POL 201 Civil Liberties And Terrorism

The final assignment for this course is a Final Paper. The purpose of the Final Paper is to give you an opportunity to apply much of what you have learned about American national government to an examination of civil liberties in the context of the war on terror. The Final Paper represents 20% of the overall course grade.

Soon after the U.S. invasion of Afghanistan in 2001, the Bush administration developed a plan for holding and interrogating captured prisoners. They were sent to a prison inside a U.S. naval base at Guantanamo Bay, on land leased from the government of Cuba. Since 2002, over 700 men have been detained at “GITMO.” Most have been released without charges or turned over to other governments. In 2011, Congress specifically prohibited the expenditure of funds to transfer GITMO prisoners to detention facilities in the continental United States, making it virtually impossible to try them in civilian courts. As of April 2012, 169 remained in detention at GITMO (Sutton, 2012).

An assumption made by the Bush administration in selecting this location was that it was beyond the jurisdiction of U.S. courts. The administration wanted to avoid any judicial oversight of how it handled detainees, characterized as “enemy combatants.” A possible legal challenge to indefinite detention with no formal charges or judicial proceedings might arise from the habeas corpus provision of the Constitution.

Article I, Section 9 of the Constitution states, “The Privilege of the Writ of Habeas Corpus shall not be suspended, unless when in Cases of Rebellion or Invasion the public Safety may require it.” Under this provision, persons detained by the government are entitled to a judicial hearing to determine if there is any legal basis for their detention. Some legal commentators refer to the right of habeas corpus as the “great writ of liberty” because it is a prisoner’s ultimate recourse to an impartial judge who can review the possibility that he is being held illegally by the executive (e.g., the police or the military). In nations that do not honor habeas corpus, people simply disappear into prisons without ever having their day in court.

Several controversial Supreme Court cases have come out of GITMO. One fundamental question that has been debated, but not clearly resolved, is to what extent the war on terror justifies the President’s indefinite detention of “enemy combatants” without the possibility of the minimal judicial review protected by habeas corpus? Another issue in the debate is to what extent Congress must clearly authorize the President to conduct extra-judicial detentions in order for them to be legal? In 2008, the Supreme Court’s decision in Boumediene v. Bush offered some answers to these questions. However, the deeply divided 5-4 Court and the likelihood of the protracted nature of the war on terror suggest that debate around these important questions will continue. Writing the Final Paper in this course will prepare you to participate intelligently as a citizen in this ongoing debate.

Write an essay about the right of habeas corpus in the context of the war on terror. Your essay should address the following subtopics:

 

  1. The general meaning of the right of habeas corpus in the U.S. Constitution and its relationship to the protection of other civil liberties.
  2. The historical evolution of habeas corpus, including its English and American traditions.
  3. Examples from U.S. history of the “suspension” of habeas corpus and their applicability to the present.
  4. The relevance of habeas corpus to the contemporary U.S. situation during the war on terror, especially with respect to persons characterized by the President as “enemy combatants” or “illegal combatants.”
  5. The U.S. Supreme Court’s interpretation of the right of habeas corpus with respect to “enemy combatants” or “illegal combatants” (i.e., the views of the five justices making up the majority in Boumediene v. Bush as well as the views of the four dissenting justices).
  6. Your evaluation of various perspectives on this topic expressed by justices of the Supreme Court, leaders in other branches of  government, and commentators in both the academic and popular media. Your assessment should consider several perspectives on this topic, including :
    • The role of the President as commander-in-chief.
    • The role of Congress in determining when habeas corpus can be “suspended.”
    • The role of the Supreme Court in protecting civil liberties, including the judicial philosophy which should guide the Court in this role, and
    • Your personal philosophy, values or ideology about the balance between civil liberties and national security in the context of an unending war on terror.

 

Follow these requirements when writing the Final Paper:

 

  1. The body of the paper (excluding the title page and reference page) must be at least 1,500 words long.
  2. The paper must start with a short introductory paragraph which includes a clear thesis statement.  The thesis statement must tell readers what the essay will demonstrate.
  3. The paper must end with a short paragraph that states a conclusion.  The conclusion and thesis must be consistent.
  4. The paper must logically develop the thesis in a way that leads to the conclusion, and that development must be supported by facts, fully explained concepts and assertions, and persuasive reasoning.
  5. The paper must address all subtopics outlined above. At least 20% of the essay must focus on subtopic 6, above (your evaluation of arguments about the topic).
  6. Your paper must cite at least three academic articles (excluding the course textbook) and at least four other kinds of sources (e.g., Supreme Court opinions, magazine or newspaper articles, the course textbook, and reliable websites or videos).
  7. Use your own words. While brief quotes from sources may be used, altogether the total amount of quoted text must be less than five percent of the body of your paper.
  8. When you use someone else’s words, they must be enclosed in quotation marks followed by an APA in-text short citation – (Author, Year, page) – to your source. The in-text citation must correspond to a full APA citation for the source on the reference page at the end of the essay.
  9. When you express in your own words someone else’s ideas, arguments or facts, your statement must be followed by an APA in-text short citation – (Author, Year, page) – to your source.  The in-text citation must correspond to a full APA citation for the source in the reference page.
  10. The form of the title page, the body pages, and the reference page must comply with APA style.  Additionally, the title page must include the course number and name, the instructor’s name, and the date submitted.
  11. The paper must use logical paragraph and sentence transitions, complete and clear sentences, and correct grammar, spelling, and punctuation.

 

For this paper you need to do research in peer-reviewed journals or other sources that are considered to have reliable information. In addition to your required course text, you need at least seven professional scholarly sources, three of which must be peer reviewed journal articles from the Ashford Online Library.

Academic research papers must meet university level standards of quality. What constitutes quality, academic research?

 

  • Primary sources written by experts in the field of study
  • Secondary sources supported by research in primary sources
  • Credible sources (experts in the area of study)
  • Relevant research (materials are pertinent to the area of study)
  • Peer-reviewed journal articles (journal articles reviewed by recognized experts in the relevant field of study).
  • Educational and Government websites (those ending with a web URL suffix of .edu or .gov) may be appropriate in some cases but should be evaluated carefully.

 

Please visit the Academic Research section on your course homepage (accessible through the Student Responsibilities and Policies tab on the left navigation toolbar) to review what types of materials are not acceptable for academic, university level research.

The paper must be at least 1500 words in length and formatted according to APA style. Cite your sources within the text of your paper and on the reference page. For information regarding APA, including samples and tutorials, visit the Ashford Writing Center within the Learning Resources tab on the left navigation toolbar.

Carefully review theGrading Rubric for the criteria that will be used to evaluate your assignment.

 

Virtual Organization Finance Paper

Virtual Organization Finance Paper

Prepare response to Problems 1–4 (Ch. 22) of Financial management: Principles and applications . (22-1. What additional factors are encountered in international as compared with domesticfinancial management? Discuss each briefly.) See Above Questions…

Select a Virtual Organization using the student website. Assume your organization is privately held, wants to expand operations, and is faced with three options for expansion:

• Going public through an IPO

• Acquiring another organization in the same industry

• Merging with another organization

Prepare a 1,050- to 1,400-word paper in which you compare and contrast options and make a recommendation about which strategy the organization must choose.

Address:

• Strengths of each approach-

• Weaknesses of each approach – minimum of 350 words

22-1. What additional factors are encountered in international as compared with domestic financial management? Discuss each briefly.-

22-2. What different types of businesses operate in the international environment? Why are the techniques and strategies available to these firms different?-

22-3. What is meant by arbitrage profits?-

22-4. What are the markets and mechanics involved in generating (a) simple arbitrage profits, and (b) triangular arbitrage profits?- 

Autonomous Translations

FABRICATION

AND

FABRICATION

[ T O C O N S T R U C T B Y A S S E M B L I N G D I V E R S E P A R T S ]

[ A N U N T R U T H F U L S T A T E M E N T ]

 

 

42 Fig 1. Kyle von Hasseln, Liz von Hasseln, Phantom Geometry, SCI-Arc ESTm, 2011, instructor Peter Testa.

Autonomous Translations

Peter Testa

In 2011, SCI-Arc Director Eric Moss and Academic Affairs Director Hsin-

ming Fung, with the support of the Board of Directors, opened the Robot

House, an initiative spearheaded by design faculty member Devyn Weiser

and myself. Situated physically and metaphorically between studios and

the shop, the Robot House is a digital/physical interface comprised of a sys-

tem of six Stäubli robots. While not a roadmap of the larger institutional

objectives, “Autonomous Translations” outlines the theory behind our orig-

inal 2009 robotics initiative and architectural design projects of the past

two years. This theory provided the framework for a series of seminars,

studios, and theses that operated on and contributed to the construction

of the digital/physical interface of SCI-Arc’s Robot House when it opened

in Summer 2011. In these projects, explored at the latter part of the text,

there is a new visual language undergoing rapid mutation, adaptation, and

transformation, as designers deal with increasingly complex topics and

tools [Fig. 1]. Projects variously address five themes: (1) Vision and Visuali-

ty; (2) New Geometries and Physical Computing; (3) Real-Time, Simulation,

Emulation, and Post-Animation; (4) Synchronous Robotics and Non-Linear

Motion Control; and (5) Free Form Fabrication, Computational Materials,

and Composite Design.

From Bauhaus to Bothouse

In the lineage of the workshops of radical modernism, Walter Gropi-

us’s Staatliches Bauhaus, and the ‘Laboratory Constructivists’ of the

 

 

45

Vkhutemas, the SCI-Arc Robot House initiative reintroduces modernist

concerns with facture and faktura.1 While Russian Constructivism, which

was exported to the Bauhaus by László Moholy-Nagy, foregrounded the

artworks’ status as a faktura, an objective, manufactured object, the Robot

House initiative interrogates the protocols of manufacturing itself, and

its logical structures. Ungrounding the ‘house,’ from Bauhaus to Bothouse

shifts from mechanomorphism to looser, extended morphisms based in

production, from modernist machinic obsessions to the making of things.

Even before the Bauhaus and the Vkhutemas, Fredrich Nietzsche argued

for a similar productivism in philosophy. Imagining the possibility of

“philosophizing with a hammer,”2 every belief was to be “hammered,” a

stress test Nietzsche engineered to reveal whether or not any value is wor-

thy of being kept. Today, we operate similarly, but with a hammer of a very

different nature [Fig. 2].

Paradoxically, with a view to rethinking the manufactured object, our

interest focuses on visual thinking and non-linguistic technologies. This

enterprise is consistent with Peter Sloterdijk’s argument that the most

advanced thinking today must make use of “image giving” techniques if

it is to “illuminate the landscapes of ideas, discourse, and data […] with

a new kind of conscious formal seeing.”3 Sloterdijk’s image is not a rep-

resentation of an idea but has the sense of an “image that means ideas.”4

Sidestepping materialist and phenomenological ontologies, the German

philosopher tracks the debt of contemporary visual thinking and visuality

to technological environments ranging from Stefan Zick’s seventeenth-cen-

tury anatomical model of pregnancy to the electrosonic space of Berlin’s

current-day Love Parade. To think this new type of image-idea is to sub-

vert and move beyond conventional representation (pictorial, essentialist,

concrete) into the realm of making. Henri Bergson’s early discovery of

matter as an aggregate of images and his conceptual framing of a “move-

ment-image,” and, more profoundly, of a “time-image,” is essential to such

making.5 Opening the possibility of a non-idealist understanding of the

material milieu, Bergson demonstrated the various ways in which the

Fig 2. Erin Besler, Eugene Kosgoron, Siim Tuksam, Peter Vikar, SCI-Arc ESTm, 2011, rigging models for Stäubli TX90 robots, instructor Peter Testa.

 

 

46 47

Fig. 3. Robert Hooke, drawing of a grey drone fly, from Micrographia: Some Physiological Descriptions of Minute Bodies Made by Magnifying

Glasses with Observations and Inquiries Thereupon (London, 1665).

image challenges modernist empiricism and its reliance on abstract geome-

try in defining matter. One outcome of such visual thinking is an ontological

framework neither to be found in modern idealism, nor molar materialism,

but rather in visual translation. This translation, which refers to physical,

synchronous motion, affects a one-to-one relationship between image data

and the technological environment. With translation, Sloterdijk’s “noob-

jects,”—which, never fully giving up their secrets, stretch into the immate-

rial and fictional—and the metaphysics of Bergson’s “time-image” become

procedural and productive.

Antecedents for this immanentist approach may be found in work of

Marcel Duchamp, Andy Warhol, and intermedia artists of the 1960s such as

Josef Beuys, but also within contemporary object-oriented aesthetics.6 More

relevant is the example of seventeenth-century architecture, before the

abstract concepts, systems, and models of early rationalism. Particularly

related are the serious games of make believe that formed the systematic

exploration of Christopher Wren, member of the Royal Society of London.

Wren’s building surveys for the City of London, culminating in his plan

of Baroque London after the Great Fire of 1666 and the drawings for Saint

Paul’s Cathedral, say less about any finite built product (e.g. Saint Paul’s

was executed twenty years after their making) than about the invention of

techniques of automated notation, anamorphic projection, and technical

encryption. Mathew Hunter has argued for how these diverse visual prac-

tices were essential in later Baroque London.7 As Hunter suggests, archi-

tects, such as Wren and Robert Hooke, do more than reinforce the familiar

linkages of naturalism in painting or empiricism in science. Their inclina-

tion to experiment with representation—from a fly’s eyes [Fig. 3] drawn

with the aid of an optical magnifying device, to projection machines cast-

ing apparitions onto laboratory walls—exemplifies the Baroque’s interest

in visuality. Theorizing representational practices that run beyond art and

science, the architect’s serious games of make believe “demonstrate highly

imaginative and stylized ways in which objects were being manipulated,

fictionalized, and performed as representations.”8

 

 

48 49 Fig. 4. Testa/Weiser, Robot House, 2010, SCI-Arc, project drawing of “workspheres.”

Indeed, rather than occasional, Wren’s automated techniques of rep-

resentation and translation are allied to a whole history of technical draw-

ing and visualization that has been one of the main driving forces for the

development of architecture. The earliest architectural treatises, includ-

ing Filarete’s Libro architettonico (1464), identify the alchemical translato,

or change of grade from two-dimensional drawings to three-dimensional

objects—from matter to geometry and back again—not as a linear process

but as autonomous, overlapping practices of translation. Notably, Bruno

Latour has gone on to extend precisely such morphological thinking. Argu-

ing that production is nothing if not a “metaphysical alchemy,” he insists

on the viability of translation processes as to capture the object’s propensi-

ties, its most intimate energies, and in terms understandable by others.9 As

Latour makes clear, the instrumental visualizations of a thirteenth-century

stone vault by stereotomy or, we can add, the motion drawn by a Stäubli’s

arm as captured by kinematics, do more than interpret certain objectives.

Rather, such visualizations translate and transform object-relations, form-

ing other, unexpected “chains of equivalence.”10 The Robot House rein-

troduces and multiplies these translational movements by making more

explicit and precise the matrix that allows each entity in the “chain” to

relate and give shape to the other.

The Image Machine

To shape perception of and navigation within the world of images, the Robot

House was originally conceived as an image-inducing machine. This digital/

physical interface self-consciously extends the above-described lineage of

visualizing instruments. The polyspherical architecture of the Robot House

is delineated in the specific selection and positioning of the Stäubli robots.

The software architecture, the purpose-built digital/physical interface Espe-

rant.0, extends Autodesk Maya’s animation software for real-time motion

control. Any element of the system, from the end-arm tools to applied mate-

rials to additional robotics, may be visualized, virtualized, transformed,

cloned, and coupled with actual polyspherical motion [Fig. 4]. The abstract

 

 

50 51

Rather than simply adding to or subtracting from material substance,

the polyspherical architecture of the Robot House thus operates on rela-

tions. The blending of animation and robotics makes an otherwise artifi-

cial, abstract form accessible to real-time, “on the move” adjustments and

manipulations. It is possible to slow down form as to eliminate distraction,

or speed it up to a point where each reshuffling invites new aggregations

of images and tools, in feedback. Admittedly, in this last regard, our image

machine is not so at odds with other, more conventional representations,

in that it is perhaps still too homogeneous and anodyne. The Robot House’s

two-year advances notwithstanding, the revision of architectural manufac-

turing and faktura requires the further development of the above outlined

work—a transitioning to what might be a new metadesign.

digital space and the physical robotic space are conjoined twins, simultane-

ously construing a new, four-dimensional visualization of space. The focus

on the development and usage of imaging and visualization technologies

in turn challenges the notion of the image as a flattened-out-object. The

scopic fixation (image as a copy) is set aside in an effort to foreground the

image in the definition of form. Through this process, the real and the

virtual are brought closer together and given equal weight as valid and

necessary descriptions of reality. This convergence concerns itself with

material and digital spheres, as well as with metaphysical translations, by

setting out the attributes of material perception as much as the object’s

own materiality. So while the tools and protocols of fabrication continually

evolve, the focus remains on production as translation: the development

of a cascade of protocols instantiating transformations, resistances, even

aesthetic codes.

The Robot House pursues a fundamentally different, non-finalist

conception of movement. The hardware/software architectures enable

kinematic models based on active analytical processing of design informa-

tion—choosing categories for instigating, processing, and reacting to design

problems in real-time. Programmed motion with real-time feedback sets

up a non-holonomic system whose states are path specific, a configuration

that is non-Euclidean and multi-dimensional. Accessing material templates

from any position within this configuration, the platform realizes the com-

puter’s potential for removing, or at least relaxing, physical constraints.

The material eruption and, further, the physical corruption of computation

offer architecture new formal perceptions as well. As real-time or near real-

time form-finding disrupts established conventions of representation and

production in architecture, it allows for other translations and translitera-

tions, from motion-based tomographic imaging to projection mapping. Nei-

ther synoptic nor definitive, this particular outcome advances a different

discourse, one that is consistent with Sloderdijk’s image as a medium of

cognition as well as with current advancements of visuality and imagina-

tion within the field.

 

 

90 91

but less than that which the realist calls a thing,- an existence placed

half-way between the ‘thing’ and the ‘representation’. This conception of

matter is simply common sense.” See “Introduction”. In Mater and Memory

(London: George Allen and Unwin, 1911), ix.

6 For example Marcel Duchamp’s Étant donnés (1966) with its instruction

manuals and autonomous translation machines that involve optics, motion,

and multiple material processes offers a proxy for the staging of vision,

technical translations, material models, artifice, and redefinition of the

‘manufactured object’ in this project. Likewise, Graham Harman, Quentin

Meillassoux and other figures in the philosophical movement of speculative

realism.

7 Mathew C. Hunter, “Experiment, Theory, Representation: Robert Hooke’s

Material Models,” in Roman Frigg and Mathew C. Hunter, eds., Beyond

Mimesis and Convention, Representation in Art and Science (New York: Springer,

2010).

8 Hunter 216.

9 Bruno Latour, We Have Never Been Modern (Cambridge: Harvard University

Press, 1993). See also Bruno Latour, “A Cautious Prometheus?” in Fiona

Hackne et al., eds., Proceedings of Design History Society Conference, Universal

Publishers (2009): 2-10.

10 I am particularly indebted to Graham Harman for his insistence on the

relationship between Latour’s “alchemy” and visualization. See Prince of

Networks: Bruno Latour and Metaphysics (Melbourne: re.press, 2009) 15.

sPhysical

1 Erin Besler, et al., sPhysical, “Project Description,” SCI-Arc Archives, Fall 2011.

Phantom Gemoetry

1 Kyle von Hasseln, Liz von Hasseln, Phantom Geometry, Graduate Thesis, SCI-

Arc, 2012.

3 Cf. discussion of Reyner Banham’s critique of German Modernism in the

present study, “Sideman Architecture,” 11-12. TN.

4 Relazione e motivazione della giuria del Compasso ‘Oro 1964, Milano,

settembre 1964.

5 LE CORBUSIER: Le Modulor 2, II ed. Paris, 1951

6 NIKOLAUS PEVSNER: Pioneers of Modem Design, Londra., 1957, trad. it.,

Cappelli, Bologna, 1962.

7 COLIN CHERRY: On Human Communications, science Ed. Inc. Mimeograph,

1959.

8 JOHN R. PIERCE: La teoria dell’informazione, dizioni scientifiche e tecniche

Mondadori 2, londadori, Milano, 1963.

9 MAX BENSE: Aesthetica, Deutsche Verlags-.nstalt, Stuttgart, 1954.

10 Bohr’s atomic model of 1913. TN

11 Cf. discussions of shell topology in the present study, “Sideman

Architecture,” 27; and in Eric Owen Moss and Patrik Schumacher, “’Pleated

Shell Structures’ Exhibition Discussion,” 72-85. TN.

12 H. WEYL: La simmetria, Feltrinelli, Milano, 1962.

13 K. L. WOLF e D. KUHN: Gestalt und Symme-ie, Max Niemeyer Verlag,

Tubingen, 1952.

14 W. H. GRES: Die geometrischen Verhältnisse bei der Herstellung

unregelmässiger Fläcben, Springer Veri., 1953.

Autonomous Translations

1 On the productivist concept of facture, see Benjamin H. D. Buchloh seminal

“From Faktura to Factography,” October, Vol. 30 (Autumn, 1984): 82-119.

2 Friedrich Nietzsche, Twilight of the Idols, or, How to Philosophize with a Hammer

(New York: Oxford University Press, Reissue edition, 2009).

3 Peter Sloterdijk, Sphären. vol 2, Globen (Zurich: Surkamp 1999). See also

Marc Jongen’s, “On Anthropospheres and Aphrogrammes. Peter Sloterdijk’s

Thought Images of the Monstrous,” Humana Mente Journal of Philosophical

Studies, 2011, Vol. 18: 199-219.

4 Jongen 208.

5 Bergson argues that “Matter is an aggregate of ‘images’ […] a certain

existence which is more than that which the idealist calls a representation,

 

Amit
Rectangle
Amit
Rectangle

Leadership Style

Select and describe a leader you admire. Your selected leader may be either a real-life individual or a fictional character from television, the movies, or a book. Using leadership theories, analyze your selected leader to identify characteristics and provide specific examples of leadership qualities you think contributed to that person’s success.

Evaluate your own leadership style and work with your mentor to identify your own leadership characteristics.

Write a paper in which you explain your leadership style and your ideas and plans for improving your effectiveness as a leader based on your comparison with an admired leader and your work with your mentor.

Required Elements:

  • 1100-1400 words
  • Format your paper consistent with APA guidelines
  • Include 2 scholarly references and 1 reference from your textbook
  • Evaluate your chosen leader and yourself, based on the leadership theories.
  • Summarize the discussion with your mentor

 

NOTE:

I selected President Barack Obama.

·         We’re both have a Interactive style type peronality- we’re charasmatic, enthusiatic, well-spoken and know to how to humor with the audience.

LDR/531 – WEEK 2

 

 

*

WDWLLW?

  • DISC Assessment
  • Leadership
  • Personality

 

*

Objectives

  • Theories of Leadership
  • Compare and contrast leadership theories.
  • Evaluate the strengths and weaknesses of established leadership styles.

 

*

Leadership is:

Are leader’s born or made?

 

Leader traits – the trait approach is the oldest leadership perspective and was dominant for several decades. The perspective is that some personality characteristics – many of which a person need not be born with but can strive to acquire distinguish effective leaders from other people.

 

Drive, which refers to a set of characteristics that reflect a high level of effort. It includes high need for achievement, constant striving for improvement, ambition, energy, tenacity (persistence in the face of obstacles), and initiative.

Leadership motivation – great leaders not only have drive, they want to lead.

Integrity is the correspondence between actions and words. Honesty and credibility are especially important.

Self-confidence is important because the leadership role is challenging, and setbacks are inevitable.

Knowledge of the business, industry, company, and technical matters.

The most important personal skill, according to the text, the ability to perceive the needs and goals of others and to adjust one’s personal leadership approaches accordingly.

 

B. Leader Behaviors

 

1. Leadership behaviors – the behavioral approach attempts to identify what good leaders do. Three general categories of leadership behavior are: (Figure 12.2)

 

a. Task performance behaviors are the leader’s efforts to insure that the work unit or organization reaches its goals.

i. This dimension is sometimes referred to as:

concern for production

directive leadership

initiating structure or closeness of supervision.

ii. It includes a focus on:

work speed

quality and accuracy

quantity of output

following the rules.

b. Group maintenance behaviors is where leaders take action to ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve the social stability of the group.

i. This dimension is sometimes referred to as:

(1) concern for people

(2) supportive leadership

(3) consideration.

ii. Leader-Member Exchange (LMX) theory highlights the importance of leader behaviors not just toward the group as a whole but also toward individuals

 

The ability to influence a group toward the achievement of a vision or set of goals.

OR

The process of influencing others to understand and agree what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives

 

*

Types of leadership

  • Leadership involves
  • influencing others (who influences? What type of influence?)
  • to collaborate and agree (purpose of influence?)
  • on how to complete tasks or projects.

Goal of what leadership involves is also what makes leaders effective.

 

Result of influence is enthusiastic followers as opposed to indifferent compliance or reluctant obedience. Use of control over rewards and punishments to manipulate or coerce followers is not really leading and may involve the unethical use of power.

 

Specialized role – involves having one leader and more followers

Shared influence consists of many leaders in charge of different processes that affect the group

 

*

What leaders can influence?

    • Interpretation of external events and sharing of new knowledge by members.
    • Choice of objectives and strategies to pursue.
    • Motivation of members and allocation of resources to achieve the objectives.
    • Development of member skills and confidence.

 

 

 

*

Direct vs. Indirect Leadership

  • Direct leadership
  • Immediate subordinates.
  • Lower-level employees, peers, bosses, or outsiders
  • Indirect leadership
  • Cascading effect of leadership influence
  • Influence over formal programs, management systems, and structural forms
  • Influence over organizational culture

1-*

Direct leadership – influence in person or email.

Leader’s direct influence on immediate subordinates. Behaviors used to directly influence immediate subordinates, but a leader can also influence other people inside the organization.

Leader’s direct influence on lower-level employees, peers, bosses, or outsiders

Indirect leadership – CEO leadership is transmitted through chain of command. Influence over formal programs.

Cascading effect of leadership influence

Influence over formal programs, management systems, and structural forms

Influence over organizational culture – shared beliefs and values of members.

*

Leadership Approach

  • Trait
  • Behavior
  • Power-influence
  • Situational
  • Integrative
  • Leadership theory comparison

Trait – pertains to personality, motives, values, and skills

Behavior – pertains to what managers actually do on the job

Power-influence – pertains to the influence processes used by managers

Situational – pertains to outside factors that influence leadership processes (nature of the work, type of organization, and so forth)

Integrative – involves more than one approach

Leadership theory comparison

*

Leader vs. Manager

  • Leader versus manager –
  • A person can lead without being a manager; a manager can manage without being a leader.

Are subordinates necessary?

Are they mutually exclusive?

Are they distinct processes or roles?

Are both roles necessary?

 

*

Leader vs. Manager

Leader

Manager

 

*

Managers value:

    • Stability, order, efficiency
    • Thoughtfulness, details, experience
    • Efficiency, rules, guidelines
    • Being right, persistence, democracy

 

 

 

 

Leaders value:

    • Flexibility, grand ideas, experience
    • Adaptation, communication, honesty
    • Innovation

 

 

Typical activity patterns in managerial work?

Decision processes are disorderly & political, planning is informal and adaptive

Interact with peers and outsiders, most via oral communications.

Pace is hectic and unrelenting

Content is varied and fragmented, reactive

All of the above.

 

*

Leadership Effectiveness

  • Measure leader effectiveness
  • Follower attitudes and perceptions
  • Contribution to the quality of group processes
  • Successful career as a leader

Unit Profits

Leader effectiveness is often measured by how goals such as sales and net profits are met. Followers view leaders as satisfying their needs and usually respect, admire, and trust leaders.

*

Barack Obama
Leadership Effectiveness

  • Read article about Obama

What traits might Barack Obama possess that contribute to his strong leadership ability?

Does Obama’s leadership support a trait perspective of leadership? Why or why not?

From a behavioral perspective of leadership, what does Obama do to strengthen his success as a leader?

Is Obama an effective leader? Why or why not?

When does Obama act as a leader vs. a manager?

 

*

Contingency theories and adaptive leadership

  • Contingency theories and adaptive leadership
  • different situations
  • different subordinate characteristics
  • influence leadership effectiveness.

Chapter 7 of Leadership in Organizations

 

Adaptive leadership is necessary when leaders must be more flexible and adaptive to their situation.

 

Managing immediate crises—managers should anticipate problems, recognize early warning signs, and have a prepared plan of action for dealing with them.

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Contingency theories and adaptive leadership

  • One dependent variable – subordinate satisfaction or performance
  • One predictor variable – task/
  • One or more situational variable – short-term conditions

Leader traits or broadly-defined behaviors are positively related to subordinate performance or satisfaction.

 

Lack of consistent results = contingency theories. Path Goal,

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Contingency Theories

Situational Leadership Theory – appropriate type of leadership behavior for the follower/subordinate in various situations.

 

LPC (least preferred co-worker) LPC Scores reveal a leader’s motive hierarchy. High LPC is strongly motivated to have close, interpersonal relationships and will act in a considerate supportive manner.

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Problems with Contingency Theories

  • Over-emphasis on behavior meta-categories
  • Ambiguous description of relationships
  • Inadequate explanation of causal effects
  • Lack of attention to behavior patterns
  • Lack of attention to joint effects of situational variables
  • Failure to distinguish between mediators and situational moderators

 

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Situational Leadership

  • Intra-individual
  • Dyadic
  • Group processes
  • Organizational processes
  • Multilevel
  • Leader-centered versus follower-centered
  • Descriptive
  • Prescriptive
  • Universal or contingency

Intra-individual – involves examining roles, behaviors, and decision styles

Dyadic – examines relationship between leader and subordinate

Group processes – focuses on leaders’ influence on team performance

Organizational processes – focuses on how a leader adapts to the environment and acquires resources necessary to complete tasks

Multilevel – involves application of more than one theory

Leader-centered versus follower-centered – extent to which a theory is focused either on a leader or a follower

Descriptive – explains leadership processes, describes the typical activities of leaders, and explains why certain behaviors occur in particular situations

Prescriptive – specifies what leaders must do to become effective and identifies any necessary conditions for using a particular type of behavior effectively

Universal or contingency – describes some aspect of leadership that applies to all types of situations

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Class Activity

  • Leadership Compass

 

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Situational Factors

  • Age & Size
  • Technical System
  • Environment
  • Power

Number of contingency or situational factors influence the choice of these design parameters.

  • Age & Size – older an org the more formalized its behavior. Larger an org, the more formalized. Larger an org, more elaborate its structure, the more specialized its jobs and units and the more developed its administrative components.
  • Technical System – the more controls the technical system has over the work of the operators, the more formalized the operating work and more bureaucratic the structure.
  • Environment – more dynamic an orgs environment, the more organic its structure. More complex environment, the more decentralized its structure, more diversified an org’s markets, the greater the propensity to split it into market-based units or divisions, given favorable economies of scale.
  • Power – the greater the external control of an org, the more centralized and formalized its structure.

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What are Mintzberg’s 10 managerial roles?

 

 

Select 12 people – each picks from a bag of words and definitions. Need to attach words and definitions to diagram on board.

Operating Core – at base of org – people who perform the basic work of the organization

Strategic Apex – where the whole system is overseen

Middle Line – hierarchy of authority between the operating core and the strategic apex.

Technostructure – outside the heirarch of line authority. They perform administrative duties by planning and controlling the work of others.

Support Staff – provide various internal services from cafeteria to mailroom.

Ideology – (culture) encompasses the traditions and beliefs of an organization

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How many managerial position duties and responsibilities did Mintzberg find?

Supervising

Planning & Organizing

Decision Making

Monitoring Indicators

Controlling

Representing

Coordinating

Consulting

Administering

 

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A leader has both immediate & delayed effects on the same criterion.

True

Immediate outcomes easy to measure

Willingness to complete a project

Delayed outcomes difficult to assess

Influenced by extraneous events

Leader can effect both immediate and delayed outcomes

May be inconsistent and move in opposite directions

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Causal Relationship Between Key Variables

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Key Variables in Leadership Theories: Characteristics of the Leader, Follower, and Situation

 

Characteristics of Leader: Traits (motives, personality, values), Confidence and optimism, Skills and expertise, Behavior, Integrity and ethics, Influence tactics, Attributions about followers

 

Characteristics of Follower: Traits (needs, values, self concepts), Confidence and optimism. Skills and expertise, Attributions about the leader. Trust in the leader, Task commitment and effort, Satisfaction with job and leader

 

Characteristics of Situation: Type of organizational unit, Size of unit, Position power and authority of leader, Task structure and complexity, Task interdependence, Environmental uncertainty, External dependencies

 

 

 

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Charismatic and transformational leadership

  • Charismatic leadership definition
  • Charismatic leader traits and behaviors
  • Positives associated with charisma
  • Negatives associated with charisma

Charismatic leaders are rare and are often found in new organizations or those in need of change where previous authority has failed, especially in dealing with a severe crisis.

Followers perceive them as extraordinary, identify with them on a personal level, and are extremely loyal. Charismatic leaders may be targets of extreme measures such as assassination in order to remove them from their positions.

 

Some positives associated with charismatic leaders are that organizations under their leadership perform at a high level, communication is open, and followers are empowered.

 

Some negatives of charismatic leaders are that followers may lose sight of important factors due to their awe of the leader and may deny problems or failures and overlook the need for a successor.

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Transformational leadership

  • Transformational leadership involves inspiring, developing, and empowering followers.

Transformational leaders often empower followers and encourage independence by delegating authority to individuals or teams. Transformational leaders use a rewards or incentive system to motivate followers and punish those who deviate from performance standards.

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Guidelines for transformational leadership

  •  “Articulate a clear and appealing vision.
  • Explain how the vision can be attained.
  • Act confident and optimistic.
  • Express confidence in followers.
  • Use dramatic, symbolic actions to emphasize key values.
  • Lead by example” (Yukl, 2013, p. 332).

Research on transformational and inspirational leadership – surveys such as the Multifactor Leadership Questionnaire, laboratory and field experiments, analyses of leader descriptions such as biographical studies and intensive case studies

 

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Miscellaneous Leadership Concepts

  • Trust and ethics in effective leadership
  • Tests and interviews to identify people with leadership qualities.
  • Leadership training
  • Mentoring

 

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Barriers to effective communication include:

None of the above.

Filtering & Selective Perception

Language & Communication Apprehension

Information Overload & Emotions

All of the above.

 

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Team Activity

  • Foreign Auto Shop
  • Read case
  • Each team selects a question from part 1 or part 2 to answer
  • Select a spokesperson from your team to report back to the group. The spokesperson needs to be someone different than who spoke last week.

 

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Are leader’s born or made?

 

Leader traits – the trait approach is the oldest leadership perspective and was dominant for several decades. The perspective is that some personality characteristics – many of which a person need not be born with but can strive to acquire distinguish effective leaders from other people.

 

Drive, which refers to a set of characteristics that reflect a high level of effort. It includes high need for achievement, constant striving for improvement, ambition, energy, tenacity (persistence in the face of obstacles), and initiative.

Leadership motivation – great leaders not only have drive, they want to lead.

Integrity is the correspondence between actions and words. Honesty and credibility are especially important.

Self-confidence is important because the leadership role is challenging, and setbacks are inevitable.

Knowledge of the business, industry, company, and technical matters.

The most important personal skill, according to the text, the ability to perceive the needs and goals of others and to adjust one’s personal leadership approaches accordingly.

 

B. Leader Behaviors

 

1. Leadership behaviors – the behavioral approach attempts to identify what good leaders do. Three general categories of leadership behavior are: (Figure 12.2)

 

a. Task performance behaviors are the leader’s efforts to insure that the work unit or organization reaches its goals.

i. This dimension is sometimes referred to as:

concern for production

directive leadership

initiating structure or closeness of supervision.

ii. It includes a focus on:

work speed

quality and accuracy

quantity of output

following the rules.

b. Group maintenance behaviors is where leaders take action to ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve the social stability of the group.

i. This dimension is sometimes referred to as:

(1) concern for people

(2) supportive leadership

(3) consideration.

ii. Leader-Member Exchange (LMX) theory highlights the importance of leader behaviors not just toward the group as a whole but also toward individuals

 

The ability to influence a group toward the achievement of a vision or set of goals.

OR

The process of influencing others to understand and agree what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives

 

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Goal of what leadership involves is also what makes leaders effective.

 

Result of influence is enthusiastic followers as opposed to indifferent compliance or reluctant obedience. Use of control over rewards and punishments to manipulate or coerce followers is not really leading and may involve the unethical use of power.

 

Specialized role – involves having one leader and more followers

Shared influence consists of many leaders in charge of different processes that affect the group

 

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Direct leadership – influence in person or email.

Leader’s direct influence on immediate subordinates. Behaviors used to directly influence immediate subordinates, but a leader can also influence other people inside the organization.

Leader’s direct influence on lower-level employees, peers, bosses, or outsiders

Indirect leadership – CEO leadership is transmitted through chain of command. Influence over formal programs.

Cascading effect of leadership influence

Influence over formal programs, management systems, and structural forms

Influence over organizational culture – shared beliefs and values of members.

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Trait – pertains to personality, motives, values, and skills

Behavior – pertains to what managers actually do on the job

Power-influence – pertains to the influence processes used by managers

Situational – pertains to outside factors that influence leadership processes (nature of the work, type of organization, and so forth)

Integrative – involves more than one approach

Leadership theory comparison

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Leader effectiveness is often measured by how goals such as sales and net profits are met. Followers view leaders as satisfying their needs and usually respect, admire, and trust leaders.

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Chapter 7 of Leadership in Organizations

 

Adaptive leadership is necessary when leaders must be more flexible and adaptive to their situation.

 

Managing immediate crises—managers should anticipate problems, recognize early warning signs, and have a prepared plan of action for dealing with them.

*

Leader traits or broadly-defined behaviors are positively related to subordinate performance or satisfaction.

 

Lack of consistent results = contingency theories. Path Goal,

*

Situational Leadership Theory – appropriate type of leadership behavior for the follower/subordinate in various situations.

 

LPC (least preferred co-worker) LPC Scores reveal a leader’s motive hierarchy. High LPC is strongly motivated to have close, interpersonal relationships and will act in a considerate supportive manner.

*

 

*

Intra-individual – involves examining roles, behaviors, and decision styles

Dyadic – examines relationship between leader and subordinate

Group processes – focuses on leaders’ influence on team performance

Organizational processes – focuses on how a leader adapts to the environment and acquires resources necessary to complete tasks

Multilevel – involves application of more than one theory

Leader-centered versus follower-centered – extent to which a theory is focused either on a leader or a follower

Descriptive – explains leadership processes, describes the typical activities of leaders, and explains why certain behaviors occur in particular situations

Prescriptive – specifies what leaders must do to become effective and identifies any necessary conditions for using a particular type of behavior effectively

Universal or contingency – describes some aspect of leadership that applies to all types of situations

*

 

*

Number of contingency or situational factors influence the choice of these design parameters.

  • Age & Size – older an org the more formalized its behavior. Larger an org, the more formalized. Larger an org, more elaborate its structure, the more specialized its jobs and units and the more developed its administrative components.
  • Technical System – the more controls the technical system has over the work of the operators, the more formalized the operating work and more bureaucratic the structure.
  • Environment – more dynamic an orgs environment, the more organic its structure. More complex environment, the more decentralized its structure, more diversified an org’s markets, the greater the propensity to split it into market-based units or divisions, given favorable economies of scale.
  • Power – the greater the external control of an org, the more centralized and formalized its structure.

*

 

 

Select 12 people – each picks from a bag of words and definitions. Need to attach words and definitions to diagram on board.

Operating Core – at base of org – people who perform the basic work of the organization

Strategic Apex – where the whole system is overseen

Middle Line – hierarchy of authority between the operating core and the strategic apex.

Technostructure – outside the heirarch of line authority. They perform administrative duties by planning and controlling the work of others.

Support Staff – provide various internal services from cafeteria to mailroom.

Ideology – (culture) encompasses the traditions and beliefs of an organization

*

 

*

True

Immediate outcomes easy to measure

Willingness to complete a project

Delayed outcomes difficult to assess

Influenced by extraneous events

Leader can effect both immediate and delayed outcomes

May be inconsistent and move in opposite directions

*

Key Variables in Leadership Theories: Characteristics of the Leader, Follower, and Situation

 

Characteristics of Leader: Traits (motives, personality, values), Confidence and optimism, Skills and expertise, Behavior, Integrity and ethics, Influence tactics, Attributions about followers

 

Characteristics of Follower: Traits (needs, values, self concepts), Confidence and optimism. Skills and expertise, Attributions about the leader. Trust in the leader, Task commitment and effort, Satisfaction with job and leader

 

Characteristics of Situation: Type of organizational unit, Size of unit, Position power and authority of leader, Task structure and complexity, Task interdependence, Environmental uncertainty, External dependencies

 

 

 

*

Charismatic leaders are rare and are often found in new organizations or those in need of change where previous authority has failed, especially in dealing with a severe crisis.

Followers perceive them as extraordinary, identify with them on a personal level, and are extremely loyal. Charismatic leaders may be targets of extreme measures such as assassination in order to remove them from their positions.

 

Some positives associated with charismatic leaders are that organizations under their leadership perform at a high level, communication is open, and followers are empowered.

 

Some negatives of charismatic leaders are that followers may lose sight of important factors due to their awe of the leader and may deny problems or failures and overlook the need for a successor.

*

Transformational leaders often empower followers and encourage independence by delegating authority to individuals or teams. Transformational leaders use a rewards or incentive system to motivate followers and punish those who deviate from performance standards.

*

Research on transformational and inspirational leadership – surveys such as the Multifactor Leadership Questionnaire, laboratory and field experiments, analyses of leader descriptions such as biographical studies and intensive case studies

 

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