Here is the synopsis of our sample research paper on Leaders, Personal Limitations and the Illusion of Control. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
This 11 page paper discusses leadership with regard to the illusion of control leaders remains, as well as their personal limitations. Bibliography lists 4 sources.
Page Count:
11 pages (~225 words per page)
File: KV32_HVldctrl.rtf
Buy This Term Paper »
Unformatted sample text from the term paper:
or more influential for advice. Leaders in turn want to be seen as wise and important, influential and in control, but the truth is much different. This paper considers the
differences between the fa?ade of power and control leaders present and the actual truth of their standing, why the illusion is necessary and how leaders perceive themselves. Discussion One of
the most widely-quoted and influential articles on the illusions of leadership comes from Jeffery Pfeffer and Robert I. Sutton. They began by asking former CEO and chairman of Intel, Andy
Grove, how he motivated his employees; he replied that "part of it is self-discipline and part of it is deception" (Pfeffer and Sutton, 2006). The deception comes when a CEO
or other leader pumps himself up and puts a better face on things than he feels the situation actually warrants (Pfeffer and Sutton, 2006). This sounds very much like the
"new age" thinking that if one visualizes reaching a goal, and acts as if they had done so, it becomes more likely that they will succeed. Grove says, "... after
a while, if you act confident, you become more confident. So the deception becomes less of a deception" (Pfeffer and Sutton, 2006). Confidence is certainly one of the qualities that
people look for in a leader, so a good leader will present an illusion of confidence even if he or she is uncertain. Leaders are important because people believe
they cannot do without them; they believe that their fate, as well as the fate of the organizations to which they belong, is in the hands of these leaders (Pfeffer
and Sutton, 2006). People "talk and act as if leaders are all-powerful deities who wield complete command over even the largest organizations and that the organizations are better off for
...