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Essay / Research Paper Abstract
This 9 page paper discusses management and leadership; how managers and leaders create healthy organizations and how this applies to Johnson & Johnson, one of the most successful – and decentralized – companies in the world. Bibliography lists 5 sources.
Page Count:
9 pages (~225 words per page)
File: D0_HVJonJon.rtf
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Unformatted sample text from the term paper:
as a description of the way in which management functions create and maintain a healthy organizational culture. Discussion Leadership is a critical factor in a companys success. An effective leader
probably has an organization that is profitable, responsive to its customers, and staffed with employees who make reasonable salaries and have a high degree of motivation and enjoy working there.
How does a leader create such an organization? The roles and responsibilities of leaders in creating and maintaining a healthy organization culture. Good leaders practice what one source calls "servant
leadership," in which the leader "places the good of those led over the self-interest of the leader" (Laub, 2008). Leaders using this style promote the valuing and development
of people, the building of community, the practice of authenticity, the providing of leadership for the good of those led and the sharing of power and status for the common
good of each individual, the total organization and those served by the organization (Laub, 2008. A healthy "servant" organization has six key components, which well only
go over briefly; Laub explains them at great length. The first is for the leader to display authenticity (Laub, 2008). That means that he or she should be open, accountable
to others, real and approachable; they dont consider themselves better than others because of their position (Laub, 2008). Leaders have to resist protecting themselves and trying to cover mistakes; instead,
they admit their faults and accept their errors (Laub, 2008). They are honest, they have great integrity, and they never rise so high that they are not willing to learn
(Laub, 2008). Healthy organizations value the people who comprise them; leaders see employees as assets in the present, not as some sort of potential to be realized later (Laub, 2008).
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