Igneous Rock and Yosemite National Park Essay Example for Free

Igneous Rock and Yosemite National Park Essay Yosemite National Park is without a doubt, one of America’s most beautiful and well-known parks. Due to the diversity of attractions the park offers, including high Sierra Peaks, the highest highway pass in California called the Tioga Pass, the Yosemite Valley, the Merced River, acres of high altitude backcountry, waterfalls, and some of the largest living things on earth in the sequoia groves tourists from all over the world visit. The most famous section in the park is Yosemite Valley, where El Capitan, Half Dome, Yosemite Falls, and other places to explore nature’s beauty lie. Yosemite Geography Yosemite National Park is located in the Central of the Sierra Nevada Mountain Range in California. The park is 1,189 square miles, comparable to the size of the United State’s state of Rhode Island. Lakes, ponds, streams, hiking trails, and roads are some of the many features that attract tourists. Nearly all the landforms in the Yosemite area are cut from a mass of intrusive igneous rock that formed below the surface of the earth. Some of the park’s landforms are metamorphosed volcanic and sedimentary rocks. Erosion that acted upon different types of uplift is responsible for creating the valleys, canyons, domes and other features found in this national park. Some of the popular features Yosemite possess’ are Yosemite Valley—where the majority of visitors stay, the Tunnel View—which is the first view of the valley when visitors enter the park, El Capitan—a major granite cliff that oversees Yosemite Valley, and Sentinel Dome and Half Dome that offer a diverse range of climbing routes. Also found within the park are the breath-taking giant sequoia trees. Perhaps the most remarkable sequoia in the park is the Grizzly Giant, believed to be more than 2,700 years old and the oldest known sequoia tree. Yosemite is known for its high concentration of waterfalls. Hanging valleys in the park offer a place for waterfalls to exist. During the snowmelt season, April, May, and June, waterfalls are able to flourish. Yosemite has a Mediterranean climate, which means most of the precipitation falls during the mild winter and the other seasons are considerably dry. Snow doesn’t stay on the ground until November, and then accumulates until March, when it begins to melt. There is a large temperature range due to elevation diversity and global warming. History of Yosemite The Yosemite National Park is located in Sierra Nevada in the east-central part of California. The Park is widely spread area of 750,000 acre, with streams that are 1,600 miles long, hiking trails that are 800 miles and the roads that extend up to 350 miles. Yosemite Fall is the highest waterfall in North America, it is considered as the third of the highest waterfall on planet Earth. Another important factor of Yosemite Park would be the numerous of species it contains. Over 300 species of animals can be found in the park. Yosemite is known for its spectacular attractions such as high Sierra Peaks, the highest highway pass in California, the Yosemite Valley, Merced River, and many acres of high altitude backcountry, some of the highest waterfall in the world. Plants are also really high at the Park. Some reaching altitudes from 2,000 feet to the peak of Mr. Lyell. 94. 5% of the park’s 747,956 acres is officially classified as wilderness. Moreover, that is one of the main reasons why the park is now protected by the state. One of the very first people to live in Yosemite would be the Paiute and the Sierra Miwok people. They were in the area for a long time before the first white explorations were done in the region. This people were a band of Native Americans called the Ahwahneechee. During the mid 19th century, The California Gold Rush radically increased travel in the area. While the major Jim Savage of the United States Army led the Mariposa Battalion into the west end of Yosemite Park, Chief Tenaya gathered around 200 ahwahneechees as part of the Mariposa Wars. The discovery of gold in the Sierra Nevada brought many gold seekers to the area. In 1855, James Mason Hutchings and Thomas Ayres along with two others were the first tourists in the area. Much of the publicity about Yosemite Park was due to Hutchings and Ayers’s articles and magazine issues about the valley. Many of Ayres artwork was exhibited in New York City where many people were able to see it and admire it. During the years of 1855 and 1860, tourism increased dramatically in the valley. The Yosemite National Park has 3. 5 million tourists every year. According to the readings, tourists prefer to visit during the summer. In the early years, most visitors went to Yosemite via horseback and stagecoach. In addition, more trails were built creating more publicity to the park. As tourist explore and visited the park, word spread around about how beautiful the park was therefore more tourist would go visit. Wawona was an Indian encampment what is now the southwestern part of the park. The Mariposa Grove of Gian Sequoia was discovered by the settler Galen Clark in 1857. In 1879, the Wawona Hotel was built for the tourists visiting. As the number of tourists increased, more trails and hotels were built to accommodate those visitors. The Yosemite Park has a great history behind it as to how it came to be what it is now. Also, it contains many species within which has been hard to conserve of not going extinct. As more toursist came to the park, more problems aroused within the valley debating who would get to keep what or whose property it was. Since Yosemite had plenty of gold which meant a better way of life for those who were able to obtain some of it, the competition increased and therefore more visitors came to the land. Yosemite National Park is a beautiful place to visit with the family or friends since it has such a great history within of struggles and fights put up to conserve the land as it is. Biology of Yosemite The biology of Yosemite is very diverse. During a trip to Yosemite, it is interesting to learn how many different species of animals choose Yosemite as their habitat. Encounters are likely because Yosemite National Park supports more than 400 species of animals counting reptiles, amphibians, fish, mammals, and birds. The high diversity of species is because of diverse habitats in Yosemite that are very much intact. The park’s rich habitats range from thick foothill chaparral to expanses of alpine rock to conifer forests. (Kaiser 81) Animals feel very much at home; the Sierra Nevada red fox, for instance, hunts in open alpine habitat and hides at night into the forest for safety. In Yosemite meadows; Animals come to feed on the green grasses and use the flowing and standing water found in the many meadows. Predators evidently are attracted to these areas. The surface between meadow and forest is also favored by many animal species because of the closeness of open areas for gathering food, and cover for protection. Overall, the parks widespread coniferous forests, with a relatively mild climate and a mixture of plant species provide a great habitat for animals to live. Wildlife species typically found include: bobcat, gray fox, mountain king snake, Gilberts skink, white-headed woodpecker, brown creeper, spotted owl, and a wide variety of bat species. At higher elevations, fewer wildlife species tend to be found due, in part, to the lower complexity of the forest. Species likely to be found include golden-mantled ground squirrel, chickaree, marten, Stiller’s jay, hermit thrush, and northern goshawk. Reptiles are not common but include rubber boa, western fence lizard, and alligator lizard. Above tree line, the climate becomes harsh with a short growing season. Species such as pika, yellow-bellied marmot, white-tailed hare, Clarks nutcracker, and rosy finch are adapted to these conditions. Sierra Nevada bighorn sheep are found in the Yosemite area only around Tioga Pass. (Kaiser 97) With development and an increase in domestic travel after the Sept. 11 terrorist attacks, visits to the Park are increasing. The Park sees 3. 5 million visitors annually. Thirty years ago, 80 percent of Yosemites visitors stayed overnight; now, its 80 percent day-use. Roads and facilities have been increased to keep pace with growing amount of visitors. Development continues to intrude on park boundaries, bringing new housing projects and commercial construction and thousands more people. The newly opened Chukchansi Casino, one of the states largest, is just 30 miles down the road, advertising with billboards throughout the area: Now, Yosemite has a night life. And with the recently approved Silvertip Resort Village, a 47-acre commercial and residential complex slated to go up in the tiny park border town of Fish Camp. (Kaiser 90) Noise pollution from vehicles and campsites compete with the Parks natural noises. Buildings, roads, and parking lots have marred the aesthetic beauty of the Valley, while visitors are often stuck in traffic hoping to find a parking spot. Visitors, destroying natural habitats, have eroded areas of riverbanks close to campsites. The importance of tourism to the local economy can be illustrated by the impact of the catastrophic 1997 floods that temporarily closed the Park. This caused Eroded riverbanks near campsites locally severe economic losses to the areas around the Park. In the most heavily impacted area, Mariposa County, 1997 personal income was reduced by an estimated US$1,159 per capita, a 6. % decline. The county was also estimated to have lost US$1. 67 million in county occupancy and sales tax revenues, and 956 jobs, a significant number in a county of fewer than 16,000 residents. Also, The Ahwahneechee indigenous Indians have not received any compensation in the form of money or land for their loss of the Yosemite area in 1851. (Kaiser 105) Geology of Yosemite The geology of Yosemite National Park is a very beautiful place that been evolving for many of years. The geology of Yosemite is mainly consisting of rocks and waterfalls. The main rocks are granitic rocks and metamorphic rocks. Ice Ages were the main causes for Yosemite Park or should I say California because the Ice Ages brought glaciers that carved out California. In Yosemite Park, it shows how the glacial have move and creating Yosemite Lake too. It created a lot of homes for the animals that are living in the park and became big attractions for visitors all around the world. The volcano in Yosemite Park erupted and the lava cause to make igneous rocks because of the cooling and solidification of the lava. Also the lava formed other rocks like granite and tonality are all form of plutonic rock, but also referred to as granitic rocks (Yosemite National Park). Plutonic rocks are compress with five minerals (Yosemite National Park). The plutonic rocks were formed by magma and are form deep within the Earth. When a volcano erupts, some lava reaches the Earth surface and the lava starts to cool or solidify, but there are a few volcanic igneous rocks in Yosemite. The volcanic rocks in Yosemite Park include basalt and latte lava flows and outside has the same, but some called ash-flow and more (Yosemite National Park). The tectonic in North America cause the ocean to decrease lowers forming California. It was change in plate motion, the oceanic plate was sub ducted beneath the Sierra Nevada and was consumed into the seduction zone (Huber). The Pacific plate became a fault, which made the San Andreas Fault. It is when a tectonic plate slide past each other along a strike-slip faults (Huber). So, when seduction happen, California land start to rise up from the ocean forming island, then finally connect to North America. As water started to decrease in California, volcanoes again became active. Yosemite was buried by lava creating more land for California. The Earth is made up of 20 massive plates that float on the surface of the planet and the Pacific plate is the largest. Activities The sculpture of the Yosemite Park was by glaciers because the northern hemisphere was covered in ice. The glacier made a u-shaped valley and a lot of lakes. For California final shaping and sculpting was during the Pleistocene Epoch time. The glaciers melt and the water moved across the land and started to make how California looks today. A lot of environment was getting destroyed and use for resource. People didn’t want everything destroy, so they manage to save some environment and made them national parks. One of them is Yosemite National Park. People come and visit or camp to go site seeing in the park. There are many activities the park offer. One of them is hiking in the park. They offer tour guides that take you on hiking trips that can last a full day. People can stay overnight and continue they’re hiking and see great sites. Also you can bring your bike and take a trail and then a short hike (Yosemite National Park Vacation). More activities are offer in Yosemite Park like is rock climbing. They have trainers that teach you how to rock climb and teach you about all the gears you need. They also offer classes for beginners and train you. The trainers can take you, where you want to go and guide you to climb the rocks. There is a lot of winter activities, you can ski or snowboard (Yosemite National Park Vacation). They also offer school for skiing and have shuttle that take you up the mountain and go downhill schilling. They have cross-country, snow tubing, and back country ski tours. Yosemite Park has about 13 campgrounds and you can do the traditional and camp outside in a RV camping area. You can stay in the wilderness and camp outside in a tent or stay in a cabin. They also offer a lot of place to stay like a hotel, village, and lodge. You can even camp out on the High Sierra camping ground (Yosemite National Park Vacation). Conclusion Yosemite Park is a beautiful and wonderful place to visit. You can plan your visit, by visiting the website and also letting you know about the parks and some facts. There are many things to see like the park attractions, natural features, plants, and animals (Yosemite National Park Vacation). It is fun for the family and the waterfalls draw most of the visitors. One of the awareness in the park is the black bear. The weather tends to vary depending on where you are in the park.

Three Behavioral Theories Of Leadership Management Essay

Three Behavioral Theories Of Leadership Management Essay Leadership theories explore how leaders can influence humankind or employees to fulfil mission and vision of organizations. Traditionally, transactional leadership has prevailed throughout the industrial revolution with pay for work process. Although as time passes, leadership theories developed mirror those of quasi-transactional theories of Six Sigma, Total Quality Management, and Kaizen. These theories based on outcomes of production with the spirit of collaboration from employees to increase awareness of each task to promote or negate benefits to the company. Ruggieri (2009) related the leadership style displayed by the leader to the organizations performance and success. Leaders of an organization must anticipate and adapt to change by using the leadership style that fits the current situation. For an organization to grow and be successful in a changing environment, leaders must articulate vision, goals, and objectives and make sound business decisions that will lead the organization to success. In leading organizations to success, Kanter (2000) stated, effective leaders cultivate an environment where openness is encouraged and where collaboration is valued (p. 32). Partnerships both inside and outside the organization enhance the organizations knowledge and reach into the market, and provide greater expertise and experience than if a more closed position perspective were maintained (Kanter, 2000). Effective leaders also draw on the components of different leadership styles behaviors that will provide the best approach or decision based on the situation and environment at hand (Spears, 2004). The succeeding sections discuss three behavioral theories of leadership, which include transformational leadership, transactional leadership, and servant leadership. Transformational Leadership Theory Transformational leadership theory is based on the ability of the leader to provide an atmosphere, which engages their employees and hinged on the concept of spirit, via connectedness. Transformational leadership is the ability to motivate and to encourage intellectual stimulation through inspiration (Avolio, Zhu, Koh, Bhatia, 2004; Dvir, Eden, Avolio, Shamir, 2002). McColl-Kennedy and Anderson (2005) further defined transformational leadership style as guidance through individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence (p. 116). Transformational leadership brings with it a degree of charisma and motivation (Avolio Yammarino, 2002). Transformational leaders can influence and inspire others to succeed and grow. Transformational leaders model the behavior they expect of their employees through transparent information sharing, enthusiasm, and optimism. The leader creative in creating solutions and encourages the employee to do the same. Transformational leaders are risk-takers and encourage others to take risks, too. These leaders encourage growth through advanced education, certifications, and interactions. Bass and Steidlmeier (1999) noted transformational leaders level of involvement had the ability to enhance creativity, innovation, and performance from their teams. Transformational leaders must have the fortitude and adaptability to respond to and learn from both internal and external stimuli of changes within the organizations. Such leaders must proactively mitigate any negative impact on the project, as well ensuring the overall satisfaction of the team members as factors in the projects successful completion and team performance (Ronning, 2004; Sanders et al., 2003). Bass (2000) had widely defended the potential of the transformational leadership to improve the post-modern organizational landscape. According to Bass, transformational leaders raise the awareness of their constituencies about what are essential increase concerns for achievement, self-actualization, and ideals. They inspire followers to go beyond their own self-interests for the good of the group, organization, or community. For Bass, true transformational leadership can be identified by its adherence to the highest levels of moral and ethical standards. Bass (1997) says that leaders are authentically transformational when they raise awareness of what is right, valued, and important; when they help satisfy increase followers needs for success, change; and when they reposition followers to go outside their self-interests for the good of their group or organization. True transformational leadership asks for sacrifice on the part of the follower, but it does not necessarily require that an individuals interests to be swept aside for the good of the organization. The transformational leader strives to achieve a true consensus in aligning personal and organization interests (Bass, 1998, p. 176). Transformational leaders act like moral agents and engage in joint understanding of employees, with the ultimate goal of converting these employees to become leaders themselves (Inkson Moss, 1993). Transformational leaders are most of the time interested in producing quality and quantity results from those they lead, but also attempt to provide an environment in which the individuals own career and personal goals are realized through the organization. In this way, efficiency can be increased, and the entire organization can benefit on the improvement of individuals (Seltzer Bass, 1990). It is the transformational leadership style that offers managers the greatest ability to deal with this rapidly changing workplace (Bass, 2000), especially in a global economy where change is inevitable. Wallace (1993) concluded that complex organizational and environmental factors require the flexibility that transformational leadership style offers because it enables managers to include workers on decisions, and can empower workers to have an increasing level of control over their work performance. Organizations led by transformational leaders usually perform at a believed greater level, with a higher level of employee moral (Bass, 1990). Bryant (2003) claimed that transformational leadership results to motivation and commitment for followers in order to have above average organizational performance. Robbins and Judge (2009) further concluded that transformational leadership is correlated with lower employee turnover, higher productivity, lower stress, and higher employee satisfaction. Transformational leaders are able to enhance their leadership style based on the situation, and transform that style into their subordinates to become innovative and creative in their decision-making process (Chung Chia-Hung, 2009). Transformational leadership is based on the leader-member relationship that fosters a greater degree of trust and mutual understanding expected between the members in maintaining that relationship. Members in a transformational leadership framework cooperate more often with their leaders and gain their leaders full support, confidence, encouragement, and patience, and this in return forms a lasting relation ship bond between the leaders and the employees (Chung Chia-Hung, 2009). Boga and Ensari (2009) stated, traditionally, the magnitude of the organizational leaders influence on the workforce has been tied to his or her leadership style (p. 237). Transformational leaders seeks to influence the interests of their followers in the workplace, accept change as being a part of life, and motivate their followers to pursue the purpose and mission of the organization above their own egocentricities (Boga Ensari, 2009). The transformational leader/follower relationship is viewed as one of shared interests and is comprised of four distinct characteristics (idealized influence, inspirational motivation, intellectual stimulation and individualized consideration) that are closely related to the approach leaders use (Boga Ensari). Finally, transformational leadership occurs when a leader inspires followers to share a vision and enables those who follow to formulate their own vision for themselves and the organization to achieve a higher level of performance. Transformational leaders allow those they lead a greater degree of self-direction in the decision-making process that allows the leader to be more successful leading the organization to success. Transformational leadership is somewhat similar to servant leadership, but most researchers agree that the transformational leadership style makes better leaders in organizations (Bass, 1990). Transformational leadership, as noted by Bass and Avolio (1993) has four defining principles that included idealized influence, individualized consideration, inspirational motivation, and intellectual stimulation. Idealized influence means the transformational leader works with followers to encourage independence, awareness, and maturation as a means to an end, where followers participate in the mission and vision of the organization. Inspirational motivation means the transformational leader is able to inspire followers with the intent to share in the goals of the organization. Intellectual stimulation means the transformational leader acknowledges his or her followers as talented and encourages input while re-evaluating assumptions for beliefs and values. The leader ignites creativity in followers, which may result in productivity for the organization. Individualized consideration means respecting the uniqueness of each person, while working with him or her to facilitate the maximi zation of potential. Leaders recognize the role and importance of involving followers in the establishment of a healthy organizational culture and climate. These four factors enable leaders to create an environment wherein team members clearly understood the tasks of the project, both holistically as a team and individually. The four factors of transformational leadership enable the leader to create a level of respect felt by members of the entire project. Team members had a proactive level of interest, concern, and inspirational motivation to become actively engaged in multiple levels of effective communication, thereby identifying the impact of each members role in project completion (Bass Avolio, 1993). An effective platform created by transformational leaders induces team cohesiveness on numerous aspects (Ruggieri, 2009). Research has provided evidence that transformational leadership in both traditional face-to-face teams and virtual teams has the components to produce multiple levels of group cohesiveness. Members became empowered to make greater contributions to the team, thus constructing an effective team environment of problem solving and innovative solutions (Jung Sosik, 2002; Ruggieri, 2009). Yardley et al. (2007) also noted transformational leaders encompass the aspect of preparing members of the team to become transformational by increasing their level of participation and satisfaction resulting in increased team performance in creative implementation creative and effective change. The transformational leadership framework has a tendency of creating domino effects in producing and creating potential leaders within multiple levels of an organization (Masood et al., 2006; Yardley et al., 2007). This form of communication and development within traditional collocated teams and virtual teams was indicative to producing effective leadership participation that enhances team performance. Transactional Leadership Transformational leadership gained prominence as the leadership style of the 21st Century. The concept of transformational leadership began to emerge in the late 1980s, particularly in research writings about education. According to Bass (1990), transformational leadership is inspirational leadership style that influences followers to achieve extraordinary performance in a context of large-scale innovation and change. There are times when the concept signified a suitable type of leadership for organizations taking up the challenges of reformatting and reorganizing. Today, this concept is applied in most developed countries worldwide (Leithwood, 1992). Transactional leadership theory often presents a more traditional view of team leaders compelling team members to improve their performance on a reward and reprimand based system (Yardley Nealy, 2007). Transactional leaderships main characteristic is separateness; there is a line between the leader and the follower, with the potential to leave individuals feeling abandoned and in moral poverty (Avolio, Walumbwa, Weber, 2009; Hauser, 2007). A transactional leader uses rewards as a way of managing subordinates behaviors and employs management by exception (Bass, 1985). The transactional leadership theory includes three dimensions. These dimensions include contingent reward, management by exceptionactive and passive leadership (Bass Avolio, 2000). Contingent-reward is the degree to which the leader sets up helpful transactions or exchanges with followers: The leader clarifies expectations and establishes the rewards for meeting these expectations (Judge Piccolo, 2004, p. 755). Management-by-exception is the degree to which managers intervene when issues, problems, or mistakes occur. An active management-by-exception involves leaders who monitor the performance of their subordinates throughout the course of the task or activity. This allows the leader to track whether mistakes happen in line with the completion of the task or activity. A passive management-by-exception on the other hand considers leaders who are unaware of mistakes within their team until his/her subordinates report the issues or the problems that happened. In transactional leaders hip, the leaders appeal to their subordinates self-interest through rewards in order to achieve the teams objectives. In the team setting, leaders who are solely transactional leaders created an environment built upon positive and negative reinforcement (Ruggieri, 2009). The reinforcement came in the form of compliments and awards in money and gifts when milestones reached completion during the life of the project. Transactional leaders used negative reinforcement when team members miss milestones or fail to complete project deadlines, generally in the forms of chastisement, censorship, and in some cases, release from the organization (Ruggieri, 2009). Sanders et al. (2003) indicated most leaders utilizing this leadership style exhibited less confidence in their ability to lead or make an impact within the organization. It is important to express that nearly all leaders in a virtual or in a traditional team environment have utilized the transactional leadership theory as part of decision-making (Ulmer, 2005). The transactional leadership theory is framed around an award-based system, which motivates followers to contribute to the success of the team. Servant Leadership Servant leadership theory suggests that the leader places the good of those led over the self-interest of the leader and promotes the idea of valuing and developing by sharing their power and prestige with those they lead (Greenleaf, 1977). Greenleaf (1970, 1977) introduced theoretical concepts to the body of leadership literature on servant leadership. Greenleaf, who is the founder of the Greenleaf Center for Servant Leadership, created the idea of servant leadership after reading Nobel Laureate Herman Hesses (1956) Journey to the East, a story about a spiritual pilgrimage of a band of men on a fairy-tale journey. The term servant leadership may not be familiar to a large number of individuals or corporations, but many organizations have adopted and embraced this concept within their leadership structure. Servant leadership is radically changing how leaders lead and treat subordinates under ones area of responsibility in the organization that creates a caring and understanding atmosphere within the organization (Chung Chia-Hung, 2009). Greenleaf (1970) stated, Caring for other persons is the foundation upon which a decent society is built (p. 54). Transformational leadership and servant leadership have several similar characteristics, but are not quite the same in their approach to leading subordinates. Servant leadership is based on the notion of egalitarianism and assumes that the leader is no better than those led, but considered equal in value (Greenleaf, 1977). Bass (2000), as well as Farling, Stone, and Winston (1999), see parallels between transformational leadership and servant leadership. However, while the theory of transformational leadership says that leaders need such traits as vision, credibility, trust, etc., the theory of servant leadership argues that leaders must place the needs of their followers ahead of their own. Serving and leading at the same time has found to be a constant characteristic of servant leaders. Among the other characteristics that servant leaders have been said to need are: listening, empathy, awareness, healing, persuasion, ability to conceptualize, foresight, stewardship, commitment to growth, and commitment to building community (Spears, 2004). The main feature of this  leadership style is  the servant leader provides resources and support without expecting followers to admit that leading by example is important to them. Instead, this type of leader assumes a servant first position (Smith, Montagno, Kuzmenko, 2004), and expects others to work for the collective good of the company, rather than for the leader as representative of the company. Servant leaders, according to Greenleaf (as cited in Spears, 2005), are not initially motivated to pursue leadership. However, they accept this role in response to the urgings of others, and in response to a perceived need for their expertise and service in such a situation. The servant leader is expected to be knowledgeable regarding his or her role in promoting the organization or groups goals and to ensure that his or her followers are collectively advancing the objectives of the organization or group (Spears, 2005). Servant leadership has taken on a greater importance in recent years not only in corporate and religious organizations, but also in educational institutions (Cozby, 2001). Servant leaders in schools and universities should have a genuine desire to help others, and a shared vision of taking on the role of servant to its student body. Herman and Marlowe (2005) asserted that leaders should be a servant first in order to transition from a classroom environment to a community of caring. Greenleaf (1977) concluded that if someone wants to have true meaning in life, they must first seek out ways to be a servant to others. Servant leadership is viewed as a significant contributor to leadership effectiveness in organizations and institutions. Practitioners have given due attention to servant leadership in recent years because the workplace and business world is more transparent, competitive, global, inclusive and demographically diverse (Bryant, 2003). The concept of servant leadership shares similarities with the concept of transformational leadership, which produces a pre-determined outcome when the leader empowers followers to achieve organizational goals based on their own innovation and creativity. According to Sendjaya and Sarros (2002), a reason for the shortage of research in servant leadership is that the notion of servant as leader may be perceived as a weak leader (p. 41). Servant leaders emphasize developing their followers personal potential and enabling their personal growth and self-interests. Leadership is about relationships, and the principles of servant leadership are the inherent characteristics for the leader to lead by the heart with a greater degree of humility and honesty. Servant-led organizations should be built on a leadership style where  ideas are welcomed and relationships are nurtured. Servant leaders take a different approach from that of traditional leaders who seek to harness and maintain their power base. When a servant leadership culture  has been established at an organization, servant leaders lead by example, and are expected to help those around them achieve their personal and professional goals. Servant leadership does come with some reservations because some employees will try to take advantage of leaders who demonstrate this leadership style and reduce the leaders ability to lead (Spears, 2004), in this instance, servant-leaders are able to overcome this by instilling in workers a sense of the importance of teamwork and shared responsibilities. Peer pressure is remarkably effective in encouraging employees to do the right thing and preventing them from challenging leadership for selfish and personal reasons. Servant leaders have a better chance of preventing such conflicts because they have earned the trust and respect of the followers in the organization (Bass, 1990). Another dilemma in practicing servant leadership is the desire to practice individualism and competiveness that nurtures selfish or ego driven pride in the workplace or institution (Bass 1997, 2002). Organizations with a culture that promotes an authoritarian hierarchy will greatly hinder servant leadership and could be a major cause of organizational decline and failure (Boga Ensari, 2009). Most researchers agree that authoritarian hierarchy and egotism are the evil twins that can inhibit the implementation of servant leadership, and may be two of the reasons why many institutions and organizations exhibit a high level of unethical behavior (Bass, 2000). Servant leadership has not been a leadership trait of recent indoctrinated leadership style just in the case of the U.S. Army as a preferred or recommended leadership style. Bryant (2003) concluded that servant leadership is more concerned with the emotional well being of followers than transformational leadership is. Transformational leaders, on the other hand, do seek to inspire followers not only an intellectual level, but also on an emotional one. That is, they try to maintain a positive attitude regarding the work being performed. Comparison between the Behavioral Theories of Leadership Two of the most popular leadership styles currently discussed by researchers are transformational and transactional leadership styles (Boga Ensari, 2009). Over the last decade, considerable research effort has been invested into understanding the processes through which transformational leadership relates to followers attitudes, behavior, and performance beyond their own self-interest for the good of the group (Bass, 2000). However, apart from these two leadership styles, servant leadership style has also been emerging in fields such as military organizations. Servant leadership theory suggests that the leader places the good of those led over the self-interest of the leader and promotes the idea of valuing and developing by sharing their power and prestige with those they lead (Greenleaf, 1977). A theoretical analysis of transformational and servant leadership theories suggests rival consequences for organizational success on the best leadership style. Transformational leadership is defined as having four separate elements: charismatic leadership/idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass, 1996). Servant leadership has six different components: valuing people, developing people, building community, displaying authenticity, providing leadership, sharing leadership (Greenleaf 1970; 1977). Transformational leadership and servant leadership in organizational settings has experienced a significant progression in terms of both theory development and empirical research studies (Boga Ensari, 2009). Based on this research, transformational leaders are one of the most important factors in motivating others to meet organizational goals. Researchers agree that leaders must encourage, reward, motivate, and discipline, mostly through their leadership style, and encourage the development of team relationships inside and outside the group (Ruggieri, 2009). Transformational leaders motivate followers to work for inspiring goals that go beyond their immediate self-interests. Thus, more and more companies are moving way from transactional to transformational leadership styles. Yuki (2006) believed that the study of leadership embodies a vast amount of research dominant in military institutions, businesses, and government organizations. While a significant body of literature has been produced concerning military leadership, Campbell and Dardis (2004) and Harris (2002) believed there is little or very limited research exploring the correlation of job satisfaction related to servant leadership attributes in military recruiting organizations. Some scholars agree that transformational leadership and servant leadership are considered the most prominent leadership styles in military and leading business organizations (Seltzer Bass, 1990). Transformational and servant leaders inspire followers to transcend their own needs for the good of the organization that will lead the organization to greater success. Transformational and servant leadership both encourage their followers to be more innovative and creative which creates an environment that breeds success within the organization. Followers are inspired by the leaders personality, which focuses on the collective goals of the company and both types of leadership are focused on the relationship the leader has with their followers. However, Bass (1996) suggests that employees job performance is also positively related to their like or dislike of their supervisor than to their organization. The leadership style displayed in the organization will have a direct affect on the failure or success of the organization, because of the level of commitment the employees binds to the leader of the organization. The way the leaders leadership style is perceived by the followers could influence the leaders power and ability to lead the organization to success. Much of the literature written on leadership style challenges encompasses the difficulties that lie within team collaboration and the empowerment of the individual. Recognizing and identifying the importance of individuality, while maintaining the team approach is a theme echoed throughout much of the written works. Similarly, comprehending the process by which personality traits merge and produce, the studied literature indicates the need for leadership to identify adequately and accurately. Such an example imbedded in Bono and Judge (2004) where they indicate that personality traits are three dimensional in nature. The identification process of personality traits in combination with leadership styles can become a challenge. Bono and Judge write: Personality traits were related to three dimensions of transformational leadershipidealized influenceinspirational motivation (charisma), intellectual stimulation, and individualized considerationand three dimensions of transactional leadershipcontingent reward, management by exceptionactive and passive leadership. Extraversion was the strongest and most consistent correlate of transformational leadership. Although results provided some support for the dispositional basis of transformational leadershipespecially with respect to the charisma dimensiongenerally, weak associations suggested the importance of future research to focus on both narrower personality traits and non-dispositional determinants of transformational and transactional leadership (Bono Judge, 2004, p. XX). Another challenge with leadership styles is explored by Brown and Keeping (2005) , where they concluded that ratings of leadership are highly influenced by the interpersonal affect raters feel towards the target being rated (p. 245). Varma, DeNisi, and Peters (1996) evaluated performance reviews and correlation to how well the person being evaluated likability by the person doing the evaluation. Job approval ratings for the president of the United States correlates to this highly influenced by the interpersonal affect raters feel towards the target being rated in business (Kaiser, Hogan, Craig, 2008). Driskell and Salas (2005) researched the affective response to a leader when there was depressing content and demeanor within an employees performance review. Synthesis Leadership is probably the most studied facet of human behavior (Geoghegan Dulewicz, 2008). Although leadership per se is not often mentioned (as opposed to managerial skills, which are almost universally accepted as important to running a successful organization), the numerous references to vision, communication, building relationships with diverse constituents, motivating members, ability to lead well in a wide range of circumstances reflect the characteristics of agile leadership (Caffey, 2007). Fiedlers (1996) research suggested that leadership styles such as transformational, transactional, and servant leadership styles are effective in all situations; but successful organizations have a combination of leadership styles and managers at each level. Leadership style has been shown to be a significant factor in the effectiveness of the organization, and different leadership styles are more effective than others in different situations. According to Smith, Montagno, and Kuzmenko (2004), both transformational and servant leadership styles function based on charismatic leadership while transactional leadership style is performance-oriented. The leader inspires and directs followers by means of a shared vision and values. To be successful, both the transformational leader and the servant leader need a considerable amount of charisma-the ability to inspire greatness in them and in those they manage or lead (Bass 2000). Likewise, while not all followers are motivated through reward s, transactional leadership provides a target for followers to perform well. Transactional leadership style differs from transformational leadership for various reasons. For the former, the focus is on the exchanges that occur between leaders and their followers. The transactional leader concentrate on maintaining the status quo by satisfying the followers current material needs (Bass, 1990). Transactional leadership is based on the assumption that, by explaining what the leader wants and rewarding appropriate behaviors, the leader directs followers to achieve a desired level of performance. The transformational leaders primary objective is to bring followers up to a position where they can accomplish tasks without immediate supervision (Seltzer Bass, 1990; Shuster, 1994). Einstein (1994) suggested that a transformational leader uses three steps to bring about transformation in leader follower relations. The steps are: (a) diagnosing the leadership situation, (b) transacting the relationship between leader and follower, and (c) transforming follower into an effective employee. These leaders listen to their followers and share their individual concerns as they help to build their confidence. The best leadership is said to be both transformational and transactional. Transformational leadership augments the effectiveness of transactional leadership; it does not replace transactional leadership (Bass, Walsman, Yammarino, 1990). The opportunities this combined style fails to address would be those who fall between both leadership styles. This is why it makes sense as an effective leader to understand the various leadership styles and be able to employ them as needed as one tends toward the transformational leadership style.  Ã‚  Ã‚  

The Woman Who Fathered Me: A Caribbean Womans Role in the Family Essay

The Woman Who Fathered Me: A Caribbean Woman's Role in the Family Female children born into low income families in Jamaica and other islands of the Caribbean are burdened with a stereotype that their male counterparts will never know. When faced with the gender oppression their society has constantly been feeding, and the fact that so many women must act as the single financial heads of their families, many women of the Caribbean must settle for low paying occupations associated with 'female' or domestic labor. For women born into families at the bottom of the economic ladder, there is little hope of social mobility or escape from the fist of poverty. In most cases, the cycle continues to feed itself from mother to daughter. In my paper I will demonstrate this cycÀle by examining the Caribbean women's role in the family as head of the household and the education, employment and survival strategies characteristic to many of these women. I will conclude my paper by discussing some of the new organizations and movements that have surfaced in the C aribbean within the past thirty years that are fighting for women's empowerment. In his highly acclaimed novel In the Castle of My Skin, which he dedicates to his mother, in chapter three George Lamming eloquently describes what is actually a common scene among islands of the Caribbean: women gathered together in a common yard for the purpose of gossip. While it may seem to be an insignificant event, in a region where the responsibilities involved in raising a family fall mainly on women's shoulders, their bond with each other is essential. Miss Foster. My mother. Bob's mother. It seemed they were three pieces in a pattern which remained constant. Miss Foster had six children, th... .... 1998. 3. Ellis, Pat. Women of the Caribbean. New Jersey: Zeb Books Ltd., 1986. 4. Haniff, Nesha Z. Blaze a Fire. Toronto: Sister Vision, 1988. 5. Lamming, George. In the Castle of My Skin. USA: University of Michigan Press, 1991. 6. Massiah, Joycelin. omen as Heads of Households in the Caribbean: family structures and feminine status. Colchester: Unesco, 1983. 7. Senior, Olive. Working Miricles: Women's Lives in the English-speaking Caribbean. London: James Currey Ltd, 1991. 8. Shepherd, Verene. Engendering History: Caribbean Women in Historical Perspective. New York: St. Martin's Press, 1995. 9. Walker, Susan."Rastafarian Women Speak Out"The Toronto Star 12 Aug. 1994: Pg. D12. 10. Yawney, Carole D. Moving with the dawtas of Rastafari: from myth to reality. pgs. 15--23; 33--55; and 65--73. (excerpts from Teresa Turner's New Society.)

Free Slaughterhouse-Five Essays: Dresden :: Slaughterhouse-Five Essays

Slaughterhouse Five  Ã‚  Ã‚  Ã‚  Ã‚   Dresden "In Slaughterhouse Five, -- Or the Children's Crusade, Vonnegut   delivers a complete treatise on the World War II bombing of Dresden. The main character, Billy Pilgrim, is a very young infantry scout* who is captured in the Battle of the Bulge and quartered in a Dresden slaughterhouse where he and other prisoners are employed in the production of a vitamin supplement for pregnant women. During the February 13, 1945, firebombing by Allied aircraft, the prisoners take shelter in an underground meat locker. When they emerge, the city has been levelled and they are forced to dig corpses out of the rubble. The story of Billy Pilgrim is the story of Kurt Vonnegut who was captured and survived the firestorm in which 135,000 German civilians perished, more than the number of deaths in the bombings of Hiroshima and Nagasaki combined. Robert Scholes sums up the theme of Slaughterhouse Five in the New York Times Book Review, writing: 'Be kind. Don't hurt. Death is coming for all of us a nyway, and it is better to be Lot's wife looking back through salty eyes than the Deity that destroyed those cities of the plain in order to save them.' The reviewer concludes that 'Slaughterhouse Five is an extraordinary success. It is a book we need to read, and to reread.' "The popularity of Slaughterhouse Five is due, in part, to its timeliness; it deals with many issues that were vital to the late sixties: war, ecology, overpopulation, and consumerism. Klinkowitz, writing in Literary Subversions.New American Fiction and the Practice of Criticism, sees larger reasons for the book's success: 'Kurt Vonnegut's fiction of the 1960s is the popular artifact which may be the fairest example of American cultural change. . . . Shunned as distastefully low-brow . . . and insufficiently commercial to suit the exploitative tastes of high-power publishers, Vonnegut's fiction limped along for years on the genuinely democratic basis of family magazine and pulp paperback circulation. Then in the late 1960s, as the culture as a whole exploded, Vonnegut was able to write and publish a novel, Slaughterhouse Five, which so perfectly caught America's transformative mood that its story and structure became best-selling metaphors for the new age. '"Writing in Critique, Wayne D. McGinnis comments that in Slaughterhouse Five, Vonnegut 'avoids framing his story in linear narration, choosing a circular structure.

White Oleander Essay examples -- essays research papers

White Oleander, a dramatic fiction by Janet Fitch, was published by Little, Brown and Company in Boston. The story is about a mother and daughter, Ingred and Astrid have a very unusual relationship. Ingred loves her daughter but never asks her what she thinks so therefore doesn't know her daughter too well. Such as she does not know of her daughter's yearning for a father. Ingred makes it very clear that she will not allow herself to get close to a man. She is a very brilliant, beautiful poet, who is adored by a man named Barry Kolker. He goes to all of her readings, and asks her out each time. One of the times Barry invites her to go to the Gamelan, an orchestra. Loving the Gamelan, she accepts. Her and Astrid join Barry, and they begin talking more. They start going out more, but each time she makes and stands by regulations, such as he will invite her to eat after an event where they had not planned on eating and she will refuse, because she doesn't like to get attached to men, and doesn't want to spend anymore time than she had already allotted. All of a sudden, her rules start diminishing. One time, there was a knock at her door, and it was Barry. She thought to herself, 'how dare he just come without an invitation?'. When she opened the door (a knife in her hand), he had a bottle of wine, and bag of something that smelled good. To Astrid's surprise she did something least expected. She invited him in. One night Barry said he would be over to her house at 9 and nev...

Government in England between 1649-1653 Essay

Why did the Rump Parliament fail to provide lasting and stable government in England between 1649-1653? The Rump was created by the purge of the Commons by the Army (Pride’s Purge, 6th December, 1648). It was the name given to the Parliament that sat after the execution of Charles I. it moved towards setting up a Republic buy abolishing the House of Lords (6 February 1649) and then abolishing the monarchy (7 February 1649). The Council of State became the executive governing body of the Republic and replaced The Privy Council on the 14th of February 1649. With such early changes to the political system of government, why did the Rump Parliament fail to last longer? The early changes did appeal to many radical reformers but fell short to many of their other aims. While the Rump was not entirely succesful in the short-run, it did manage to tackle the majority of its obstacles in the long-run, especially in Ireland and Scotland. After that, it did begin to attract support in 1652-1653. Unfortunately in the long-run the Rumpers remained too busy and too conservative to deal with the revolutionary interests of the minority in a through-going reformation. While it did manage to provide continuity and a modicum of stability and security at a difficult time (especially after the regicide), Oliver Cromwell finally lost patience claiming â€Å"the Lord has done with you†. The Army took action after it was disillusioned with the Rump for many other reasons besides the failure to bring a greater number of reforms. The Rump became increasingly unpopular in the long-run because of unpopular reforms and the lack of reforms as well. However, the Rump had difficulties ever since an estimated 100 MPs who were predominantly conservative, were readmitted after being absent from Pride’s Purge. They were not convinced republicans and could sway general opinion in the Rump. This was one major criticism it faced early on. It wasn’t radical enough for those who wanted political, social and religious changes. The Rump’s nucleus of radical members were soon out-numbered with the return of many conservative MPs. Many MPs were not prepared to accept a government that was associated with regicide (the murder of the King). This was seen as an act of crime. This was increasingly made more difficult in The engagement where 22 MPs refused to sign it and accept the abolition of the House of Lords, the abolition of the Monarchy along with the acceptance of Pride’s Purge as being legal. They would simply not swear an oath to this. They would not accept the legitimacy of the Rump to carry out reforms and they saw the Rump as a temporary expedient that would not last long. There was no consensus for reform. Given its conservative majority it is clear that the Rump was not going to make far-reaching parliamentary or social changes. Another criticism it received was that it was a minority regime with virtually no popular support. It was just a tool of the Army. It was also thought to be republic in name only with no real commitment to democracy. However there were even more obstacles it had to deal with in 1649 besides the barrage of criticism it received. This would make it undoubtedly more difficult for the Rump to provide lasting and stable government in a time when there were serious economic problems, because bad harvests took place during 1649 and 1650. Not only did this cause social distress, but at the same time the regime was in serious debt. Legislation was a major obstacle to reform. It was a complex subject. The Rump was responsible for both the planning and debating of necessary legislation and the daily maintainance of government. This was a massive task that made progress to constitutional refroms a laborious process because of the increased workloads. In addition, after the new republic was declared, it faced many enemies. Royalists had no real love for it and Presbyterians had very little. The Rump was pressurised by the army but even the army was a potential enemy because many soldiers were still owed large sums of back pay. Many regiments mutinied until arrears were eventually paid by 1650. The Army also wanted to see reforms. They wanted laws to be more accessible and break the monopoly in the legal profession. Given that there were fourty-four lawyers in the House, there would not be drastic changes to the legal establishment. Also, given that the Rump represented commercial interests, it was unlikely they would abolish the privileges of big corporations or monopalies that the radical elements of the army and the Levellers hated. This would cause increased frustration to the Army who also desired a new constitution and social reforms to include a more representative form of government. There were 211 MPs in the Rump. 70 would attend the sitting, but the composition and number of MPs who were active meant it was unrepresentative at that level. On 14 May Cromwell and Fairfax took a body of mutineers at Burford by surprise, captured 300 in the night. Only three mutineers were shot. This shows the army helped to deal with particular incidents to provide a stable government but it was still an obstacle to the Rump because of its demands for reform. Furthermore, there were external problems including the rebellion in Ireland. Many Irish Anglicans and Catholics formed a united opposition to the execution of King Charles I. This enhanced the possibility of an invasion of Charles II with foreign help. The Irish Rebellion had continued since 1641, after Sir Thomas Wentworth who governed Irelaand using the ‘rule of thorough’ came back to England to advise Charles I. During this time the attrocities and emotions had escalated . By September 1641 there was a threat of a second army plot. Irish Catholics massacred protestants and there was a fear that they could make their way to England and join English Catholics. In February 1642, the Long Parliament issued the Adventurers Act in which parliament would gain military support to control the problem and in return give land in Ireland. There was every reason for Cromwell and the Rump to be concerned with Ireland. There were also problems in Scotland and the threat of a Royalist invasion. Both these posed a security threat to the Rump in England. Later, there would be a war with the Dutch ( for commercial reasons ) on 19 May 1652. With many campaigns being executed during the time of the Rump, reforms would have to take a back seat. Charles II was a threat right until September 1651. Closer to home, the Levellers who feared being denied influence launched a bitter attack on Oliver Cromwell and Henry Ireton. They accused them of being ambitious and deceitful. The Levellers aimed to also use the army as a power base which was very dangerous. The Rump had to try and resist pressure for changes of a politically radical nature to avoid instability. The Levellers wanted the parliamentary franchise extended to the ‘middle sort of people’, a more representative distribution of seats and recognition of certain fundamental human rights and freedoms. Therefore the Rump ordered the arrest of its leaders, and they were imprisoned in The Tower of London. A Leveller-inspired rising resulted in its Leveller leader, William Thompson being shot. This created some discontent amongst radicals. In October 1649 John Lilburne was tried for treason, but acquitted later. The Rump then ordered him to be exiled. By 1649 more radical left-wing groups such as the True Levellers or Diggers and religious sects such as the Fifth Monarchists, Ranters and Quakers seemed to overshadow the Leveller cause. They overrode all considerations of law, conventional morality and religion. This could be a barrier to sustainable progress for the Rump who were alarmed at the situation. Fortunately for the Rump Parliament, though these groups attracted many people, they were too fragmented to prove any effective threat to the regime. It is argued their existence made the Rump more conservative. The establishment of the republican Commonwealth in 1649 would cause a more godly society to emerge and justify the revolution had caused a multitude of radical religious and secular proposals which eventually fell on deaf Rumpers ears. The Rump wanted to contain the spread of radicalism. This would mean the Rump would not authorise complete religious toleration. With such a vast number of obstacles to deal with, the Rump did have achievements. This is because the Commonwealth government functioned successfully-collecting taxes, upholding property and keeping the peace in very difficult circumstances. England became powerful in European politics and trade and colonial interests flourished under the republic. The Rump also successfully ‘reinvented’ the English political landscape. There were many administrive chnages and the civil aervice was founded. The Rump buiilt up the navy and by 1652 there were 100 warships. The wars forced the governments to modernize and in 1649 the Rump needed force to deal with Ireland and Scotland.

Swange Dance

SWANGE DANCE Introduction. Benue State is state of the historic Benue river, a State renowned for the valiancy of its progenitors, a State of notable political gladiators and hardworking people who rightly brand themselves as ‘the food basket of the nation’. Benue is also a State of rich cultures and traditions, as exemplified in the world acclaimed SWANGE DANCE which has brought fame to both the State and the nation. Meaning of Dance Dance is a type of art that generally involves movement of the body, often rhythmic and to music.It is performed in many cultures as a form of emotional expression, social interaction, or exercise, in a spiritual or performance setting, and is sometimes used to express ideas or tell a story. Dance may also be regarded as a form of nonverbal communication between humans or other animals, as in bee dances and behaviour patterns such as a mating dances. Definitions of what constitutes dance can depend on social and cultural norms and aesthetic , artistic and moral sensibilities.Definitions may range from functional movement (such as folk dance) to virtuoso techniques such as ballet. Martial arts kata are often compared to dances, and sports such as gymnastics, figure skating and synchronized swimming are generally thought to incorporate dance. In some cases, the motion of ordinarily inanimate objects may be described as dance (the leaves danced in the wind). History Dance does not leave behind clearly identifiable physical artifacts such as stone tools, hunting implements or cave paintings. It is not possible to say when dance became part of human culture.Joseph Jordania recently suggested that dance, together with rhythmic music and body painting, was designed by the forces of natural selection at the early stage of hominid evolution as a potent tool to put groups of human ancestors in a battle trance, a specific altered state of consciousness. The same could be said of the Swange dance which originated from middle belt of Nigeria, Benue state, among the Tiv, Igala and Idoma people, a locale which is around the River Niger. Swange is a popular social dance of the Tiv people of Benue State in Central Nigeria.It is a dance of fast, slow, rhythmic and undulating movements, expressing youth and vigour. Swange is played at various types of social and religious functions for the enjoyment of the old and the young. The dance is characterized by rhythmic contortion in slow mode & vibrant display, typical of African dance forms. It has wonderful beat and beautiful rhythm. It is heavily percussion- based, aided by a traditional horn (al-gaita), which blows in an unbroken succession for as long as the drumming, Singing and dancing is going on. The dance particularly exhibits fluidity in body movement, which was inspirited by the flow of the River .Sixfootplus had this to say about it â€Å"Swange is the name given to the traditional dance of the Tiv-speaking people of Benue state of Nigeria. The dance is cha racterized by rhythmic contortion in slow mode & vibrant display, typical of African dance forms. It is heavily percussion- based, aided by a traditional horn (al-gaita), which blows in an unbroken succession for as long as the drumming, Singing and dancing is going on. † Some Benue artists mix this dance pattern up with their stage performances to the admiration of their fans; notable amond these are, Zulezoo, Bravo D, Sixfootplus etc.If you have been opportuned to listen to Swange music or watched the Swange dance, let us know what you feel about it. Significance of Swange Dance Swange Dance has been an important part of ceremony, rituals, celebrations and entertainment since before the birth of the earliest human civilizations. [pic] Swange Dance References www. nairaland. com/12749/swange-music-how-see-it http://www. goodlife. com. ng/gltourism. php? gltourism=read&id=164 Joseph Jordania, 2011, Why do People Sing? Music in Human Evolution, Logos, pg. 98-102