In what ways do Leaders create organizational culture The WritePass Journal

In what ways do Leaders create organizational culture Introduction In what ways do Leaders create organizational culture IntroductionWhat is leadership? Who is a leader?Leader; as a patternLeaders ruling organizational cultureMaking and interpreting strategyChanging performanceCulture creates leader, a challengeOther factors are actorsConclusionBibliographyRelated Introduction In area of Management and leadership, one of the most crucial and effective factors that determine the performance of an organization in public sector is the organizational culture. Organizational culture has been studied extensively for the past 30 or more years (Schein E. H., 1985). Lots of books have been written and much research has been done about it, and also wide range of words applied to describe this notion. Although much different definitions have been presented on this keyword, most of them place their emphasis on common key aspects of this word. I have gathered three comprehensive definitions in table below: Definitions of organizational culture   The pattern of shared beliefs and values that give members of an institution meaning and provide them with the rules for behaviour in their organizations. (Davis, 1984, p. 1).   The set of important understandings (often unstated) that members of a community share in common. (Sathe, 1985, p. 6)   A set of understandings or meanings shared by a group of people. The meanings are largely tacit among the members, are clearly relevant to a particular group and are distinctive to the group (Louis, 1985, p. 74) According to these definitions, I can extract two main features of organizational culture as first shared meanings and values among members and second introducing clear rules and behaviours in organization. Although, some argues that culture cannot be managed (Rabin, T Wachhaus. A, 2008, p. 1) , a correlation between culture and leadership has been identified   (Frontiera, 2010). Schein announced this fact in his famous book-Organizational culture and leadership (2004): â€Å"Culture is a dynamic phenomenon that surrounds us at all times, being constantly enacted and created by our reactions with others and shaped by leadership behaviour.† So, attentions have been paid to culture aiming to manage and improve the performance through it. Leaders as persons who have crucial role in improving performance found it vital in organizational discourse. Schein introduced the relation between leadership and culture by the term â€Å"intertwined†. (1992) .While culture can be affected by various factors, Senge pointed out that leaders have the most much influence on organizational culture (2002, p. 24) : â€Å"Building an organization s culture and shaping its evolution is the unique and essential function of leadership† In this paper the focus is on the influence of leadership on organizational culture to examine to what extent the view that leaders create organizational culture is true. The approach that has been applied in this paper is studying the ways and channels through which leader creates and affects the culture of organization. Also, the other factors that create culture have been studied and the effects of culture on leadership have been analyzed.  Ã‚   But before the start of this study, clearing the concept of leadership is required. What is leadership? Who is a leader? The controversial concept of leadership has been defined in various ways. Some stated that it as a process, for instance Northouse believe that it is a process whereby an individual influences a group of individuals to achieve a common goal. (2007, p. 3). Also, Stogdill analyzed it as influencing the activities of an organized group in its efforts toward goal setting and goal achievement (1974). By these two types of definitions,   leader   can be known as a person who makes decisions, sets directions, makes things happen and often He is recognisable at the top of organization. In term of person, leader is a person who carries out this process by applying their leadership knowledge and skills. (Jago, 1982) Hence leader is placed at top of organization and clarifies strategies and directions, has most effects on the culture of organizations. In following next part I examine some ways by which leader affects organizational culture. Leader; as a pattern If in an organization the leadership and the behaviours of leader become an ideal pattern for followers, a stream of organizational deportment would flow from top (leader) to down (followers). This case can happen mostly in transformational type of leadership in which leader has charismatic features. (Harms, p Crede, M, 2010). Bass and Avolio described transformational leader as able to motivate others to do more than they originally intended and often more than they thought possible.(1993). As the organizational culture in an aspect is made of staffs behaviours and manners, charismatic leader cultivates a particular method of comportment. Culture of an organization constituted from different components; competitiveness, social responsibility, innovation, stability, performance orientation, and supportiveness. So, the manner of leader can affect every area of organizational culture and this top-down influence can lead to affirmative or mortal outcomes in performance.   (Sarros, J. Gray, J and Densten, I, 2002)   By way of illustration, this can be studied in realm of Innovation and change. Fishman and Kavanaugh claimed that the culture of an organization and how people respond to change and innovation is shaped substantially by the behaviours of the leader.   (1989) Smith revealed that leader s behaviours can be followed by employees. Leaders are the role models and when they walk the talk long enough, fairly soon these values become standard procedure. (2010). Leaders are lent very crucial and decisive position by which they influence the culture of organization through leading motivation, attendance and attitude of followers in organizational operation. This can be found in Amabile suggestion (1998): â€Å"By influencing the nature of the work environment and organizational culture, leaders can affect organizational members’ attitude to work related change and motivation.† Leaders ruling organizational culture Leaders externalize their own assumptions and embed them into structures, mission, goals and working procedures gradually and consistently (Schein E. H., 2004, p. 406). In one hand, a leader make decisions and determine rules, and in the other hand organizational culture is described as a set of structures, routines, rules and norms that guide the constrain behaviour (Schein E. H., Organizational Culture and Leadership, 2004). So, leadership manipulates organizational culture through ruling in organization. Dull reflected this fact in the other way (2010): â€Å"Public sector leaders attempt to cultivate organizational culture as a means of controlling administrative behaviour and building organizational competence, defined as the skill and capacity to accomplish necessary tasks† Here the culture described as a tool applied to improve procedures to facilitate achieving goal. This case can be examined when leader feels sure about a needful innovation in organization. For promoting change, beside other factors, leader has to provide a firm ground for implementing innovation. As Armenakis et al. claimed leaders can modify formal structures, procedures, and human resource management practices. (1999) So, it is leader who initiates change and clarifies orientation of organization; he arrives to alter proceeds for reaching ends. In reality, changing culture is defined as changing procedures. Making and interpreting strategy Stewart declared that the strategy of an organization gives it identity based on its functions, Also it clarifies what an organization is and what it is doing. (2004) Strategy can form culture of an organization through highlighting tasks, directions, positions and behaviours. Fernandez and Rainey interpreted strategy as a course of action for implementing changes (2006) . Also, the change management strategy or approach selected by leaders will result in shifts in organizational culture. (Kavanagh, H Ashkanasy, N, 2006) By understanding the importance of strategy and its relation with culture, leader enters in this relation and influence culture in two ways; first standing between strategy and culture, second use the strategy as a tool for modifying culture. Despite strategy plays a crucial role in organization, this is the role of leader to translate it into a course of action. Goldsmith explains to CEO (chief executive officer) how leaders are needed to communicate and execute an organization s strategy. (2009) â€Å"When leaders and their executive teams take an active role in implementing strategies, this is a commitment to ensure the ideas or strategies become part of the organisation. Insightful leaders realise that for strategies to be successfully integrated into their organisations, they must align, measure, market and package the strategy to their business, customers and investment community as they would with any marketing campaign.† While strategy introduces direction of an organization, it is just on the paper. The best-planned strategy is no more than wishful thinking if it can t be translated from concept to reality (Hsieh, T and Yik, S, 2005) .Here it is leader who translates it from   language of paper   to   a course of action . Robin Speculand has studied the decisive role of leadership and placed his special emphasis on leaders in success and failure of implementing strategies (2009). So, leader as a median interprets strategy into organization procedure, role, and belief. This action forms the culture; in this area culture is sum of tasks, behaviours, and procedures that are defined by strategy. In this process leader injects strategy into the body of organization. In reality, leader makes strategy feasible, and at the same time forms culture. But it is not whole the story about relation of strategy and culture. Leader alters climate of organization by applying strategy as a tool too. In other words, leader can stand at the top and place strategy between him and culture. Actually, leader applies strategy as a means to influence organizational culture. This can be deducted from the role of leader in designing strategies, Where Abramson and Lawrence claimed (2001): â€Å"Managerial leaders must develop a course of action or strategy for implementing change. Convincing the members of an organization of the need for change is obviously not enough to bring about actual change. The new idea or vision must be transformed into a course of action or strategy with goals and a plan for achieving it† Changing performance The performance of an organization is effective factor through which leader influence the culture. Performance defined as the accomplishments of an agency, program, or employee relative to stated goals and objectives. (Technical Terms). This item is evaluated by measuring outputs and outcomes. Unfortunately, while most available research and studies devoted their focus on the effects of leadership and culture on the performance, there is a multilateral and at the same time mutual relation among leadership, culture and performance. In other words, they are interdependent (i.e. leadership and climate are subject to affect by the status of performance of organization). To understand this linkage a circle relation between leader, climate and performance should be studied. It can be understood from this circle that leader can affect culture through changing performance. In this network linkage leader affects culture and alter its elements through changing performance and informing employees about it. This influence occurs through the Feedback. Feedback typically consists of information provided to an individual for the purpose of an increase in performance (Kluger, A. N. Denisi, A., 1996). A variety of feedback forms exists, which are described by different aspects. One kind of feedback is outcome feedback in which information concerning performance outcomes. (Balcazar, F., Hopkins, B. L., Suarez, Y, 1986) It seems positive and constructive, to inform employees about high performance and improvement of outcomes. Geister et al. concluded in their research that information and feedback about the team situation is crucial to improving the motivation, satisfaction, and performance of members in virtual teams. (2006) Leader affects the culture of organization indirectly through improving performance and diffusing information about it, an action which leads to a healthy, motivate and more evolutionary climate. If decisions and policies leader applied led to quality performance it can encourage atmosphere of hardworking, competition, integration and responsibility but in fragile situation and poor performance culture would collapse. Culture creates leader, a challenge While the impact of leader on culture is a considerable fact and has been studied and proved in many cases, some opinions challenged it. In an attempt to address this theoretical disagreement, Sarros et al. surveyed over 1,900 managers in Australia and found that leadership was a far more prominent predictor of culture than culture was of leadership. (2002) As it has been mentioned there are an interdependent relations among leadership, culture and performance, so it is a noticeable reality that leader is affected by culture too. Hatch claimed that it is difficult for leaders to have any impact on culture, as culture has a larger influence on leaders. (1993) Schein asserts that while leaders create culture in the early stages of an organization, culture creates leaders as an organization matures. He suggests that culture is deep, broad, and stable. It can be an unconscious determinant of who gets hired, who gets promoted and rewarded, and indeed, how the vision, mission, and strategy are lived. (2004) Culture of organization is a very decisive factor, so leader has to apply appropriate way of leading which does work in that climate. Smith, Wang and Leung have sought for a proper model of leadership in China by regarding effects of cultural backgrounds (1997). It reflects the crucial role of culture in determining leadership style. It seems imperfect and naà ¯f to study the relation of leader and climate unilaterally. The relation is mutual and should be studied in this way to achieve a perfect theory. Other factors are actors While leadership plays a core role in creating organizational culture, other factors affect climate and even can take it out of control of leader. Culture can be affected by different internal and external factors. As the culture has defined as meanings and behaviours of members, the organizational members are effective actors. Krizek views culture as patterns of meaning and interpretation- whether these patterns emerge among management or employees. So, before that leader can decide to create culture, it has been constituted by member s beliefs and thoughts. (2005) External forces may or may not influence the communicative and cultural makeup of an organization. (Cheney, 2001) Examples of external forces include, but are not limited to, economics, education, family, law, media, politics, religion, and technology. External environment and constraints have a considerable role in determining climate of organizations. As, leader has to make situation and organization ready to cope with external environment, any change in environment leads to change policies, behaviours and routines and finally innovates the culture. Schein pointed out that if the environmental context is changing such conflict can be a potential source of adaption and new learning. (Schein E. H., Organizational Culture and Leadership, 2004, p. 108) Organizational culture is influenced by social and national culture of the area in which it is situated. National beliefs, stories, type of thinking and values affect the climate of organization. The type of function and business of organization conducts the elements of culture. (Schein E. H., 1992) In other words the mission of organization is a set of beliefs about its core competences (Schein E. H., Organizational Culture and Leadership, 2004, p. 89) Conclusion In this paper the view that leaders create organizational culture has been examined critically. At the first the culture defined as a set of routines, behaviour, meanings and understandings that is shared among members of an organization. Leader defined as who make decision, determine directions and make things happen or not to happen. it has been proved that leaders have a noticeable role in creating organizational climate. The first way through which culture forms by leader is by the stream of meaning, behaviour and beliefs as an ideal method or pattern from top (leader) to down (employees). In this statement employees are assumed as followers who are affected by the nature of leader. As a short explanation, Leadership consists of attributes and skills that determine not only the nature of enterprise, in all its manifestations, but the overall nature of society and the world (Sarros, J. Gray, J. Densten, I, 2002). In this way leaders are charismatic persons by whom followers’ behaviours consciously or unconsciously are affecting. The second conduit for influencing culture is ruling. Here, leader is top ruler in organization who directs routines, structures and procedures. It has been assumed that by doing these affairs in reality leader is manipulating culture or changing its elements. In this statement changing culture described as changing procedures and formal administrative process. In third way the focus has been put on strategy. Strategy is the manifestation of mission, directions, tasks and rules and has a strong correlation with culture. It has been expressed that leader can affect strategy in two ways. First way is attempt to codify and provide it. In this state leader inject beliefs and preference into strategy and determine culture through it as a tool. The second channel is to standing between strategy and culture in order to interpret and implement it in preferred way. The last area which has been studied is performance. It assumed that leader plays remarkable role in changing performance and the status of outcomes of organization affect the culture directly. The impact of high performance in healthy culture and poor one in weak climate mentioned in this area. These four ways illustrate the crucial role of leadership in creating culture. But in last two sections these role has been challenged in two statements. First is that while leader creates culture, culture can create leader too. As mentioned, culture is stable and has elements that determine which style of leadership is required and who can be the organizational leader. In addition, some factors like external environment, employees’ beliefs, business of organization, and national culture introduced as factors which affect organizational culture. In conclusion, it should be claimed that the effects of leadership in shaping culture is noticeable and can be realized by studying it through different ways. But the more crucial point is that the effect is not directly except in first way in which leader becomes a pattern for followers. In all conditions leader can apply some policies by which affects culture. Employees play decisive role in changing climate, and leaders don’t change culture, they merely invite their people to change the culture (Hillis).   So, leader is not the exclusive actor in influencing culture. Other factors should be studied so that an effective innovation and successful change in culture can be achieved. Another point is that while leader creates culture, culture influence leader and style of leadership. As, Schein assumes leadership and culture as two sides of one coin, cultural norms define how a given nation or organization will define leadership. (2004) Consequently, while the role of leadership is considerable in creating culture it is not comprehensive and precise to analyze it without regarding other factors and mutual effects in organization. Bibliography Abramson, A Lawrence, P. (2001). Th e Challenge of Transforming Organizations:Lessons Learned about Revitalizing Organizations. In A. . Abramson, Transforming Organizations (pp. 1-10). Lanham: MD: Rowman Littlefi eld. Amabile, T. M. (1998). How to Kill Creativity. Harvard Business Review , 76 (5), 76-87. Armenakis. Achilles, A . Stanley, G. Harris Hubert. (1999). Handbook of Organizational Behaviour. New york: Marcel Dekker. Balcazar, F., Hopkins, B. L., Suarez, Y. (1986). A Critical, Objective Review of Performance Feedback. Journal of Organizational Behavior Management , 65-89. Bass, B.M. Avolio, B.J. (1993). Transformational Leadership and the Organizational Culture. Public Administration Quarterly , 112-122. Cheney, G. . (2001). Organizational Identity: Linkages Between Internal and External Communication. In F. M. Jablin, The New Handbook of Organizational Communication: Advances in Theory, Research and Methods (pp. 231-269). Thousand Oaks: CA: Sage. Davis, S. (1984). Managing Corporate Culture. Cambridge: MA: Ballinger. Dull, M. (2010). Leadership and Organizational Culture: Sustaining Dialogue between Practitioners and Scholars. Public Administration Review , 70 (6), 857-866. Fernandez, s and Rainey, H. (2006). Managing Successful Organizational, Change in the Public Sector. Public Adminisration Review , 168-176. Fishman, N Kavanaugh, L. (1989). Searching for Your Missing Quality Link. Journal of Quality and Participation (12), 28-32. Frontiera, J. (2010). Leadership and Organizational Culture, Transformation in Professional Sport. Journal of Leadership organizational leadership , 71-86. Geister, S. Konradt, U. and Hertel, H. (2006). Effects of Process Feedback on Motivation, Satisfaction, and Performance in Virtual Teams. Small Group Research , 459-489. Goldsmith, D. (2009, May 15). A Leaders Role in Innovative Strategy Execution. Retrieved March 2011, 2010, from CEO(Chief Executive Officer): the-chiefexecutive.com/features/feature54710/ Harms, p Crede, M. (2010). Journal of Leadership and organizational Studies , 15 (1), 1-15. Hatch, M. (1993). The Dynamics of Organizational Culture. Academy of Management Review , 657-693. Hillis, L. (n.d.). Department of Leadership. Retrieved March 11, 2011, from The Banff Center: banffcentre.ca/departments/leadership/library/pdf/culture_28-29.pdf Hsieh, T and Yik, S. (2005, February). Leadership as the Starting Point of Strategy. Retrieved March 14, 2011, from McKinsey Quarterly: https://www.mckinseyquarterly.com/Leadership_as_the_starting_point_of_strategy_1560 Jago, A. G. (1982). Leadership: Perspectives in theory and research. Management Science , 28 (3), 315-336. Kavanagh, H Ashkanasy, N. (2006). The Impact of Leadership and Change Management Strategy on Organizational Culture and Individual Acceptance of Change during a Merger. British Journal of Management , 81-103. Kluger, A. N. Denisi, A. (1996). The Effects of Feedback Interventions on Performance; A Historical Review, a Meta-Analysis, and a Preliminary Feedback Intervention Theory. Psychological Bulletin , 254-284. Kotter, J. Heskett, J. (1992). Corporate Culture and Performance. New york: Free press. Krizek, R. (2005). A Meaning-Centered Approach to Consulting: Contributing as an Engaged Communication Scholar. In J. .-Z. Simpson, Engaging Communication, Transforming Organizations: Scholarship of Engagement in Action (pp. 127-146). Cresskill: NJ: Hampton Press. Louis, M. (1985). An Investigators Guide to Workplace Culture. Beverly Hills: CA: sage. Northouse, G. (2007). Leadership Theory and Practice. London: Sage Publications, Inc. Rabin, T Wachhaus. A. (2008). Encyclopedia of Public Administration and Public Policy. CRC Press. Sarros, J. Gray, J and Densten, I. (2002). Leadership and Its Impact on Organizational Culture. International Journal of Business Studies , 1-26. Sarros, J. Gray, J. Densten, I. (2002). Leadership and its Impact on Organizational Culture. International Journal of Business Studies , 1-26. Sathe, V. (1985). Culture and Related Corporated Realities: Text, Cases, and Reading on Organizational Entry, Establishment, and Change. Homewood: IL: Irwin. Schein, E. H. (1992). Organizational Culture and Leadership. San Francisco: Jossey-Bass. Schein, E. H. (2004). Organizational Culture and Leadership. San Francisco: Jossey-Bass. Schein, E. H. (1985). Organizational Culture and Leadership; a Dynamic View. San Francisco: Jossey-Bass. Senge, P. (2002). The Leader’s Now Work: Building Learning Organizations. In D. .. Morey, Knowledge Management: Classic and Contemporary Works (pp. 19-52). Massachusetts: MIT Press. Smith, J. (2010, November 1). Face of Quality: Leading the Quality Culture. Retrieved March 11, 2011, from Quality Magazine: qualitymag.com/Articles/Column/BNP_GUID_9-5-2006_A_10000000000000928974 Smith, P . Wang, Z Leung, K. (1997). 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Learn the things, which can make you a respected leader

Learn the things, which can make you a respected leader Traits to Become a Respected Leader Leadership is the trait that can be useful for any modern person, who is a part of any society. It does not matter if you are an employee of a big international company or just a small group of people working together. It will undoubtedly make   you good, if you have the traits of a leader. It does not necessarily mean that these skills are inherent for a manager or a chief; they can be a wonderful supplement for any person within any collective. They will help you to be more productive at work and to coordinate the working process of yourself and of others more efficiently. At any time a job presupposes a team work and cooperation. And the more efficient the colleagues can cooperate, the better result they can eventually bring. A leader is the very person who directs this process of efficient work and controls it. So, being a good leader, you will definitely make your work prosperous, no matter how custom the conditions are. So, below you can find the traits that can make you a respected and appreciated leader within your team. Attentiveness This feature is always of a big value for any person. Being an attentive person means that you can focus on any surrounding things better and thus, perceive the information better. If you are attentive to even minor details, you can better find a solution to any issue in any circumstances. It can also guarantee that any issues can be foreseen and resolved at the initial stage of any project or work. Nice focus on the aim can always ensure that you will reach the goal and will have a success. Communication Communication is an inherent part of cooperation inside any team. Without communicating it is hard to interact and to do something mutually. Mature personal interaction is also a means of better understanding of your colleagues and teammates and having better business and friendly relations inside a team. This process has a great psychological impact on any personnel and influences a lot of things in regard to mutual understanding between people. So, the better you can communicate with others, the more unity you bring to your team. Confidence When you are confident in any situation, it means that you keep the upper hand, ready to cope with any problem. A confident leader brings firmness and stability of the processes in any team. When other colleagues are sure in their manager, it is greatly reflected on the final results and on the very process of the work. If you show confidence, you can easily assure people around you that they will gain what they strive for. Knowledge The more you know, the more options and ways you can have to solve a problem. Knowledge is precious in any kind of activity; it is valuable for anyone under any circumstances. If you have knowledge in what you do, you are a nice specialist and you can be sure that you will gain a success, as you know what to do and how to do it right. Working much and obtaining experience and also gaining knowledge, you become better and more skilled specialist in your job. Having much knowledge, a leader is a respectful source of confidence and trustfulness for all members of the team. Honesty A lie never brings positive results for a good leader. Of course, while interacting with other people, there can be present some small lie, but no mistrust should be present in any team. Indeed, team members should always be able to rely on their leader, trusting him or her all the time. Honest leader is perennially respected by all the subordinates and team members. The above enlightened traits are undoubtedly indispensable for any person, who wants to be a prosperous and respected leader. These character, thinking and behavior qualities will bring you a success and lots of benefits for your work and colleagues around you.

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How does modern technology affect socialization for worse Annotated Bibliography

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At the beginning of this semester, we looked at liberty, privacy and freedom of speech. I found this section quite interesting, especially since unlike first semester it applied directly to my life. Freedom of speech was a particularly interesting topic to me, because I couldn't work out my opinion on it. When I thought about the issue in purely philosophical terms, I thought that there should be unrestricted freedom of speech and that censorship should be kept to a minimum. But when I thought about the issue in relation to the real world, I wasn't so sure. This is one of the frustrating things about philosophy - what appears to be philosophically sound in my mind turns out quite differently when applied to the real world. I think it is in finding a balance that the real difficulty lies. Throughout the course of the first essay, I found myself arguing views that I hadn't thought I believed in - and even now I'm not sure if I do. I think sometimes what works philosophically still can 't apply to the real world for considerations that shouldn't have to have a bearing on the issue but do anyway. In the issue of freedom of speech, I found that philosophically hate-speech doesn't cause any significant harm. But when I think about it in the context of the outside world, I firmly believe that it does. This discrepancy is confusing to me. The unit we studied on eyewitness evidence I found to be rather dry - I couldn't really relate to a whole lot of legal stuff. When it was put in the context of the real-life rape victim I found it much more accessible. The essay topic that I chose seemed again rather dull, although it raised interesting side-issues, like the nature of our society. I tried to think why science was regarded as the best way we have to gain knowledge, and came up with a rather depressing view of society - that it was matter oriented, money oriented, concerned with facts and figures, things that were able to be thought of in terms of quantities. And that we tended to ignore the abstract, the indefinable, the unexplainable. This is why I find philosophy occasionally depressing - it forces me to look at the world in which I live, and not like what I see. And yet it is simultaneously liberating because I can see that through studying philosophy, I can look at those other aspects and move beyond what society thinks.

Othello Act 5, Scene 2 Lines #338-356 Essay

Within Act 5, Scene 2 of the Shakespearian play Othello, Lodovico tells Othello he is to lose command and Cassio will become the governor of Cyrpus instead. Subsequently, Othello is to be held prison and will await trial. It is from this point in the play that Othello protests his great service to Venice. From lines 338 to 356, Othello states his final speech before ultimately taking his own life. Here, Othello expresses his grief over what he has done feeling a strong sense of sin in his actions. His ego is still intact however as he mentions that he has done a great deed to the state despite the overshadowing for his act. Othello reaffirms his position as a figure who is simultaneously included and excluded from Venetian Society. Apparent in his final statement, he uses contradictions to explain his mental state before and after the manipulation of Iago. Another aspect revealed is the extent to which his sins have affected him and how he longs for the battles that helped him woo Desdemona’s love through his heroic stories. Despite having done his services to the state, he reveals his foolishness as someone who existed within and outside Venetian society giving rise to a series of contradictions. In line 342, he asks others to speak of him as he truly is being, â€Å"nothing extenuate, Nor set down aught in malice. † The first contradictory sentence reveals that he does not wish for his guilt to be lessened as suggested by the diction â€Å"extenuate. † Nor does he want be considered evil which he would feel ashamed for as Iago is the real villain in the play. Othello reveals in the next line that he has â€Å"loved not wisely, but too well† indicating that he was unable to convey the same amount of affection back to Desdemona as she had done to him. Othello’s love for Desdemona reveals a sensitive part of Othello despite his military background. It was Othello’s love for Desdemona, however, that acted as a catalyst to which Iago manipulated and used to his advantage. In the next contradictory statement, Othello states that he was â€Å"not easily jealous, but, being wrought. † Othello is referring to his previous assessment of Desdemona’s relation with Cassio where he told Iago that he had nothing to fear and thus would not become jealous. However, the audience knows that this is no longer the situation as the â€Å"honest† Iago made Othello into a pawn of a greater game. Othello comments on his how he won the affection of Desdemona enchanting her through his heroic tales. Othello mentions the â€Å"Arabian trees Their medicinal gum† and â€Å"Aleppo† which were elements in his heroic tale. He cherishes his memories of when he spoke of such places to Desdemona further emphasizing his love for her. It is evident that no medicine in the world can cure him of his agony and torture referring to the medicinal properties of the â€Å"Arabian Trees. † However, the burden of his sins become overwhelming referring to a â€Å"base Judean, threw a pearl away. † This quotation suggests that he has angered the heavens and makes a religious reference to the betrayal of sacrifice of Jesus. Similar to the betrayel of Jesus, he has betrayed Desdemona’s pure qualities and love. There is irony involved because he killed Desdemona who had the qualities of a Saint who was always willing to forgive Othello for his actions. This trait was emphasized previously in the play where Desdemona wished for the heavens to forgive Othello and send him to Purgatory rather than hell so that he may repent for his sins. Despite Othello’s pains and cries, he briefly manages to calm himself thus regaining his dignity that gave rise to his higher state of power in Venice. This indicates that his ego is still intact and has not been completely shattered as he works the persistence reveal his innermost feelings of being an outsider. He mentions â€Å"Aleppo† which is translated as a significant staging post for trade between Europe and the East where it was said that the punishment there should a Christian strike a Turk was immediate death. Othello make this reference because he feels that he has been an outcast of Venetian society despite his title. He feel that he has been struck to death in comparison to Christian who struck a Turk. Considering the severity of the punishment, it is evident that this is not small matter, but rather a serious one with racial discrimination. While in the act of killing himself, he alludes to the metaphor of the killing of a Turk. He acknowledges that he will forever be an outsider. In summation, Othello’s final remark has allowed him to personally reflect his actions and to reveal to the audience his remorseful feelings. While establishing the difference between one who was included and exclude in Venetian society, he makes his final act of martyrdom. The only opponent left for him to conquer becomes himself.

Essay on Leadership and Communication Skills - 880 Words

Communication skills and leadership go hand in hand. In order to lead a group and influence their completion of specific goals, one must be capable of successfully communicating among ones peers. This is especially true in the healthcare industry. A leader who lacks effective communication skills is unable to maintain camaraderie between their staff, due to misunderstanding and ineffective communication. This results in failed goals. Leadership in the healthcare industry is vital not only to the organization, but also its staff, patients and visitors. According to early research, the process of leadership should encompass certain traits and behaviors. The seven traits that proved to be consistently associated with leadership are: Drive,†¦show more content†¦It allows for the inspiration, organization, and implementation of a vision (Ginter, Duncan, Swayne, 2013, p. 26). A company or organizational vision is that company’s framework for success. It allows all employee s to see the â€Å"positive† in the future. It allows for camaraderie and for achievement. Being a good leader and a role model allows for inspirational motivation—a vision. An effective leader relies on feedback from their peers and does not become self-obsessed, but rather self-aware (Goleman, 2014). Jack Welch states â€Å"Nothing you do anymore as an individual matters except how you nurture and support your team and help its members increase their self-confidence† (Welch Welch, 2013, para. 3). Having self knowledge and organizational knowledge are key characteristics of a quality leader. As General George Patton would say â€Å"Know what you know and know what you do not know† (Power, 2014), then act as JFK did during the Cuban Missile Crisis and leave the room. He knew his presence was intimidating as President and wanted to divert any stifling of ideas that would solve the Crisis so he literally vacated the room. He did so after dividing the large group of experts who had diverse knowledge bases and opinions about the matter, into smaller groups, eliminating the chance of groupthink (Sutton, 2014). Their self knowledge and organizational knowledge was spot on. Effective listening, verbal and nonverbal skills, trust, understanding,Show MoreRelatedCommunication Skills And Leadership Skills1215 Words   |  5 Pagesits own skill assets, it is essential to know that people that withhold leadership positions in organizations need to have strong effective communication skills that suite their position. In fact, a recent study of recruiters from companies with over 50,000 employees cited that communication skills are the most important factor in choosing managers (Beebe and Mottet, 2016, p. 2). Communication skills are leadership skills. 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