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Essay / Research Paper Abstract
A 10 page paper that discusses leadership and organizational success in a global market. The paper reports some of the techniques and actions that foster organizational success. Two leadership styles are explained, transformational and situational, but others are mentioned. Bibliography lists 10 sources.
Page Count:
10 pages (~225 words per page)
File: MM12_PGglld8.RTF
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Unformatted sample text from the term paper:
organizational endeavors emanate. As many authors have said, todays organization is more complex than at any time in history. Todays organizations must operate with more uncertainty than even a decade
ago. These ongoing and often rapid changes in the marketplace require leaders and managers to make decisions in an environment that is frequently changing. The very nature of leadership has
changed as a result of the changes in the environment. Some leaders continue to operate as they did in the past but this will not work. The organization will
not be successful if leaders do not change. Lockwood (2006) stated, "In todays changing times, effective leadership is a key component of organizational success" (p. NA). For organizations to be
successful, one of the things they must do is to link "leadership development to the organizations mission and strategic goals" (Lockwood, 2006, p. NA). Instead of planning, many organizations still
continue to look for quick fixes, jumping from one strategy to another when they need to be working to understand the issues involved in effective leadership as they relate to
the changing dynamics in this market (Lockwood, 2006). Another step organizations need to take in this global economy is succession planning (OHara, 2005). Yet, surveys reveal that even today,
more than one-fourth of companies have not engaged in succession planning (OHara, 2005). Furthermore, global experience must be considered for succession planning (OHara, 2005). This author argues that the top
management team must have global experience is the company s going to gain any "status as a global player" (OHara, 2005). Even Jack Welch made this comment very clearly when
h e retired. He said that future leaders of GE could not be like him who had spent his career in the U.S.; they must have experiences in Hong Kong,
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