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Essay / Research Paper Abstract
This 10 page paper considers the extent to which a leader influences the performance of a business. The concept of leadership is discussed and the ways that influences may be exerted are discussed, including the impact on the employees and strategies. Examples of leadership are also discussed, including Konosuke Matsushita and Steve Jobs. The bibliography cites 9 sources.
Page Count:
10 pages (~225 words per page)
File: TS14_TEorglead.rtf
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that this would be better than his opponent in the presidential election in November 2008. If leadership is believed to make a difference to a country, then it is not
surprising that many people will also believe that leadership can make a difference to a firm directing the strategy, inflecting the operations and determining either the success or failure of
the firm. Shareholders certainly believe that leadership makes a difference; they have annual general meeting where they elect or reject board members, who come up for reflection on a rotating
basis. If they are not happy they will oust a leader, as seen with Eisner when he was voted off of the Disney board. It was not that he had
not been a good leader, indeed, he had managed to turn the Disney Corporation around from a difficult time, but he was not seen as the best choice for the
future as different leadership skills were needed. Shareholders felt a new leadership style was needed (Russ and Downes et al, 2007). This demonstrates that in the real world there is
a clear belief that leadership will make a difference to organizational performance. The questions is whether or not this perception is correct. Leadership in business is not really a topic
until the twentieth century, before this it was a case of managing business; as such management and leadership were seen as synonymous. Although it is an article for several decades
ago, it is worth looking Zaleznik (1998) as a proponent of the separation of management from leadership due the way that this has had impact on later author on the
subject of leadership. Zaleznik (1998) believes that managers and leaders are very different types of people where managers are controllers and regulators, seeking to manage efficiency using principles of rationality,
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