A Dream Story †Creative Writing Free Essays

Around me is long tall grass influencing gradually in the delicate breeze. In front of me is a slight way which wanders into the valley beneath me. Above me the mists don't have all the earmarks of being moving and each cloud is by all accounts seeing me anticipating that me should move. We will compose a custom paper test on A Dream Story †Creative Writing or on the other hand any comparable theme just for you Request Now I reveal to myself I should, yet the inquiry is the place? I need to move yet my heart is letting me know, change is ahead. I take an enormous full breath of the spotless, unscented nation air. My legs start to move. I have chosen to follow the way which appears to have a strange climate about it. As I walk around I see exposed trees without any leaves. The trees influence vulnerable breeze which makes them look like they are shuddering. The mists above me are getting darker and darker; in the long run they get as dark as residue. Out of nowhere animal like sky above me lets out a thunder and its white stores float down onto me. It is snowing. As I keep on strolling down the way addresses start to fly around me. How could I arrive? What am I doing here? Before I arrived I was in my room tuning in to some music. Out of nowhere an ear parting commotion blockaded my ears. Maybe somebody was drumming on my eardrums. Around me everything turned into a smoky veil. My general surroundings turned into a white haze. My eyes gradually shut into a 12 PM dark world. At the point when I arose I had been moved into a setting that was different to me. I started to think what I had quite recently abandoned I proceeded down the slope. I started to wander further and further down the way. At my feet the snow was beginning to defrost. Little drops of snow on the ground were shimmering in the brilliant sun as though they were stating â€Å"The joke’s on you.† But why? It wasn’t as though I had decided to come here, any place I was. In any event, when I was roosted on the highest point of the slope, my way had just been decided for me and that was the main course I could go. What did this way represent? I would discover at the appointed time. After an additional five minutes of consistent downhill strolling. I arrived at a little block. A little straightforward stream was obstructing my way. It didn’t truly represent a huge issue to me. All I needed to do was to move up my pants and stroll across it. Oddly enough, I was wearing shoes without any socks. At the point when I was back in my room I had been wearing socks. The entirety of the remainder of the garments I had been wearing were unaltered, so why the difference in footwear? The water in the stream was shockingly warm. In the water there was literally nothing. I plunged my head and I took a huge swallow of the valuable fluid, as I was urgently parched. My body was additionally chilled off. With liquid inside me I was prepared to proceed on my way. Around me trees were getting less and every one of that was around was tall grass. The main slope in sight was the place I had originated from, where I had propelled my endeavor into the obscure from. The way was starting to get more extensive, smoother and simpler to stroll on. Maybe I was getting some place noteworthy. Possibly I was close to the furthest limit of the way near my loved ones. Was this all unrealistic reasoning? Just time would tell. I began to walk quicker. My walk developed into a run. My run developed into a run. My run developed into a run. This on the grounds that the way was getting more extensive and the surface was evening out. I realized something was in front of me. I was starting to tire. Out there a hindrance was gradually beginning to frame. What was I going to reach? I remained by the red and white wooden hindrance which was obstructing my direction and forestalling my forward excursion. For what reason was it halting me? Obviously! I out of nowhere understood that it was a level intersection. On the floor before me were two iron equal lines which were the train track. As it had quite recently closed before my eyes a train must be drawing closer. I looked left. Nothing. I looked right. Nothing. Again I looked left. Again nothing. At that point I looked right and there it was chugging towards me. An antiquated steam train was coming towards me and out of the highest point of the motor steam surged as though there were a hundred fireplaces. The motor got stronger and stronger as it drew nearer. Gradually it passed me. Gold letters shone out at me which read â€Å"Paul Sturrock†. Who was Paul Sturrock? Everything I could consider was that he more likely than not been an incredible man to have had a fine train named after him. While I was staring off into space the train had nearly passed by me. Would it be a good idea for me to jump on the train? On the off chance that I did where might I end up? The train may very well go to some city I have never nor want to go to. In the event that I didn’t jump on the train I would simply carry on the way to any place I got to, yet I would likely be protected. It was choice time. I ran past the red and white striped obstruction. As this was a good old train it wasn’t going amazingly quick. The back carriage had a little stage where the conductor would stand. For reasons unknown this train had no conductor. On second thought when I saw the train gradually pass me by there wasn’t a driver by its vibes. Maybe however I was simply envisioning that. As I maneuvered my self up onto the dark floor of the back carriage I had a look inside, there appeared to just be a handrail around the mentor and a table with food originating from it. It was my preferred food broil meat with all the trimmings. I opened the entryway into the carriage. No one was inside. The smell of the warm Sunday lunch gradually floated my direction. I began to spill at the idea of food. It probably been hours since I had eaten. I plunked down on the comfortable looking padded seat. It was delightful. I could rest my feet which had as of late timed up numerous miles. I sensed that I was a vehicle who had quite recently come up short on petroleum and who was simply refueling with delightful glancing supper before me. I got the sparkling cleaned silver cutlery. I took a nibble of the meat. It was actually how I loved it. Not very much done however not uncommon. It was the ideal medium to uncommon meat. I ate down the remainder of the food rapidly. I currently started to understand that someone more likely than not understood I was getting onto this train and more likely than not prepared me the food. I progressed into the following carriage. Nothing. The following carriage. Nothing. The following carriage. Nothing. At long last in the last carriage I found an immaculate kitchen. I started to meander round it. In the stove there was no proof that something had recently been cooked. There were no finger blemishes on the treated steel food planning tables. On the floor something got my attention. It was a note of spots which were on this train’s trip. I had known about none of the spots, for example, Jopwold, Southchester, Keele, Harow and the last spot was basically named â€Å"The Wall†. Had we recently halted at one of these spots before I jumped on? Is it true that we were making a beeline for the stop? I had no clue; everything I could do is pause. Plunking down in an unfilled kitchen is not really the best time ever and it appeared to go on for eternity. I stood up glanced in the pantries there weren’t even any extra fixings so I couldn’t even attempt and make some intriguing food. Outside, there was only a similar tall, wretched looking grass. I heard a high pitch shriek as the train staggered me advances. We were halting. Is it true that we were at one of the stops on the bit of paper? As the train stalled out my head out of the carriage window. The train halted. I looked left and directly down the carriages to check whether anybody was getting out. As I expected, no one was. As I was inclining out, the entryway out of nowhere opened and I dropped out colliding with the floor. I plunked down where I had fallen trusting that the train will proceed onward. After five minutes it still hadn’t moved. I assumed that I had reached â€Å"The Wall†. I checked out me. Where was this divider? I strolled round the opposite side of the train. There it was. A glass divider extending the extent that the eye could see. On the opposite side of the glass divider was a dark void with literally nothing in it. I thumped on the glass. It appeared to be extremely solid. I needed to overcome it. There was nothing round me to assist me with getting through, simply a similar grass. Obviously the table I had quite recently eaten off on the train! I got it and stole it away the train. I pulled one of the legs off it and tossed it at the glass divider energetically. It just bounced back off. I immediately pulled off the other three legs and heaved them at the divider however they just bobbed off. I knew in my brain I had arrived at the apocalypse. Step by step instructions to refer to A Dream Story †Creative Writing, Papers

Mexicos Independence free essay sample

A glance at the Mexicos battle for Independence. This is a paper on the Mexican Independence. It examines the three stages, starting, center, and end of the Mexican Independence. The creator discusses the dad of the Mexican Independence Father Hidalgo. 'Miguel Hidalgo began the Mexican Independence on September 16,1810. How did Mexico get the opportunity to be a different nation from the various nations, particularly Spain? Father Hidalgo was a minister in the town of Dolores. He had been pondering how life would be for everybody if the Spanish or some other nation didn't manage Mexico. Father Hidalgo and his little gathering, generally of criollos, in Queretaro had gotten together to design a defiance for their autonomy. One of the criollos from the gathering had deceived Hidalgo and the gathering as he enlightened the Spanish government concerning their arrangements for the disobedience. The gathering discovered that one of the criollos had sold out them in light of the fact that the spouse of the criollo told the gathering before the Spanish government had whenever to catch and execute them. We will compose a custom article test on Mexicos Independence or on the other hand any comparable point explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page Hidalgo and his gathering of crillos needed to act quick before the Spanish government captured and slaughtered them.'

History of Ancient China Essays -- China Chinese Culture Traditions Hi

History of Ancient China China is situated in East Asia. Old China is encircled by Gobi Desert in the north, the Pacific Ocean in the east, the Himalayan Mountains in the southwest, and the Taklimakan desert in the west. This land has a wide variety of creatures in view of the various living spaces accommodated them. Most cultivating was done in the extremely rich terrains of the Yangtze valley. Present China is a lot greater than Ancient China, which implies that after some time, the rulers and various administrations went increasing increasingly more land and riches. The entirety of the significant streams go in a western to eastern course, and end up in the Pacific Ocean. The two significant waterways of China are the Yangtze and the Huan He. The significant stream of North China is the Huang He, or  ¨yellow riverâ ¨. This waterway left loess when the banks were overwhelmed; desert winds carried this to this zone. The Huang He additionally picked up the name of â€Å"China’s Sorrow†, in light of the fact that before, it has obliterated enormous zones by flooding them. Individuals utilized these waterways for the most part for water system and transportation. The vegetation In China is extremely differed. The characteristic backwoods are in the distant mountain zones, where you can discover are oak, ginkgo, pine, azalea, and camellia. Likewise, a tree that would strike a chord as they consider China, is the bamboo. China is far away from some other civic establishments as of now, so the individuals that lived there needed to make their own products, rather than exchanging things with different human advancements. Exchange existed, for instance through the Silk Road, yet not all that numerous as in present day. A portion of the types of creatures in Ancient China were the paddlefish, a few types of crocs and lizards, water deer, mammoth pandas, chimps, bears, panthers, wild ponies, and winged animals of different types. Antiquated China had mineral assets. The most widely recognized and utilized were tin and copper, to make bronze. Chinese worked very well with bronze. Additionally iron was significant. Jade was more valuable than gold for the Chinese. GOVERNMENT China’s government was managed by a ruler (lord). The ruler needed to do an awesome activity, and his kin would need to like his work and exertion, if not, they ousted him and another person came to run the show. The order of paradise, or endorsement by the divine beings, was significant. For instance, if the yields were acceptable, and everything was moving along fine, it implied that the divine beings preferred you. In any case, if the... ...LIOGRAPHY Topography Encarta Encyclopedia McDougal Litell World History GOVERNMENT http://members.aol.com/Donnclass/Chinalife.html McDougal Litell World History http://www.crystalinks.com/chinadynasties.html RELIGION http://www.religioustolerance.org/buddhism.htm http://www.bright.net/~jimsjems/taoism.html http://www.religioustolerance.org/taoism.htm http://members.aol.com/Donnclass/Chinalife.html#CONFU SOCIAL CLASS/DAILY LIFE http://members.aol.com/Donnclass/Chinalife.html#CONFU McDougal Litell World History Composing/EDUCATION McDougal Litell World History ECONOMY http://search.britannica.com/frm_redir.jsp?query=ancient+china+economy&redir=http://hanwei.com/culture/coin.htm Encarta Encyclopedia McDougal Litell World History SCIENCE/TECHNOLOGY McDougal Litell World History Encarta Encyclopedia http://darkwing.uoregon.edu/~felsing/cstuff/history.html Workmanship/ARCHITECTURE http://www.users.bigpond.com/wernerschmidlin/ancientchina.html http://members.aol.com/Donnclass/Chinalife.html Popular PEOPLE/PLACES Encarta Encyclopedia http://www.unesco.org/whc/locales/438.htm Diversion/FASHION http://members.aol.com/Donnclass/Chinalife.html#CONFU History of Ancient China Essays - China Chinese Culture Traditions Hi History of Ancient China China is situated in East Asia. Old China is encircled by Gobi Desert in the north, the Pacific Ocean in the east, the Himalayan Mountains in the southwest, and the Taklimakan desert in the west. This land has a wide variety of creatures in light of the various natural surroundings accommodated them. Most cultivating was done in the prolific grounds of the Yangtze valley. Present China is a lot greater than Ancient China, which implies that after some time, the rulers and various lines went increasing increasingly more land and riches. The entirety of the significant waterways go in a western to eastern bearing, and end up in the Pacific Ocean. The two significant streams of China are the Yangtze and the Huan He. The significant waterway of North China is the Huang He, or  ¨yellow riverâ ¨. This stream left loess when the banks were overflowed; desert winds carried this to this zone. The Huang He additionally picked up the name of â€Å"China’s Sorrow†, on the grounds that before, it has obliterated huge regions by flooding them. Individuals utilized these waterways for the most part for water system and transportation. The vegetation In China is exceptionally shifted. The common timberlands are in the far away mountain zones, where you can discover are oak, ginkgo, pine, azalea, and camellia. Additionally, a tree that would strike a chord as they consider China, is the bamboo. China is far away from some other human advancements as of now, so the individuals that lived there needed to make their own products, rather than exchanging things with different civic establishments. Exchange existed, for instance through the Silk Road, however not all that numerous as in present day. A portion of the types of creatures in Ancient China were the paddlefish, a few types of crocodiles and lizards, water deer, goliath pandas, gorillas, bears, panthers, wild ponies, and winged animals of different types. Old China had mineral assets. The most widely recognized and utilized were tin and copper, to make bronze. Chinese worked very well with bronze. Additionally iron was significant. Jade was more valuable than gold for the Chinese. GOVERNMENT China’s government was managed by a ruler (lord). The ruler needed to do an awesome activity, and his kin would need to like his work and exertion, if not, they toppled him and another person came to run the show. The command of paradise, or endorsement by the divine beings, was significant. For instance, if the yields were acceptable, and everything was moving along fine, it implied that the divine beings loved you. Be that as it may, if the... ...LIOGRAPHY Geology Encarta Encyclopedia McDougal Litell World History GOVERNMENT http://members.aol.com/Donnclass/Chinalife.html McDougal Litell World History http://www.crystalinks.com/chinadynasties.html RELIGION http://www.religioustolerance.org/buddhism.htm http://www.bright.net/~jimsjems/taoism.html http://www.religioustolerance.org/taoism.htm http://members.aol.com/Donnclass/Chinalife.html#CONFU SOCIAL CLASS/DAILY LIFE http://members.aol.com/Donnclass/Chinalife.html#CONFU McDougal Litell World History Composing/EDUCATION McDougal Litell World History ECONOMY http://search.britannica.com/frm_redir.jsp?query=ancient+china+economy&redir=http://hanwei.com/culture/coin.htm Encarta Encyclopedia McDougal Litell World History SCIENCE/TECHNOLOGY McDougal Litell World History Encarta Encyclopedia http://darkwing.uoregon.edu/~felsing/cstuff/history.html Workmanship/ARCHITECTURE http://www.users.bigpond.com/wernerschmidlin/ancientchina.html http://members.aol.com/Donnclass/Chinalife.html Acclaimed PEOPLE/PLACES Encarta Encyclopedia http://www.unesco.org/whc/locales/438.htm Diversion/FASHION http://members.aol.com/Donnclass/Chinalife.html#CONFU

Trait Theories and Contingency Theories of Leadership - 2200 Words

Trait Theories and Contingency Theories of Leadership (Essay Sample) Content: Trait Theories and Contingency Theories of Leadership(Students Name)(Course Details)(Instructors Name)(Institution)(Date of Submission)The concept of leadership and it links to satisfaction and productivity constantly receive more attention in management literature than other management topics. Students of leadership often examine this topic from the angles of traits, skills, expertise, styles, functions, and situations. According to Hill (1969:33), leadership scholars have said much in regards to the roles leadership theories play in organisational transformation and success. Contingency and Trait theories, specifically, have featured in a number of leadership studies (Patterson 2012:4), with most of them focusing on their conception, application, relevance and contemporary applications. However, not much have been unearthed in regards to these topics. There is still a lot more to research about the relevance and validity of contingency and trait theories as so far as management is concerned. Testing the significance of these two theories, thus, form the basis of this paper.There is no single definition of leadership that is unanimous to all disciplines. Meaning, the equation of leadership always varies from different perspectives. As noted in Gini and Green (2014:435), place, time, specific challenges and parties involved play significant parts in the leadership equation. Therefore, leadership has a complex but meaningful definition. According to Patterson (2012:33), a leader is someone charged with the duty to set direction in an effort and influence, people, to trail that direction. However, the criteria they use to set those directions and encourage people to follow to them often rely on a variety of factors. Evidently, this is the point of interaction and departure of the two leadership theories. The contingency and trait theories.Contingency Theories of Leadership:Management is a key driver for any organisation. Effective management mea ns organisational success. Poor management, on the other hand, can mean failure to an organisation. For effective management to be fostered and integrated within an organisation, certain levels of leadership skill are necessary. Contingency theories postulate that effective leadership styles and leadership behaviours often depend on the situational factors. The underlying assumption is that leaders are not automatically formed by their leadership characteristics, behaviors or styles, but rather their leadership environment. The most important thing, then, is their ability to match leadership skills and styles to the situations they face at work (da Cruz, Nunes, Pinheiro 2011:7). For most situational theories, including the path-goal theory, Fiedlers contingency theory, and Vroom and Yettons participation theory, this is central argument.Situational factors may include such constructs as leader-member relations, position power, and task structure. As suggested in Fiedler (1972:454), leaders who share good relationships with their clients often have more power and influence than those with negative relation with their subjects. On the other hands, tasks that are more explicit, well-organized, and highly structured favor effective leadership compared to assignments that are nebulous, and unstructured. Leaders in positions that allow them to hire, fire, punish and reward are also more powerful and influential than those in positions lacking the above capacities.Aside from individual leadership constructs in an organisation, contingency theories also look at the aspect of team leadership. The main reason for this relies on Latham (2013:28), a conception that an organisations success often depends on the collective efforts of its stakeholders. As Fiedler puts it, a groups success is highly contingent. It depends on the available situations and how they interact with authoritarians leadership styles. According to Yamagata, Yang, and Galaskiewicz (2013), the relati onship between leadership styles and situations can present in two ways. That is task-oriented leadership style and relationship-oriented leadership style. Meaning, a leader may either decide to concentrate on team building before assignments or completion of the assignments without creating any relationship. As per the contingency theorists, either of the orientations serves as motivational priorities for the leaders. While leaders motivated towards relationships focus on building close ties with their members, those motivated towards tasks mainly concentrate on achieved the organisations goals. Fiedlers contingency theory, thus, emphasises that two variables define leadership impact. Situational framework and leader styles and how they interact in setting management priorities.Ideally, in the contemporary organisations, having a positive relationship with subordinate staffs and other employees is a very important step towards productivity and satisfaction. Leaders who are in intim ate connections with their subjects are assured of first-hand information on issues pertaining to management and organisation in general. According to Patterson (2012:23), such kind of relationship provides a free-reign environment which facilitates vertically and horizontal communication, between managers and the subordinates, and among the subordinates themselves. A leader must first be informed to ensure effective and fruitful leadership.Path-goal theoryPath-Goal theory is another example of contingency leadership theories. In its current form, the path-goal theory sets out two basic propositions. The first propositions state that a leader has a duty to enhance the mental states of subordinates as this result in their motivation to perform and work satisfactorily (Tyssen, Wald Spieth (2013:44). In synthesis, leaders roles comprise a classification of goals of the subordinate staffs, charting paths to these goals, provision of valued extrinsic rewards based on performance, and pr ovision of work satisfaction to the subordinates. The second proposition of Path-goal theory asserts that the situation at hand determines the specific types of leadership behaviours that accomplish this motivational role. Favourable situations often lead to the development of a positive perception of the initially set objectives.Path-Goal Theory can, therefore, be best understood as a management process in which the organisations front-runners spot and adopt specific behaviours that auger well the needs of the workforce and the working environment. Based on the outcome, employees are then encouraged to follow the right path towards the achievement of their goals (Volpp Sierra Banzato 2016:32). The implication of this theoretical outlay is that there must be role clarity and well-definition of work objectives since the employees performance and outcome depend on them.Path-Goal Contingency Theory of Leadership is, thus, highly relevant to any management system. Although it is not a detailed process, most of the contemporary organisations leadership structures often put it into play by following three basic steps. As noted in Calloway and Awadzi (2008:18), these steps include (1) determination of the characteristics employees and their working environment, (2) coming up with a leadership style, and (3) focusing on motivational dynamics that are useful to the success of employees. In business planning, every organisation must have at least a vision, mission and an objective to achieve. Usually, leadership strategies often begin from these elements.CritiqueThough they have received compliments and acceptance of validity and relevance from different authors, contingent or situational approaches to leadership are challenged for various reasons. In Volpp Sierra and Banzato (2016) perspective, contingency theories interpret the notion of leadership and its associated studies devoid of any one best style of attaining effectiveness in leadership based on the situatio ns at hand. Most of the propositions are left undefined. A leader is, thus, left in darkness, especially in the description of what to do at which situation and expect promising outcomes.Trait Theories of LeadershipEvery time people talk about politics, politicians, academicians, managers and other leaders, the themes of their discussions often revolve around personalities of such individuals. Currently, there is a growing fascination with analysing organisational leaders, political leaders, religious leaders and other forms of leaders. Consequently, biographies on current organisational, political figure and other successful personalities have become some of the bestselling headlines around the world. The main reason for this trend in the state of affairs is the constantly burning curiosity to understand the personal traits such leaders (Patterson 2012:23). That is the things in which they believe and for which they work, their priorities, and the impact of their pronouncements on the lives of the subjects. By making all these moves, people tend to apply the trait theory of leadership.Though has deeply rooted historical origin, trait theory of leadership is still relevant to date. In the current job markets, interviews are always conducted for the applicants for they have been hired to work. Though they appear scientific, the major interest of these interviews often remains the search for the necessary leadership traits and skills. The assumption is that the right person for the job must show some high-level leadership characteristics in their area of specialisation. Certainly, this is the premise of the trait theory of leadership. The theory po...

Trait Theories and Contingency Theories of Leadership - 2200 Words

Trait Theories and Contingency Theories of Leadership (Essay Sample) Content: Trait Theories and Contingency Theories of Leadership(Students Name)(Course Details)(Instructors Name)(Institution)(Date of Submission)The concept of leadership and it links to satisfaction and productivity constantly receive more attention in management literature than other management topics. Students of leadership often examine this topic from the angles of traits, skills, expertise, styles, functions, and situations. According to Hill (1969:33), leadership scholars have said much in regards to the roles leadership theories play in organisational transformation and success. Contingency and Trait theories, specifically, have featured in a number of leadership studies (Patterson 2012:4), with most of them focusing on their conception, application, relevance and contemporary applications. However, not much have been unearthed in regards to these topics. There is still a lot more to research about the relevance and validity of contingency and trait theories as so far as management is concerned. Testing the significance of these two theories, thus, form the basis of this paper.There is no single definition of leadership that is unanimous to all disciplines. Meaning, the equation of leadership always varies from different perspectives. As noted in Gini and Green (2014:435), place, time, specific challenges and parties involved play significant parts in the leadership equation. Therefore, leadership has a complex but meaningful definition. According to Patterson (2012:33), a leader is someone charged with the duty to set direction in an effort and influence, people, to trail that direction. However, the criteria they use to set those directions and encourage people to follow to them often rely on a variety of factors. Evidently, this is the point of interaction and departure of the two leadership theories. The contingency and trait theories.Contingency Theories of Leadership:Management is a key driver for any organisation. Effective management mea ns organisational success. Poor management, on the other hand, can mean failure to an organisation. For effective management to be fostered and integrated within an organisation, certain levels of leadership skill are necessary. Contingency theories postulate that effective leadership styles and leadership behaviours often depend on the situational factors. The underlying assumption is that leaders are not automatically formed by their leadership characteristics, behaviors or styles, but rather their leadership environment. The most important thing, then, is their ability to match leadership skills and styles to the situations they face at work (da Cruz, Nunes, Pinheiro 2011:7). For most situational theories, including the path-goal theory, Fiedlers contingency theory, and Vroom and Yettons participation theory, this is central argument.Situational factors may include such constructs as leader-member relations, position power, and task structure. As suggested in Fiedler (1972:454), leaders who share good relationships with their clients often have more power and influence than those with negative relation with their subjects. On the other hands, tasks that are more explicit, well-organized, and highly structured favor effective leadership compared to assignments that are nebulous, and unstructured. Leaders in positions that allow them to hire, fire, punish and reward are also more powerful and influential than those in positions lacking the above capacities.Aside from individual leadership constructs in an organisation, contingency theories also look at the aspect of team leadership. The main reason for this relies on Latham (2013:28), a conception that an organisations success often depends on the collective efforts of its stakeholders. As Fiedler puts it, a groups success is highly contingent. It depends on the available situations and how they interact with authoritarians leadership styles. According to Yamagata, Yang, and Galaskiewicz (2013), the relati onship between leadership styles and situations can present in two ways. That is task-oriented leadership style and relationship-oriented leadership style. Meaning, a leader may either decide to concentrate on team building before assignments or completion of the assignments without creating any relationship. As per the contingency theorists, either of the orientations serves as motivational priorities for the leaders. While leaders motivated towards relationships focus on building close ties with their members, those motivated towards tasks mainly concentrate on achieved the organisations goals. Fiedlers contingency theory, thus, emphasises that two variables define leadership impact. Situational framework and leader styles and how they interact in setting management priorities.Ideally, in the contemporary organisations, having a positive relationship with subordinate staffs and other employees is a very important step towards productivity and satisfaction. Leaders who are in intim ate connections with their subjects are assured of first-hand information on issues pertaining to management and organisation in general. According to Patterson (2012:23), such kind of relationship provides a free-reign environment which facilitates vertically and horizontal communication, between managers and the subordinates, and among the subordinates themselves. A leader must first be informed to ensure effective and fruitful leadership.Path-goal theoryPath-Goal theory is another example of contingency leadership theories. In its current form, the path-goal theory sets out two basic propositions. The first propositions state that a leader has a duty to enhance the mental states of subordinates as this result in their motivation to perform and work satisfactorily (Tyssen, Wald Spieth (2013:44). In synthesis, leaders roles comprise a classification of goals of the subordinate staffs, charting paths to these goals, provision of valued extrinsic rewards based on performance, and pr ovision of work satisfaction to the subordinates. The second proposition of Path-goal theory asserts that the situation at hand determines the specific types of leadership behaviours that accomplish this motivational role. Favourable situations often lead to the development of a positive perception of the initially set objectives.Path-Goal Theory can, therefore, be best understood as a management process in which the organisations front-runners spot and adopt specific behaviours that auger well the needs of the workforce and the working environment. Based on the outcome, employees are then encouraged to follow the right path towards the achievement of their goals (Volpp Sierra Banzato 2016:32). The implication of this theoretical outlay is that there must be role clarity and well-definition of work objectives since the employees performance and outcome depend on them.Path-Goal Contingency Theory of Leadership is, thus, highly relevant to any management system. Although it is not a detailed process, most of the contemporary organisations leadership structures often put it into play by following three basic steps. As noted in Calloway and Awadzi (2008:18), these steps include (1) determination of the characteristics employees and their working environment, (2) coming up with a leadership style, and (3) focusing on motivational dynamics that are useful to the success of employees. In business planning, every organisation must have at least a vision, mission and an objective to achieve. Usually, leadership strategies often begin from these elements.CritiqueThough they have received compliments and acceptance of validity and relevance from different authors, contingent or situational approaches to leadership are challenged for various reasons. In Volpp Sierra and Banzato (2016) perspective, contingency theories interpret the notion of leadership and its associated studies devoid of any one best style of attaining effectiveness in leadership based on the situatio ns at hand. Most of the propositions are left undefined. A leader is, thus, left in darkness, especially in the description of what to do at which situation and expect promising outcomes.Trait Theories of LeadershipEvery time people talk about politics, politicians, academicians, managers and other leaders, the themes of their discussions often revolve around personalities of such individuals. Currently, there is a growing fascination with analysing organisational leaders, political leaders, religious leaders and other forms of leaders. Consequently, biographies on current organisational, political figure and other successful personalities have become some of the bestselling headlines around the world. The main reason for this trend in the state of affairs is the constantly burning curiosity to understand the personal traits such leaders (Patterson 2012:23). That is the things in which they believe and for which they work, their priorities, and the impact of their pronouncements on the lives of the subjects. By making all these moves, people tend to apply the trait theory of leadership.Though has deeply rooted historical origin, trait theory of leadership is still relevant to date. In the current job markets, interviews are always conducted for the applicants for they have been hired to work. Though they appear scientific, the major interest of these interviews often remains the search for the necessary leadership traits and skills. The assumption is that the right person for the job must show some high-level leadership characteristics in their area of specialisation. Certainly, this is the premise of the trait theory of leadership. The theory po...

Trait Theories and Contingency Theories of Leadership - 2200 Words

Trait Theories and Contingency Theories of Leadership (Essay Sample) Content: Trait Theories and Contingency Theories of Leadership(Students Name)(Course Details)(Instructors Name)(Institution)(Date of Submission)The concept of leadership and it links to satisfaction and productivity constantly receive more attention in management literature than other management topics. Students of leadership often examine this topic from the angles of traits, skills, expertise, styles, functions, and situations. According to Hill (1969:33), leadership scholars have said much in regards to the roles leadership theories play in organisational transformation and success. Contingency and Trait theories, specifically, have featured in a number of leadership studies (Patterson 2012:4), with most of them focusing on their conception, application, relevance and contemporary applications. However, not much have been unearthed in regards to these topics. There is still a lot more to research about the relevance and validity of contingency and trait theories as so far as management is concerned. Testing the significance of these two theories, thus, form the basis of this paper.There is no single definition of leadership that is unanimous to all disciplines. Meaning, the equation of leadership always varies from different perspectives. As noted in Gini and Green (2014:435), place, time, specific challenges and parties involved play significant parts in the leadership equation. Therefore, leadership has a complex but meaningful definition. According to Patterson (2012:33), a leader is someone charged with the duty to set direction in an effort and influence, people, to trail that direction. However, the criteria they use to set those directions and encourage people to follow to them often rely on a variety of factors. Evidently, this is the point of interaction and departure of the two leadership theories. The contingency and trait theories.Contingency Theories of Leadership:Management is a key driver for any organisation. Effective management mea ns organisational success. Poor management, on the other hand, can mean failure to an organisation. For effective management to be fostered and integrated within an organisation, certain levels of leadership skill are necessary. Contingency theories postulate that effective leadership styles and leadership behaviours often depend on the situational factors. The underlying assumption is that leaders are not automatically formed by their leadership characteristics, behaviors or styles, but rather their leadership environment. The most important thing, then, is their ability to match leadership skills and styles to the situations they face at work (da Cruz, Nunes, Pinheiro 2011:7). For most situational theories, including the path-goal theory, Fiedlers contingency theory, and Vroom and Yettons participation theory, this is central argument.Situational factors may include such constructs as leader-member relations, position power, and task structure. As suggested in Fiedler (1972:454), leaders who share good relationships with their clients often have more power and influence than those with negative relation with their subjects. On the other hands, tasks that are more explicit, well-organized, and highly structured favor effective leadership compared to assignments that are nebulous, and unstructured. Leaders in positions that allow them to hire, fire, punish and reward are also more powerful and influential than those in positions lacking the above capacities.Aside from individual leadership constructs in an organisation, contingency theories also look at the aspect of team leadership. The main reason for this relies on Latham (2013:28), a conception that an organisations success often depends on the collective efforts of its stakeholders. As Fiedler puts it, a groups success is highly contingent. It depends on the available situations and how they interact with authoritarians leadership styles. According to Yamagata, Yang, and Galaskiewicz (2013), the relati onship between leadership styles and situations can present in two ways. That is task-oriented leadership style and relationship-oriented leadership style. Meaning, a leader may either decide to concentrate on team building before assignments or completion of the assignments without creating any relationship. As per the contingency theorists, either of the orientations serves as motivational priorities for the leaders. While leaders motivated towards relationships focus on building close ties with their members, those motivated towards tasks mainly concentrate on achieved the organisations goals. Fiedlers contingency theory, thus, emphasises that two variables define leadership impact. Situational framework and leader styles and how they interact in setting management priorities.Ideally, in the contemporary organisations, having a positive relationship with subordinate staffs and other employees is a very important step towards productivity and satisfaction. Leaders who are in intim ate connections with their subjects are assured of first-hand information on issues pertaining to management and organisation in general. According to Patterson (2012:23), such kind of relationship provides a free-reign environment which facilitates vertically and horizontal communication, between managers and the subordinates, and among the subordinates themselves. A leader must first be informed to ensure effective and fruitful leadership.Path-goal theoryPath-Goal theory is another example of contingency leadership theories. In its current form, the path-goal theory sets out two basic propositions. The first propositions state that a leader has a duty to enhance the mental states of subordinates as this result in their motivation to perform and work satisfactorily (Tyssen, Wald Spieth (2013:44). In synthesis, leaders roles comprise a classification of goals of the subordinate staffs, charting paths to these goals, provision of valued extrinsic rewards based on performance, and pr ovision of work satisfaction to the subordinates. The second proposition of Path-goal theory asserts that the situation at hand determines the specific types of leadership behaviours that accomplish this motivational role. Favourable situations often lead to the development of a positive perception of the initially set objectives.Path-Goal Theory can, therefore, be best understood as a management process in which the organisations front-runners spot and adopt specific behaviours that auger well the needs of the workforce and the working environment. Based on the outcome, employees are then encouraged to follow the right path towards the achievement of their goals (Volpp Sierra Banzato 2016:32). The implication of this theoretical outlay is that there must be role clarity and well-definition of work objectives since the employees performance and outcome depend on them.Path-Goal Contingency Theory of Leadership is, thus, highly relevant to any management system. Although it is not a detailed process, most of the contemporary organisations leadership structures often put it into play by following three basic steps. As noted in Calloway and Awadzi (2008:18), these steps include (1) determination of the characteristics employees and their working environment, (2) coming up with a leadership style, and (3) focusing on motivational dynamics that are useful to the success of employees. In business planning, every organisation must have at least a vision, mission and an objective to achieve. Usually, leadership strategies often begin from these elements.CritiqueThough they have received compliments and acceptance of validity and relevance from different authors, contingent or situational approaches to leadership are challenged for various reasons. In Volpp Sierra and Banzato (2016) perspective, contingency theories interpret the notion of leadership and its associated studies devoid of any one best style of attaining effectiveness in leadership based on the situatio ns at hand. Most of the propositions are left undefined. A leader is, thus, left in darkness, especially in the description of what to do at which situation and expect promising outcomes.Trait Theories of LeadershipEvery time people talk about politics, politicians, academicians, managers and other leaders, the themes of their discussions often revolve around personalities of such individuals. Currently, there is a growing fascination with analysing organisational leaders, political leaders, religious leaders and other forms of leaders. Consequently, biographies on current organisational, political figure and other successful personalities have become some of the bestselling headlines around the world. The main reason for this trend in the state of affairs is the constantly burning curiosity to understand the personal traits such leaders (Patterson 2012:23). That is the things in which they believe and for which they work, their priorities, and the impact of their pronouncements on the lives of the subjects. By making all these moves, people tend to apply the trait theory of leadership.Though has deeply rooted historical origin, trait theory of leadership is still relevant to date. In the current job markets, interviews are always conducted for the applicants for they have been hired to work. Though they appear scientific, the major interest of these interviews often remains the search for the necessary leadership traits and skills. The assumption is that the right person for the job must show some high-level leadership characteristics in their area of specialisation. Certainly, this is the premise of the trait theory of leadership. The theory po...

Trait Theories and Contingency Theories of Leadership - 2200 Words

Trait Theories and Contingency Theories of Leadership (Essay Sample) Content: Trait Theories and Contingency Theories of Leadership(Students Name)(Course Details)(Instructors Name)(Institution)(Date of Submission)The concept of leadership and it links to satisfaction and productivity constantly receive more attention in management literature than other management topics. Students of leadership often examine this topic from the angles of traits, skills, expertise, styles, functions, and situations. According to Hill (1969:33), leadership scholars have said much in regards to the roles leadership theories play in organisational transformation and success. Contingency and Trait theories, specifically, have featured in a number of leadership studies (Patterson 2012:4), with most of them focusing on their conception, application, relevance and contemporary applications. However, not much have been unearthed in regards to these topics. There is still a lot more to research about the relevance and validity of contingency and trait theories as so far as management is concerned. Testing the significance of these two theories, thus, form the basis of this paper.There is no single definition of leadership that is unanimous to all disciplines. Meaning, the equation of leadership always varies from different perspectives. As noted in Gini and Green (2014:435), place, time, specific challenges and parties involved play significant parts in the leadership equation. Therefore, leadership has a complex but meaningful definition. According to Patterson (2012:33), a leader is someone charged with the duty to set direction in an effort and influence, people, to trail that direction. However, the criteria they use to set those directions and encourage people to follow to them often rely on a variety of factors. Evidently, this is the point of interaction and departure of the two leadership theories. The contingency and trait theories.Contingency Theories of Leadership:Management is a key driver for any organisation. Effective management mea ns organisational success. Poor management, on the other hand, can mean failure to an organisation. For effective management to be fostered and integrated within an organisation, certain levels of leadership skill are necessary. Contingency theories postulate that effective leadership styles and leadership behaviours often depend on the situational factors. The underlying assumption is that leaders are not automatically formed by their leadership characteristics, behaviors or styles, but rather their leadership environment. The most important thing, then, is their ability to match leadership skills and styles to the situations they face at work (da Cruz, Nunes, Pinheiro 2011:7). For most situational theories, including the path-goal theory, Fiedlers contingency theory, and Vroom and Yettons participation theory, this is central argument.Situational factors may include such constructs as leader-member relations, position power, and task structure. As suggested in Fiedler (1972:454), leaders who share good relationships with their clients often have more power and influence than those with negative relation with their subjects. On the other hands, tasks that are more explicit, well-organized, and highly structured favor effective leadership compared to assignments that are nebulous, and unstructured. Leaders in positions that allow them to hire, fire, punish and reward are also more powerful and influential than those in positions lacking the above capacities.Aside from individual leadership constructs in an organisation, contingency theories also look at the aspect of team leadership. The main reason for this relies on Latham (2013:28), a conception that an organisations success often depends on the collective efforts of its stakeholders. As Fiedler puts it, a groups success is highly contingent. It depends on the available situations and how they interact with authoritarians leadership styles. According to Yamagata, Yang, and Galaskiewicz (2013), the relati onship between leadership styles and situations can present in two ways. That is task-oriented leadership style and relationship-oriented leadership style. Meaning, a leader may either decide to concentrate on team building before assignments or completion of the assignments without creating any relationship. As per the contingency theorists, either of the orientations serves as motivational priorities for the leaders. While leaders motivated towards relationships focus on building close ties with their members, those motivated towards tasks mainly concentrate on achieved the organisations goals. Fiedlers contingency theory, thus, emphasises that two variables define leadership impact. Situational framework and leader styles and how they interact in setting management priorities.Ideally, in the contemporary organisations, having a positive relationship with subordinate staffs and other employees is a very important step towards productivity and satisfaction. Leaders who are in intim ate connections with their subjects are assured of first-hand information on issues pertaining to management and organisation in general. According to Patterson (2012:23), such kind of relationship provides a free-reign environment which facilitates vertically and horizontal communication, between managers and the subordinates, and among the subordinates themselves. A leader must first be informed to ensure effective and fruitful leadership.Path-goal theoryPath-Goal theory is another example of contingency leadership theories. In its current form, the path-goal theory sets out two basic propositions. The first propositions state that a leader has a duty to enhance the mental states of subordinates as this result in their motivation to perform and work satisfactorily (Tyssen, Wald Spieth (2013:44). In synthesis, leaders roles comprise a classification of goals of the subordinate staffs, charting paths to these goals, provision of valued extrinsic rewards based on performance, and pr ovision of work satisfaction to the subordinates. The second proposition of Path-goal theory asserts that the situation at hand determines the specific types of leadership behaviours that accomplish this motivational role. Favourable situations often lead to the development of a positive perception of the initially set objectives.Path-Goal Theory can, therefore, be best understood as a management process in which the organisations front-runners spot and adopt specific behaviours that auger well the needs of the workforce and the working environment. Based on the outcome, employees are then encouraged to follow the right path towards the achievement of their goals (Volpp Sierra Banzato 2016:32). The implication of this theoretical outlay is that there must be role clarity and well-definition of work objectives since the employees performance and outcome depend on them.Path-Goal Contingency Theory of Leadership is, thus, highly relevant to any management system. Although it is not a detailed process, most of the contemporary organisations leadership structures often put it into play by following three basic steps. As noted in Calloway and Awadzi (2008:18), these steps include (1) determination of the characteristics employees and their working environment, (2) coming up with a leadership style, and (3) focusing on motivational dynamics that are useful to the success of employees. In business planning, every organisation must have at least a vision, mission and an objective to achieve. Usually, leadership strategies often begin from these elements.CritiqueThough they have received compliments and acceptance of validity and relevance from different authors, contingent or situational approaches to leadership are challenged for various reasons. In Volpp Sierra and Banzato (2016) perspective, contingency theories interpret the notion of leadership and its associated studies devoid of any one best style of attaining effectiveness in leadership based on the situatio ns at hand. Most of the propositions are left undefined. A leader is, thus, left in darkness, especially in the description of what to do at which situation and expect promising outcomes.Trait Theories of LeadershipEvery time people talk about politics, politicians, academicians, managers and other leaders, the themes of their discussions often revolve around personalities of such individuals. Currently, there is a growing fascination with analysing organisational leaders, political leaders, religious leaders and other forms of leaders. Consequently, biographies on current organisational, political figure and other successful personalities have become some of the bestselling headlines around the world. The main reason for this trend in the state of affairs is the constantly burning curiosity to understand the personal traits such leaders (Patterson 2012:23). That is the things in which they believe and for which they work, their priorities, and the impact of their pronouncements on the lives of the subjects. By making all these moves, people tend to apply the trait theory of leadership.Though has deeply rooted historical origin, trait theory of leadership is still relevant to date. In the current job markets, interviews are always conducted for the applicants for they have been hired to work. Though they appear scientific, the major interest of these interviews often remains the search for the necessary leadership traits and skills. The assumption is that the right person for the job must show some high-level leadership characteristics in their area of specialisation. Certainly, this is the premise of the trait theory of leadership. The theory po...