Here is the synopsis of our sample research paper on Consequences and Cowardice in Leadership from a HRM Perspective. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
This 16 page paper considers the argument by Sprenger that that superior leadership is illogical, without consideration for consequences and cowardice, looking at this from a HRM perspective and considering the way consequences may be examined in terms of approaches to leadership and the impact on the employees, as well as the requires for employees, such as skills availability. The bibliography cites 15 sources.
Page Count:
16 pages (~225 words per page)
File: TS14_TEhrconseq.doc
Buy This Term Paper »
Unformatted sample text from the term paper:
value that the employees themselves can create. In any organisation the employees will be a lynchpin, even in highly automated systems require human input in designing, setting up and operations
(Huczynski and Buchanan, 2007). Leadership is therefore important in an organization in the way that strategies are considered and adopted and business plans formulated, not only with references to external
factors, but also internal factors, both of which are influenced by human factors. Therefore, good leaders are those which will be able to consider a wide range of aspects
including human factors and HRM issues. Indeed, business consultant and author Reinhard K. Sprenger (2002) thinks that superior leadership is illogical, without consideration for consequences and cowardice.
While the latter of these may be seen as controversial we may take it further and argue not only does a good leader need to
consider consequences, it is unlikely that they will be a good leader without this trait, the issue of cowardice we will look at separately. If as theorists such as Lieberson
and OConnor (1972) are correct and as much as 14.5% of the profit level of a company can be attributed to the effectiveness of leadership the way that the considered
of consequences and cowardice may impact from a HR perspective needs to be considered. Drucker, (1954) has argued for many years that leadership has a sigficant impact and the need
to look forward and consider not only consequences of decisions, but also the consequences of a leaders actions and the way those actions and their values may impact on the
organization. From the perspective of HRM issues the consequences can be looked at in terms of the impact of the internal impact as well as the way external influences
...