Seamus Heaney Assignment Example | Topics and Well Written Essays - 1750 words

Seamus Heaney - Assignment Example However, although these themes contextually appear to be poet’s major thematic concerns yet these themes are also a reflection of universal human behavior and interests. Both the poems Follower and Digging take the readers on a journey down the memory lane where the poet is observed to be recalling two incidents of joy and pride from his pasts regarding his father and grandfather. The Follower depicts a tale of a young child who idealizes his father and his profession i.e. farming and reflects on the child’s feelings about his future when he will also get a chance to walk in his father’s footsteps and will be able to work on his beloved lands. The poem also deals with an interesting phenomenon of life i.e. life comes in full circle and evolution under the context that when a child is young he idealizes his father as he sees him at a high pedestal where he can never expect himself to reach that point. Yet as he grows up ultimately he outshines his father’s glory and succeeds his father and then his father is the one who looks up to his son’s success.  Ã‚  However, he also hints upon the changing times where he thinks that his pen is his weapon to succeed in life although he is not ashamed of his roots, in fact, he still finds it delightful to work on the lands along with using the pen as a tool for a better future. Self-identity of a person is the sole constituent that makes up a personality of a human being because it is a proof against an individual’s individuality and an independent existence as it forms the foundation of a man’s ego and self-esteem. Subsequently, it is a natural human instinct to struggle in life in order to retain his independence and never let another individual question his identity for this reason every individual feels pride over his roots as his heritage also provides him self-confidence. Hence Heaney is also observed to be extensively incorporating the theme of identity in both the po ems Followers and Digging which reflects on the Poet’s feeling regarding his life history. As Kenneally (1995) also states, â€Å"the mystical authority of poetry has its analogue in the mystical authority of a particular conception of Ireland, and it is no accident that one of the terms which discussion of Heaney’s poetry and discussion of Irish cultural Politics have in common is ‘Identity’† (p.180). Kenneally also reiterates that Heaney’s poems are, â€Å"carefully structured to give the notion of identity pride of place in Heaney’s critical orientation† (p.180). The readers while reading the poem since the importance that the poet puts in the profession of his ancestors as he believes that farming is his actual identity although he might seek other means to succeed in life. As the poet also states in Digging,

Nurse Intervention in Cervical Screening Programmes

Nurse Intervention in Cervical Screening Programmes Nurses deliver care to patients in an ever-changing environment that revolves around changes in local and governmental policies as well as technology and pharmaceutical advancement for effective practice, (Ellis, 2016). According to Nursing and Midwifery Council (NMC) Code of Conduct (2015), nurses assess patients’ needs and deliver timely, efficient and effective patient care based on the best available evidence. Evidence Based Practice is the integration of best research evidence with nursing practice and patient needs and values to facilitate effective care, it also promotes quality, safe and cost-effective treatment for patients, families, healthcare providers and health care system, (Brown, 2014; Craig and Smyth 2012). This assignment aims to explore an area in nursing, identifying gaps between theory and practice. Using research and discussing strength of the literature and overcoming related issues in the specified area. The assignment will focus on barriers to cervical screening and nurses’ intervention to improve screening programmes. Cervical cancer screening can be detected early and treatment of precancerous cells and cervical cancer, (White et al., 2015) continues to exist. Cervical cancer starts from a pre-invasive stage known as cervical intraepithelial neoplasia (CIN) however, it can be detected through cervical screening, (Foran et al., 2015). Cervical cancer is the second most common cancer among women globally after breast cancer, (World Health Organization, 2016). According to the Department of Health (DH) (2012a) detecting cervical cancer at an early stage can prevent around 75% from developing. World Health Organization (WHO) (2015a) asserts that prevention and early detection of cervical cancer is cost –effective and a long-term strategy.   Hoppenot et al (2012) points out that screening can reduce incidence and death rates. Research shows cervical screening is associa ted with improved treatment for invasive cervical cancer, (Andrea et al., 2012). This highlights the importance of cervical screening programmes. Cervical screening reduces the occurrence of cervical cancer and research shows it prevents approximately 4500 deaths annually in Britain, (Bryant, 2012). In England, there is an invitation for screening for women aged 25-64.   Women aged 25-49 should attend screening appointment every three years and women aged 50-64 every five years, (Health and Social Care Information, 2012).   However, the last fifteen years has seen a gradual increase in more women being left unscreened for   five years or above, from 16% in 1999 to 22% in 2013 (Health and Social Care Information Centre, 2013). Research shows differences in screening is among women who are younger, lower income earners, less educated or women from minority ethnic background and sexually abused women, (Waller et al., 2012; Cadman et al.,2012; Marlow et al., 2015; Albrow et al., 2014). A comprehensive search of databases for literature review namely, Medline, Science Direct, CINAHL, National Institute for Health and Care Excellence (NICE) and Cochrane. An advance search strategy including ‘Cervical Screening, Barriers to Cervical Screening, Early Detection Cervical Cancer and Cervical Screening Adherence’. The search was refined to literature in the past five years and incorporated international literatures from United Kingdom, Australia, Sweden and Korea to give an insight of those barriers from a global perspective. Firstly, as regards discussion of non-attendance among women from minority ethnic background. Marlow et al (2015) conducted both qualitative and quantitative study titled ‘Understanding cervical screening non-attendance among ethnic minority women in England’. The study investigated and compared differences in attendance among 720 women from minority ethnic background and White British women. For clarification purpose, ethnic minority are black, Asian and minority ethnicity (BAME). The study found that BAME women were less likely to attend cervical screening with 44-71% non-attenders compared to 12% white British women. This highlights the need for more intervention by nurses to improve practice. Reducing inequality in cancer pathway particularly among minority ethnic groups is a policy priority (Dept. of Health 2011). Marlow et al (2015) found that women from ethnic minority viewed that they were not sexually active so they did not have to do the test. This is an important aspect for nurses to educate in order to improve practice and to promote attendance with educational materials in various languages for better interpretation. The study also found 65% women from minority ethnic background believed they do not need to attend smear test in the absence of any symptoms compared to 6% white British women. These barriers are primarily associated with lower education and lower socio- economic status, (Fang and Baker, 2013).   It is surprising that women are still not aware of cervical cancer screening when people should have received letters and leaflets as part of the NHS programme, this highlights that women who have never attended screening had not read any information, (Kobayashi, 2016). Furthermore Benito et al. (2014) argued that nursing activities were mainly in areas namely health education and promotion, clinical, research, training, and program evaluation. Nurses’ intervention to educate thereby improving knowledge and understanding of cervical cancer and the benefits of screening is essential. In addition, participants had deep-seated personal opinions including fear and embarrassment. Ethnic minority women were more likely to be fearful and preferred female health practitioner. To improve practice support groups in the community may be a good avenue to discuss about screening. These interventions should lay emphasis on the efficacy of cervical screening and address concerns regarding shame and embarrassment. The main strength of this study is information from a large population that makes it a relevant and reliable study to improve cervical cancer screening programme. A qualitative study conducted by Cadman et al (2012) titled ‘Barriers to cervical screening in women who have experienced sexual abuse; an exploratory study.   Women from the age of twenty and above who visit the Website of the National Association for People Abused in Childhood (NAPAC), a United Kingdom Charity who provide support and information for people from abusive background were invited to complete a web-based survey of their opinions and experiences of cervical screening. This survey included closed questions assessing social class, screening history and past records of abuse. Participants indicated the type of abuse they had experienced either physical, sexual, emotional, neglect, spiritual or any other form of abuse. Study shows women who have a history of sexual abuse are at risk of gynaecological problems and cervical neoplasia compared to women who have not. Women who have been sexually abused are more likely to smoke, take drugs and consume alcohol. The study revealed that a number of barriers impeded their attendance and adherence to cervical screening including embarrassment, lack of trust on meeting someone for the first time, gender of smear taker, pain, tension, fear and anxiety. The findings indicated that some study participants made remarks about the intrusive nature of the test. Some participants mentioned they were not comfortable with interventions performed while on their backs.   The argument suggest that women who have history of sexual abuse may be fearful and anxious because of triggering memories of the trauma so they may avoid such responses which is true therefore this study is valid and reliable. In relation to evaluation and analysis of the study, the findings also revealed that further training should be provided to increase nurses’ knowledge and sensitivity.   NMC Code (2015) points out that health care providers respect individual choices and deliver care without delay.   In an event of a sensitive discussion, nurses are required to ask patient preference and should remain professional not expressing any sign of shock. Fujimori et al. (2014) argues that to attain effective communication, nurses should inquire patients’ preferences and expectations at the start of the screening process. To improve this skill can be taught in communications skills training which has proven to be an effective approach. Nurses could show empathy by explicitly asking women about their expectations of the screening encounter and whether they have any concerns. This may help to surface issues that the nurse and patient could tackle together to minimise anxiety and fear. For example, it could be to provide the option of a female practitioner for the cervical screening appointment, maintain dignity and sensitivity. Effective communication between nurses and patients is essential. To achieve this, however, nurses must be sensitive to their specific needs and demonstrate empathy. Having nurses who are adequately trained with special knowledge of abuse is essential. There should be interventions such as counselling and support activities as part of ways of ensuring that they attend screening. This is particularly important at cervical screening appointments for sexually abused patients to deliver safe and sensitive practice. The Waller et al (2012) conducted a qualitative study evaluating differences to barriers among women from different ages. The study   interviewed practitioners working in the screening programme and other related charities as well as women who never attended screening focusing on their views on how age can influence non- attendance and non-adherence in cervical screening. The study found that women were classified into two distinct groups, which were those who wanted to go for screening but did not attend which consisted younger women and others who had decided not to attend were mainly older women. Wardle (2016) argues that nurses’ intervention at improving uptake could be beneficial by considering different approaches for various age groups to improve practice. The findings of the following analysis identified barriers that included many described in other studies namely fear of discomfort, pain, embarrassment and lack of education. There is a reliable argument that providing support with when, where and booking an appointment is effective. Additionally one of the key themes emerging from the study is that older women are more conscious about their bodies as they age. For example, one participant discussed about changes in her self-image as she grew older and how it has affected her self-esteem and how she feels reluctant to undergo invasive procedures.   Nurses could encourage action by   reassuring older women and   to remind them of the importance and benefits of cervical screening. Sabatino et al (2012) argued that effective communication improves cervical screening. This systematic review by Albrow et al (2014) found similar findings with Waller et al (2012) further evaluated the influence of intervention in cervical screening evidence uptake amongst women less than 35 years. The findings from the study increased validity and reliability from the argument that younger women are less likely to attend cervical screening. Ninety-two records were screened and four studies investigated. One of the studies evaluated the use of invitation letters and reported no significant increase compared to standard invitation. Three studies investigated the effect of reminder letters. Study participants described how screening was yet another demand on their time and often competed with work and childcare, which are of higher priority. For others, they could not attend due to inconvenient location, fear, discomfort and embarrassment, (Waller et al., 2012). There was a widely view among 30 year old women as sickness was associated with old age and felt they had no reason to attend screening (Blomberg, 2011). Analysis of the findings   indicate an increase in the number of women attending cervical screening after receiving reminder letters compared to those that were not given, however the increase was relatively small. For this reason, cervical screening programmes need to look beyond the use of invitation and reminder letters among younger women and to develop other interventions to overcome as many barriers. Another study reported no increase amongst women aged 20-24, although in some places these women are below the age threshold. However, the same study reported an increase among 25-29 (95%) and 30-34 that also reported (95%) increase. It could be argued that there is some evidence to suggest that reminder letters had positive effects on adherence to cervical screening programmes. The results also showed that telephone reminder from a female nurse, which had 6.3% and 21.7% increase. The study also reported 2.4% increase after a physician reminder. In evaluation of how nurses can improve practice among these, age group there is a need to remove practical barriers and provide other incentive methods that includes mass media campaigns and educational intervention. There are so many users of social media especially within this age group and if used properly it will play a significant role in creating awareness and educating patients (Merolli et al., 2013). Concerning low perceived risk, this may relate to misperceptions of the purpose of the screening programmes with patients focusing on detection rather than prevention of cervical cancer.   Again, patients should be empowered through social support in the community.   In addition, nurses can educate, giving information regarding importance and benefits of cervical screening. Lastly, the review of GP incentive such as nurses providing flexibility in appointment times and out of clinic days will improve practice. In conclusion, cervical cancer is preventable and relatively easy to diagnose. Several barriers upon women’s decision to attend cervical screening programme have been identified. Given this, there is a need for how women view cervical cancer and make screening decision. This assignment collates available evidence in order to investigate potential psychosocial influences on women from different perspectives. It is essential that patients adhere to nurses’ advice and educational interventions. In order to improve cervical cancer patient experience, there is a need that nurses receive adequate training and develop skills that can improve practice. One possible strategy is being sensitive to the screening process as a result of its intimate nature combined with effective communication. Nurses can play an important role in treating patients with dignity, respect and showing empathy. This can make a difference to all women most especially women who have experienced sexual abuse. Another contributing factor is to respect patients’ choice; an example is providing preferred gender of the sample taker. This could encourage more attendance and adherence to the cervical screening programme. PART 2 Reflective practice is essential to nursing profession. My search for the best evidence for cervical cancer screening interventions began by doing literature search. Designing a research study is an advanced and complex skill that requires clinical experience as well as analysing and evaluating the research design. While doing my research I focused on the needs of patients and effectiveness of nursing interventions. The result of my search enabled me acquire knowledge and skills in patient care by extensive literature search using electronic databases and advanced search with combined words. Discovering how to refine my search using full text and finding up to date evidence in the last five years.   My skills have greatly improved using electronic databases. This was done in order to obtain relevant up to date search. NMC (2015) requires nurses use up to date evidence and competent to practice. Such insight in itself is relevant to nursing competency and can help to improve patient care.   I read and understood articles relevant to nursing practice, clinical expertise and understanding patient values. Reading the research articles and reflecting on each one, identifying assumptions, key concepts and methods and determined whether the conclusions were based on their findings. Appraising the steps of the research process in order to critically analyse and use it to inform practice. This developed my assessment skills and I was able to identify valid and reliable studies. Reviews and ratings of the evidence resulted in recommendations for practice. According to National Institute of Nursing Research (NINR) 2013, nursing research is defined as research that involves and develops nursing care in order to promote patient healthcare. Nurses play an important role in the National Health Service (NHS) they provide front line services, support patients and contribute to health research. Furthermore, research generates knowledge for nurses and contribute towards health care (Parahoo, 2014). I am more enlightened about the importance of analysing and evaluating research studies, which helps nurses to acquire more knowledge and be up to date with evidence thereby promoting patient care. It is evident that evidence base practice will continue to have great impact on the professional practice of nursing. Evidence based practice is important in nursing because it improves patient outcomes, care is delivered more effectively and efficiently and it minimises error, (Houser,   2016). I have acquired more knowledge, skills during the duration of this evidence based practice assignment and recognised my strengths, and areas that I needed to improve on. REFERENCES Albrow, R., Blomberg, K., Kitchener, H., Brabin, L., Patnick, J.and Tishelman, C. (2014) Interventions to improve cervical cancer screening uptake amongst young women; A systematic review. Acta Oncologia, Vol. 53, no. 4, pp.445-451. Andrea, B., Andersson, T.M. and Lambert, P.C. (2012) Screening and cervical cure; population based cohort study. British Medical Journal, Vol. 1344, pp.900. Bang, J.Y., Yadegarfar, G., Soljak, M. and Majeed, A. (2012) Primary care factors associated with cervical screening coverage in England. Journal of Public Health, Vol. 34, no. 4, pp. 532-538. Brown, S.J. (2014) Evidence- based nursing. The research practice connection. 3rd ed., Sudbury MA; Jones & Barlett. Bryant, E. (2012) the impact of policy and screening on cervical cancer in England. British Journal of Nursing, Vol.4, pp. 6-10. Cadman, L., Waller, J., Ashdown-Barr, L. and Szarewski, A. (2012) Barriers to cervical screening in women who have experienced sexual abuse; an exploratory study. British Medical Journals, Vol. 38, no. 4, pp. 1-19. Craig, J. and Smyth, R. (2012) the evidence based practice manual for nurses. 3rd ed., Edinburg Scotland; Church Livingstone Elsevier Ltd. Department of Health. (2012a) cervical screening. {Online} {Accessed on 12 September 2017} http;//www.tinyurl.com/7gvxef9 Ellis, P. (2016) Evidence – based Practice in Nursing. 3rd ed., London; Sage Publications. Fang, D.M. and Baker, D.L. (2013) Barriers and facilitators of cervical cancer screening among women of Hmong origin. Journal of Health Care Poor Undeserved, Vol. 24, no. 2, pp. 540-555. Ferlay, J., Soerjomataram, I., Ervik, M., Dikshit, R., Eser, S. and Mathers, C. (2013) Cancer incidence and Mortality Worldwide. IARC Cancer Base NO.11 Lyon; International Agency for Research on Cancer. Foran, C. and Brennan, A. (2015) Prevention and early detection of cervical cancer in the UK. British Journal of Nursing, Vol. 24, no.10, pp.2. Fujimori, M., Shirai, Y. and Asai, M. (2014) Effect of communication skills training program for oncologist based on patients preferences for communication when receiving bad news. Journal of Clinical Oncology, Vol. 32, no.20, pp. 2172-3266. Hope, K.A., Moss, E., Redman, C.and Sherman, S.M. (2017) psychosocial influences upon older women’s decision to attend cervical screening; a review of current evidence. Preventive Medicine, Vol. 101, pp. 60-66. Hoppenot, C., Stampler, K. and Dunton, C. (2012) cervical cancer screening in high- and low resource countries; implications and new developments. Obstetrician Gynaecology Survey, Vol. 67, no. 10, pp. 658-667. Houser, J. (2016) Nursing Research; Reading, Using and Creating Evidence. 4th ed., Jones& Bartlett Kobayashi, L.C., Waller, W.C. and Wardle, J. (2016) A lack of information engagement among colorectal cancer screening non-attenders; cross sectional study. British Medical Colorectal Public Health, Vol. 16, pp. 659. Marlow, L.A., Wardle, J. and Waller, J. (2015) Understanding cervical screening non-attendance among ethnic minority women in England. British Journal of Cancer, Vol. 113, pp. 833-839. Merolli, M., Gray, K. and Martin Sanchez, F. (2013) Health outcomes and related effects of using social media in chronic disease management; a literature review and analysis of affordances. Journal of Biomedical Information. Nursing and Midwifery Council. (2015) the Code; Professional Standards of Practice and Behaviour for Nurses and Midwives. NMC, London. The Health and Social Care Information Centre annual report- 2012 to 2013 www.gov.uk/†¦/thehealth-and-social-care-information-centre-annual-report-an Wardle, J., Wanger, C.N., Kralji-Hans, I., Halloran, S.P., Smith, S.G. and McGregor, L.M. (2016) Effects of evidence-based strategies to reduce the socioeconomic gradient of uptake in the English NHS Bowel Cancer Screening Programme (ASCEND) ;four cluster- randomised controlled trials. Lancet, pp.751-759. White, A., Thompson, T.D. and White, M.C. (2015) cancer screening test- use- United States. MM WR Morb Mortal Weekly Rep, Vol. 66, pp. 201-206. World Health Organisation (2015a) Cancer. {Online} {Accessed on September 12 2017}

Capital Punishment :: essays research papers

Capital Punishment - History Capital Punishment - History There have been many controversies in the history of the United States, ranging from abortion, gun control, but capital punishment has been one of the most contested issues in recent decades. Capital punishment is the legal infliction of the death penalty on persons convicted of a crime. It is not intended to inflict any physical pain or any torture; it is only another form of punishment. It is irrevocable because it removes those punished from society forever, instead of temporarily imprisoning them. The usual alternative to the death penalty is life-imprisonment. Capital punishment is a method of punishment as old as civilization itself. The death penalty has been imposed throughout history for many crimes, ranging from treason to petty theft and murder. Many ancient societies accepted the idea that certain crimes deserved capital punishment. Ancient Roman and Mosaic law endorsed the notion of retaliation; they believed in the rule of "an eye for an eye." Similarly, the ancient Egyptians all executed citizens for a variety of crimes. The most famous people to be executed is Jesus. Only in England, during the reign of William the Conqueror was the death penalty not used, although the results of interrogation and torture were often fatal. Later, Britain reinstated the death penalty and brought it to its American colonies. Although the death was widely accepted throughout the early United States, not everyone approved of it. In the late-eighteen century, opposition to the death penalty gathered enough strength to lead to important restrictions on the use of the death penalty in several northern states, while in the United States, Michigan, Wisconsin, and Rhode Island abandoned the practice of it altogether. In 1794, Pennsylvan ia adopted a law to show the different degrees of murder and only used the death penalty for premeditated first-degree murder. Another reform took place in 1846 in Louisiana. This state abolished the mandatory death penalty and authorized the option of sentencing a capital offender to life imprisonment rather than to death. After the 1830s, public executions ceased to be demonstrated but did not completely stop until after 1936. Throughout history, governments have been extremely inventive in making ways to execute people. Executions inflicted in the past are now regarded today as ghastly, barbaric, and unthinkable and are forbidden by law almost everywhere. Common historical methods of execution included: stoning, crucifixion, burning, breaking on the wheel, garroting, beheading or decapitation, shooting and hanging .

Ethical Standards of Mental Health Essay

The contents of all therapy sessions, whether verbal information or written records, should be considered confidential. Therefore, this information should not be passed on to a third party without the written consent of a client nor is legal guardian. However some exceptions are made for certain situations. The state law provides that mental health professions should report the following situations to the necessary person or agencies. Duty to warn the protect A client may disclose his intentions to harm another person to a mental health profession. In this case the mental health professional must warn the supposed victim and report the plan to the authorities. If a client discloses his intentions to commit suicide, mental health professions should inform the authorities and the family members of the client. (2. b. ). Abuse of children and vulnerable adults Health care professions are required to notify the legal authorities and the social service agencies, if a client discloses that he has been abusing a child or vulnerable adult or intents to abuse them. Prenatal exposure to controlled substances. Read more:Â  Essay About Mental Well-being Health care services should report cases of admitted prenatal exposure to abusive and controlled substances that are potentially harmful. In the events of clients death When the client is declared dead, their spouses or parents have the right to access their records. Minorsguardianship The guardians or parents of a non emancipated minor client have the right to access the client’s records. Profession misconduct Health care professionals are required to report, cases of profession misconduct by the other health care professionals. During meetings of professional disciplinary, records of the profession actions should be released so as to substantiate disciplinary concerns. Insurance providers Sometimes insurance companies may require information concerning the client’s services especially, treatments plans, types of services offered and the case notes. (2. b. ). Ethics and Laws Related to Mental Health Record keeping Mental health professionals are required to keep records in a secure place and to protect the client’s confidentiality. Failure of the health care professionals could resent to malpractices claims because it breaches the standard of the care that is expected of a mental health professionals laws and ethics that governing record keeping may include; when a patient is admitted in the hospital, there complete medical record should be made available at all times. These documents should reflect the patient’s continuum of case. Medical records should include entries that are made by individual health care professions. These entries must be made immediately after the event as taken place to avoid disputes. The entries made by the health care profession must be legible and consist of the authors and signature and the patient details. Every record made must state the doctor who was responsible for making decisions of the time of the care event. Health care professionals create; control, store and dispose of records concerning their professional work so as to facilitate the provision of services meet institutional requirements and ensure accuracy of billing and payments. Social workers must take reasonable moves to ensure that the entries in medical records are accurate and reflect on the kind of services provided. 2. c. ). The confidentiality of children Children are deemed to consent to their own treatment if they arte capable. The law states that a capable child is one who understands the need for medical treatment, what the treatment entails the benefits and risks of the treatment. Doctors can treat children without the permission of parents or guardians. If they explain all the details and decide that the child understands them. There is no particular age at which a child is deemed capable. Doctors should use their judgments to make the decision. The medical treatment for children can be kept confidential from their parents if t concerns birth control, sexually transmitted diseases and mental health problems. (2. d. ). Multicultural competence Multicultural competence has been expressed as the appreciation of different cultures in regard to education and psychology multicultural competence is the awareness, knowledge, and skills that enable people to interact respectfully with people from different backgrounds and values. Multicultural competence ensures that people have the ability to work effectively and ethically with people from different cultures. Multicultural knowledge is evident when an individual has a clear understanding of other cultures that are different from their own. Individuals who are multiculturally competent should have an informed understanding of the history, practices, traditions and values of other cultures. Multicultural awareness requires that one be fully aware of how the attitudes, values and beliefs of people interact with others who are culturally different from them. Culturally competent individuals should be able to interact successfully and effectively with people who have different beliefs, values and traditions to them. Multicultural skills refer to skills that are used by individual to interact successfully and effectively with people who have a different cultural background from their own. Multicultural competences arise from an individual motivation to develop skills and believe in certain manner, mainly derived from our personal characteristics and from institutions and organizational backgrounds in which we develop. Multicultural competence is therefore seen as a contribution of both organizations and individual’s efforts. How to promote ethical treatment of diverse populations Today our society has evolved into a culturally diverse society and thus multicultural education and training is very crucial. Our training systems should address the problems of the world as a whole to allow students have a better understanding of actions taken by a certain state should be viewed in terms of how they implicate on other states as well. The monocultural nature of training should be abolished from the training of professional counselors. They should be educated on both multicultural and cross-cultural issues. This way, they will be able to recognize that race, ethnicity and culture are functions of each individual. Usually, the traditional counseling techniques used were only applied to the minority groups. Counseling professionals should be trained to recognize that the client and the therapist are highly linked to historical and current experiences of oppression and racism. As a result, the counselor, client and the counseling process are more likely to be influenced by racial relations in the larger society. Counseling professionals should therefore be trained to offer equal opportunities to services and equal judgments. Ethical provisions require that professionals who have no adequate training in working with clients from different cultural backgrounds should not be allowed to work with clients. This is because they are unethical and could be potentially harmful to clients due to irrational thinking and judgments. Quite openly, the white culture is seen as a dominant culture and thus counselors who are biased by this are likely to cause negative effects on the clients. Therefore counseling professionals must become culturally aware, so as to have a better understanding of their own conditions, those of their clients and their socio-political system in which they both belong. Counseling professionals should understand the world view of each culturally different client. Counselors should be skilled in the sense that they must familiarize themselves wit h he relevant research and latest findings regarding mental disorders of different ethnic and racial groups. They should become more involved with minority groups outside the counseling settings as to broaden their perspectives of the minorities. Clinician’s duty to warn Medical health professionals have a legal and ethical duty of keeping confidential their communications with their patients. A clinicians duty to warn and protect states that if a client discloses his intentions to harm another person to a medical health professional, the professional has the right tot inform the supposed victim and report the plan to the necessary authorities. Confidentiality is a primary right of the client accorded to him during his therapy sessions. (2. c. ). However in some circumstance, confidentiality may be broken for ethical and legal reasons. Various court decisions have been enacted to grant the therapist permission to warn and protect individuals who may be affected by a client’s dangerous actions. If a mental health professional fail to predict that a client is dangerous and fails to warn the supposed victim, he thus exposes himself open to lawsuits. (Harman, 2006). A medical health professional has the responsibility of warning, protecting and predicting, when a client communicate serious threats of harming a reasonably identifiable Medical health professionals working with dangerous clients are often faced with legal, ethical and moral dilemmas. They must carefully access the risks involved to the potential victim, the client and themselves for breaching the confidentiality. Health professionals should inform the clients of the limits of confidentiality, record the steps taken in order to protect those under potential danger and keep record of notes of the client’s threats. Confidentiality can be breached in cases where a client poses danger to others, when a client discloses plans to cause harm to someone or to prevent a dangerous client from causing harm to others. When a patient who is HIV positive discloses to his therapist plans of having unprotected sex with an identifiable other who is not HIV positive, without their consent, the medical professional has the right to inform the potential victim and the necessary social service agencies. In this case, the confidentiality of the patent’s communication with the therapist is breached so as to protect the potential victim. The court provides that if a health professional identifies a clients plan to intentionally harm other people, they should warn the potential victim and report to the necessary authorities or risk facing lawsuits. (2. . ). However, this conflict with ethical requirement that, every patient has the right to strict confidentiality and that there should be no sharing of information outside of the therapist-client relationship so as to have effective therapy. (Simon, 2001). A number of complicated and legal issues arise when a HIV positive person intentionally refuses to tell their partner about the possibility of infecting them. The character of the therapist mainly determines the therapist’s ability to disclose the information to the potential victim. HIV is an incurable disease that causes danger and probable discrimination the victim. When there is existence of a real danger to a potential victim, confidentiality is not considered as an absolute value. Before disclosing this kind of information to a third party the therapist should consult with the client and inform him of the limits of confidentiality. He must be made aware of the fact that there are certain limits to the rule of confidentiality. The client must be informed that in such a case, where a client discloses the intentions of harming a third party, thee medical health professional has the obligation of informing potential victim and the necessary authorities. In most states, the confidentiality of patient’s information is protected by statute except in certain circumstances which are, physicians should report information about a patient without his consent in order to protect the society. (Shaner, 2000). Dual relationships A 40 year old therapist becomes attracted to a 38 year old client and soon realizes that the feelings are mutual. They discuss the situation and mutually agree to terminate therapy and begin dating. They eventually get married. Dual relationships exist when therapists assume two or more different roles at one particular time dual relationships may include socializing with a client or becoming emotionally or sexually involved with a client. This kind of behaviour is seen as unethical in the counseling profession. Such relationships impair the judgment and decisions made by the therapist and result in conflicts of interest and exploitation of the client. (2. e. ). Sexual misconduct is considered as the biggest ethical violation of a therapist and as a result has become a common and serious allegation in malpractice suits. According to the laws and ethics of medical professionals, sexual intimacy with clients is prohibited. These laws provide that counselors should not have any form of sexual relationships with clients and should not counsel people with whom they have had a sexual relationship with. Medical health professionals and other social workers must not get involved in sexual intimacies with clients, whether the activity is mutual or forced. The CCA standards provide that psychologists must not engage themselves in sexual activities with current therapy clients. According to these ethics and laws, the therapist has violated the ethics by becoming sexually involved with a current client. By getting involved with a client and becoming sexually active the therapist violated laws which stated that a psychologist must not get engaged in sexual activities with clients. Sexual relationships between a therapist and a client can have very many negative impacts especially on the client. The experience could cause negative effects on the personality of the client arising from mistrust of opposite sex relationships. The client may become emotionally disturbed and experience feeling of depression. Due to this, the client may have difficulty in pursuing therapy. (2. e. ) By deciding to quit therapy and get married, the therapist made an ethical decision. According to the Canadian professional code of ethics, psychologists must avoid getting involved in sexual activities s with the clients. This is because it interferes with therapist’s judgment and the client’s ability to purse treatment. Therefore, quitting therapy so that they both have respect for the professional code of ethics. Medical health professionals must aim at promoting and maintaining cordial interprofessional relationships. However, despite the fact that the feelings between the therapist and client were mutual, and the fact that they both quit therapy to get married, their actions were unethical because they breached the professionals code of ethics. Therapists are bestowed with the responsibility of setting up appropriate sexual boundaries for their clients, communicating the boundaries and aiming at attaining a professional relationship rather than a personal relationship. The CCA provides that engaging in sexual activities before a period of two years after therapy has been terminated, is a violation of professional code of ethics. Therefore quitting therapy so as to get married was unethical on the therapist and the client’s side. Courts have therefore ruled claims of consent by client engaging in sexual relationships with therapists, due to the vulnerability of clients and also the powerful affects of the opposite sex relationships. (Videbeck, 2007).

Leadership Style

Finding a role model to evaluate his or her style of leadership and identifying ones own characteristics as a leader are he starting point for creating a personal development plan to work toward becoming the type of leader one wishes to be. Mary Kay Ash According to Hulk, transformational leaders, â€Å"seek to raise the consciousness of followers by appealing to ideals and moral values such as liberty, justice, equality, peace, and humanitarianism, not to baser emotions such as fear, greed, jealousy, or hatred† (2013, p. 347). Mary Kay Ash was a transformational leader.During a time period where women were not viewed as equal to men, she started a new business that empowered women. Not only did she build a business for women, she established a charitable foundation to support cancer research and later expanded its purpose to fighting violence against women (celebrating Mary Kay Ash†, n. D. ). It would take a huge amount of courage, confidence, and drive to accomplish th e things she was able to. To have this type of impact on such a large group of people even would provide a person with an enormous sense of accomplishment.Strengths of Self Qualities necessary to be a positive leader that are possessed by the author include respectful, good communicator, resourceful, rewarding, an openness to change, organized, delegated, takes initiative, listens to and responds to feedback as well as provides constructive feedback to others (University of Oregon, 2009). Treating others with respect will lead to them giving respect. Communicating is an essential function of leading. The leader must be able to share the goal and vision as well as provide direction. People also have a need to be heard, so it is important for a leader to listen to others and their ideas.Weaknesses Of Self Qualities that may hold a person from reaching his or her goal of being a transformational leader are being task oriented instead of people oriented. A transformational leader change s the lives of others and this is harder to accomplish if the main focus is the task not the person. A need to control has its strong points as well as its weaknesses. It is important to know when to allow others to take control. Characteristics that are Transformational To become this type of leader would not only transform the lives of others but of the author as a leader herself.Being a motivational leader is a positive starting point in working toward becoming a transformational leader. Knowing one's abilities is important but constantly striving to improve learning to do more and better can inspire others that they can do the same. Seeing an organized leader who thrives under pressure, using planning as a tool to succeed will show others they are capable of overcoming their stress and do better. The most important quality a person needs to become a transformational leader is a belief in and desire to developing others both personally and professional.Development Plan Having a m entor is an excellent way to identify a person's qualities as a leader and develop a plan that will help that person become the leader he or she desires to be. Working toward becoming a transformational leader is an enormous goal. The first step in reaching this goal is identifying the needs of others and how they are motivated. Then setting personal goals that work toward the development into a transformational leader. It is important to begin with smaller goals, such as encouraging coworkers to do more and do better.If they take pride in their work and their job it will reflect in the equines. By setting smaller, reachable goals a person will be encouraged and inspired to continue to work and reach the final goal. Conclusion Being in a position to empower, motivate, and uplift women is only part of what it would take to be a transformational leader. Taking action and taking charge of her life and future is what Mary Kay Ash did, and showed other women they could do it as well. To change a person's leadership style it is necessary to identify that person's characteristics as a leader. Leadership Style Definition of Leadership A leader is someone who can influence others and who has a managerial authority. Leadership is what leaders do. More specifically, it’s the process of influencing a group to achieve goals. Group Leadership Leadership is concerned with control and power in a group. Leadership can be aimed at either maintaining the interpersonal relationships in the group or prodding the group to achieve its task. Kinds of Leadership Groups typically benefit from two kinds of leadership i. e. Instrumental leadership Expressive leadership Instrumental Leadership: This kind of leadership refers to group leadership that focuses on the completion of tasks. Members look to instrumental leadership to make plans, give orders and get things done. Characteristics of instrumental leadership Instrumental leaders usually have formal, secondary relations with other group members. They give orders and rewards and punish members according to their contribution to the group’s efforts. Enjoy more respect from members when successful. Their main goal is completion of task. Expressive Leadership: Expressive leadership is a group leadership that focuses on the group's well being. Example: the democratic style of leadership is an example of expressive leadership. Characteristics of Expressive leadership Expressive leaders take less interest in achieving goals than in promoting the well-being of members, raising group morale and minimizing tensions and conflicts among the group members. Expressive leaders build more personal and primary ties. They show sympathy to their group members. They generally receive more personal affection. Leadership Styles Definition: Leadership styles refer to the various patterns of behavior favored by leaders during the process of directing and influencing workers. Sociologists describe leadership in terms of decision making styles. The three major types of leadership are the following: Authoritarian or autocratic leadership. Democratic or Participative leadership. Laissez-faire leadership. Although good leaders use all three styles, with one of them normally dominant, bad leaders tend to stick with one style. In the past several decades, management experts have undergone a revolution in how they define leadership and what their attitudes are toward it. They have gone from a very classical autocratic approach to a very creative, participative approach. Somewhere along the line, it was determined that not everything old was bad and not everything new was good. Rather, different styles were needed for different situations and each leader needed to know when to exhibit a particular approach. Authoritarian Leadership This is often considered the classical approach. It is one in which the manager retains as much power and decision-making authority as possible. The manager does not consult employees, nor are they allowed to give any input. Employees are expected to obey orders without receiving any explanations. The motivation environment is produced by creating a structured set of rewards and punishments. This style is used when leaders tell their employees what they want done and how they want it accomplished, without getting the advice of their followers. Some of the appropriate conditions to use it are when you have all the information to solve the problem, you are short on time, and your employees are well motivated. This leadership style has been greatly criticized during the past 30 years. Some studies say that organizations with many autocratic leaders have higher turnover and absenteeism than other organizations. These studies say that autocratic leaders: Rely on threats and punishment to influence employees. Do not allow for employee input. Autocratic leadership is not all bad. Sometimes it is the most effective style to use. These situations can include: New, untrained employees who do not know which tasks to perform or which procedures to follow. Effective supervision can be provided only through detailed orders and instructions. A manager’s power is challenged by an employee. Democratic or Participative leadership The democratic leadership style is also called the participative style as it encourages employees to be a part of the decision making. The democratic manager keeps his or her employees informed about everything that affects their work and shares decision making and problem solving responsibilities. This style requires the leader to be a coach who has the final say, but gathers information from staff members before making a decision. Democratic leadership can produce high quality and high quantity work for long periods of time. Many employees like the trust they receive and respond with cooperation, team spirit, and high morale. Typically the democratic leader: Develops plans to help employees evaluate their own performance. Encourages employees to grow on the job and be promoted. Recognizes and encourages achievement. Like the other styles, the democratic style is not always appropriate. It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems. This is normally used when you have part of the information, and your employees have other parts. Note that a leader is not expected to know everything — this is why you employ knowledgeable and skillful employees. Using this style is of mutual benefit — it allows them to become part of the team and allows you to make better decisions. Laissez-faire leadership Laissez faire is a French word meaning noninterference in the affairs of others. Laissez means to let, allow and faire means to do. The laissez-faire leadership style is also known as the â€Å"hands-off? style. It is one in which the manager provides little or no direction and gives employees as much freedom as possible. All authority or power is given to the employees and they must determine goals, make decisions, and resolve problems on their own. In this style, the leader allows the employees to make the decisions. However, the leader is still responsible for the decisions that are made. This is used when employees are able to analyze the situation and determine what needs to be done and how to do it. You cannot do everything! You must set priorities and delegate certain tasks. This is an effective style to use when: Employees are highly skilled, experienced, and educated. Employees have pride in their work and the drive to do it successfully on their own. Outside experts, such as staff specialists or consultants are being used. Employees are trustworthy and experienced. Varying Leadership Style While the proper leadership style depends on the situation, there are three other factors that also influence which leadership style to use. The manager’s personal background. What personality, knowledge, values, ethics, and experiences does the manager have? What does he or she think will work? The employees being supervised. Employees are individuals with different personalities and backgrounds. The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to. The company. The traditions, values, philosophy, and concerns of the company will influence how a manager acts. There are a lot of arguments for and against each of the effective leadership styles. For example, the followers of an authoritarian leader are more prone to having low motivation and morale. They may find it difficult to get inspired because the leader is more impersonal, task oriented, demanding, and not considerate of their opinions. However despite this, there are situations where an authoritarian leadership style is the most effective. Such as when time is short, when the leader has all the information and a quick decision is needed. Anything other than an authoritarian leader will result in poorer outcomes. Theories of Leadership People have been interested in leadership since they have started coming together in groups to accomplish goals. However, it wasn’t until the early part of the twentieth century that researchers usually began to study it. These early leadership theories focused on the leader (trait theories) and how the leader interacted with his or her group members (behavioral theories) while subsequent theories looked at other variables such as situational factors and skill level. While many different leadership theories have emerged, most can be classified as one of eight major types: ‘Great Man’ Theory Early research on leadership was based on the study of people who were already great leaders. These people were often from the aristocracy, as few from lower classes had the opportunity to lead. This contributed to the notion that leadership had something to do with breeding. The idea of the Great Man also strayed into the mythic domain, with notions that in times of need, a Great Man would arise, almost by magic. This was easy to verify, by pointing to people such as Eisenhower and Churchill. The term â€Å"Great Man† was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership. Trait theory In searching for measurable leadership traits, researchers have taken two approaches: Comparing the traits of those who have emerged as leaders with the traits who have not and Comparing the traits of effective leaders with those of ineffective leaders. Early research on leadership was based on the psychological focus of the day, which was of people having inherited characteristics or traits. Attention was thus put on discovering these traits, often by studying successful leaders, but with the underlying assumption that if other people could also be found with these traits, then they, too, could also become great leaders. Trait theories often identify particular personality or behavioral characteristics shared by leaders. But if particular traits are key features of leadership, how do we explain people who possess those qualities but are not leaders? This question is one of the difficulties in using trait theories to explain leadership. Behavioral theory When it became evident that effective leaders did not seem to have a particular set of distinguishing traits, researchers tried to isolate the behavior characteristics of effective leaders. In other words, rather than try to figure out who effective leaders are, researchers tried to determine what effective leaders do i. e. how they delegate tasks, how they communicate with and try to motivate their followers or employees and so on. Behaviors, unlike traits, can be learned, so it is followed that individuals trained in appropriate leadership behaviors would be able to lead more effectively. Participative theory A Participative Leader, rather than taking autocratic decisions, seeks to involve other people in the process, possibly including subordinates, peers, superiors and other stakeholders. Often, however, as it is within the managers' whim to give or deny control to his or her subordinates, most participative activity is within the immediate team. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others. The level of participation may also depend on the type of decision being made. Decisions on how to implement goals may be highly participative, whilst decisions during subordinate performance evaluations are more likely to be taken by the manager. Contingency theory Contingency theories are a class of behavioral theory that contends that there is no one best way of leading and that a leadership style that is effective in some situations may not be successful in others. Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers, and aspects of the situation. This theory focuses on the following factors: Task requirement. Peer’s expectations and behavior. Employees’ characteristics, expectations and behavior. Organizational culture and policies. Situational theory One of the major contingency approaches to leadership is Paul Hersey and Kenneth H. Blanchard’s â€Å"situational leadership model† which holds that the most effective leadership style varies with the â€Å"readiness† of employees. When a decision is needed, an effective leader does not just fall into a single preferred style, such as using transactional or transformational ethods. In practice, as they say, things are not that simple. Factors that affect situational decisions include motivation and capability of followers. This, in turn, is affected by factors within the particular situation. The relationship between followers and the leader may be another factor that affects leader behavior as much as it does follower behavior. The leaders' pe rception of the follower and the situation will affect what they do rather than the truth of the situation. The leader's perception of themselves and other factors such as stress and mood will also modify the leaders' behavior. Transformational or Charismatic theory Working for a Transformational Leader can be a wonderful and uplifting experience. They put passion and energy into everything. They care about you and want you to succeed. One area of growing interest is the study of individuals who have an exceptional impact on their organizations. These individuals may be called â€Å"charismatic† or â€Å"transformational† leaders. First, many large companies including IBM, GM etc have embarked on organizational â€Å"transformations† programs of extensive changes that must be accomplished in short periods of time. Bass’s theory of transformational leadership Bass defined transformational leadership in terms of how the leader affects followers, who are intended to trust, admire and respect the transformational leader. He identified three ways in which leaders transform followers: Increasing their awareness of task importance and value. Getting them to focus first on team or organizational goals, rather than their own interests. Activating their higher-order needs. Bass has recently noted that authentic transformational leadership is grounded in moral foundations that are based on four components: Idealized influence Inspirational motivation Intellectual stimulation Individualized consideration Transactional or Management theory Management theories (also known as â€Å"Transactional theories†) focus on the role of supervision, organization, and group performance. These theories base leadership on a system of reward and punishment. Managerial theories are often used in business; when employees are successful, they are ewarded; when they fail, they are reprimanded or punished. The early stage of Transactional Leadership is in negotiating the contract whereby the subordinate is given a salary and other benefits, and the company gets authority over the subordinate. When the Transactional Leader allocates work to a subordinate, they are considered to be fully responsible for it, whether or not they have th e resources or capability to carry it out. When things go wrong, then the subordinate is considered to be personally at fault, and is punished for their failure (just as they are rewarded for succeeding). Leadership Style Definition of Leadership A leader is someone who can influence others and who has a managerial authority. Leadership is what leaders do. More specifically, it’s the process of influencing a group to achieve goals. Group Leadership Leadership is concerned with control and power in a group. Leadership can be aimed at either maintaining the interpersonal relationships in the group or prodding the group to achieve its task. Kinds of Leadership Groups typically benefit from two kinds of leadership i. e. Instrumental leadership Expressive leadership Instrumental Leadership: This kind of leadership refers to group leadership that focuses on the completion of tasks. Members look to instrumental leadership to make plans, give orders and get things done. Characteristics of instrumental leadership Instrumental leaders usually have formal, secondary relations with other group members. They give orders and rewards and punish members according to their contribution to the group’s efforts. Enjoy more respect from members when successful. Their main goal is completion of task. Expressive Leadership: Expressive leadership is a group leadership that focuses on the group's well being. Example: the democratic style of leadership is an example of expressive leadership. Characteristics of Expressive leadership Expressive leaders take less interest in achieving goals than in promoting the well-being of members, raising group morale and minimizing tensions and conflicts among the group members. Expressive leaders build more personal and primary ties. They show sympathy to their group members. They generally receive more personal affection. Leadership Styles Definition: Leadership styles refer to the various patterns of behavior favored by leaders during the process of directing and influencing workers. Sociologists describe leadership in terms of decision making styles. The three major types of leadership are the following: Authoritarian or autocratic leadership. Democratic or Participative leadership. Laissez-faire leadership. Although good leaders use all three styles, with one of them normally dominant, bad leaders tend to stick with one style. In the past several decades, management experts have undergone a revolution in how they define leadership and what their attitudes are toward it. They have gone from a very classical autocratic approach to a very creative, participative approach. Somewhere along the line, it was determined that not everything old was bad and not everything new was good. Rather, different styles were needed for different situations and each leader needed to know when to exhibit a particular approach. Authoritarian Leadership This is often considered the classical approach. It is one in which the manager retains as much power and decision-making authority as possible. The manager does not consult employees, nor are they allowed to give any input. Employees are expected to obey orders without receiving any explanations. The motivation environment is produced by creating a structured set of rewards and punishments. This style is used when leaders tell their employees what they want done and how they want it accomplished, without getting the advice of their followers. Some of the appropriate conditions to use it are when you have all the information to solve the problem, you are short on time, and your employees are well motivated. This leadership style has been greatly criticized during the past 30 years. Some studies say that organizations with many autocratic leaders have higher turnover and absenteeism than other organizations. These studies say that autocratic leaders: Rely on threats and punishment to influence employees. Do not allow for employee input. Autocratic leadership is not all bad. Sometimes it is the most effective style to use. These situations can include: New, untrained employees who do not know which tasks to perform or which procedures to follow. Effective supervision can be provided only through detailed orders and instructions. A manager’s power is challenged by an employee. Democratic or Participative leadership The democratic leadership style is also called the participative style as it encourages employees to be a part of the decision making. The democratic manager keeps his or her employees informed about everything that affects their work and shares decision making and problem solving responsibilities. This style requires the leader to be a coach who has the final say, but gathers information from staff members before making a decision. Democratic leadership can produce high quality and high quantity work for long periods of time. Many employees like the trust they receive and respond with cooperation, team spirit, and high morale. Typically the democratic leader: Develops plans to help employees evaluate their own performance. Encourages employees to grow on the job and be promoted. Recognizes and encourages achievement. Like the other styles, the democratic style is not always appropriate. It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems. This is normally used when you have part of the information, and your employees have other parts. Note that a leader is not expected to know everything — this is why you employ knowledgeable and skillful employees. Using this style is of mutual benefit — it allows them to become part of the team and allows you to make better decisions. Laissez-faire leadership Laissez faire is a French word meaning noninterference in the affairs of others. Laissez means to let, allow and faire means to do. The laissez-faire leadership style is also known as the â€Å"hands-off? style. It is one in which the manager provides little or no direction and gives employees as much freedom as possible. All authority or power is given to the employees and they must determine goals, make decisions, and resolve problems on their own. In this style, the leader allows the employees to make the decisions. However, the leader is still responsible for the decisions that are made. This is used when employees are able to analyze the situation and determine what needs to be done and how to do it. You cannot do everything! You must set priorities and delegate certain tasks. This is an effective style to use when: Employees are highly skilled, experienced, and educated. Employees have pride in their work and the drive to do it successfully on their own. Outside experts, such as staff specialists or consultants are being used. Employees are trustworthy and experienced. Varying Leadership Style While the proper leadership style depends on the situation, there are three other factors that also influence which leadership style to use. The manager’s personal background. What personality, knowledge, values, ethics, and experiences does the manager have? What does he or she think will work? The employees being supervised. Employees are individuals with different personalities and backgrounds. The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to. The company. The traditions, values, philosophy, and concerns of the company will influence how a manager acts. There are a lot of arguments for and against each of the effective leadership styles. For example, the followers of an authoritarian leader are more prone to having low motivation and morale. They may find it difficult to get inspired because the leader is more impersonal, task oriented, demanding, and not considerate of their opinions. However despite this, there are situations where an authoritarian leadership style is the most effective. Such as when time is short, when the leader has all the information and a quick decision is needed. Anything other than an authoritarian leader will result in poorer outcomes. Theories of Leadership People have been interested in leadership since they have started coming together in groups to accomplish goals. However, it wasn’t until the early part of the twentieth century that researchers usually began to study it. These early leadership theories focused on the leader (trait theories) and how the leader interacted with his or her group members (behavioral theories) while subsequent theories looked at other variables such as situational factors and skill level. While many different leadership theories have emerged, most can be classified as one of eight major types: ‘Great Man’ Theory Early research on leadership was based on the study of people who were already great leaders. These people were often from the aristocracy, as few from lower classes had the opportunity to lead. This contributed to the notion that leadership had something to do with breeding. The idea of the Great Man also strayed into the mythic domain, with notions that in times of need, a Great Man would arise, almost by magic. This was easy to verify, by pointing to people such as Eisenhower and Churchill. The term â€Å"Great Man† was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership. Trait theory In searching for measurable leadership traits, researchers have taken two approaches: Comparing the traits of those who have emerged as leaders with the traits who have not and Comparing the traits of effective leaders with those of ineffective leaders. Early research on leadership was based on the psychological focus of the day, which was of people having inherited characteristics or traits. Attention was thus put on discovering these traits, often by studying successful leaders, but with the underlying assumption that if other people could also be found with these traits, then they, too, could also become great leaders. Trait theories often identify particular personality or behavioral characteristics shared by leaders. But if particular traits are key features of leadership, how do we explain people who possess those qualities but are not leaders? This question is one of the difficulties in using trait theories to explain leadership. Behavioral theory When it became evident that effective leaders did not seem to have a particular set of distinguishing traits, researchers tried to isolate the behavior characteristics of effective leaders. In other words, rather than try to figure out who effective leaders are, researchers tried to determine what effective leaders do i. e. how they delegate tasks, how they communicate with and try to motivate their followers or employees and so on. Behaviors, unlike traits, can be learned, so it is followed that individuals trained in appropriate leadership behaviors would be able to lead more effectively. Participative theory A Participative Leader, rather than taking autocratic decisions, seeks to involve other people in the process, possibly including subordinates, peers, superiors and other stakeholders. Often, however, as it is within the managers' whim to give or deny control to his or her subordinates, most participative activity is within the immediate team. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others. The level of participation may also depend on the type of decision being made. Decisions on how to implement goals may be highly participative, whilst decisions during subordinate performance evaluations are more likely to be taken by the manager. Contingency theory Contingency theories are a class of behavioral theory that contends that there is no one best way of leading and that a leadership style that is effective in some situations may not be successful in others. Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers, and aspects of the situation. This theory focuses on the following factors: Task requirement. Peer’s expectations and behavior. Employees’ characteristics, expectations and behavior. Organizational culture and policies. Situational theory One of the major contingency approaches to leadership is Paul Hersey and Kenneth H. Blanchard’s â€Å"situational leadership model† which holds that the most effective leadership style varies with the â€Å"readiness† of employees. When a decision is needed, an effective leader does not just fall into a single preferred style, such as using transactional or transformational ethods. In practice, as they say, things are not that simple. Factors that affect situational decisions include motivation and capability of followers. This, in turn, is affected by factors within the particular situation. The relationship between followers and the leader may be another factor that affects leader behavior as much as it does follower behavior. The leaders' pe rception of the follower and the situation will affect what they do rather than the truth of the situation. The leader's perception of themselves and other factors such as stress and mood will also modify the leaders' behavior. Transformational or Charismatic theory Working for a Transformational Leader can be a wonderful and uplifting experience. They put passion and energy into everything. They care about you and want you to succeed. One area of growing interest is the study of individuals who have an exceptional impact on their organizations. These individuals may be called â€Å"charismatic† or â€Å"transformational† leaders. First, many large companies including IBM, GM etc have embarked on organizational â€Å"transformations† programs of extensive changes that must be accomplished in short periods of time. Bass’s theory of transformational leadership Bass defined transformational leadership in terms of how the leader affects followers, who are intended to trust, admire and respect the transformational leader. He identified three ways in which leaders transform followers: Increasing their awareness of task importance and value. Getting them to focus first on team or organizational goals, rather than their own interests. Activating their higher-order needs. Bass has recently noted that authentic transformational leadership is grounded in moral foundations that are based on four components: Idealized influence Inspirational motivation Intellectual stimulation Individualized consideration Transactional or Management theory Management theories (also known as â€Å"Transactional theories†) focus on the role of supervision, organization, and group performance. These theories base leadership on a system of reward and punishment. Managerial theories are often used in business; when employees are successful, they are ewarded; when they fail, they are reprimanded or punished. The early stage of Transactional Leadership is in negotiating the contract whereby the subordinate is given a salary and other benefits, and the company gets authority over the subordinate. When the Transactional Leader allocates work to a subordinate, they are considered to be fully responsible for it, whether or not they have th e resources or capability to carry it out. When things go wrong, then the subordinate is considered to be personally at fault, and is punished for their failure (just as they are rewarded for succeeding). Leadership Style Finding a role model to evaluate his or her style of leadership and identifying ones own characteristics as a leader are he starting point for creating a personal development plan to work toward becoming the type of leader one wishes to be. Mary Kay Ash According to Hulk, transformational leaders, â€Å"seek to raise the consciousness of followers by appealing to ideals and moral values such as liberty, justice, equality, peace, and humanitarianism, not to baser emotions such as fear, greed, jealousy, or hatred† (2013, p. 347). Mary Kay Ash was a transformational leader.During a time period where women were not viewed as equal to men, she started a new business that empowered women. Not only did she build a business for women, she established a charitable foundation to support cancer research and later expanded its purpose to fighting violence against women (celebrating Mary Kay Ash†, n. D. ). It would take a huge amount of courage, confidence, and drive to accomplish th e things she was able to. To have this type of impact on such a large group of people even would provide a person with an enormous sense of accomplishment.Strengths of Self Qualities necessary to be a positive leader that are possessed by the author include respectful, good communicator, resourceful, rewarding, an openness to change, organized, delegated, takes initiative, listens to and responds to feedback as well as provides constructive feedback to others (University of Oregon, 2009). Treating others with respect will lead to them giving respect. Communicating is an essential function of leading. The leader must be able to share the goal and vision as well as provide direction. People also have a need to be heard, so it is important for a leader to listen to others and their ideas.Weaknesses Of Self Qualities that may hold a person from reaching his or her goal of being a transformational leader are being task oriented instead of people oriented. A transformational leader change s the lives of others and this is harder to accomplish if the main focus is the task not the person. A need to control has its strong points as well as its weaknesses. It is important to know when to allow others to take control. Characteristics that are Transformational To become this type of leader would not only transform the lives of others but of the author as a leader herself.Being a motivational leader is a positive starting point in working toward becoming a transformational leader. Knowing one's abilities is important but constantly striving to improve learning to do more and better can inspire others that they can do the same. Seeing an organized leader who thrives under pressure, using planning as a tool to succeed will show others they are capable of overcoming their stress and do better. The most important quality a person needs to become a transformational leader is a belief in and desire to developing others both personally and professional.Development Plan Having a m entor is an excellent way to identify a person's qualities as a leader and develop a plan that will help that person become the leader he or she desires to be. Working toward becoming a transformational leader is an enormous goal. The first step in reaching this goal is identifying the needs of others and how they are motivated. Then setting personal goals that work toward the development into a transformational leader. It is important to begin with smaller goals, such as encouraging coworkers to do more and do better.If they take pride in their work and their job it will reflect in the equines. By setting smaller, reachable goals a person will be encouraged and inspired to continue to work and reach the final goal. Conclusion Being in a position to empower, motivate, and uplift women is only part of what it would take to be a transformational leader. Taking action and taking charge of her life and future is what Mary Kay Ash did, and showed other women they could do it as well. To change a person's leadership style it is necessary to identify that person's characteristics as a leader. Leadership Style Definition of Leadership A leader is someone who can influence others and who has a managerial authority. Leadership is what leaders do. More specifically, it’s the process of influencing a group to achieve goals. Group Leadership Leadership is concerned with control and power in a group. Leadership can be aimed at either maintaining the interpersonal relationships in the group or prodding the group to achieve its task. Kinds of Leadership Groups typically benefit from two kinds of leadership i. e. Instrumental leadership Expressive leadership Instrumental Leadership: This kind of leadership refers to group leadership that focuses on the completion of tasks. Members look to instrumental leadership to make plans, give orders and get things done. Characteristics of instrumental leadership Instrumental leaders usually have formal, secondary relations with other group members. They give orders and rewards and punish members according to their contribution to the group’s efforts. Enjoy more respect from members when successful. Their main goal is completion of task. Expressive Leadership: Expressive leadership is a group leadership that focuses on the group's well being. Example: the democratic style of leadership is an example of expressive leadership. Characteristics of Expressive leadership Expressive leaders take less interest in achieving goals than in promoting the well-being of members, raising group morale and minimizing tensions and conflicts among the group members. Expressive leaders build more personal and primary ties. They show sympathy to their group members. They generally receive more personal affection. Leadership Styles Definition: Leadership styles refer to the various patterns of behavior favored by leaders during the process of directing and influencing workers. Sociologists describe leadership in terms of decision making styles. The three major types of leadership are the following: Authoritarian or autocratic leadership. Democratic or Participative leadership. Laissez-faire leadership. Although good leaders use all three styles, with one of them normally dominant, bad leaders tend to stick with one style. In the past several decades, management experts have undergone a revolution in how they define leadership and what their attitudes are toward it. They have gone from a very classical autocratic approach to a very creative, participative approach. Somewhere along the line, it was determined that not everything old was bad and not everything new was good. Rather, different styles were needed for different situations and each leader needed to know when to exhibit a particular approach. Authoritarian Leadership This is often considered the classical approach. It is one in which the manager retains as much power and decision-making authority as possible. The manager does not consult employees, nor are they allowed to give any input. Employees are expected to obey orders without receiving any explanations. The motivation environment is produced by creating a structured set of rewards and punishments. This style is used when leaders tell their employees what they want done and how they want it accomplished, without getting the advice of their followers. Some of the appropriate conditions to use it are when you have all the information to solve the problem, you are short on time, and your employees are well motivated. This leadership style has been greatly criticized during the past 30 years. Some studies say that organizations with many autocratic leaders have higher turnover and absenteeism than other organizations. These studies say that autocratic leaders: Rely on threats and punishment to influence employees. Do not allow for employee input. Autocratic leadership is not all bad. Sometimes it is the most effective style to use. These situations can include: New, untrained employees who do not know which tasks to perform or which procedures to follow. Effective supervision can be provided only through detailed orders and instructions. A manager’s power is challenged by an employee. Democratic or Participative leadership The democratic leadership style is also called the participative style as it encourages employees to be a part of the decision making. The democratic manager keeps his or her employees informed about everything that affects their work and shares decision making and problem solving responsibilities. This style requires the leader to be a coach who has the final say, but gathers information from staff members before making a decision. Democratic leadership can produce high quality and high quantity work for long periods of time. Many employees like the trust they receive and respond with cooperation, team spirit, and high morale. Typically the democratic leader: Develops plans to help employees evaluate their own performance. Encourages employees to grow on the job and be promoted. Recognizes and encourages achievement. Like the other styles, the democratic style is not always appropriate. It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems. This is normally used when you have part of the information, and your employees have other parts. Note that a leader is not expected to know everything — this is why you employ knowledgeable and skillful employees. Using this style is of mutual benefit — it allows them to become part of the team and allows you to make better decisions. Laissez-faire leadership Laissez faire is a French word meaning noninterference in the affairs of others. Laissez means to let, allow and faire means to do. The laissez-faire leadership style is also known as the â€Å"hands-off? style. It is one in which the manager provides little or no direction and gives employees as much freedom as possible. All authority or power is given to the employees and they must determine goals, make decisions, and resolve problems on their own. In this style, the leader allows the employees to make the decisions. However, the leader is still responsible for the decisions that are made. This is used when employees are able to analyze the situation and determine what needs to be done and how to do it. You cannot do everything! You must set priorities and delegate certain tasks. This is an effective style to use when: Employees are highly skilled, experienced, and educated. Employees have pride in their work and the drive to do it successfully on their own. Outside experts, such as staff specialists or consultants are being used. Employees are trustworthy and experienced. Varying Leadership Style While the proper leadership style depends on the situation, there are three other factors that also influence which leadership style to use. The manager’s personal background. What personality, knowledge, values, ethics, and experiences does the manager have? What does he or she think will work? The employees being supervised. Employees are individuals with different personalities and backgrounds. The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to. The company. The traditions, values, philosophy, and concerns of the company will influence how a manager acts. There are a lot of arguments for and against each of the effective leadership styles. For example, the followers of an authoritarian leader are more prone to having low motivation and morale. They may find it difficult to get inspired because the leader is more impersonal, task oriented, demanding, and not considerate of their opinions. However despite this, there are situations where an authoritarian leadership style is the most effective. Such as when time is short, when the leader has all the information and a quick decision is needed. Anything other than an authoritarian leader will result in poorer outcomes. Theories of Leadership People have been interested in leadership since they have started coming together in groups to accomplish goals. However, it wasn’t until the early part of the twentieth century that researchers usually began to study it. These early leadership theories focused on the leader (trait theories) and how the leader interacted with his or her group members (behavioral theories) while subsequent theories looked at other variables such as situational factors and skill level. While many different leadership theories have emerged, most can be classified as one of eight major types: ‘Great Man’ Theory Early research on leadership was based on the study of people who were already great leaders. These people were often from the aristocracy, as few from lower classes had the opportunity to lead. This contributed to the notion that leadership had something to do with breeding. The idea of the Great Man also strayed into the mythic domain, with notions that in times of need, a Great Man would arise, almost by magic. This was easy to verify, by pointing to people such as Eisenhower and Churchill. The term â€Å"Great Man† was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership. Trait theory In searching for measurable leadership traits, researchers have taken two approaches: Comparing the traits of those who have emerged as leaders with the traits who have not and Comparing the traits of effective leaders with those of ineffective leaders. Early research on leadership was based on the psychological focus of the day, which was of people having inherited characteristics or traits. Attention was thus put on discovering these traits, often by studying successful leaders, but with the underlying assumption that if other people could also be found with these traits, then they, too, could also become great leaders. Trait theories often identify particular personality or behavioral characteristics shared by leaders. But if particular traits are key features of leadership, how do we explain people who possess those qualities but are not leaders? This question is one of the difficulties in using trait theories to explain leadership. Behavioral theory When it became evident that effective leaders did not seem to have a particular set of distinguishing traits, researchers tried to isolate the behavior characteristics of effective leaders. In other words, rather than try to figure out who effective leaders are, researchers tried to determine what effective leaders do i. e. how they delegate tasks, how they communicate with and try to motivate their followers or employees and so on. Behaviors, unlike traits, can be learned, so it is followed that individuals trained in appropriate leadership behaviors would be able to lead more effectively. Participative theory A Participative Leader, rather than taking autocratic decisions, seeks to involve other people in the process, possibly including subordinates, peers, superiors and other stakeholders. Often, however, as it is within the managers' whim to give or deny control to his or her subordinates, most participative activity is within the immediate team. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others. The level of participation may also depend on the type of decision being made. Decisions on how to implement goals may be highly participative, whilst decisions during subordinate performance evaluations are more likely to be taken by the manager. Contingency theory Contingency theories are a class of behavioral theory that contends that there is no one best way of leading and that a leadership style that is effective in some situations may not be successful in others. Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers, and aspects of the situation. This theory focuses on the following factors: Task requirement. Peer’s expectations and behavior. Employees’ characteristics, expectations and behavior. Organizational culture and policies. Situational theory One of the major contingency approaches to leadership is Paul Hersey and Kenneth H. Blanchard’s â€Å"situational leadership model† which holds that the most effective leadership style varies with the â€Å"readiness† of employees. When a decision is needed, an effective leader does not just fall into a single preferred style, such as using transactional or transformational ethods. In practice, as they say, things are not that simple. Factors that affect situational decisions include motivation and capability of followers. This, in turn, is affected by factors within the particular situation. The relationship between followers and the leader may be another factor that affects leader behavior as much as it does follower behavior. The leaders' pe rception of the follower and the situation will affect what they do rather than the truth of the situation. The leader's perception of themselves and other factors such as stress and mood will also modify the leaders' behavior. Transformational or Charismatic theory Working for a Transformational Leader can be a wonderful and uplifting experience. They put passion and energy into everything. They care about you and want you to succeed. One area of growing interest is the study of individuals who have an exceptional impact on their organizations. These individuals may be called â€Å"charismatic† or â€Å"transformational† leaders. First, many large companies including IBM, GM etc have embarked on organizational â€Å"transformations† programs of extensive changes that must be accomplished in short periods of time. Bass’s theory of transformational leadership Bass defined transformational leadership in terms of how the leader affects followers, who are intended to trust, admire and respect the transformational leader. He identified three ways in which leaders transform followers: Increasing their awareness of task importance and value. Getting them to focus first on team or organizational goals, rather than their own interests. Activating their higher-order needs. Bass has recently noted that authentic transformational leadership is grounded in moral foundations that are based on four components: Idealized influence Inspirational motivation Intellectual stimulation Individualized consideration Transactional or Management theory Management theories (also known as â€Å"Transactional theories†) focus on the role of supervision, organization, and group performance. These theories base leadership on a system of reward and punishment. Managerial theories are often used in business; when employees are successful, they are ewarded; when they fail, they are reprimanded or punished. The early stage of Transactional Leadership is in negotiating the contract whereby the subordinate is given a salary and other benefits, and the company gets authority over the subordinate. When the Transactional Leader allocates work to a subordinate, they are considered to be fully responsible for it, whether or not they have th e resources or capability to carry it out. When things go wrong, then the subordinate is considered to be personally at fault, and is punished for their failure (just as they are rewarded for succeeding).

Spelling trouble - Emphasis

Spelling trouble Spelling trouble The results are in for Britains top ten most frequently misspelt words. And the winners are: 1 Definitely (Definately) 2 Sacrilegious (Sacreligious) 3 Indict (Indite) 4 Manoeuvre (Maneouvre) 5 Bureaucracy (Beaurocracy) 6 Broccoli (Brocolli) 7 Phlegm (Phleghm) 8 Prejudice (Predjudice) 9 Consensus (Conscensus) 10 Unnecessary (Unecessary)* (Please note: the incorrect spellings are the bracketed words.) Although a few of these may cause the odd sharp intake of breath from spelling champions everywhere, the mistakes are by and large fairly logical. The problem, of course, is that spelling in the English language is often anything but. George Bernard Shaw once pointed out that the word fish could just as easily in English spelling terms be written ghoti. And why? Consider these pronunciations: the gh in cough the o in women the ti in potion. In the face of this kind of logic, it might seem we are all doomed. We can offer a small amount of help with the number one culprit: just think of the finite amount of patience you need to have to spell definite. If you have any ideas for mnemonics for the rest of the list, or youve got a white whale of a word you can never quite spell correctly, do let us know. And perhaps try eating more ghoti its meant to be brain food. * Results from www.OnePoll.com