Saturday, August 31, 2019

Civil Disobedience by Henry David Thoreau

Civil Disobedience was written by Henry David Thoreau. The Letter From A Birmingham Jail was written by Martin Luther King Jr. They both had similarities and differences. There were injustices that were done wrong to each of them by others in the society in which they both lived. The injustices and civil disobedience they incurred should never happen to anyone. Henry David Thoreau spoke in an emotional tone in his essay â€Å"Civil Disobedience. † The emotional part of his essay of Civil Disobedience is that he wants the people to speak up about what type of government they would want to have.Another emotional part was when he started to tell the people to stop paying their taxes so that if the government doesn’t get what they want then maybe they will reform and change their ways. Most of the people are afraid of the government and what the government will do to them and their property if someone disobeys their orders. The government has the right to take their propert y away from them. The government lets them keep their property if the people listen and obey what they say. The people feel that the government is protecting their rights.Thoreau want the people to rebel against the government and revolutionize together because they are treated like slaves and subjected to military law. People want a better government but they won’t do anything to correct the situation. They always think someone else will do something but no one ever does so nothing ever changes. It is very hard to change the minds of people who support the government the way it is. Men are afraid it will make things much worse for them if they go against the government even if they know they are right and the government is wrong.Thoreau says, â€Å"If you think you are right in your opinion then you are the majority and stand up for your rights against the government. Stop giving the government what it wants and maybe the government will reform to what the people want. â₠¬  He wants people to stand up for their rights and risk being put in jail. People should join together as one to put an end to the injustices they have had to deal with from the government. People need to elect the right person to make changes in the government. In Henry David Thoreau’s â€Å"Civil Disobedience†, he makes an ethical appeal to he people because he thinks it is better not to have a government at all and that the American government makes more problems instead of making things better. Although not all is wrong, certain things need changing. The government doesn’t care about the people, it just wants them to do what they tell you to do, like to go to war and serve in the army whether you want to or not and pay taxes to the church whether you attend church or not. If the laws are not obeyed by the people and the people don’t do as the government tells them to do then the government would put you in jail for an undetermined amount of time.Tho reau thinks the constitution is evil and wants to make things better by petitioning the people because he wants to have a better place to live in. He also is saying that being in jail is better than obeying the government and paying taxes and going to war. When you are in jail you get everything you need like free room and board and three meals a day, but it would all just be a waste of time because nothing would change. People need to stand up for their rights and what they believe in if they want things to change.Martin Luther King Jr wrote the â€Å"Letter From A Birmingham Jail†. In his essay he said many strongly spoken emotional appeals. He tries to appeal to the people about the segregation of black people when he says, â€Å"When you suddenly find your tongue twisted and your speech stammering as you seek to explain to your six-year old daughter why she can’t go the public amusement park that has just been advertised on television, and see tears welling up in her eyes when she is told that Fun-town is closed to colored children. † This quote has a lot of meaning to the colored people.This is racism and it is wrong and it is an injustice that the colored people had to face and deal with for many, many years. Martin Luther King Jr loves the church and wants the blacks to be included in everything that white people are. He was grateful to one reverend for including the black people in a Sunday service in a non-segregated way because it was the right thing to do. Segregation has been an injustice that many people have had to deal with for too many years. An ethical appeal that Martin Luther King Jr. was arguing about were the injustices that colored people face each day of their lives.He was arguing about what was right and what was wrong. He wanted people to realize that they were â€Å"victims of a broken promise†. They were promised that racial signs would be removed but they were not. He was using a non-violent direct action protest and got arrested for it because the whites kept the black people out of everything. The black people were being segregated and not allowed the same rights and courtesies as the white people. Colored people had a separate bathroom than the white people. Colored people couldn’t sit at the lunch counter or ride in the front of a bus.Rosa Parks took a stand and protested in a non-violent way. She decided one day to sit in the front of the bus and was arrested. Martin Luther King Jr. says that â€Å"non-violent direct action seeks to create such a crisis and foster such a tension that a community which has constantly refused to negotiate is forced to confront the issue†. Negro leaders have tried to speak about these issues with white officials but nothing has changed. This is why Rosa Parks took a stand for what she believed in and also why Martin Luther King Jr. ook a stand for his rights by going on a march from Montgomery to Birmingham, Alabama. Martin Luther Ki ng Jr. also states that â€Å"A just law is a man-made code that squares with moral law or the law of God. An unjust law is a code that is out of harmony with the moral law†. In his essay he thanks one Reverend for allowing black people into his church on a non-segregated basis. This was just a small step in their actions to change the way people think because they have suffered these injustices for way too many years. Both Henry David Thoreau and Martin Luther King Jr. ave made excellent points in their essays about the injustices that have been inflicted upon them in their society. They both have had to deal with many injustices and a lot of people whose wrong doings toward them have made their society a bad place in which to live. Each person was seeking ways to make their society a better place to live in, now and in the future. They both hope that people will see that they way they are being treated is wrong and will stand up for what is right instead of going along with what is wrong.

Friday, August 30, 2019

Employment Rights Act Essay

1. Know the statutory responsibilities and rights of employees and employers within own area of work. 1.1 List the aspects of employment covered by law Here is a list of the aspects of employment covered by law; minimum wage, discrimination, health and safety, holiday entitlements, redundancy, dismissal, training, disciplinary procedures, union rights and consultation, maternity rights, protected disclosures, working time regulations, particulars of employments. Working hours and holiday entitlements, Sickness absence and sick pay, Anti – discrimination provisions, Data protection, Relevant equalities legislation. 1.2 List the main features of current employment legislation is : – Health and Safety Act 1974 – Equality Act 2010 – Date Protection Act 1998 – Employment Rights Act 1996 – Part Time Workers Regulations Act 2000 – Working Time Regulations Act 1998 – National Minimum Wage Act 1998 1.3 Outline why legislation relating to employment exists. Legislation relating to employment exists to protect the rights of employers and employees by providing rules and regulations that must be followed. It prevents employers from abusing or taking advantage of employees. To prevent exploitation and To ensure safe working environment. 1.4 Identify sources and types of information and advice available in relation to employment responsibilities and rights. Sources and types of information that are available to employment responsibility and rights include: Employment contracts -copy, company policies, manager of team, Advisory, Conciliation and Arbitration Service, Jobcentre Plus, Citizens Advice Bureau, Department for Work and Pensions, Employment Appeals Tribunal Service, Her Majesty’s Revenue and Customs, Access to Work (to help pay towards a support worker or the equipment you need at work) and Direct.gov website. Understand agreed ways of working that protect own relationship with employer.

Thursday, August 29, 2019

Advanatges Disadvatages on Coeducation

Coeducation is an education system where girls and boys are taught together. Many parents have the same dilemma about placing their children in co-ed schools or on-sex schools. Truth to be told, there are many advantages and disadvantages of coeducation. One of the main advantages of coeducation is that a coeducational school enables boys and girls to exchange ideas. Many people have different opinions on different matters. For example, boys and girls many different point of views on education, entertainment, news and many more. There is an healthy exchange of ideas among the opposite sexes. The second advantage is that the spirit of competition is stronger among boys and girls when they study together. Boys and girls love to compete with each other in their academic studies and extracurricular activities. The boys want to prove to the girls that they are better than them by working harder and vice versa with the girls. Thus, their academic performance as well as their performance inn extracurricular activities improves. The desire to be respected and befriended by the opposite sex is the motivating force here. Thirdly, students in coeducational schools are better able to adapt to the society compare to one-sex schools. The boys and girls learn to mix with the opposite sex like studying and working together. This helps them overcome their shyness and fear in the company of the opposite sex. Furthermore, the students learn to respect and understand the different characteristics of the opposite sex. Students in coed-schools will have a better social etiquette with the society, resulting students not going through culture shock when they leave school for college, university and working life . Another advantage of coeducation is one-sex school students may lead to homosexual students. As we learn in science when an adolescent reaches puberty, they will go through physical, physiological and emotion changes-like being attracted to the opposite sex. Students in one-sex school, they have trouble with their emotional changes because everyone in their schools is of the same sex. In order for them to relax, they release their sexual frustration on the same sex. Thus, resulting in gays and lesbians. Many people and parents do not encourage it as this could jeopardize their future. On the other hand, there are many disadvantages of coeducation. Socializing among boys and girls is very common in this generation. Socializing too much with the opposite sex will lead to dating and sexual intercourse at an early age. Students will begin to neglect their studies and spend their time on unappriote events such as parties, disco-theques, picnics and many more. This, in turn, may lead to poor academic performance. This is certainty not to be encouraged. Morever, in the presence of girls. Boys tend to show off their looks, talent and cocky attitude which many girls find, including me, DISGUSTING. Boys show no fear in front of girls so the girls will look at them as ‘macho man’. Boys will be looked down by girls during classes if they keep continuing to show off. Thus, the boys would rather not ask the teachers to explain again even if they do not understand the lesson for the sake of their reputation in front of the girls. Lastly, The confidence of some girls can also be affected by the presence of boys. The most common characteristics of girls is that they are very sensitive, shy, quiet, petty and soft. Well most of them. Whenever they are teased by boys, their self-esteem goes down, they become very quiet and afraid to ask teachers questions about the subject. The girls will take a backseat in discussions in classes to protect themselves from the teasing from the boys. As I mention above, this will lead to poor confidence level and may effect their future. In conclusion, we can say that the advantages outweigh and ‘out numbered’ the disadvantages on coeducation. From my point of view, coeducation gives a better exposure to students that on-sex schools which will help them in their future life *PS : Please no offense to the boys if I criticize them in my essay above

Wednesday, August 28, 2019

Mathmos Ltd Dissertation Example | Topics and Well Written Essays - 4500 words

Mathmos Ltd - Dissertation Example In this report, an in-depth analysis of Mathmos Ltd has been done with the help of different tools such as SWOT Analysis, PESTEL Analysis, and Porter’s Five Forces Model etc in order to determine the key areas of strengths as well as weaknesses to improve and enhance the overall performance of the company. In the second part, different methods have been discussed that can be used to increase the revenues and establish the brand in the industry. The main objective of this paper is to identify managerial ways for Mathmos Ltd which is facing a decline due to lack of innovation and proper management. Recommendations are given that can be implemented to boost the business as increased competition offers many challenges in today’s world. Mathmos Ltd. Introduction: Mathmos Ltd is a privately owned company located in London, United Kingdom. It primarily sells Wholesale lamps, Ceiling Light, Ceramic Lamps, Modern Lamps and Tiffany Lamps. The annual revenues of the company are 4, 822,851. It strives to produce new light technologies to delight its customers. The Mathmos Mobile range was the first rechargeable LED which developed many products such as Aaron Rincover’s Bubble and color changing ‘aduki’ range etc. Bubble became very popular and also received many awards like an IDEA award, D&AD commendation, Red Dot Award and many more. Some of their products are also invented and designed with the help of external designers. Talented designers are always encouraged to be a part of Mathmos products. Background of the company: It was established in 1963 by Mr. Walker who invented the first lava lamp. The lamp immediately gained the attention of the customers and sales increased at a higher rate in UK. It also appeared in many movies and films. In 1989, the company was taken over by Cressida Granger and David Mulley. They modified the lamp according to the modern times and introduced a whole range of ambient lights. Initially, the products wer e designed and manufactured in the house but due to its popularity and increased demand, the company doubled in size each year. In the late 1990s, cheap duplicate copies of the lamp begun to appear in the market. This was a potential threat to Mathmos and change was required for the survival and success of the company. In 1998, the sole owner of the company was Cressida Granger as David left the company. The company was hit by the global recession and the size of the organization was reduced in order to compete in the rapidly growing environment. Since then Mathmos is following the strategy of constantly offering innovative designs. A program of new product development was launched to differentiate their products from the copied ones. Product manufacturing was shifted overseas to offer more competitive prices. Mathmos is a small company now but it still has a wide range of good quality products. Their main focus is towards lighting and it markets its product on the international lev el through retail and wholesale channels. Products: It offers a wide range of products which include: Lava Lamps LED & Mood lights Space Projector Airswitch lights Candlelights Lamp shades SWOT Analysis: SWOT stands for Strength, Weaknesses, Opportunities and Threats. It is a strategic tool to audit the organization and its environment. It specifies the objective of the business and evaluates these four factors to determine the key issues faced by an organization. Thus, we will determine the key issues faced by Mathmos on the basis of which future predictions and measures can be taken. The aim of this analysis is to discover new alternatives to increase the performance and profitability of Mathmos Ltd. Strengths: It is the pioneer in the light manufacturing equipments. It enjoys a dominant position in the light manufacture industry due to their high-quality products. It provides free advisory services by consulting spaces. It has a strong network of distribution channels which enhan ces its efficiency in the delivery of products at the right time. In order to stay in the world of

Tuesday, August 27, 2019

Four functions of management case study Example | Topics and Well Written Essays - 1000 words - 1

Four functions of management - Case Study Example The management skills, which accrue to a business’s success that you did not put into consideration, include controlling, planning, organizing, and directing skills that accrue to a successful business. According to your business statistics, you employed Lisa and entrusted her with all the business operations. Irrespective of you two being friends for a long time, you should not have trusted her with all the directive orders. She would report to work, wash the office and tidy up then start her daily chores. This was a lot for her and what she had not expected. She had to check all the tax forms and serve all the customers. For a business to be successful and achieve the goals and objectives, it should ensure a proper channel of communication between the workers (Richman 2012). Lisa had confidence that she was doing the right thing even after adding the three new employees. You should have controlled all of them since you are the senior manager. You should have given your orders to the employees in case of any changes, which should have been directly, or indirectly through According to Directive Path Theory, a business leader should give freedom to his/his employees for them to realize their job expectations. In reference to the theory, your management should do a follow up on employees’ tasks to ensure that they achieve the required job standards and set goals. Remarkably, members of the management are required to involve the subordinate staff in the process of making strategic decisions. You should have involved your employees in decision-making processes that would have helped produce effective workplace union. Employees can also motivated by awarding them accordingly after excellent progress in their work. Awards can be through issuing of presents and souvenir just as you did in your case. Additionally, you did not put your supervisions skills into consideration hence led to your employees taking advantage of the situation. As for Lisa’s

Monday, August 26, 2019

FBI case study Essay Example | Topics and Well Written Essays - 500 words

FBI case study - Essay Example FBI only hires the crà ¨me of people who are perfectly capable in all aspects for the job. But for some people, this process might be too rigorous and tough to worth trying for. Another disadvantage is that it does not test the social behaviour of a candidate. For a job that appeals rewarding to me, I will try my utmost to get it irrespective of how long and rigorous the screening process is. FBI agent is a job that some people are highly passionate about. No doubt the long and screening process turn some people off, but if someone is passionate about the job, I believe for that person it will be a positive challenge to pass through all the hurdles and become an FBI special agent. I am a person whose need for achievement is very high. Therefore, passing the process and getting into FBI will help me attain that sense of achievement. FBI can do various things to make people accept the job offers. First of all they should increase salaries, give fringe benefits; give security to the FBI agents’ families. Apart from that, FBI should do good employer branding to attract excellent candidates. When an organization promotes itself for getting employees, and communicates how noble the work is, people naturally get attracted towards the job

Sunday, August 25, 2019

Compare and Contrast Research Methods Essay Example | Topics and Well Written Essays - 1500 words - 5

Compare and Contrast Research Methods - Essay Example However, the genesis of any research work is pegged on identification of research topic that will in turn lead to applicable research method (Lee and Xia, 2011). The most commonly used research methods often fall under qualitative and quantitative research methods. Panel survey is a qualitative research method that compares well with other research methods especially in understanding business dynamics. Some of the methods include cohort survey, longitudinal studies, formal and in-depth studies, focused grouped discussion, and observational research methods. Panel survey is a research method that allows a researcher to determine the changes and reasons that may have caused such changes within a population (Jackson, 2011). This survey focuses on the study of the trend of people since the sample of people is expected to change over a certain period. The sample that is used in this kind of survey is humans, and it is called panel. For example, a researcher who wants to know the change in quality of goods and services might use the customers who use the targeted goods or services (Rubin and Babbie, 2010). The selected customers are the researcher’s sample. After selecting the sample, the researcher will contact the same set of customers over the period he wants to study or survey the trend in the quality of services targeted by an organization (Bryman, 2012). It is essential to note that the panel survey uses the same question for all data it designates to collect. The main advantage of the panel survey is that its results are extrem ely useful and offer specific explanations. However, the survey may be difficult to conduct because it is expensive and takes a long time within which sample ratio may be affected with other factors such as socio-economic, ethical, or even death. Persons or samples may drop out of the studies, and they are often referred to as attrition (Lee and Xia, 2011). Additionally, survey panel usually allows

Hedonism in Terms of Philosophy Essay Example | Topics and Well Written Essays - 250 words

Hedonism in Terms of Philosophy - Essay Example How can hedonism claim to be a universal philosophy when its foundations are weak and merely transitory at best? An enjoyment of pleasure by the senses is at best temporary and as people age, their enjoyment of such pleasures diminish, in a case of diminishing returns. Is it a valid argument to claim hedonism when a person is already old or infirm? Further, a sense of pleasure is a very subjective matter, and what are the standards by which to measure it in its exact terms or magnitude? Can subjective feelings be accurate measurements when there is a plurality in all kinds of pleasures?. A more basic question is how hedonists can know for certain that there is no afterlife when no person has come back from the dead? Is hedonism able to claim that as an alternative lifestyle or philosophy of life, it is an epistemic normative theory that all people ought to believe in when others doubt its validity? Is pleasure the sole purpose of life or is man destined for other greater things in th e universe?Hedonism commits a so-called naturalistic fallacy. This means the claim of pleasure as something that is natural and therefore is right or morally correct does not always follow in the same line of reasoning of what is moral or ethical. This is the argument put forward by the philosopher George Moore who said that equating pleasure with something good, natural, desired or pleasant is a fallacy; the critics of hedonism had pointed out the senses are not intended for physical pleasures alone.

Saturday, August 24, 2019

Moral Development Essay Example | Topics and Well Written Essays - 1250 words

Moral Development - Essay Example Indeed, transparency is very significant in professional and working ethics where it reveals all actions, plans, motives, and data of individuals and organizations to the relevant stakeholders (Learn Well Resources, 2012, p.1). Where stakeholders may include shareholders of certain organizations the directors and management of such organizations should avail all information pertaining to the status of the organizations to enable the shareholders to make necessary decisions on the same. Additionally, transparency is a legal requirement that all organizations should adhere to enable the government make a financial follow up on public organizations. Lawrence Kohlberg is a scholar that concentrated on both psychology and philosophy. He put much emphasis on moral development and proposed a 6-stage theory of moral thinking that advances the Piaget’s theory on moral development. He relevantly interviewed both children and adolescents about moral dilemmas to deduce three levels of mor al development classified in six stages. The three Kohlberg’s levels of moral development include pre-conventional morality, conventional morality, and post-conventional morality levels (Crain, 2010, p.18-20). Level1. Pre-Conventional Morality The first stage of this level is the obedience and punishment orientation stage. According to Kohlberg, this stage is common with young children though adults can also express their reasoning at this stage. Children in this case obey rules in response to consequences of punishment involved. They do not do things because they are right but only obeys what the authorities’ permits. They do not have a societal voice but term morality as an external command from the adults. The second stage of this level is the individualism and exchange stage. At this stage, children value actions in relation to how they satisfy individual interests and not necessarily their morality. They recognize that there are varieties of right things permitted by the authorities with the best option serving one's own interests. Again, they realize that punishment from authorities or adults is just a natural risk that one needs to avoid. As such, their voice is still isolated from that of the society, as they do not identify with members of society (Crain, 2010, p.19-22). Level 2. Conventional Morality This level entails stage three of moral development that is interpersonal relationships. At this level, individuals seek to live up to social expectations and roles. This clearly affects the interpersonal relationship in a society depending on the choices different people make. At this stage, teens see morality as the way people should live and behave as expected by the family and society. They regard morality as having good motives and interpersonal feelings like compassion, kindness, love, and trust. Stage 4 involves maintaining social order. At this stage, individuals tend to consider the entire society while making personal judgments. T hey aim at being responsible, following set rules, and respecting the authorities with an aim of maintaining social order. This stage boils down to one-to one relationship where one considers the others feelings and offers help where they can (Crain, 2010, p.22-27). Level 3. Post conventional Morality This level entails stage five of moral development that involves social contract and individual rights. At this stage, individuals seek to accommodate others different opinions, values, and beliefs. They agree on rational standards to apply in the society. They adopt the common belief where all are entitled to benefit from what they do. Universal Principles is the last stage of moral development according to Kohlberg. He based it on universal ethical principles and abstract reasoning. This stage defines the

Friday, August 23, 2019

The Historical Evolution of Oncology and Oncology Nursing Research Paper

The Historical Evolution of Oncology and Oncology Nursing - Research Paper Example The Historical Evolution of Oncology and Oncology Nursing As long as there are humans, there is also the occurrence of cancer. Cancer is controlled by many factors: among these is the presence of cancer-initiating genes or oncogenes; and cancer-inhibiting genes or cancer suppressor genes, both of which are normally present in the human genome (Johnson & Gross, 1998). As early as the Paleolithic period, perhaps even earlier than that, some human remains were studied and found out that there were possible identified traces of cancer that protrude as excessive outgrowths in the skull or other bones of the body. Some 2,400 years ago, samples of these tumor growths were present in some Egyptian and Peruvian mummies and were identified as osteosarcomas or a form of bone cancer (Wagener, 2009). Due to the loss of the capability of these cancer cells to stop dividing after reaching a certain mass and cell thickness is reached (density-dependent growth), tumor cells keep on regenerating, divi ding and multiplying until a disorganized clump of cells are formed, which results in the masses of tissue that need to be treated in order to prevent the recurrence of other cancerous cells in other parts of the body (Johnson & Gross, 1998). Since bone is much more easily preserved due to its mineral contents, cancerous and malignant growths in ancient bone samples were much more easily obtained and identified for further analyses (Wagener, 2009). Hippocrates was one of the first to initiate the study of oncology. Although it has barely any scientific bases with regards to the formation and the development of tumor growth, most of the terms being used today in oncology were from his initial descriptions of the different types of masses present in the afflicted patient (Wagener, 2009). The Greek word for tumor is â€Å"oncos†, which is the root word origin for oncology, â€Å"scirrhos† or hard for tumors that felt hard when palpated, and â€Å"carcinos†, or crab as the root word for carcinoma, which were used by Hippocrates as well as his successors in the identification of the different kinds of cancer in patients. Unfortunately, during the early times most of those afflicted by cancer were women, and due to the disfigurement that the malignant tumors cause, instead of getting treatment these women chose to hide their pains, silencing their chances of getting better and just suffering in secret (ibid.). During the establishment of medical schools in the medieval times, post-mortem examinations of patients with different diseases as well as medical autopsies were undertaken to further track down the effects of diseases to the human body (Wagener, 2009). There were also resurfacings of the ancient texts with regards to the diseases of the body, as well as on how to remove them. Galen, whose works were also derived from the findings of Hippocrates, began as the source of ideas in the field of oncology. However, the causes of cancer still all uded most medical experts during this time, and there was no correlation between the hard and enlarged lumps in the armpits of patients and breast cancer. It was only known at that time that cancer was caused by secretions of toxins formed within the body that eventually causes death (ibid.). Only around the early 1700-1800’

Thursday, August 22, 2019

ORGANIZATIONAL SUCCESS Essay Example for Free

ORGANIZATIONAL SUCCESS Essay Inadequate skills is present if the problem is the employee’s lack of certain skills, a supervisor should see that the employee gets the necessary training. Talent management is the automated end-to-end process of planning, recruiting, developing, managing, and compensating employees throughout the organization. Lisa needs to set up a mentoring and coaching programs that will advises, counsels, and guides her current employees. Both coaching and mentoring skills are needed for appraising employees, but appraising and assessing refer to rating an employee. While employers have long managed their talent without computerized systems, talent management today is usually information technology–based. Several software providers offer specialized talent management suites. The suites include and integrate underlying talent management components such as e-recruiting, e-training, performance reviews, and rewards. For example, talent management software includes e-recruiting software, employee performance management, a learning management system, and compensation management. Among other things, this program relieves the stress of writing employee performance reviews by automating the task and ensures that all levels of the organization are aligned—all working for the same goals (Dessler, 2011).† Lisa and the CFO have sufficiently investigated whether training is really called for through the control process. A manager should continuously gather information about each employee’s performance. This is an ongoing activity, not something the supervisor saves to do when filling out appraisal forms. Ways to gather information include keeping regular performance records (such as a work team’s output or the customer calls handled by each employee), saving customer notes of complaint or praise, writing a summary whenever an employee is observed doing something exceptional, and encouraging employees to keep track of their accomplishments. This record keeping may seem time-consuming, but it is essential. Lisa and other supervisors need to make sure employees know and understand what is expected of them. To do this, they should make sure that objectives for the employees are clear, and he or she should communicate them effectively. Employees are most likely to  understand and be committed to objectives when they have a say in developing them. More and more firms now require that supervisors and employees together set mutually acceptable performance goals. Hospitality Skills/Training Guide for Valet Attendant Set your property apart from the competition with this excellent job-specific training program for valet attendants. This binder is divided into 6 tabbed sections: This guide provides the basis of a six-day training course for new employees and current employees. The Employee Knowledge tab includes: †¢Quality Guest Service †¢Bloodborne Pathogens †¢Personal Appearance †¢Emergency Situations †¢Lost and Found †¢Recycling Procedures †¢Safe Work Habits †¢Manager on Duty †¢Your Propertys Fact Sheet †¢Employee Policies †¢The Americans with Disabilities Act Employee Skill tab contains: †¢Follow the Propertys Valet Posting Positions †¢Maintain Clear Drive-up/Drop-off Area †¢Welcome Guests and Offer Assistance †¢Load and Transport Luggage Using Luggage Cart †¢Valet Park Guest Vehicles †¢Retrieve Vehicles That Have Been Valet Parked †¢Provide Storage for Guest Luggage †¢Assist With Luggage for Group Arrivals and Departures †¢Use the Guest Information Directory †¢Prepare Maps and Provide Directions †¢Arrange for Services Requested by Guests †¢Handle Guest Service Problems †¢Arrange for or hail Taxis for Guests †¢Arrange Limousine Services †¢Provide Courtesy Transportation †¢Report Vehicle Accidents †¢Clean the Drive-up, Entrance, Valet Stand, and Luggage Carts †¢Assist Guests at Check-out †¢Respond to Situations Requiring First Aid †¢Handle Cash Payment and Tips †¢Assist in Rooming Guests †¢Assist Guests During Room Changes The Hotel Paris’s competitive strategy is â€Å"To use superior guest service to differentiate the Hotel Paris properties, and to thereby increase the length of stay and return rate of guests, and thus boost revenues and profitability.† HR manager Lisa Cruz must now formulate functional policies and activities that support this competitive strategy by eliciting the required employee behaviors and competencies. References: Dessler, G. (2011). Human Resource Management. (13 Ed.).Upper Saddle River,NJ: Prentice Hall

Wednesday, August 21, 2019

Theories of Leadership in Schools

Theories of Leadership in Schools CHAPTER TWO LITERATURE REVIEW Introduction Schools organizations are involved into reform, change, and improvement efforts and process stemming from a desire for renewal, gaps in performance results, advancements in knowledge, mandates, and other societal deficits where responsibility has been delegated to schools (Evans, 1996). According to Fullan (2000) and Mai (2004) the problem for school organizations seeking to effectively improve or change centers on what behaviors, strategies, or structures contribute positively to organizational learning and renewal in a way the produces the capacity for sustainability in order to make a positive difference for students. Foster (2001) discussed that while the majority of past theories on school leadership have focused upon the capabilities of one individual, this accepted belief of a solitary leader is now being challenged as traditional models of leadership and organizational change are being analyzed. Thus, instead of viewing leadership as a role for one person, leadership is now being redefined as a practice shared among many individuals (Harris, 2003). Distributed leadership involved with creating joint responsibility for leadership activities. Interesting is the focus on shared learning and developing leadership capabilities. Shared leadership is used as synonym for democratic leadership, and collaborative leadership. Practitioners use it to create effective school leadership, or improving schools, or to study leadership. Building leadership capacity means broad-based, skillful involvement in the work of leadership. There is a need of significant number of skillful teacher leaders who understood the shared vision in the school, and are able to carry it out. Also the work involves reflection, inquiry, conversations and focused action professional behaviors that are an integral part of daily work. Understandings and skillfulness involve more than the knowledge of an innovation. The skillfulness focused is those skills of leadership that allow other teachers to capture the imagination of their colleagues, enable them to negotiate real changes in schools and negotiate any conflicts that arise in organization (Harris and Lamber, 2003). In order to build leadership capacity for school improvement the U.K. Open University suggested the following main characteristics: Surface, clarity and define values, beliefs, assumptions, perceptions and experiences ; inquire into practice; construct meaning and knowledge ; frame action and develop implementation plans. The Cyprus Educational System is open to a wide range of influences, which create the need for change and improvement. The strategy of the Ministry of Education in Cyprus is to proceed with the Educational Reform Program in order to fully achieve the goal of an all inclusive, democratic and human school, which embraces all students equally and provides education to each and every pupil according to his/her needs. Educational Reform was launched in January 2005, following a report by a Committee of seven academics which identified the weaknesses of Cyprus Educational System and the areas in need of reform. UNESCOs Report at the end of 90s come to the summarized conclusion that â€Å"The administrative system of governing and monitoring of the Ministry of Education and Culture remains strictly centralized, bureaucratic and inflexible.† The main goal is to restructuring of Ministry of Education and Culture by modernize the organizational structure for all the departments. School Reform, Change and Improvement A lot of efforts about improving education have become national and international in scope, beginning in 1983 in USA with â€Å"A Nation at Risk† and recently â€Å"No Child Left Behind† federal legislation, (2001). Elmore (2002) explains that is not enough to focus solely on these new reform standards requirements. Continuing school improvement for all students achievement will need to develop and sustain a school climate where everyone is committed to learning and everyone is accountable for pupil achievement. Sheppard (2003) proposed that school leadership is critical for improving pupil achievement. Leithwood and Riehl (2003) according to their research findings concluded that leadership has a significant effect on student learning, curriculum and teacher instruction. Some researchers like Hallinger and Heck(1998) suggest that school survival today is depending of the effective leadership that can guide schools through the challenges of improving student achievement . Fullan (2001), Lunenburg and Ornstein (2004) support that effective leadership at all levels of the educational system is critical. Also organizations cannot flourish on the actions of the top leaders alone. They suggested that schools need many leaders at many levels. Neuman and Simmons (2000) discussed that leadership is the job of the whole educational community, and learning becomes the focus and primary value for every member. Whilst the quality of teaching strongly influences levels of pupil motivation and achievement, it has been consistently argued that the quality of leadership matters in defining the motivation of teachers and the quality of teaching in the classroom (Fullan, 2001; Sergiovanni, 2001) Recent studies of effective leadership have described that authority to lead can be dispersed within the school in between and among people (MacBeath, 1998; Day, Harris and Hadfield, 200; Harris, 2002). Leadership is actually separated from person, role and status and is primarily concerned with the relationships and the connections among individuals within a school. Distributed, shared or teacher leadership is well developed and grounded in research evidence. Distributed Leadership implies a redistribution of power and re-alignment of authority within the school. Main goal is the creation of the conditions in which people work together and learn together. By giving authority to teachers and empowering them to lead leadership is emergent rather than as a fixed phenomenon. Literature review about Leadership consists of a number of leadership theories, styles and approaches. The most of these theories on school leadership have focused on individual capabilities. Recently this believes are challenged because of organizational changes and reform in our educational system. Leadership is now being re-defined as a practice distributed among many individuals (Harris, 2003). I believe that today the concept of distributed leadership is receiving much attention and growing empirical support (Spillane, 2006). The focus is oriented not upon the characteristics of the leader but upon creating the climate for shared learning and developing leadership capabilities. Spillane and Diamond (2007) discussed that distributed leadership is used as a synonym for democratic leadership, shared leadership, and collaborative leadership. In many cases distributed leadership is used to create effective school leadership, others use it for improving schools, and some for leadership research. In order to contribute to the necessary transformation of our schools, school improvement demands learning that is encourages lifelong personal and social experience. The teacher needs to feel that not only can she/he believe in school improvement, but that she/he is making her/him own contribution, and is involved in the improvement process. Improvement is something no-one would want to avoid, like good food. We argue that school improvement must be related to the re-examination of the purposes of schools in the future. The globalization of economic activity has transcended national boundaries and has created unprecedented social relations mediated through global economic practices. School improvement strategies need to move away from organizational issues and take more account of the voices of those most involved the young people themselves as well as their teachers. Today in many countries like USA schools and states emphasize on school reform and improvement by consider those factors that influence the implementation and sustainability of improvement efforts (Sergiovanni, 2006; Hall and Hord, 2006). According to the writers school improvement initiatives demand resources like additional personnel, time, money, staff development, instruments and space. For example Sergiovanni (2006) suggested that schools must institutionalize the allotment of resources to provide for the longevity of the school improvement initiative. Another main resource element necessary for school system is the school culture. School culture influences the degree to which an improvement initiative is successfully implemented (Jazzar Algozzine, 2006). Leadership Practices of Effective Head Fullan (2003) examined that principals are often the key to school improvement efforts and also he identified barriers to improvement often noted by school heads. It is important when school improvement and reform initiative is implemented from the state level, building managers must be able to encourage and motivate their staff to successfully implement the initiative. (Leithwood, Louis, Anderson, and Wahlstron, 2004). School head is a key element for school improvement efforts regardless of system imposed barriers such as not clearly identifying the heads responsibilities and lack of leadership training provided for school principals. Most important step for improvement implementation in schools is the creations of supporting culture environment for change. Heads need to establish such cultures in the following situations: In developing of policies and procedures which facilitate the improvement process. By establishment of patterns so that individuals can work together as they strive for improvement. By focusing on collaborative relationships with numbers of staff and other administrators. By teacher development and learning activities focused on the improvement initiative. By assessment of the procedures in order to evaluate and monitor improvement sequences of actions. By discussing any success according the improvement implementation. By motivate staff members for their success as they engage in improvement. The literature on effective leadership emphasize on those essential characteristics for leading school improvement. Especially Kouzes and Posner (2002a) have conducted research on the practices and skill of effective leaders by identified five practices and ten corresponding commitments that all leaders demonstrate. Kouzes and Posner (2000) practices are presented by Balcerek (1999, p.4) in a table of leadership model. Ten Commitments of Leadership Practices Commitments Model the Way 1 Find your voice by clarifying your personal values 2 Set the example by aligning actions with shared values Inspire a Shared Vision 3 Envision the future by imagining exciting and ennobling possibilities 4 Enlist others in a common vision by appealing to shared aspirations Challenge the Process 5 Search for opportunities by seeking innovative ways to change, grow, and improve. 6 Experiment and take risks by constantly generating small wins and learning from mistakes. Enable Others to Act 7 Foster collaboration by promoting cooperative goals and building trust. 8 Strengthen others by sharing power and discretion Encourage the Heart 9 Recognize contributions by showing appreciation for individual excellence. 10 Celebrate the values and victories by creating a spirit of community Leadership Capacity in School Organization Today teachers need initiatives to develop, learn, practice, evaluate, and debate in order to successfully change practice necessitating supporting leadership for change (Hargreaves and Fink, 2004). Change leaders focus on the development of teachers knowledge, skill and learning within a professional community and worked on changing the content in order to create new settings conducive to learning and share (Fullan, 2000b). In a school organization, the formal role of the leader was typically the head, but successful leaders in the leadership of change realized that sustainability of improvement was found in collective learning and the development of leadership capacity within colleagues of the school (Lambert, 2005a). Sergiovanni (2005) emphasize on head responsibility on serving as a leader of change by building and cultivating the leadership capacity of others in school. It is important for successful heads to focus on building leadership capacity in a number of good leaders within the school organization who could sustain improvement. By establishing the conditions for developing the skills, knowledge, and abilities of others during the change process, the leader enriched the schools efforts for renewal and advanced the improvement process (Mai, 2004). Effective school heads during change envisioned an expanded view of leadership in order to sustain meaningful long lasting changes. The school change process support that leadership was not viewed as the individual role, but rather as an organizational concept that leads to school improvement. Leadership is found within the culture of a school organization that promoted the advancement of the capabilities of many members to lead. Lambert, (2003) described that leadership accepted collective responsibility for school improvement and leadership capacity was realized when a school staff is participate in dialogue, and reflection to achieve student performance goals. Leadership capacity support schools in moving beyond the implementation phase of change towards sustainable improvement. Teachers leadership and effective leaders plan for sustainable leadership focus on culture of initiative and opportunity within the school (Hargreaves and Fink, 2003). Leadership capacity provides others with opportunities, resources, training, and support structures for collective learning with accountability. Leadership capacity is about learning communities promoting leadership for all participants share and understood the contributions made by each member toward the school purpose (Lambert, 2005b). Theories of Leadership Leadership historically has been defined in different ways by various writers on leadership. Authors who write about leaders emphasize on personal skills and characteristics of individual in specific roles within the organization. Some others authors focus on leadership by determining functions, which performed by person in the organization. Leithwood et al (1999) and Yukl (2002) agreed that some definitions about leadership are more useful than others, but there is no complete definition. Harris (2002) and Leithwood (2001) discussed distributed leadership as an alternative to traditional leadership models. According to Owava and Bosset (1997) leadership flows through the networks of roles that comprise organizations and is based on the deployment of resources that are distributed across the network of roles, with different roles having access to different levels and types of resources. Most of the theories included their meaning in key words like â€Å"followers†, â€Å"authority†, and â€Å"decision making†. Measures of personality have been shown to correlate with ratings of leadership effectiveness. Leadership exists within a single person and a situation. Leaders are also involved in managing the culture by establishing strategic direction, communicating that direction and defining the organizational vision and values. The National College for School Leadership (NCSL, U.K) in 2003 identified eight models of leadership: Instructional, transformational, moral, participative, managerial, post-modern, interpersonal, and contingency leadership (Bush and Glover, 2003). Successful leadership is when the influence brings about the behavior and results that were intended by the leader. Effective leadership is when successful leadership results in functional behavior and the achievement of group goals. Knowledge, personal qualities or charisma of the leader and the manner in which authority is exercised are variables for leadership. Elements that made leaders successful in the twentieth century may not be the same elements needed in the future. Leadership needs to be continually studied and investigated in order to be more effective and successful. Yukl (2006) described that leadership effectiveness is differ among researchers based upon the researchers definition of leadership. Self-Evident Theoretical Approach The â€Å"Great Man Approach† is the first theory of leadership, also called â€Å"Self-Evident Theory†. Glasman and Glasman (1997) identified this theory, which assumed that leaders are born and not made and that instinct is more important than training. The criteria for selecting leadership characteristics in this model are still confusing and unclear. Trait Theory Stogdill (1948) conducted a meta-analysis of 124 empirical studies between 1904 and 1947. By using correlation statistics, he compared specified traits of successful leaders with those of unsuccessful leaders to define if those traits were prerequisites for effective leadership. He concluded that leadership could not be explained simply in terms of an individual or group; rather, it must take into account the interaction of the leaders traits with situational variables. The review failed to find evidence a person must possess a particular set of traits to become a successful leader, which is the basic assertion of the trait approach. Yukl (2006) cited further research supporting Stogdills findings by claiming the reason for the lack of evidence linking traits to leadership success was due to poor research methods. Trait theory was based on the assumption that individuals possessed certain physical characteristics, personality traits, and intellectual abilities that made them natural leaders. Behavior Theory This theoretical approach analyzes leadership behaviors and how they correlate between them. The emphasis was shifted from investigating what effective leaders are, to investigating what effective leaders do (Lunenburg and Ornstein, 2004; Yukl, 2006). By the 1950s behaviorist theory assumed that leadership behaviors exercised in one situation did not necessarily transfer to other situations. Yukl discussed that behavior research has concentrated on two categories: 1) examination of leadership activities and duties and 2) examination of effective leadership behaviors. Since 1939 three Universities were involved in research of f leadership behavior. At the University of Iowa researchers identified three styles of leadership: democratic, authoritarian, and laissez-faire connecting with leaders decision-making. Those three leadership styles are still common place in the literature and discussion among practitioners in the field of educational leadership (Razik and Swanson, 1995). Also at the University of Ohio Fleishan (1953) developed questionnaire to measure how often a leader used these behaviors sorting by categories. A questionnaire composed of 150 items was completed by samples of civilian and military individuals to describe the behavior of their leaders. The study identified two dimensions of leadership: 1) consideration and 2) the ability to initiate structure (Mouton and Blake, 1984; Stogdill and Coons, 1957). Consideration was defined as the level to which a leader exhibits expressions of trust, respect, warmth, support, and concern for the welfare of subordinates (Lunenburg and Ornstein, 2004, p.150). Initiating structures was defined as the level to which a leader concentrates on organizational performance goals, organizes / defines tasks, establishes channels of communication, develops relationships with subordinates, and evaluates work performance (Razik and Swanson, 1995, p.42). The two categories were independent of one another. No correlation was found between a leaders uses of one type of categorical behavior with that same leaders utilization of the other type of categorical behavior. The University of Michigan (Likert, 1967) attempted to identify the correlation between a leaders behavior, group process, and group performance. Leadership studies concluded that effective leaders are both task- and relationship-oriented (Razik and Swanson, 1995). Lunenburg and Ornstein (2004) have a different opinion with previews writers because they have not considered the effects of situational factors like differences in tasks completed, of the group, and differences in the environment. These issues are connected to the actions that must be performed by the leader and consequently on the appropriate leadership behavior to be used in the given situation. According to the Ohio and Michigan studies the initiating structure is similar to task-oriented behaviors, and consideration is similar to relation-oriented behaviors. Important role of teachers, counselors, and other school staff exercising leadership roles are distinctly different from the traditional leadership role of the head. The questionnaires from Ohio State University are modified and have been used by different researchers in many survey studies. According to that research evidence the results were not satisfied for most criteria of leadership effectiveness (Bass, 1990; Fisher and Edwards, 1998; Yukl, 2006). The findings were inconsistent for the relationship between consideration and subordinate performance. Research revealed subordinates are more satisfied with a leader who is at least moderately considerate. Especially between 50s and 80s a huge amount of studies about effective leadership behaviors are concluded with effective leadership connecting with school goals and concern for relationships. Situational Theory Yukl (2006) argued that situational approach covers the social characteristics of the organizations and how they influence the type of leadership exhibited. Main important for this theory is that distinguishing characteristics of the organizational members are more important to leadership than personal traits (Glasman and Glasman, 1997; Lipham, 1973; Wildavsky, 1985). Yukl explained that there are many variables like the nature of the work performed, the type of the organization, and the features of the organizations peripheral elements. Studies for situational approach have been divided into two subcategories. According to the first subcategory leadership processes are compared in various types of managerial positions, organizations, and cultures. The second type of research emphasizes on leadership effectiveness by specific various aspects of the situation that have a bearing on the leaders attributes. Those approaches concerning aspects of leadership applying to some situations, but not others, are called contingency theories. Contingency Theory Contingency approaches specify the situational elements that describe the relationship among leaders traits, behaviors, and performance criteria. Contingency approaches include four sets of concepts: traits of leaders, characteristics of the situation, behaviors of the leader, and effectiveness of the leader. Lunenburg and Ornstein (2004) described that contingency theory it depends on the interaction of the leaders personal traits, behavior, and factors in the leadership situation. Fielder (1967) argued that leaders could improve their effectiveness by modifying the situation to match their style of leadership. During his study discovered important interactions, between leadership styles and situational variables. Fielder suggested that leaders could improve their effectiveness by modifying the situation to suit their style of leadership. Four contingency approaches of leadership are reviewed: The LPC Contingency Theory, Path-Goal Contingency Theory, Situational Leadership Contingency Theory, and Leadership Substitutes Contingency Theory. LPC Contingency Theory: Fiedler (1967) generalized the LPC contingency theory to analyze leadership through examination of the situation, the organizational members, and its tasks. The LPC contingency theory describes how the situation affects the relationship between leadership effectiveness and a trait measure defined the least preferred coworker (LPC) score. LPC score is defined by asking a leader to select one past or present coworker with whom the leader could work least well, and rate this person on a scale of varying adjectives such as friendly or unfriendly and efficient or inefficient. The total of the ratings on these bipolar adjectives scales is the leaders PLC score. The score identifying if the leader behavior are more relationship or task motivated. Path-Goal Theory: House (1971) emphasized on the leaders ability to motivate subordinates to reach goals, the rewards associated with reaching goals, and the importance of the goal. House proposed that leaders need to examine the situational variables and then apply one of the four leadership styles (supporting, participative, directive, or achievement oriented), the one that was more close to the situation. Bolman and Deal (1991) and Golman et al., 2002 discover that effective leaders have a repertoire of styles and the leaders effectiveness is based on his/her ability to frame the situation so that he/she can use the style most suitable for the task in the context. House (1996) reconstructed this theory by modernizing the conceptions of subordinate motivation and abilities, and task characteristics as situational elements, and expanded the outcomes to include subordinate satisfaction and work unit effectiveness, but not leader traits. To be effective, leaders engage in behaviors that add to the subordinates environment in order to increase subordinates satisfaction and work effectiveness. House and Mitchell (1974) described another leadership behavior, participative leadership. Participative leadership seeks advice from organizational members and considers their opinions and suggestions in the decision making process. Yukl (2006) described that participative leadership involves various decision making processes allowing other members of staff, besides the leader, some influence over the decision. Participative leadership used to encourage democratic principles or to enhance effectiveness of the organization. Leithwood and Duke (1999) suggested another reason for generalizing participative leadership in schools, the site-based management (SBM) approaches. Access to SBM for decision making is given to any legitimate stakeholder in the school based on their expert knowledge, their democratic right to choose, and their critical role in implementing decisions. Murphy and Beck (1995) suggested SBM metamorphosis takes one of three forms; administrative-controlled SBM, professional-controlled SBM, and community-controlled SBM. Main important goal for administrative-controlled SBM is to pass authority to the local school administrators to make decisions on the budget, personnel, and curriculum for the best use of resources for the students benefit. Teacher-controlled SBM is generalized to make improvement in determining how money will be spent, selection of the curriculum, and choosing personnel. Educators participation in the decision making process will give them ownership in the decisions during implementation and leads to improved effectiveness (Clune and White, 1998; David, 1989). Community controlled SBM are concerning with the accountability of parents and the community. Parents and other community members have a majority of the input when deciding upon the curriculum so it will reflect their values. Leithwood and Duke (1999) stated an equal participation SBM does exist in the form of side councils that have decision-making power. Everyone works together to make the best school decisions possible. Situational Leadership Contingency Theory: According to Hershey and Blanchard (1977) the level of the workers maturity determines the task and relationship behavior for the leader. A worker of high maturity has both the ability and confidence to do a task, whereas a worker of low maturity lacks ability and self-confidence. At the other side Barrow (1977) believed maturity is a combination of many elements and the procedure used to weight and combine them was questionable. Yukl (2006) underlined Hershey and Blanchards theory made positive highlights of leaders to be adaptive and flexible in their behavior. Situational leadership theory emphasizes on leaders to be conscious of opportunities to increase the skills and confidence of workers. Leadership Substitutes Contingency Theory: The theory according to Kerr and Jermier (1978) makes a distinction between substitutes and neutralizers, which are two different kinds of situational variables. Substitutes include all the characteristics of the worker like task, or organization ensuring the worker will clearly realize their roles, know how to do the work, be highly motivated, and have work satisfaction. Examples of substitutes would be the exceptional ability of a worker, an intrinsically satisfying task, and a cohesive work group within the organization. Usually when workers have prior experience, they already have acquired t he skills and knowledge to accomplish their tasks. If workers are motivated by their work because is according to their interests, the leader may not need to motivate them. Neutralizers are any characteristics of the organization that block a leader from acting in a specific way or that cancel the results of the leaders actions. Example is the lack of interest of workers toward rewards. In many situations there so many neutralizers that it is difficult for a leader to succeed. There are two ways to make the situation more favorable for the leader either remove the neutralizers or make the leadership less important by increasing substitutes. According to Podsakoff, MacKenzie, Ahearne, and Bommer (1995) there is a low level of relationship between the leader and other members motivation of the organization affected by situation variables. Researches concerning substitute leadership theory based on some aspects of the theory, but other aspects have not been supported (Howel Dorfman, 1986; Pitner, 1986; Podsakoff, Niehoff, MacKenzie, Williams, 1993; Yukl, 2006). Yukl (2006) discussed that the main contribution of substitutes theory is to offer a different perspective on leadership by focus on leadership processes in groups and organizations. Main limitation of contingency theories is the lack of consideration of leadership processes that transform the way followers view themselves and their work. School Effectiveness Research School effectiveness and the related area of school improvement have been topics for an increasing body of academic research since the 1960s. School effectiveness research had its origins in the mid-1960s and early 1970s when a prevalent view in the research community, especially with regard to equality of opportunity, was that schools had little influence on childrens achievement that was independent of background and social context. In the late 1970s in the United States, Edmonds and, in the United Kingdom, Rutter responded by embarking on what was to emerge as the first phase of school effectiveness research. The two studies run independently by Edmonds and Rutter set out to investigate whether schools in their national contexts showed any effects when account was taken of the differences in their student populations. Their findings, arrived at independently, were similar: schools do make a small but highly significant difference to the life chances of their students. School effec tiveness research studies undertaken during the 1980s focused on improving the methodology and replicating the resea Theories of Leadership in Schools Theories of Leadership in Schools CHAPTER TWO LITERATURE REVIEW Introduction Schools organizations are involved into reform, change, and improvement efforts and process stemming from a desire for renewal, gaps in performance results, advancements in knowledge, mandates, and other societal deficits where responsibility has been delegated to schools (Evans, 1996). According to Fullan (2000) and Mai (2004) the problem for school organizations seeking to effectively improve or change centers on what behaviors, strategies, or structures contribute positively to organizational learning and renewal in a way the produces the capacity for sustainability in order to make a positive difference for students. Foster (2001) discussed that while the majority of past theories on school leadership have focused upon the capabilities of one individual, this accepted belief of a solitary leader is now being challenged as traditional models of leadership and organizational change are being analyzed. Thus, instead of viewing leadership as a role for one person, leadership is now being redefined as a practice shared among many individuals (Harris, 2003). Distributed leadership involved with creating joint responsibility for leadership activities. Interesting is the focus on shared learning and developing leadership capabilities. Shared leadership is used as synonym for democratic leadership, and collaborative leadership. Practitioners use it to create effective school leadership, or improving schools, or to study leadership. Building leadership capacity means broad-based, skillful involvement in the work of leadership. There is a need of significant number of skillful teacher leaders who understood the shared vision in the school, and are able to carry it out. Also the work involves reflection, inquiry, conversations and focused action professional behaviors that are an integral part of daily work. Understandings and skillfulness involve more than the knowledge of an innovation. The skillfulness focused is those skills of leadership that allow other teachers to capture the imagination of their colleagues, enable them to negotiate real changes in schools and negotiate any conflicts that arise in organization (Harris and Lamber, 2003). In order to build leadership capacity for school improvement the U.K. Open University suggested the following main characteristics: Surface, clarity and define values, beliefs, assumptions, perceptions and experiences ; inquire into practice; construct meaning and knowledge ; frame action and develop implementation plans. The Cyprus Educational System is open to a wide range of influences, which create the need for change and improvement. The strategy of the Ministry of Education in Cyprus is to proceed with the Educational Reform Program in order to fully achieve the goal of an all inclusive, democratic and human school, which embraces all students equally and provides education to each and every pupil according to his/her needs. Educational Reform was launched in January 2005, following a report by a Committee of seven academics which identified the weaknesses of Cyprus Educational System and the areas in need of reform. UNESCOs Report at the end of 90s come to the summarized conclusion that â€Å"The administrative system of governing and monitoring of the Ministry of Education and Culture remains strictly centralized, bureaucratic and inflexible.† The main goal is to restructuring of Ministry of Education and Culture by modernize the organizational structure for all the departments. School Reform, Change and Improvement A lot of efforts about improving education have become national and international in scope, beginning in 1983 in USA with â€Å"A Nation at Risk† and recently â€Å"No Child Left Behind† federal legislation, (2001). Elmore (2002) explains that is not enough to focus solely on these new reform standards requirements. Continuing school improvement for all students achievement will need to develop and sustain a school climate where everyone is committed to learning and everyone is accountable for pupil achievement. Sheppard (2003) proposed that school leadership is critical for improving pupil achievement. Leithwood and Riehl (2003) according to their research findings concluded that leadership has a significant effect on student learning, curriculum and teacher instruction. Some researchers like Hallinger and Heck(1998) suggest that school survival today is depending of the effective leadership that can guide schools through the challenges of improving student achievement . Fullan (2001), Lunenburg and Ornstein (2004) support that effective leadership at all levels of the educational system is critical. Also organizations cannot flourish on the actions of the top leaders alone. They suggested that schools need many leaders at many levels. Neuman and Simmons (2000) discussed that leadership is the job of the whole educational community, and learning becomes the focus and primary value for every member. Whilst the quality of teaching strongly influences levels of pupil motivation and achievement, it has been consistently argued that the quality of leadership matters in defining the motivation of teachers and the quality of teaching in the classroom (Fullan, 2001; Sergiovanni, 2001) Recent studies of effective leadership have described that authority to lead can be dispersed within the school in between and among people (MacBeath, 1998; Day, Harris and Hadfield, 200; Harris, 2002). Leadership is actually separated from person, role and status and is primarily concerned with the relationships and the connections among individuals within a school. Distributed, shared or teacher leadership is well developed and grounded in research evidence. Distributed Leadership implies a redistribution of power and re-alignment of authority within the school. Main goal is the creation of the conditions in which people work together and learn together. By giving authority to teachers and empowering them to lead leadership is emergent rather than as a fixed phenomenon. Literature review about Leadership consists of a number of leadership theories, styles and approaches. The most of these theories on school leadership have focused on individual capabilities. Recently this believes are challenged because of organizational changes and reform in our educational system. Leadership is now being re-defined as a practice distributed among many individuals (Harris, 2003). I believe that today the concept of distributed leadership is receiving much attention and growing empirical support (Spillane, 2006). The focus is oriented not upon the characteristics of the leader but upon creating the climate for shared learning and developing leadership capabilities. Spillane and Diamond (2007) discussed that distributed leadership is used as a synonym for democratic leadership, shared leadership, and collaborative leadership. In many cases distributed leadership is used to create effective school leadership, others use it for improving schools, and some for leadership research. In order to contribute to the necessary transformation of our schools, school improvement demands learning that is encourages lifelong personal and social experience. The teacher needs to feel that not only can she/he believe in school improvement, but that she/he is making her/him own contribution, and is involved in the improvement process. Improvement is something no-one would want to avoid, like good food. We argue that school improvement must be related to the re-examination of the purposes of schools in the future. The globalization of economic activity has transcended national boundaries and has created unprecedented social relations mediated through global economic practices. School improvement strategies need to move away from organizational issues and take more account of the voices of those most involved the young people themselves as well as their teachers. Today in many countries like USA schools and states emphasize on school reform and improvement by consider those factors that influence the implementation and sustainability of improvement efforts (Sergiovanni, 2006; Hall and Hord, 2006). According to the writers school improvement initiatives demand resources like additional personnel, time, money, staff development, instruments and space. For example Sergiovanni (2006) suggested that schools must institutionalize the allotment of resources to provide for the longevity of the school improvement initiative. Another main resource element necessary for school system is the school culture. School culture influences the degree to which an improvement initiative is successfully implemented (Jazzar Algozzine, 2006). Leadership Practices of Effective Head Fullan (2003) examined that principals are often the key to school improvement efforts and also he identified barriers to improvement often noted by school heads. It is important when school improvement and reform initiative is implemented from the state level, building managers must be able to encourage and motivate their staff to successfully implement the initiative. (Leithwood, Louis, Anderson, and Wahlstron, 2004). School head is a key element for school improvement efforts regardless of system imposed barriers such as not clearly identifying the heads responsibilities and lack of leadership training provided for school principals. Most important step for improvement implementation in schools is the creations of supporting culture environment for change. Heads need to establish such cultures in the following situations: In developing of policies and procedures which facilitate the improvement process. By establishment of patterns so that individuals can work together as they strive for improvement. By focusing on collaborative relationships with numbers of staff and other administrators. By teacher development and learning activities focused on the improvement initiative. By assessment of the procedures in order to evaluate and monitor improvement sequences of actions. By discussing any success according the improvement implementation. By motivate staff members for their success as they engage in improvement. The literature on effective leadership emphasize on those essential characteristics for leading school improvement. Especially Kouzes and Posner (2002a) have conducted research on the practices and skill of effective leaders by identified five practices and ten corresponding commitments that all leaders demonstrate. Kouzes and Posner (2000) practices are presented by Balcerek (1999, p.4) in a table of leadership model. Ten Commitments of Leadership Practices Commitments Model the Way 1 Find your voice by clarifying your personal values 2 Set the example by aligning actions with shared values Inspire a Shared Vision 3 Envision the future by imagining exciting and ennobling possibilities 4 Enlist others in a common vision by appealing to shared aspirations Challenge the Process 5 Search for opportunities by seeking innovative ways to change, grow, and improve. 6 Experiment and take risks by constantly generating small wins and learning from mistakes. Enable Others to Act 7 Foster collaboration by promoting cooperative goals and building trust. 8 Strengthen others by sharing power and discretion Encourage the Heart 9 Recognize contributions by showing appreciation for individual excellence. 10 Celebrate the values and victories by creating a spirit of community Leadership Capacity in School Organization Today teachers need initiatives to develop, learn, practice, evaluate, and debate in order to successfully change practice necessitating supporting leadership for change (Hargreaves and Fink, 2004). Change leaders focus on the development of teachers knowledge, skill and learning within a professional community and worked on changing the content in order to create new settings conducive to learning and share (Fullan, 2000b). In a school organization, the formal role of the leader was typically the head, but successful leaders in the leadership of change realized that sustainability of improvement was found in collective learning and the development of leadership capacity within colleagues of the school (Lambert, 2005a). Sergiovanni (2005) emphasize on head responsibility on serving as a leader of change by building and cultivating the leadership capacity of others in school. It is important for successful heads to focus on building leadership capacity in a number of good leaders within the school organization who could sustain improvement. By establishing the conditions for developing the skills, knowledge, and abilities of others during the change process, the leader enriched the schools efforts for renewal and advanced the improvement process (Mai, 2004). Effective school heads during change envisioned an expanded view of leadership in order to sustain meaningful long lasting changes. The school change process support that leadership was not viewed as the individual role, but rather as an organizational concept that leads to school improvement. Leadership is found within the culture of a school organization that promoted the advancement of the capabilities of many members to lead. Lambert, (2003) described that leadership accepted collective responsibility for school improvement and leadership capacity was realized when a school staff is participate in dialogue, and reflection to achieve student performance goals. Leadership capacity support schools in moving beyond the implementation phase of change towards sustainable improvement. Teachers leadership and effective leaders plan for sustainable leadership focus on culture of initiative and opportunity within the school (Hargreaves and Fink, 2003). Leadership capacity provides others with opportunities, resources, training, and support structures for collective learning with accountability. Leadership capacity is about learning communities promoting leadership for all participants share and understood the contributions made by each member toward the school purpose (Lambert, 2005b). Theories of Leadership Leadership historically has been defined in different ways by various writers on leadership. Authors who write about leaders emphasize on personal skills and characteristics of individual in specific roles within the organization. Some others authors focus on leadership by determining functions, which performed by person in the organization. Leithwood et al (1999) and Yukl (2002) agreed that some definitions about leadership are more useful than others, but there is no complete definition. Harris (2002) and Leithwood (2001) discussed distributed leadership as an alternative to traditional leadership models. According to Owava and Bosset (1997) leadership flows through the networks of roles that comprise organizations and is based on the deployment of resources that are distributed across the network of roles, with different roles having access to different levels and types of resources. Most of the theories included their meaning in key words like â€Å"followers†, â€Å"authority†, and â€Å"decision making†. Measures of personality have been shown to correlate with ratings of leadership effectiveness. Leadership exists within a single person and a situation. Leaders are also involved in managing the culture by establishing strategic direction, communicating that direction and defining the organizational vision and values. The National College for School Leadership (NCSL, U.K) in 2003 identified eight models of leadership: Instructional, transformational, moral, participative, managerial, post-modern, interpersonal, and contingency leadership (Bush and Glover, 2003). Successful leadership is when the influence brings about the behavior and results that were intended by the leader. Effective leadership is when successful leadership results in functional behavior and the achievement of group goals. Knowledge, personal qualities or charisma of the leader and the manner in which authority is exercised are variables for leadership. Elements that made leaders successful in the twentieth century may not be the same elements needed in the future. Leadership needs to be continually studied and investigated in order to be more effective and successful. Yukl (2006) described that leadership effectiveness is differ among researchers based upon the researchers definition of leadership. Self-Evident Theoretical Approach The â€Å"Great Man Approach† is the first theory of leadership, also called â€Å"Self-Evident Theory†. Glasman and Glasman (1997) identified this theory, which assumed that leaders are born and not made and that instinct is more important than training. The criteria for selecting leadership characteristics in this model are still confusing and unclear. Trait Theory Stogdill (1948) conducted a meta-analysis of 124 empirical studies between 1904 and 1947. By using correlation statistics, he compared specified traits of successful leaders with those of unsuccessful leaders to define if those traits were prerequisites for effective leadership. He concluded that leadership could not be explained simply in terms of an individual or group; rather, it must take into account the interaction of the leaders traits with situational variables. The review failed to find evidence a person must possess a particular set of traits to become a successful leader, which is the basic assertion of the trait approach. Yukl (2006) cited further research supporting Stogdills findings by claiming the reason for the lack of evidence linking traits to leadership success was due to poor research methods. Trait theory was based on the assumption that individuals possessed certain physical characteristics, personality traits, and intellectual abilities that made them natural leaders. Behavior Theory This theoretical approach analyzes leadership behaviors and how they correlate between them. The emphasis was shifted from investigating what effective leaders are, to investigating what effective leaders do (Lunenburg and Ornstein, 2004; Yukl, 2006). By the 1950s behaviorist theory assumed that leadership behaviors exercised in one situation did not necessarily transfer to other situations. Yukl discussed that behavior research has concentrated on two categories: 1) examination of leadership activities and duties and 2) examination of effective leadership behaviors. Since 1939 three Universities were involved in research of f leadership behavior. At the University of Iowa researchers identified three styles of leadership: democratic, authoritarian, and laissez-faire connecting with leaders decision-making. Those three leadership styles are still common place in the literature and discussion among practitioners in the field of educational leadership (Razik and Swanson, 1995). Also at the University of Ohio Fleishan (1953) developed questionnaire to measure how often a leader used these behaviors sorting by categories. A questionnaire composed of 150 items was completed by samples of civilian and military individuals to describe the behavior of their leaders. The study identified two dimensions of leadership: 1) consideration and 2) the ability to initiate structure (Mouton and Blake, 1984; Stogdill and Coons, 1957). Consideration was defined as the level to which a leader exhibits expressions of trust, respect, warmth, support, and concern for the welfare of subordinates (Lunenburg and Ornstein, 2004, p.150). Initiating structures was defined as the level to which a leader concentrates on organizational performance goals, organizes / defines tasks, establishes channels of communication, develops relationships with subordinates, and evaluates work performance (Razik and Swanson, 1995, p.42). The two categories were independent of one another. No correlation was found between a leaders uses of one type of categorical behavior with that same leaders utilization of the other type of categorical behavior. The University of Michigan (Likert, 1967) attempted to identify the correlation between a leaders behavior, group process, and group performance. Leadership studies concluded that effective leaders are both task- and relationship-oriented (Razik and Swanson, 1995). Lunenburg and Ornstein (2004) have a different opinion with previews writers because they have not considered the effects of situational factors like differences in tasks completed, of the group, and differences in the environment. These issues are connected to the actions that must be performed by the leader and consequently on the appropriate leadership behavior to be used in the given situation. According to the Ohio and Michigan studies the initiating structure is similar to task-oriented behaviors, and consideration is similar to relation-oriented behaviors. Important role of teachers, counselors, and other school staff exercising leadership roles are distinctly different from the traditional leadership role of the head. The questionnaires from Ohio State University are modified and have been used by different researchers in many survey studies. According to that research evidence the results were not satisfied for most criteria of leadership effectiveness (Bass, 1990; Fisher and Edwards, 1998; Yukl, 2006). The findings were inconsistent for the relationship between consideration and subordinate performance. Research revealed subordinates are more satisfied with a leader who is at least moderately considerate. Especially between 50s and 80s a huge amount of studies about effective leadership behaviors are concluded with effective leadership connecting with school goals and concern for relationships. Situational Theory Yukl (2006) argued that situational approach covers the social characteristics of the organizations and how they influence the type of leadership exhibited. Main important for this theory is that distinguishing characteristics of the organizational members are more important to leadership than personal traits (Glasman and Glasman, 1997; Lipham, 1973; Wildavsky, 1985). Yukl explained that there are many variables like the nature of the work performed, the type of the organization, and the features of the organizations peripheral elements. Studies for situational approach have been divided into two subcategories. According to the first subcategory leadership processes are compared in various types of managerial positions, organizations, and cultures. The second type of research emphasizes on leadership effectiveness by specific various aspects of the situation that have a bearing on the leaders attributes. Those approaches concerning aspects of leadership applying to some situations, but not others, are called contingency theories. Contingency Theory Contingency approaches specify the situational elements that describe the relationship among leaders traits, behaviors, and performance criteria. Contingency approaches include four sets of concepts: traits of leaders, characteristics of the situation, behaviors of the leader, and effectiveness of the leader. Lunenburg and Ornstein (2004) described that contingency theory it depends on the interaction of the leaders personal traits, behavior, and factors in the leadership situation. Fielder (1967) argued that leaders could improve their effectiveness by modifying the situation to match their style of leadership. During his study discovered important interactions, between leadership styles and situational variables. Fielder suggested that leaders could improve their effectiveness by modifying the situation to suit their style of leadership. Four contingency approaches of leadership are reviewed: The LPC Contingency Theory, Path-Goal Contingency Theory, Situational Leadership Contingency Theory, and Leadership Substitutes Contingency Theory. LPC Contingency Theory: Fiedler (1967) generalized the LPC contingency theory to analyze leadership through examination of the situation, the organizational members, and its tasks. The LPC contingency theory describes how the situation affects the relationship between leadership effectiveness and a trait measure defined the least preferred coworker (LPC) score. LPC score is defined by asking a leader to select one past or present coworker with whom the leader could work least well, and rate this person on a scale of varying adjectives such as friendly or unfriendly and efficient or inefficient. The total of the ratings on these bipolar adjectives scales is the leaders PLC score. The score identifying if the leader behavior are more relationship or task motivated. Path-Goal Theory: House (1971) emphasized on the leaders ability to motivate subordinates to reach goals, the rewards associated with reaching goals, and the importance of the goal. House proposed that leaders need to examine the situational variables and then apply one of the four leadership styles (supporting, participative, directive, or achievement oriented), the one that was more close to the situation. Bolman and Deal (1991) and Golman et al., 2002 discover that effective leaders have a repertoire of styles and the leaders effectiveness is based on his/her ability to frame the situation so that he/she can use the style most suitable for the task in the context. House (1996) reconstructed this theory by modernizing the conceptions of subordinate motivation and abilities, and task characteristics as situational elements, and expanded the outcomes to include subordinate satisfaction and work unit effectiveness, but not leader traits. To be effective, leaders engage in behaviors that add to the subordinates environment in order to increase subordinates satisfaction and work effectiveness. House and Mitchell (1974) described another leadership behavior, participative leadership. Participative leadership seeks advice from organizational members and considers their opinions and suggestions in the decision making process. Yukl (2006) described that participative leadership involves various decision making processes allowing other members of staff, besides the leader, some influence over the decision. Participative leadership used to encourage democratic principles or to enhance effectiveness of the organization. Leithwood and Duke (1999) suggested another reason for generalizing participative leadership in schools, the site-based management (SBM) approaches. Access to SBM for decision making is given to any legitimate stakeholder in the school based on their expert knowledge, their democratic right to choose, and their critical role in implementing decisions. Murphy and Beck (1995) suggested SBM metamorphosis takes one of three forms; administrative-controlled SBM, professional-controlled SBM, and community-controlled SBM. Main important goal for administrative-controlled SBM is to pass authority to the local school administrators to make decisions on the budget, personnel, and curriculum for the best use of resources for the students benefit. Teacher-controlled SBM is generalized to make improvement in determining how money will be spent, selection of the curriculum, and choosing personnel. Educators participation in the decision making process will give them ownership in the decisions during implementation and leads to improved effectiveness (Clune and White, 1998; David, 1989). Community controlled SBM are concerning with the accountability of parents and the community. Parents and other community members have a majority of the input when deciding upon the curriculum so it will reflect their values. Leithwood and Duke (1999) stated an equal participation SBM does exist in the form of side councils that have decision-making power. Everyone works together to make the best school decisions possible. Situational Leadership Contingency Theory: According to Hershey and Blanchard (1977) the level of the workers maturity determines the task and relationship behavior for the leader. A worker of high maturity has both the ability and confidence to do a task, whereas a worker of low maturity lacks ability and self-confidence. At the other side Barrow (1977) believed maturity is a combination of many elements and the procedure used to weight and combine them was questionable. Yukl (2006) underlined Hershey and Blanchards theory made positive highlights of leaders to be adaptive and flexible in their behavior. Situational leadership theory emphasizes on leaders to be conscious of opportunities to increase the skills and confidence of workers. Leadership Substitutes Contingency Theory: The theory according to Kerr and Jermier (1978) makes a distinction between substitutes and neutralizers, which are two different kinds of situational variables. Substitutes include all the characteristics of the worker like task, or organization ensuring the worker will clearly realize their roles, know how to do the work, be highly motivated, and have work satisfaction. Examples of substitutes would be the exceptional ability of a worker, an intrinsically satisfying task, and a cohesive work group within the organization. Usually when workers have prior experience, they already have acquired t he skills and knowledge to accomplish their tasks. If workers are motivated by their work because is according to their interests, the leader may not need to motivate them. Neutralizers are any characteristics of the organization that block a leader from acting in a specific way or that cancel the results of the leaders actions. Example is the lack of interest of workers toward rewards. In many situations there so many neutralizers that it is difficult for a leader to succeed. There are two ways to make the situation more favorable for the leader either remove the neutralizers or make the leadership less important by increasing substitutes. According to Podsakoff, MacKenzie, Ahearne, and Bommer (1995) there is a low level of relationship between the leader and other members motivation of the organization affected by situation variables. Researches concerning substitute leadership theory based on some aspects of the theory, but other aspects have not been supported (Howel Dorfman, 1986; Pitner, 1986; Podsakoff, Niehoff, MacKenzie, Williams, 1993; Yukl, 2006). Yukl (2006) discussed that the main contribution of substitutes theory is to offer a different perspective on leadership by focus on leadership processes in groups and organizations. Main limitation of contingency theories is the lack of consideration of leadership processes that transform the way followers view themselves and their work. School Effectiveness Research School effectiveness and the related area of school improvement have been topics for an increasing body of academic research since the 1960s. School effectiveness research had its origins in the mid-1960s and early 1970s when a prevalent view in the research community, especially with regard to equality of opportunity, was that schools had little influence on childrens achievement that was independent of background and social context. In the late 1970s in the United States, Edmonds and, in the United Kingdom, Rutter responded by embarking on what was to emerge as the first phase of school effectiveness research. The two studies run independently by Edmonds and Rutter set out to investigate whether schools in their national contexts showed any effects when account was taken of the differences in their student populations. Their findings, arrived at independently, were similar: schools do make a small but highly significant difference to the life chances of their students. School effec tiveness research studies undertaken during the 1980s focused on improving the methodology and replicating the resea