Good leadership is an essential component in a military organization because of the complex nature of military operations. Such leadership is provided by good leaders with capability to adapt to rapidly changing situations in the operational environment. Some of the components that characterize good leadership in military operations and organizations include making quality decisions, creating a positive environment for all subordinates, analytical problem solving, and systems integration. In this regard, some of the core qualities military leaders should possess include intellect, presence, character, and ability. Even though the significance of good military leaders to successful operations is recognized in this field, there are toxic leaders who have negative impacts on military organizations.
Toxic leaders exist in military ranks and have negative impacts on the achievement of effective mission command. Reed & Olsen (2010) define toxic leaders as leaders who do not care for well-being of their subordinates and have personal or…...

Toxic Leaders
Jean Lipman-Blumen's book The Allure of Toxic Leaders does two things. First, it describes toxic leaders -- what they look like in a leadership situation and what they do -- and then it outlines the reasons why people who are obviously toxic still retain a lot of followers.

The first part of this comes in understanding some key elements of leadership. It requires followers, first and foremost, and it comes from a variety of sources including charisma and formal authority. These sources do not necessarily correspond with high quality leadership, which opens the door for toxic leadership to exist and also for it to have followers. One of the key attributes of toxic leaders is that they exploit the fears and desires of their followers, manipulating emotions to achieve their objectives. The objectives are usually not related to the best interests of the followers, hence the toxicity of the leader.

Toxic…...

According to the DSM-IV, a sociopath must have, at least three of the following characteristics: 1. Failure to conform to social norms; 2. Deceitfulness, manipulativeness; 3. Impulsivity, failure to plan ahead; 4. Irritability, aggressiveness; 5. Reckless disregard for the safety of self or others; 6. Consistent irresponsibility; 7. Lack of remorse after having hurt, mistreated, or stolen from another person" (Connor).
It does not take any stretch of the imagination to see more than three of these characteristics in Dunlap and his actions. Dunlap's decisions were illogical and extreme. His philosophy of cutting unnecessary expense would make any "Lean Management" student proud. However, his practice of accounting would raise some eyebrows to say the least. No one will argue that Dunlap managed to pad his own pockets quite nicely with the rises in stock price. However, he simply ignored many obligations to others that are considered to be the basis…...

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Works Cited

Byrne, J. (1998). How Al Dunlap Self-Destructed: The Inside Story of What Drove Sunbeam's

Board to Act. Businessweek. Retrieved March 15, 2007 at  http://www.businessweek.com/1998/27/B3585090.htm 

Connor, T. (2005). ANTISOCIAL PERSONALITY, SOCIOPATHY, and PSYCHOPATHY.

Retrieved March 25, 2007 at http://faculty.ncwc.edu/toconnor/428/428lect16.htm.

An effective military unit is built on the firm foundation of quality leadership; leadership drives performance outcomes and creates the organizational climate and culture necessary for success. While multiple leadership styles can prove effective under various circumstances, toxic leadership almost always has an adverse impact on morale within the unit (Sadulski, 2018). Toxic leadership undermines trust, creates a climate of fear, and can even “violate the legitimate interests of the organization,” (Aubrey, 2012, p. 4). In fact, the effects of toxic leadership can reverberate far beyond the immediate interactions within the unit, penetrating “deep into families and family readiness,” (Jowers, 2015, p. 1). Defined as a self-seeking, “abrasive,” and “narcissistic” set of behaviors, toxic leadership undermines the fundamental principles of the military. One of the effects of toxic leadership is the creation and normalization of a toxic climate within the entire unit. The main features of a toxic environment within the…...

Leadership: Leader Motivation and ContingencyA leader needs to behave proactively without losing the trust of his employees as employee hiring as well as retention of the talented ones is a serious strategic decision. Leaders specific personality traits have to be brought into effect for dealing with contingency situations that might sometimes get the brands image and stakeholders trust in jeopardy. No one size could be considered a fit for all situations and a contingency one (Vidal et al., 2017). This paper aims to scrutinize two leaders and their motivational and contingency leadership styles based on contingency theory.Mary Barra, GM CEOMotivational Style and Contingency LeadershipThe motivational style of Mary Barra could be attributed to transformational leadership in which she allowed the employees to express their viewpoints. After listening to them, she asked about their values and how they chose them (Bin Sattar, n.d.). This led her to understand what employee perceptions…...

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ReferencesBin Sattar, S. (n.d.). Leadership qualities- styles, traits, and skills of Mary Barra. The Strategy Watch.   D., Teo, S., Halvorsen, B., & Staples, W. (2020). Leader humility and knowledge sharing intention: A serial mediation model. Frontiers in Psychology, 11.  https://doi.org/10.3389/fpsyg.2020.560704 Ochs, S.M. (2016, October 6). The leadership blind spots at Wells Fargo. Harvard Business Review.  https://hbr.org/2016/10/the-leadership-blind-spots-at-wells-fargo PBS News Hours. (2016, September 20). Were Wells Fargo employees under unfair sales pressure?  https://www.pbs.org/newshour/show/wells-fargo-employees-unfair-sales-pressure Qian, J., Song, B., Jin, Z., Wang, B. & Chen, H. (2018). Linking empowering leadership to task performance, taking charge, and voice: The mediating role of feedback-seeking. Frontiers in Psychology, 9.  https://doi.org/10.3389/fpsyg.2018.02025 Segun, F. (2017, July 25). The kind of leadership that existed in Wells Fargo which led to the scandal. LinkedIn.  https://www.linkedin.com/pulse/kind-leadership-existed-wells-fargo-which-led-scandal-fashakin-segun/ Steinmann, B., Klug, H., & Maier, G. W. (2018). The path is the goal: How transformational leaders enhance followers’ job attitudes and proactive behavior. Frontiers in Psychology, 9.  https://doi.org/10.3389/fpsyg.2018.02338 Tai. (2020, February 20). How decisive leadership saved General Motors from catastrophe. Matter App.  https://matterapp.com/blog/how-decisive-leadership-saved-general-motors-from-catastrophe Vidal, G.G., Campdesuner, R.P., Rodriguez, A.S. & Vivar, R.M. (2017). Contingency theory to study leadership styles of small businesses owners-managers at Santo Domingo, Ecuador. International Journal of Engineering Business Management, 9. https://doi.org/10.1177/1847979017743172Villanova University. (2022, September 6). The contingency theory of leadership explained.  https://www.villanovau.com/resources/leadership/contingency-theory-leadership/https://www.thestrategywatch.com/leadership-qualities-styles-traits-skills-mary-barra/ Nguyen,

Going on vacation or taking a day off resulted in coming back to a flood of emails about "mistakes" she had uncovered while you were away, so time off was not even seen as an incentive any more.
As shown, there was really very little in comparison between my classroom and this department. One was a toxic environment due to poor leadership, while the other was a positive and nurturing environment due to leadership. Another writer states, "Successful leadership -- and the trust of those led -- demands a true partnership between leader and followers to create a team that advances our society toward the common good" (Erickson, 2006). In my experience, there was no team with the unethical leader, the staff was divided into "us" against "them," and the leader had no clue that her actions were causing such dissension in the staff.

In conclusion, comparing these two leaders has…...

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References

Ciulla, J.B. (Ed.). (2004). Ethics, the heart of leadership (2nd ed.). Westport, CT: Praeger.

Erickson, a.L. (2006). Ethical leadership and the public trust: The winner of the 2006 ASPA Wallace O. Keene Conference Scholarship shares her thoughts on four important characteristics of leaders. The Public Manager, 35(1), 62+.

Reilly, E.C. (2006). The future entering: reflections on and challenges to ethical leadership. 163+..

Mexico's Trade Strategy

Mexico has pursued a three-dimensional trade strategy perhaps more diligently than even the United States according to Schott (Studer & Wise, 2007). Mexico has been an active participant in multilateral talks since its GATT accession in 1986 and was the host country for the special Summit of the Americas in Monterrey and for the hemispheric trade talks in Puebla. Mexico is perhaps most famous as the instigator of NAFTA as well as many other FTAs with countries around the world including key industrial markets such as the European Union (EU, The European Free Trade Association (EFTA), and Japan. In addition, Mexico entered in FTAs with olivia, Chile, Costa Rica, El Salvador, Guatemala, The G3 (Colombia, Mexico, and Venezuela), Honduras, Israel and Nicaragua during the period January 1995 to June 2001 (Schott in Studer & Wise, 2007). It is important to emphasize that Mexico has many more FTAs than…...

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Bibliography

Basel Convention on the Control of Transboundary Movements of Hazardous Wastes and their Disposal, 1988. Basel Convention. Retrieved from:  http://www.basel.int/ 

Bown, C.P. (2009). U.S. -- China Trade Conflicts and the Future of the WTO. The Fletcher Forum of World Affairs, 33 (1), winter/spring 2009, pp. 27-48.

Bown, C.P & McCulloch (2005). U.S. Trade Policy Toward China: Discrimination and its Implications.

China and Mercosur: Perpectives for Bilateral Trade (2007). China Programme 11 (7). International Centre for Trade and Sustainable Development. Retrieved from:  http://ictsd.org/i/news/bridges/3164/

ILE L100
I was pretty enthusiastic when I returned to the 56th ACT having been ordered to assume responsibility as the deputy brigade commander (DCO). I felt proud and lucky. I had held the proud and shinny image of the 56th ACT in my head for the last two years. When I returned, there had been some significant changes. It has not been long since I returned, and with the division commander losing confidence in the ability of COL Timmons to be an effective commander of the brigade, I now command the 56th ACT. On my mind always was how I was going to restore the image of the 56th. I know it will be hard and challenging, but one thing I am sure of is that it can be done. I have had vast experience in the brigade. Drawing from this experience and the CGSOC L100'S themes - notably the…...

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Bibliography

Aldweiri, Maj Bashar. (2012). academia.edu. n.d.   (accessed November 24, 2014).https://www.academia.edu/8997235/US_ARMY_COMMAND_AND_GENERAL_STAFF_COLLEGE_US_Army_Command_and_General_Staff_School_Command_and_General_Staff_Officer_Course_CGSOC_L100_Developing_Organizations_and_Leaders_L100_Take_Home_Exam_Case_Study_AY_13-14_The_56th_A 

Chandler, Diane J. "The Perfect Storm of Leaders' Unethical Behavior: A Conceptual Framework." International Journal of Leadership Studies, 2009.

Keltner, D., Langner, C.A., & Allison, M.L. (2006).Power and moral leadership. In D. Rhode (Ed.), Moral leadership: The theory and practice of power, judgment, and policy (pp. 177-194). San Francisco, CA: Jossey-Bass.

Lipman-Blumen, J. (2005). The allure of toxic leaders: Why we follow destructive bosses and corrupt politicians - and how we can survive them. Oxford, UK: Oxford University Press.

poor leadership, and the effect that it has on organizations. Drawing on academic research into the subject, the traits of poor leadership are identified, and divided into a couple of general categories. These categories have implications for understanding the effect that such leaders have. There are a number of effects that bad leaders have on the organization, including increased turnover, decreased morale, diminished organizational commitment and in the worst cases the entire organization could be at risk. Where the bad leadership manifests at lower levels, departmental performance, competitive advantage and projects are at risk, because both major forms of poor leadership tend to affect morale and organizational outcomes negatively.
The Effect Poor Leadership has on Employees

It stands to reason that if leaders get credit for good performance, and good leaders are lauded for making a positive contribution, that bad leaders should get credit for the work that they do to…...

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References

Gini, A. & Green, R. (2012). Bad leader/misleaders. Business and Society Review. Vol. 117 (2) 143-154.

Higgs, M. (2009). The good, the bad and the ugly: Leadership and narcissism. Journal of Change Management. Vol. 9 (2) 165-178.

Latson, A. (2014). The real impact of leadership. Professional Safety. Sept 2014. In possession of the author.

Longenecker, C. (2011). Characteristics of really bad bosses. Industrial Management. Sept/Oct 2011, 10-15.

2) states:
An eligible employee shall be entitled to a total of seven days of leave because of the death of a parent, spouse, son, daughter, or person for whom the employee serves as designated representative... If the deceased died in the line of duty as a member of the uniformed services. Such leave is intended to permit the employee to prepare for or attend the burial ceremony of the deceased member of the uniformed services and may be paid or unpaid leave.

Conversely, however, the United States Federal government presently has no laws in place to similarly (or otherwise, in comparable and appropriate ways) formally acknowledge and honor the passing of federal government personnel other than military personnel.

According to U.S. Code Title 5, Part III; Subpart E; Chapter 63; Subchapter II (2005), the federal government does in fact authorize, according to three separate sections of Title 5: (1) Sec. 6321,…...

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References

Acuff, J. (c2004). The relationship edge in business: Connecting with customers and colleagues when it counts. Hoboken, N.J.: Wiley.

Andrus, P. (2005). Grief in the workplace. Martin & Castille. Retrieved February 3, 2005 at  http://www.mourning.com/your_grief_workplace.html .

Banusiewics, J.D. (2004). Customs of military funerals reflect history, tradition.

United States Department of Defense. Retrieved January 31, 2005, at  http://www.defenselink.mil/news/Jun2004/n06102004_200406106.html .

Goldman Case
hat is up with all Street? The Goldman Standard and shaded of Gray

The Goldman Standard and Shades of Gray was a case study which was focused on Goldman Sachs and their impact on the economic system. Goldman has grown large enough in which their operation were capable of affecting the economic structure of our banking system, stock shares, as well as the government to a large extent. The company is obviously profit driven, but to an extent that borders on being ruthless and perpetually greedy for more money and success. Furthermore, Goldman's culture is more "toxic" today than it was in 2005, when they were involved in inflating a housing bubble that would help crash the global economy, or in 2007 and 2008, when they began desperately offloading their housing-related assets to investors who hadn't yet realized the market was going to crash; if there was a culture change,…...

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Works Cited

Antilla, S. (2013, January 8). A case of Wall Street greed gone too far. Retrieved from CNN:  http://www.cnn.com/2013/01/08/opinion/antilla-goldman-stock 

Hamilton, W. (2012, March 14). Exiting Goldman Sachs exec blasts firm's 'toxic,' greedy culture. Retrieved from LA Times:  http://articles.latimes.com/2012/mar/14/business/la-fi-mo-goldman-greedy-20120314 

Keltner, D., & Piff, P. (2012, March 16). Greed Prevents Good. Retrieved from The New York Times:  http://www.nytimes.com/roomfordebate/2012/03/15/does-morality-have-a-place-on-wall-street/greed-on-wall-street-prevents-good-from-happening 

Klein, e. (2012, March 15). At Goldman, short-term greed vs. long-term greed. Retrieved from The Washington Post:  http://www.washingtonpost.com/blogs/wonkblog/post/at-goldman-short-term-greed-vs.-long-term-greed/2011/08/25/gIQAxFhhES_blog.html

US Office of Trade Representative
The Office of the US Trade Representative (USTR) is organized through the Executive Office of the President and works to coordinate and administer trade policies all over the globe (USTR, N.d.). USTR provides trade policy leadership and negotiating expertise in its major areas of responsibility, including such services as:

• Bilateral, regional and multilateral trade and investment issues

• Expansion of market access for American goods and services

• International commodity agreements

• Negotiations affecting U.S. import policies

• Oversight of the Generalized System of Preferences (GSP) and Section 301 complaints

• Trade, commodity, and direct investment matters managed by OECD and others

• Trade-related intellectual property protection issues

• World Trade Organization (WTO) issues

In order to provide such ambitious services in the effort to further world trade, the USTR works directly with the US Congress as well as team of external advisors, which includes approximately seven hundred professionals organized into multiple tiers, who…...

One reason has to do with the intellectual hurdles that senior executives jump in obtaining their jobs. It takes at least an IQ of about 110 to 120 to get an advanced degree such as an MBA. There is thus a high selection pressure for IQ in order to enter the executive ranks." (p. 250)
The text goes on to argue that the result is that there is not a great deal of variation in the intellectual properties possessed by most leaders. In a sense, this is a further confirmation that certain qualities are inborn, insofar as most leaders can be expected to fall within a specific range of proven intellectual capacity. To go a step further to this point though, Goleman et al. indicate that the difference between the excellent, the average and the inadequate leader will be founded on the high variance of emotional intelligence capabilities. This suggests…...

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Works Cited:

Avolio, B.J. (2005). Leadership Development in Balance. Psychology Press.

Goleman, D.; McKee, a. & Boyatzis, R.E. (2002). Primal Leadership: Realizing the Power of Emotional Intelligence. Harvard Business Press, 1st Edition.

Koestenbaum, P. (2002). Leadership: The Inner Side of Greatness, a Philosophy for Leaders, New and Revised. Jossey-Bass; 2nd Edition.

Kouzes, J.M. & Posner, B.Z. (2003). The Leadership Challenge. Jossey-Bass, 3rd Edition.

Personal Leadership Platform
A leadership platform is a complex concept. The questions expanded my thinking into not only what I want to be as a leader, but also why those convictions are important. As a new marketing manager, I think this is a valuable activity to examine my beliefs and values of what my leadership should represent.

Purpose of Leadership

The simple purpose of leadership is to lead a group with a common goal. The true question is what a leader must possess in order to carry out the process of achieving a common goal. A leader must understand the big picture of the organization and the way the smaller parts work together to help achieve the overarching goals. Additionally, he/she must understand the strengths and weaknesses of an organization. Using data, leaders must work with those they lead to develop goals for company improvement. The leader is responsible for clearly communicating goals…...

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References

Ambler, G. (2008). Leaders vs. Managers….. Are they really different? Retrieved September 8, 2013 from  http://www.thepracticeofleadership.net/2008/04/08/leaders-vs.-managers-are-they-really-different/comment-page-2/ 

Carlos L., (2013). Task and relationship orientation of Americans: a study of gender, age, and work experience. Retrieved September 8, 2013 from  http://www.aabri.com/manuscripts/10573.pdf 

Daugherty R., (2013). Power and Influence: Strategies for Leadership. Retrieved September 8, 2013 from  http://fcs.okstate.edu/leadership/Power%20and%20Influence/Power%20and%20Influence%20Instructors%20Guide%20-%20Sept%2009.pdf 

Fleenor J.W., (2006). Trait Approach to Leadership. Encyclopedia of Industrial and Organizational Psychology. Sage Publications. Retrieved September 8, 2013 from  http://www.sagepub.com/northouseintro2e/study/chapter/encyclopedia/encyclopedia2.1.pdf

Although Carlos Ghosn's leadership abilities cannot be contested, there are certain aspects that must be taken into consideration when analyzing his leadership style. He is considered a successful leader, given the results reported by Nissan and enault and the recognition pachieved from his peers. However, the democratic and laissez-faire style imposed by Ghosn can lead to negative effects on medium term and on long-term. This is because this relaxed attitude he encourages within his companies might determine some of the workers to not take their jobs as seriously as they should. Their motivational levels might be reduced as a result. Therefore, Ghosn should try to impose a firmer leadership style.

Conclusions

Carlos Ghosn is one of the most successful leaders on global level. His interesting approach to leadership and the results he obtained through his companies have determined specialists in the field to analyze his behavior. Their findings are very interesting for…...

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Reference list:

1. Leadership Styles (2010). Leadership Expert. Retrieved February 26, 2011 from http://www.leadership-expert.co.uk/leadership-styles/.

2. Avolio, B. & Gibbons, T. (1988). Charismatic Leadership. Jossey-Bass Publishers. Retrieved February 27, 2011.

3. McDonough, M. (2010). Democratic Leadership in Large Companies. Retrieved February 27, 2011 from  http://www.brighthub.com/office/project-management/articles/75623.aspx .

4. Laissez Faire Leadership Style and Management Styles Theory (2010). ELS. Retrieved February 27, 2011 from http://www.effectiveleadershipstyles.co.uk/Laissez_faire_leadership_style_&_management_styles_theory.html.