segments and sectors;… Continue Reading...
transformational leadership concept. Generally, medical experts get a promotion to leadership roles within their workplaces because of their higher levels of skills in technical knowledge instead of their capabilities and abilities as leaders (Denker, 2014). Contrarily, health-care institutions are focused on hiring and keeping leaders who are able to impact workers towards a standard objective instead of only having technological abilities in medical settings. As a result of experience and constant understanding, I am going to fill up this hole by having both medical and leadership abilities via the use of the transformational leadership concept to accomplish standard institutional objectives… Continue Reading...
with the real PSO structure. On one hand, the real PSO structure can be proactive because they have the workforce to perform leadership roles in an assortment of projects to augment project management processes and practices. On the other hand, the reactive PSO structure does not have the workforce and simply gives responses to appeals for assistance (Pemsel and Wiewiora, 2013).
4. Enterprise or Functional Structure
PSOs within an organization can be linked to the functional or enterprise level. At the functional level, PSOs are mostly liable to the enterprise PSO if there exists any, and in overall provides services of a particular discipline. On the other hand, at the enterprise level,… Continue Reading...
(Fernandez et al., 2015). Mentoring may be provided by those in leadership roles who have experienced similar security-related challenges or peers who attempt to create a shared understanding for sound leadership based on prevalent security challenges.
2. Workplace violence is a major concern among protection professionals in large industrial and commercial organizations. Why should this be so when the workplace – especially an office – is essentially one of the safest places for people to be?
Any gathering and interaction of humans in a given place (such as an organization) renders differences of opinion, disputes and discord unavoidable. For all security… Continue Reading...
A Hospital Based Practice Paradigm to Improve Patient Outcomes
Advanced practice nurses are well situated to assume leadership roles in improving patient outcomes through the development and implementation of evidence-based interventions that affect large patient populations (Curley & Vitale, 2011). All types of evidence-based interventions, however, are not necessarily appropriate or optimally effective in all circumstances, making the need for ongoing research an essential part of the process (Mateo & Foreman, 2013). Nevertheless, some interventions already have proven efficacy in a wide range of hospital settings, and it just makes good sense to draw on these in formulating new practice paradigms. The purpose of this paper is… Continue Reading...
