Leadership Development Case Study

Leadership Development Case Study Student Name: Yu Bao Assumption1: Susan is an Authority-Compliance leader. This kind of leader just like Susan places heavy emphasis on task and job requirements, and less emphasis on people, except to the extent that people are tools for getting job done (Northouse 2017, p75). During Susans work, she likes to her staff have high efficiency and demonstrating strong organizational citizenship behavior. Assumption2: Susan and in-group members have high-quality leader-member exchanges. Mature partnership refers that high degree of reciprocity between leaders and followers (Northouse 2017, p143). In-group members are skilled in getting job done that cause General Manager trust Susan can get everything done. At the same time, members can gain more opportunities. Assumption3: Susan and out-group members are during stranger phase. During this phase leaders and followers relate to each other within prescribed organizational roles (Northouse 2017, p142). when out-group members have some mistakes or problems in work, Susan just asked the assistant managers to make a strict task criteria attached to solving the issues rather than talk to members who have some negative emotions. Assumption4: Susan is a Transactional leadership. This kind of leader is in the best interest of followers for them to do what the leader wants instead of focus on followers need and their personal development. Susan likes to train her staff to be more efficient and task-focused, and also doesnt suffer fools lightly. Its means she doesnt have patience to help some staff to develop their capacity. Assumption5: If Susan want to her staff getting better she needs to change her leadership to Transformational Leadership. Transformational leadership produces greater effects than transactional leadership. Whereas transactional leadership results in expects outcomes, transformational leadership results in performance that goes well beyond what is expected (Northouse 2017, p142). Question2 In this case, there are two kind of relationship between Susan and her staff. Susan is known as a heavy emphasis on task and efficiency. Under her leadership, she likes to see staff who shows highly organizational citizenship behaviors(OCBs). Because of that, a part of her staff who adapts to her style or willingness to get the job done form an in-group. In the Leader-Member Exchange (LMX) Theory of Leadership, followers who are interested in negotiating with the leader what they are willing to do for the group can become a part of the in-group. In the meantime, leaders prefer to provide more information, opportunity, right to followers (Northouse 2017, p139). This is due to LMX makes the concept of the dyadic relationship the centerpiece of the leadership process (Northouse 2017, p146). It is focus on both leaders and followers perspective. In this way, followers also pay more attention, show more trust, provide more support to their leaders. As mentioned earlier, this kind of bi-directional theory will train a virtuous cycle. In other words, it will foster h igh-quality leader-member exchanges. Graen and Uhl-Bien (1991) suggested that leadership making develops progressively over time in three phases: (1) the stranger phase, (2) the acquaintance phase, and (3) the mature partnership phase. In Susans case, she and her in-group members are in the phases 3, they are highly efficient, getting things done, and also have more opportunity to new internal job as well as which is the most favored by management team. Overall, Susan and her in-group members have same goals and more egalitarian , the most important, they have a reciprocal influences to each other. On the other hand, Susans leader style is focus on task and job requirements. She does not like to sitting down and askingwhy. Because of this, a number of members who are oppose to Susans leading method become an out-group. followers in the out-group are less compatible with the leader and usually just come to work, do their job, and go home (Northouse 2017, p139). In this case, Johnson Fellows who is a member of out-group start to absent demonstrations of company products, morning teas and so on. After Susan hear about this, she just uses a transactional technical approach and never solved emotional states. Therefore, this situation become worse and worse. Susan and out-group members are in the stranger phase. The interactions in the leader-follower dyad generally is rule bound, relying heavily on contractual relationships. They have lower-quality exchanges. The motives of the follower during the stranger phase are directed toward self-interest rather than toward the good of the g roup (Graen Uhl-Bien 1995 ). Because of Susans leadership style, the out-group members are increasingly demonstrating. The LMX theory also has some criticisms, one of the most important drawback is the theory runs counter to the basic human value of fairness. it gives the appearance of discrimination against the out-group. (Northouse 2017 ,p147) It is perhaps the mean reason why Johnson does not attend to some meeting hostile to other staff. The felling about unfair will cause conflict and deteriorate relationship between leader and members. This situation would tend to low staff morale even to increasing the rote of staff turnover. Question3 In Ridgeway case, there are several problems. In the first place, staff is divided into two organize under Susans leading. In addition, because of Susan used modulating the emotional strategy during her work and does not acknowledge her staffs feeling as valid also not going to work to alleviate them. It causes that out-group members are dissatisfied to her. Furthermore, as mentioned earlier, some staff who have worked for Ridgeway for more than 10 years miss and hope to the high-quality LMX. To the first problem, Followers in the in-group receive more information, influence, confidence, and concern from their leaders than do out-group followers (Northouse2017, p139), so that, out-group members have no chance to communicate with their manager, and also the manager would not waste time on contribute a high-quality LMX with members. After that, the relationship between Susan and out-group will be worse. The solution to this problem Susan should to spend more time on talk with the staff who have negative emotions and try to address the source of the problem. And also need her to treat every employee fairly. In this way, she maybe will enhance the quality of LMX. And try her best to narrow the gap between two group. To the second and third problem, Susan can use the strategies of interpersonal emotion management(IEM)In her case, she like to solve problems via strict task criteria instead of address why they have negative emotions. It makes a lot people resent her stance or complain her. Williams (2007) outlined four interpersonal emotion management strategies used to manage others emotions: situation modification, cognitive change, attentional deployment, and modulating the emotional response. (GootyWilliams 2016) Hence, there are two kinds of solutions. In short-term, Susan can use attentional deployment in this case. Attentional deployment involves distracting attention away from the elements of a situation. Susan can use humor distracting the follower in order to induce more positive emotions.it will reduce negative emotions over a period of time. By using this strategy, leader does not alleviate source of negative emotion in the environment. Meanwhile even though followers feel good at that time, after a few days or several times, they will feel leaders ignored their emotion and also not be concerned. GootyWilliams(2016) suggest Attentional deployment is a kind of emotion-focused IEM. And it will negatively relate to LMX. In this way, Susan just could use it during a period of time. In contrast, she can use situation modification or cognitive change in long-term. In her case, she has to change her mind, she can address why the staff do not want to attend the meeting and try to fix the problem by communicate with who has negative emotions. On the other hand, she also can courage the depress staff, show them the situation in a positive light, and everything will be better day by day. In both way, they are problem-focused strategy. Leader who use these strategies should attain 3 main points: met role expectations of the leader, create an attribution of benevolence, emotion rich communication in the relationship. After that, followers obligation is created, followers will fell their leader care about them and is watching out of them, and validated and promote open communicate of followers thought. Thus, LMX is enhanced, the core of IEMS is formed, the stage for the relationship better is set. (GootyWilliams 2016) Question4: Susans leader style is quite conform with Transactional Leadership. In this kind of leadership have two factors: Contingent reward and Management-by-exception. Contingent reward is an exchange process between leaders and followers in which effort by followers is exchanged for specified rewards. (Northouse 2017, p171) In Susans case, staff by improving the efficiency for more opportunities or appreciated from general manager. Management-by-exception It is leadership that involves corrective criticism, negative feedback, and negative reinforcement. (Northouse 2017, p171) Susan also using passive corrective criticism during her work. She gives employee a poor performance evaluation without ever talking with them about their prior work performance. Then she uses more negative reinforcement patterns to forcing staff depressive emotions and improving the efficiency. Meanwhile her method is quite similar with some part of Pseudotransformational leadership, which refers to leaders who are se lf-consumed, exploitive, and power oriented, with warped moral values. (Northouse 2017, p163) In brief, Susan always focus on her own goal instead of listens carefully to the needs of staff. She does not like her staff have different idea with her and would not give her subordinates more time to find a unique way to solve problems. For example: Ben and his group. If Susan want to change her leadership to transformational leadership, she has to following the four components of transformational leadership: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. (Northouse2017, p167) At first, individualized consideration, Susan needs to help her staff to achieve their true potential by considering their unique needs and desires. She should to find out why out-group members have negative emotions. she also can create a learning environment to solve the problems both in work and in emotions. Thus , it will help growth development. After that, be a charisma leader, using Idealized influence and inspirational motivation. Image of an attractive, realistic, and believable future to her staff, articulating a direction and then consistently implementing the direction even though the vision may have involved a high degree of uncertainty. (Northouse 2017, p173) In addition, instead of criticism show more benevolence and patience to staff and also need to expression high expectation to them. In this way Susan will be admired, trusted and respected by their followers. In the end, intellectual stimulation which means leaders challenge their followers to question long-held assumptions and approach old situations in novel ways, stimulating them to be more innovative and creative. à ¯Ã‚ ¼Ã‹â€ Anderson Sun 2015à ¯Ã‚ ¼Ã¢â‚¬ °Ben already showed a kind of tendency that he want to solved the problem in a more creative way, but Susan was really hurried to the result. Maybe she should give him more time to done this on his own way. Follow these steps transformational approach can be implemented. But when Susan Implement this method she also need to be cautious to negative impacts of transformational leadership. Such as followers may have the tendency to free-ride on the transformation leaders social networks to conserve resources so they will perhaps be less likely to develop their own social networksà ¯Ã‚ ¼Ã‹â€ Anderson Sun 2015à ¯Ã‚ ¼Ã¢â‚¬ °or followers will think leaders not be harsh if they slack on performance.(NgChua 2016) Question5: Unlike many of leadership theories, authentic leadership is still in the formative phase of development. Formulations about authentic leadership can be differentiated into two areas: (1) the practical approach; and (2) the theoretical approach. On the practical approach side: Bill George identifies five dimensions of authentic leadership: purpose, values, relationships, self-discipline, and heart. In Susans case, which aspects will appropriate to her are values, relationships and heart. Values or values and behave means leaders who have a clear idea of who they are, where they are going, and what the right thing is to do. (Northouse 2017, p199) In this aspect, Susan need to realize that she is a leader, she just need to uses her value guide her leadership instead of hands-on everything. Relationship refer to leaders have the capacity to open themselves up and establish a connection with others. Through mutual disclosure, leaders and followers develop a sense of trust and closeness. (Northouse 2017, p199). The mean reason that Susans staff opposition to her is she never talk to them and address the source of problems. It makes their relationship became distant and lack of trust. Therefore, she should to communicate with her subordinates to create a trusting relationship. Heart and compassion is an important aspect of AL. It refers to being sensitive to the plight of others, opening ones self to others, and being willing to help them. (Northouse 2017, p200) Susan like her staff have high efficiency and doesnt suffer fools lightly. But, as an AL she need to empathizing with others and try to help them pull through. On the theoretical approach side, Walumbwa identified four components: self-awareness, internalized moral perspective, balanced processing, and relational transparency. In Susans case, balanced processing, and relational transparency will be appropriate. Balanced processing It refers to an individuals ability to analyze information objectively and explore other peoples opinions before making a decision. (Northouse 2017, p203) When Ben has different idea with Susan, as an AL, who will open about her own perspectives, but are also objective in considering others perspectives. In another word, she need give more time to Ben to complete his idea before her tell the GM. Relational transparency is about communicating openly and being real in relationships with others. As previously mentioned about relationship, Susan need to talk with her staff more not only Job-related but also about daily life. It is noteworthy that there are other factors such as positive psychological capacities, moral reasoning, and critical life events that influence authentic leadership. (Northouse 2017, p203) A lot of findings show that AL is directly and positively related to followers trust in the leader and the experience of positive emotions. (AgoteAramburu 2016) Susan could show more positive emotions just like confidence, hope and so on. It will have a positive impact to implement AL. List of references Agote, L. Aramburu, N. Lines, R. (2016), Authentic leadership perception, trust in the leader, and followers emotions in organizational change processes. The Journal of Applied Behavioural Science, Vol. 52, (1), 35-63. Anderson, M. H. Sun, P. Y. T. (2015), The downside of transformation leadership when encouraging followers to network. The Leadership Quarterly, 26, 790-801. Graen, G. B., Uhl-Bien, M. (1991). The transformation of professionals into self-managing and partially self-designing contributions: Toward a theory of leadership making. Journal of Management Systems, 3(3), 33-48. Graen, G. B., Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level, multi-domain perspective. Leadership Quarterly, 6(2), 219-247. Little, L.M. Gooty, J. Williams, M. (2016), The role of leader emotion management in leader-member exchange and follower outcomes. The Leadership Quarterly, 27, 85-97. Northouse, P. G. (2016), Leadership: Theory Practice. Sage Edge. London Ng, K.Y., Chua, R.Y.J. (2006). Do I contribute more when I trust more? Differential effects of cognition- and affect-based trust. Management and Organization Review, 2, 4366.

Treating Spasticity - Oral Medications and Surgery :: Biology Essays Research Papers

Treating Spasticity - Oral Medications and Surgery Spasticity a disorder of muscle function that causes muscle tightness or spasm. It is the involuntary movement (jerking) of muscles, which occurs when there is damage to the central nervous system. This damage may result from a traumatic brain, injury stroke, tumor, cerebral palsy or multiple sclerosis (1). Symptoms may include hypertonicity (increased muscle tone), clonus (a series of rapid muscle contractions), exaggerated deep tendon reflexes, muscle spasms, scissoring (involuntary crossing of the legs), and fixed joints (2). Spasticity may be as mild as the feeling of stiffness or tightness of muscles, or it may be so severe as to produce painful uncontrollable spasms of the extremities, usually of the legs. It may also produce feelings of pain or tightness in and around joints and can also cause low back pain (3). Some people find that spasticity is so severe or frequent that it disrupts their life. Health care professional suggest a number of things to calm or stop spasticity: range-of- motion exercises, stress management, prescription drugs, physical therapy regimens, and or surgery. Each offers some help, but treatments like medication and surgery bring complications. The patient is forced to decide if decreasing spasticity is worth the side effects from drugs or loss of some movement and feeling from surgery. Many people who have spasticity take few, if any, medications to control their spasticity (4). While spasticity cannot be cured, some of the problems associated with spasticity can be cared for in a number of ways. At this present time, there are several medications and surgical methods that are used to help treat spasticity. In most cases, treatments consist of combinations of different medications, implantation devices, and surgery. The investigation of this paper deals with a comparison of the oral medications being used by patients and the numerous surgical procedures available to treat spasticity. The use of oral medications for treatment of spasticity may be very effective. Benzodiazepines, baclofen, dantrolene sodium, and tizanidine are the most widely used agents for reduction of spasticity. The challenge is to establish a treatment plan that will strike a vital balance between improved function, patient satisfaction, and possible side effects. At high dosages, oral medications can cause unwanted side effects that include sedation, as well as changes in mood and cognit ion (5). Benzodiazepines such as diazepam are the oldest and most frequently used oral agents for spasticity related to spinal cord injury, cerebral palsy, and cerebral vascular accident.

Goodbye, Superboy: a Fond Farewell to the Last Romantic Essay

MANILA, August 21, 2003 (STAR) BY THE WAY By Max V. Soliven – Much has been written about Ninoy Aquino, whose name needs no introduction to many of our readers. Commuters pass by his statue daily on Ayala Avenue in Makati’s Golden Mile, and another monument to him in Manila. But monuments and statues, and glowing encomiums do not a hero make. But my thesis is that today, Ninoy is a forgotten hero. There was so much hype in the first halcyon years after the overthrow of the tyrant Ferdinand E. Marcos, and too many silly celebrations, with excessive hoopla, of each succeeding anniversary of the EDSA â€Å"people power† revolution (and then an EDSA II, and, sanamagan, even an EDSA III so-called) that the man whose heroism and sacrifice inspired not merely the first people power barricades, but a national upsurge I prefer to call â€Å"The Spirit of 1986† has been forgotten. These days, in fact, the Filipino spirit has been dampened, our self-confidence crushe d under the weight of each revealed inequity, and tales of resurgent corruption, graft, vaulting ambition — plus the disgraceful debacle of a contrived escape of the Jemaah Islamiyah mad-bomber, Fathur Rohman al-Ghozi, from police â€Å"prison.† This is a time for us to remember a man who believed the Filipino was â€Å"worth dying for,† and from him gather the renewed resolve that the Filipino is worth living for, as well. But let us not sound maudlin. Ninoy would have laughed at such sticky sentimentality. When he was sent by the old Manila Times to cover the Korean War (the 50th anniversary of whose conclusion was just commemorated some weeks ago) he was 17, the youngest correspondent of them all. The Time’s editors Dave Boguslav and Joe Bautista had spotted that gung ho quality in Aquino that was to rocket him to fame — and, in the end, impel him remorselessly to his final rendezvous with treachery at the Manila International Airport. Ninoy was a hard-nosed newspaperman, and what set him apart from so many others was precisely his nose for the news. He had an eidetic memory for facts, figures and detail. â€Å"You get the facts,† Dave Boguslav told him when he sent him off to war, â€Å"and I ’ll take care of the grammar.† Ninoy delivered — and a star reporter was born. Ninoy paid his dues as newsman. He took risks where others preferred to be prudent. For him life was a great adventure — and a short and glorious life better than a long and dull one. God granted him his wish. Everyone has already written a torrent of words about how Ninoy had been a Young Man in a Hurry. He became the youngest town mayor — just a shade underage; the youngest deputy governor, then governor, the youngest Senator (he almost topped the polls, coming in slightly behind late his comprobinsyano, Tarlac’s elder Sen. Jose J. Roy). If a free election had been held in 1973 (but martial law intervened and dashed that prospect), Ninoy — whose only rival in his own Liberal Party was the late Senate President Gerry Roxas — would almost certainly have been elected president. Aquino had that golden tongue to which every politician aspires, but with which only a few are gifted. It goes beyond rhetoric or eloquence on the entablado: a strange power to move hearts, provoke laughter, attract loyalty and affection, whip a crowd up to a frenzy and the fervor of a crusade, inspire hope in listeners miserably perched in the brink of despair. Ninoy was so eloquent in English, Tagalog, Kapampangan, and even Ilocano (his native Tarlac, after all, is a province of three dialects) that he was accused of glibness. He was dubbed â€Å"Superboy,† partly in admiration, party in derision. It took martial law and cruel imprisonment to make us realize that the Boy had become a Man. By a quirk of fate, I was assigned to be his cellmate in the maximum security compound of Fort Bonifacio when we were arrested as â€Å"subversives† in September 1972. Out of the 400 prisoners crammed into the Camp Crame gym, after we had been picked up between midnight and dawn, 11 of us were singled out by name and told by a colonel to step forward. Ninoy had nudged me cheerfully in the ribs and exclaimed in a stage whisper, â€Å"Eto na, eto na! Firing squad na tayo.† (This is it, this is it. We’re going to the Firing Squad). Yet, they didn’t shoot us. They trucked us instead to Fort Bonifacio, where they sent a military chaplain to hear our confessions — thus reinforcing our conviction that we were to be executed. Once more, we were disappointed. All throughout, it was Ninoy, who surely realized he was the number one target, Marcos’ favorite bete noir, the dictator’s pet nemesis, tried to cheer us all up. The days of captivity stretched into weeks, the weeks into months. Nobody who has never been in prison can understand what you suffer from is simply being caged — you suffer from the uncertainty of it all, and from boredom. You never know when your military jailors, who have the power of life and death over you, will drag you out and shoot you, at any hour of day or night. Afte r a while, the world outside becomes a memory — you begin to forget that there are streets with people and vehicles in them, and noise, and hustle and bustle, and bright colors and pretty girls. One gray day follows the other and you learn to live from one day to the next. Yet, I wasn’t bored, because I had Ninoy to entertain me. We talked, we read. We swapped ideas, jokes, argued ideologies. We dreamed dreams. We went jogging during the exercise hour and steeled ourselves to run a mile in seven minutes. It was then that I realized that Ninoy Aquino, for all his wit, his air of bright cynicism, and his veneer of tough political pragmatism, was an incurable romantic. He had visions of the Filipino rising up to overthrow any tyranny. He had pinned his hopes on the Filipino’s love of freedom and his will to resist either coercion or seduction. He had faith in the Filipino. At nightfall, the soldiers — many of them Ilocanos — would come to our barracks-prison and Ninoy would regale them with stories of the Korean War. Or the Vietnam War, which we had both covered. We would talk of the Huk campaign, which we also had covered. Ninoy’s spellbinding recollections were so mesmerizing that after a week or so I had warned him: â€Å"Watch out brod. You will soon be accused of conducting teach-ins. Those guards are beginning to like us too much.† Sure enough, after three weeks, we found a notice on our bulletin board. The guards had all been replaced. The notice said: â€Å"Our guests (yep, that’s what they called us at the â€Å"Bonifacio Hilton†) are requested not to talk to the guards who have been ordered not to talk to them.† â€Å"You see, you see,† I chided Ninoy. â€Å"Those poor fellows have been sent to the battlefront in Mindanao, just because they laughed at your jokes!† When this writer and the rest of us were released, Ninoy and the late Pepe Diokno were left behind, but in separate barracks. Ninoy spent seven years and seven months in solitary confinement. On the front page you’ll find a photograph of the two of us arm in arm with each other. This was taken when he was allowed home at last — under heavy guard — for a brief â€Å"Christmas leave† after seven years in jail. We hugged each other at the entrance of his Times Street home in Quezon City: â€Å"Max, Max,† he laughed. â€Å"How right you were. I thought I would be out in six months or a year because the people would demand for my freedom, but you were the one who told me to dig in for the long haul — I remember you said from five years to 10 years. But you know, prison has been good for me. I have had time to think, to read, to formulate my ideology, to find God. What is ambition? It’s nothing. I have put all ambition away — all we must fight for is for our people to be happy, and to be free.† We talked about proposing a formula for a return to free elections to Marcos. He had written Marcos a letter, he said, suggesting national reconciliation. Everybody knows the rest. Aquino, after his two-week furlough, went back to his lonely prison. He suffered a heart attack. Worried about international reaction, particularly the reproof of the American government (although President Ronald Reagan and Nancy were good friends of Macoy and Imelda) they let Ninoy go off to Texas, and exile, for an emergency heart operation. We warned him not to return. I told him, â€Å"They will kill you.† But on Aug. 21, 1983, a Sunday, he came home to die in his own country. In a last interview with Radio Veritas, Aquino had declared: â€Å"Kamatayan lamang ang makapipigil sa akin (Only death could stop me from coming home).† Most politicians bet on a sure thing. Ninoy gambled on the goodness and sense of decency of the Filipino. A pragmatist would have kept himself safely in the United States preserving his life â€Å"until a better day.† But Ninoy was a romantic who believed that promises must be kept, pledges must be redeemed, and death — if awaited him — must be faced in order to show the people that there are things more important than life. When he died, I penned an adieu entitled: â€Å"Goodbye, Superboy! A Fond Farewell to the Last Romantic.† Thus the title of this piece. Yet, I hope Ninoy was not the last romantic — for such romantics are what we desperately need in these painful days of harsh and bitter realities. Someone once said that it is far better to soar with the eagles, braving the hunter’s gun, than to scratch on the ground with the chickens. The hunter’s gun finally found Ninoy Aquino at the airport which now bears his name. His spirit was freed to soar among the stars. I am proud to have known him. To have been touched by him. To remember him now.

Memory Paging Is A Critical Element Of An Operating System...

Memory paging is a critical element of an operating system’s performance and efficiency. Implementing paging allows processes to run even while still in secondary memory by translating virtual addresses into physical addresses. This research will look at the methods, mechanisms, and algorithms behind memory paging without regards to a specific operating system. Explanations of the paging process will begin at an elementary, top-level view, then progress into a detailed view concerning data structures, addressing, page tables, and other related elements. Intel 64 and IA-32 architecture will be examined and how paging is implemented, specifically through a hierarchical scheme and the use of a translation lookaside buffer. Issues such as thrashing and speed concerns with regards to the hardware used will also be examined and how algorithms and better hardware can influence these issues. 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