Business Leadership Essay Example for Free

Business Leadership Essay 3. Introduction Leadership has long been a major field of interest among the organization and businesses in the world. It is an issue that affects us all, be in the corporate world or at home. Not only we influenced and affected by it, we are also called upon to exercise it. Whether we are involved in leading government or business, guiding young minds or leading a family, everyone has a leadership role to play. Morse and Buss (2007) defines leadership as a process of influence where a person or group influences others to work towards a common goal. Good leaders inspire others to do their best. They help others to work together to accomplish their goals. Leadership is also about being a good role model. According to Stashevsky and Burke (2006) leadership is about coping with change. Leaders set up direction by developing a vision of the future, aligning others by communication the vision and inspiring their people to overcome problems. According to McKinney (2000), American newspaper commentator Walter Lippmann defined leaders as the custodians of a nations ideals, the beliefs it cherishes, of its permanent hopes, of the faith which makes a nation out of a mere aggregation of individuals. In other words, leaders have the ability to affect human behavior to accomplish a mission or to achieve a specific goal. Leadership is subjected to close research from the theoretical and practical viewpoints. In the early days, leadership theories mainly focused on the characteristics or behaviors of successful leaders. Today, leadership theories have expanded to consider the role of the followers and contextual natural of leadership. Adair (2003, page 7-38) described a leader as a person (with leadership qualities) who has the appropriate knowledge and skill to lead a group to achieve their goals and objectives willingly. However, personality and character cannot be left out of the leadership. Their personal qualities, their reaction to the demands of the situation, or a combination of these, attract followers to their leadership style. An individual who is appointed to a leadership position (manager), must possess adequate personal attitude and skills to lead the team. They need to continuously improve their attitude, skills and knowledge to achieve higher levels of excellence. According to Coate (2007, p.304) leaders and managers need to see beyond the next quarterly returns or the immediate production deadline. They need to look at the big pictures, peep into the future, and set the organization’s mission and vision firmly in place. An effective leader is a good planner, instructor and organizer. Leader needs to be good at evaluating performance, judging people (customers or crews) and to be able to foresee the outcome of an action (or inaction). The visionary leader leads the team to stay focused on their targets and objectives. Leaders can push a team to achieve things they didn’t know were possible. Visionary leadership is an indispensable guide leaders at all levels, from top executives to head of divisions and departments, from large corporations to small business, from manufacturing and service organizations to government and non-profit institutions (Bass, 1995). Leadership style models help to achieve effective leaders which include the involvement of the employees in discussions with their supervisors from time to time and decision making. The leadership style will have great impact on others. Effective leaders provide motivation, inspiration and are well connected with their team members. Effective leadership style will bring proper accomplishment of goals and objectives. It also helps to understand human behaviour in wider perspective and helps in developing positive self-awareness. They providing mentorship and guidance, and rallying the team to achieve bigger and better things. Motivation is another important aspect of good leadership (Curry, 1998). Motivation can improve morale and productivity, resulting in overall improvement in efficiency and team productivity. Every organization needs leaders at every level. Leadership in business is important because it is about building teams and communicating so that everyone works to crate synergy. This is a key ingredient to successful businesses and championship teams. Although thousands of research studies have been conducted to prove which leadership style is best applicable in the organization, but still there are no conclusions. The â€Å"best† leadership seems to occur when the leaders’ style matches to the actual situation. Each of the leadership styles can be effective in the right situation. The most effective leadership styles depend on the interaction among people, characteristics of the situation, and the leader (manager) personality. 4. The analysis of Steve Jobs personality and leadership with leadership theories Steve Jobs, Apple’s CEO and the man who almost single handed-ly made Apple one of the key players in advance technologies. I disagree that Steve Jobs’ leadership style does not match the theories of leadership. Although he had his fair share of unconventional ways, Steve did indeed practice numerous leadership styles that are aligned to theories presented in textbooks and business journals. In fact, there is a general consensus that Steve Jobs is a wilful and driven leader and he is the leader of one of the most outstanding companies in the history of business. Visionary and Transformational Leadership Steve Jobs once said â€Å"I want to put a ding in the universe.†-Steve Jobs (Kahney, 2011. p.150). This statement gives us some insight into his leadership characteristics and the focus on ideation that led Apple to where it is today under his leadership. Indeed, Steve was driven by passion and a powerful vision. Steve’s visionary leadership articulate his people with great inspiration, thus transforming it in same way. The strength of Steve’s vision and passion, coupled with innovation culture that was already in place made the generation of group passion, and eventually the task, and ultimately the sale, much easier (Sander, 2012 p.52). He was able to combine his great ideas with his strong perception of consumer desires, marketing strategy and management skills. Steve had planned for the products; he provided the visions, the tools and the solid working environment for his people. He transmitted energy to his people, giving them a new sense of confidence in a chieving the vision. He was a follower of Zen (Sander, 2012), honed by Zen’s training and ideology. Focus was ingrained in Steve’s personality. A leader needs to love what he or she does (Graves, 2011). Steve focuses his attention on his products, believes in his ideas and never gives in to failure. These are perhaps the keys to his success as a transformational leader. Cherry (2012) defined transformational leadership as a type of leadership style that leaders to positive changes in those who follow. Transformational leaders are generally energetic, enthusiastic, visionary and passionate. Not only are these leaders concerned and involved in the process; they are also focused on helping every member of the group succeed. Steve Jobs has created the whole culture within his company, a culture that pursues innovation, devotion to creating great â€Å"killer† products, motivation and promotion of self-interest among his people, marketing vision and concentration on quality. Transformational leaders encourages promotes values, belief, and sense of responsibilities (Bass Ringgio, 2006). Steve Jobs has all the necessary att ributes to be considered on. In 1997, Steve returned to Apple when the company was in the crisis. He took the reins and made sweeping changes, re-structuring and resizing the organization. He reviewed the situation and concluded that a small team of talents is more useful and productive than crowds of less talented people. From there, he delegated and gave full support to the team. One of the recurring themes was Jobs’ â€Å"reality distortion field,† his ability to convince those around him that his version of reality was true, his ability to impose his will upon others in a way that made the seemingly impossible become possible. Jobs felt that if he could make Apple’s products attractive, stylish and appealing, people would ultimately flock to them. Jobs was convinces that he knew the best, eschewing market research in lieu of the belief that consumers would want what he tells them to want, insisting on a closed system of end –to-end control by Apple because he didn’t want outsiders screwing up what he was creating. â€Å"The more you saw him as having mystique, the more it went hand in hand with him being a visionary.† (Dailey, 2011) Steve Jobs’ carefully constructed web secrecy, peppered with some hints of vulnerability and accessibility-he was famous for answering customer emails-only added to the looming legend that grew with each Apple innovation. Jobs had received numbers of honors and recognition for his influence in the mobile technology and music industries. He has widely been referred as visionary leader. Charismatic Leadership Steve Jobs also classified as charismatic and visionary leader. Charismatic leadership results when a leader uses the force of personal abilities and talents to create profound and extraordinary effect on followers (Nelson, 2012). Many people who worked for Jobs experienced burnout and describes him as an intimidators, but on hindsight they appreciate and relish the experience. Research shows that people who work for the intimidator (Steve Jobs) were often find the experience â€Å"profoundly educational, even transformational.† (Kahney, 2011 p.172) Steve often insists on things that are seemingly impossible. He believes that eventually even the thorniest problem is solvable. He works people hard and heaps on stress. But, the end result is usually a great piece of work. He believes in his decisions for the company; and his self-confidence led him to success. True leaders are always looking over the horizon for the next opportunity. It is this quest that keeps them going and so metimes they find their true mission along the way, as Steve did (Elliot Simon, 2011). Innovative Leadership Sander (2012) defined innovation in a way that made sense to Steve Jobs â€Å"Innovation is an invention with customer and a marketable vision in mind† Innovation is to introduce something new. A combination of two processes: generating new ideas and implementation the new idea. Innovation calls for good leadership and management at all levels of the organization. Good leaders will stimulate their team to be more ‘hands on’ and to have greater interest in their work, which in turn, leads to the generation of more great ideas (Adair and Thomas, 2004). An innovative leader faces two key challenges. Firstly, to strike the right balance between running the current business and growing the new business. Secondly, in sensing untapped market needs and choosing a promising area to purse (Deschamps, 2008). In Steve’s innovation model has six important components: Customer, Vision, Culture, Product, Message and Brand (Sander, 2012). Steve Jobs inspired his people, he is deeply involved at almost every level with almost every critical projects. He injects energy and guides his people towards developing a solution. His deep involvement makes them feel important and as a result, eager to beat expectation. â€Å"There’s not an ounce of democracy at Apple. That’s what makes it a paragon of such traditional corporate values as top-down leadership, sharply hierarchical organisation and centralised control. It’s Steve’s company — pursuing his vision, at his pace, with his team, making his products. Without Steve Jobs’ authoritarian leadership, Apple would be just another Silicon Valley outfit†(Chaudhury, 2012). When Steve return to Apple, he was described as practising tyrannical leadership style — fire and forced at will — t o ensure that his employees delivered products that consumers lusted for, in an ever-evolving digital world. It certainly worked. Steve is the follower of Zen. Maslin (2001) researched that â€Å"His Zen awareness was not accompanied by an excess of calm, peace of mind or interpersonal mellowness,† and â€Å"He could stun an unsuspecting victim with an emotional towel-snap, perfectly aimed.† As an autocratic leader, Steve Jobs is forceful and demands nothing less than total control. He makes the decisions, announces them and expecting others to carry them out without a question. One of the things that Mr Jobs did, which was very unlike anyone else, was he did it his way, (Dailey, 2011). Steve Jobs choose to lead his team from the front, spearheading the innovation and constantly renewed products of the company. The autocratic nature of his leadership also bears some transactional traits, such as using verbal lashings at employees (Lin, 2011). In meetings, Jobs was infamous for creating an atmosphere of fear. He had been described by some as being harsh, petulant and even boorish at times. Although it was not easy working for J obs, those who can weather it tend to be loyal (Kahney, 2011. p.108). Steve gained respect from both inside and outside the company by maintaining his focus despite his fame and fortune. He was certainly one of the most influential business leaders of his time. â€Å"There’s not an ounce of democracy at Apple. That’s what makes it a paragon of such traditional corporate values as top-down leadership, sharply hierarchical organisation and centralised control. It’s Steve’s company — pursuing his vision, at his pace, with his team, making his products. Without Steve Jobs’ authoritarian leadership, Apple would be just another Silicon Valley outfit†(Chaudhury, 2012). When Steve return to Apple, he was described as practising tyrannical leadership style — fire and forced at will — to ensure that his employees delivered products that consumers lusted for, in an ever-evolving digital world. It certainly worked. Steve is the follower of Zen. Maslin (2001) researched that â€Å"His Zen awareness was not accompanied by an excess of calm, peace of mind or interpersonal mellowness,† and â€Å"He could stun an unsuspecting victim with an emotional towel-snap, perfectly aimed.† A s an autocratic leader, Steve Jobs is forceful and demands nothing less than total control. He makes the decisions, announces them and expecting others to carry them out without a question. One of the things that Mr Jobs did, which was very unlike anyone else, was he did it his way, (Dailey, 2011). Steve Jobs choose to lead his team from the front, spearheading the innovation and constantly renewed products of the company. The autocratic nature of his leadership also bears some transactional traits, such as using verbal lashings at employees (Lin, 2011). In meetings, Jobs was infamous for creating an atmosphere of fear. He had been described by some as being harsh, petulant and even boorish at times. Although it was not easy working for Jobs, those who can weather it tend to be loyal (Kahney, 2011. p.108). Steve gained respect from both inside and outside the company by maintaining his focus despite his fame and fortune. He was certainly one of the most influential business leaders of his time. â€Å"There’s not an ounce of democracy at Apple. That’s what makes it a paragon of such traditional corporate values as top-down leadership, sharply hierarchical organisation and centralised control. It’s Steve’s company — pursuing his vision, at his pace, with his team, making his products. Without Steve Jobs’ authoritarian leadership, Apple would be just another Silicon Valley outfit†(Chaudhury, 2012). When Steve return to Apple, he was described as practising tyrannical leadership style — fire and forced at will — to ensure that his employees delivered products that consumers lusted for, in an ever-evolving digital world. It certainly worked. Steve is the follower of Zen. Maslin (2001) researched that â€Å"His Zen awareness was not accompanied by an excess of calm, peace of mind or interpersonal mellowness,† and â€Å"He could stun an unsuspecting victim with an emotional towel-snap, perfectly aimed.† A s an autocratic leader, Steve Jobs is forceful and demands nothing less than total control. He makes the decisions, announces them and expecting others to carry them out without a question. One of the things that Mr Jobs did, which was very unlike anyone else, was he did it his way, (Dailey, 2011). Steve Jobs choose to lead his team from the front, spearheading the innovation and constantly renewed products of the company. The autocratic nature of his leadership also bears some transactional traits, such as using verbal lashings at employees (Lin, 2011). In meetings, Jobs was infamous for creating an atmosphere of fear. He had been described by some as being harsh, petulant and even boorish at times. Although it was not easy working for Jobs, those who can weather it tend to be loyal (Kahney, 2011. p.108). Steve gained respect from both inside and outside the company by maintaining his focus despite his fame and fortune. He was certainly one of the most influential business leaders of his time. â€Å"There’s not an ounce of democracy at Apple. That’s what makes it a paragon of such traditional corporate values as top-down leadership, sharply hierarchical organisation and centralised control. It’s Steve’s company — pursuing his vision, at his pace, with his team, making his products. Without Steve Jobs’ authoritarian leadership, Apple would be just another Silicon Valley outfit†(Chaudhury, 2012). When Steve return to Apple, he was described as practising tyrannical leadership style — fire and forced at will — to ensure that his employees delivered products that consumers lusted for, in an ever-evolving digital world. It certainly worked. Steve is the follower of Zen. Maslin (2001) researched that â€Å"His Zen awareness was not accompanied by an excess of calm, peace of mind or interpersonal mellowness,† and â€Å"He could stun an unsuspecting victim with an emotional towel-snap, perfectly aimed.† As an autocratic leader, Steve Jobs is forceful and demands nothing less than total control. He makes the decisions, announces them and expecting others to carry them out without a question. One of the things that Mr Jobs did, which was very unlike anyone else, was he did it his way, (Dailey, 2011). Steve Jobs choose to lead his team from the front, spearheading the innovation and constantly renewed products of the company. The autocratic nature of his leadership also bears some transactional traits, such as using verbal lashings at employees (Lin, 2011). In meetings, Jobs was infamous for creating an atmosphere of fear. He had been described by some as being harsh, petulant and even boorish at times. Although it was not easy working for Jobs, those who can weather it tend to be loyal (Kahney, 2011. p.108). Steve gained respect from both inside and outside the company by maintaining his focus despite his fame and fortune. He was certainly one of the most influential business leaders of his time. In reality, Steve truly appreciates and cherishes his people. Free products are the norm, with every employee receiving an iPhone at the product’s launch. According to Elliot and Simon (2011, p.73-83), the most memorable example is Steve’s decision that the signature of the original engineer would be etched on the inside of the cases of Macs. Such rewards created much staff satisfaction and motivation, as they felt that they are part of the product. People become more connected to their work. Indeed, he finds ways to assure his employees that he appreciates their contribution and that they are essential to the product’s success. Steve Jobs’ leadership style was complex. He was intensely focused when committed, confident to take risky leaps, and charismatic enough to enlist corps of employees and customers in the incessant pursuit of his aspirations. Steve was firm when he stepped back into Apple and began his drastic reorganization. He was clear and knew what had to be done. He is passionate of what he did, believing that he is pursuing a higher cause in the processes. The result is an Apple culture that borders brand fanaticism and radical customer devotion. Although Jobs was highly criticized for his autocratic leadership style, he has successfully revolutionized the Apple Company. 5. Steve Jobs’ leadership style within contemporary leader Steve Jobs will likely be remembered as one of the most successful and iconic leaders of the last half century. He is admired for his vision, innovation and passion on products yet often hated for his autocratic and intimidating leadership style. In comparison, William (Bill) H. Gates III, co-founder, chairman and chief executive officer of Microsoft Corporation has also been described as one of the most successful entrepreneurs in the world. Despite their similar ambitions in the technology and business arena, they have very different personality and leadership style. The competition and rivalry between Gates and Jobs has become one of the most enduring and fascinating subject in the American business industry. Both of them had important impacts on the world. Both young men were born in the same year (1955), they set out from the same beginning point, but with radically different personalities. Both dropped out of college and launched their own businesses. Apple ushered in the era of personal mobile computing in many respects. Microsoft’s had made it possible for a generation of computer scientists to learn and thrive. Apple has perfected the art of delivering fantastic consumer products. Microsoft has worked diligently to make the enterprise more efficient. It is impossible to deny each corporation’s contribution. Each has his own unique strengths. Nevertheless, both are well-known and idolized by many. Comparing their business philosophy, Microsoft’s â€Å"A computer on every desk in every house, running Microsoft software† (Livingston, 1994) is concerned about running their software in every computer. Apple’s â€Å"Make computers accessible to everyone and make it easy to use† (Gruman, 2011) is more about making their computers easy to use and easily accessible to everyone. â€Å"He was every bit as intense, believed in revoluti onary way of using computers. But not in engineer approach, (but rather) a design approach, and that had huge strength, particularly the last where he ran Apple. He was able to do incredible work.† (Parrish, 2012) Steve Jobs was more intuitive and had a greater instinct to make â€Å"impossible† happen and design delightful. He had passion for perfection, which make him demanding. In Steve Jobs organization, there are only two categories, thought: If you weren’t brilliant, you were that other thing, a bozo. But with Steve, no matter how brilliant he knew you were, one remark that didn’t, by his standard, measure up, and he’d immediately label you a bozo. Even in front of other people (Elliot and Simon, 2011). Steve Jobs relies on forcing to resolve conflict such as in questions about design issues (DuBrin, 2008). According to Kahney (2011), Steve is forceful, intimidating, brutal, and ruthless, and tyrants were words used to describe Steve’s autocratic leadership style. He was obsessively controlling, throwing tantrums and yelling at employees and board members. â€Å"A bunch of amateurs† or â⠂¬Å"well, you’re a bunch of idiots.† (Kahney, 2011) He could tear down someone’s ideas or the person in public if they not able to achieve what he wanted. Bill is known to project a more democratic leadership style. Although he does not address anyone by name, hand out praise or stroke any egos, he does listens intently and has his temper mostly in check. He is good in computer technology knowledge and coding. His thinks more practically. His mind is more practical, disciplines and abundant in analytic processing power. Even when he disagreed with a staff’s analysis of certain issue, his response was â€Å"Educate me on that†. After a minute or so, he cuts off the discussion by saying, â€Å"Send me the specs† (Isaacson, 1997). In Apple, there is much secrecy in corporate decision making, which often led to sudden and unanticipated changes. According to Elliot and Simon (2011), Steve will gather the people in separate teams, kept isolated from the distractions and interferences of the rest of the company. Each team knew only of the parts they need to create, without any discussion or knowledge of the big picture. In contrast, Gates spends much of his time communicating with his team and consulting his IT specialist about how new products can be woven into industry standard products. He involved his subordinate in decision making. Bill Gates’ democratic leadership style is a reflection of his more practical and disciplined mind set (Isaacson, 1997). Under Gates’ leadership, Microsoft Corporation flourished, consistently landing in Fortune’s â€Å"100 Best Companies to Work For† (Lussier, 2008). Both leaders are practising different leadership style: Democratic and Autocratic. The leadership styles are extreme, whereas in practice the behaviour of many, perhaps most, leaders in business will be somewhere between the two. Jobs and Gates believe in recruiting and retaining the best talents. However, Apple does not offer relevant formal training or development opportunities for its employees. Rather, employees are expected to gain new knowledge on their own (Muller, 2010). One of the Steve’s principal is to hire the best-â€Å"A-people† (Elliot and Simon, 2011). Steve wants only real talent people in the company. There are no training or knowledge sharing in projects or pr oducts. He expects excellent ideas and results from his people. In Microsoft, on the other hand, believes in staff training and development. â€Å"We’ve had technology a long time. We had some very sophisticated staff members. What Gates really allowed us to do is to roll it out further to more locations and people and give our staff the training and support to make that happen. (Greiner, 2003) They believe training is the most basic and sometimes most overlooked from knowledge sharing that need to go in a company. Despite the past decade of U.S. economic stagnation, Apple have grown continuously, and the stock price has advanced to the point where Apple is now the world’s most valuable firm, with a market cap of $391 billion, followed by Exxon-Mobil ($380 billion), IBM ($230 billion), and Microsoft ($228 billion) (Salsman, 2011). Steve Jobs had owned the wealthy company. Nevertheless, Steve Jobs is not known to be a philanthropist. Neither is he active in the charity work as compare to Bill Gates. Steve only concentrated on his products and company. He only public face his visions and products. He does not have the sense of â€Å"giving back† to the community. As a charity leader, Bill Gates frequently encourages his staff to contribute to charity, both in terms of money and time. Giving is large part of Microsoft’s corporate culture. Bill Gates and his wife started The Bill and Melinda Gates Foundation; take up issues such as poverty, famine, and disease around the world (Lesinski, 2009). This foundation focus on finding cures of diseases which are common in poor nations, also global development in farming and education. Bill Gates’ contribution to the community is a reflection of his character and moral. Bill Gates has shown a good example that other leaders should practice and imitate his humanity towards other nations who need helps. Steve Jobs is respected for his products, but Bill Gates is respected for both his products and philanthropic leadership. A well-rounded organization is not unlike a well-rounded individual, they should balance the prio rity of work, family, charity and personal interest (Brown, 2006). Gates’ visionary leadership style did not stop at product creation but extended to the creation of a dynasty. Microsoft has sales offices in nearly 60 countries and an international staff of 6200. Almost all of the employees are natives of the country in which they work. It is estimated that each overseas employees generates more than $1million in annual revenues. Gates tries to make certain that his foreign partners are in charge and that they share in the wealth (Lowe and Gates, 1998 p.74). He had acquired great wealth, something which he gladly shared with stockholders and employees. From his caring nature, Bill Gates had created â€Å"Microsoft Millionaires† from his programmers, managers and even secretaries. Gates’ vision of wealthy sharing has resulted in lifestyle improvement for every level of his employees. Although, Apple staff are well paid, their rewards for success are vastly and nowhere near that of Microsoft’s. According to Yourdon (2004), Steve commented that Macintosh projects â€Å"The journey is the reward.† Rewards in Apple are different. Steve allowed each designer to personally sign a placard that was reproduced and placed inside each Mac case (Sander, 2012). Rewards are nice and this is the way Steve reward and recognize his people. As a charismatic and autocratic leader, Steve’s vision ended at creating the most iconic and desired technological products in history, building the most valuable and renowned brand of his time. There is no doubt that Steve’s influence and vision will live on in the products and company he created. Steve Jobs and Bill Gates are the visionary leader who always think creatively and have great insight to expect the future, which eventually transform the IT technology and changed the world greatly. 6. Conclusion The purpose of this paper is to discuss of the relevant leadership idea and to explore the leadership styles and to explore the Steve Jobs’s leadership approach. Considering his influence and success at Apple, it is clear that a study of his leadership can provide valuable lessons for current and aspiring leaders. Steve has often been names one of the most prominent leaders in the US business circles. Despite his early demise, Steve Jobs has and is still touching the lives of people all around the world today. His life makes an amazing story because despite all the hardships he faced and against all odds he achieved what he said he set out to achieve: become a millionaire. He had dream and he would not stop until it was lived out. Despite the fact that Steve’s leadership style is sometimes considered overly authoritative and that his company as being too personality-centered, he was able to achieve unprecedented success. Some of his styles and principals can be considered universal and applicable to other business, but others should be applied with caution or adapted to the actual business situation. This brings to mind, one of the essential characteristics of the true leader-to be able to adopt and adapt as well as to accept differing opinion. There is much that we can learn from Steve-his passion, focus and influential nature. Influence does not stem from a set of management rules and techniques. Leaders who are passionate about their work, who are able to focus on things that matter most, and exercise unwavering resolve in their decision tend to have a greater influence on people around them. Only with such influence, can a leader create positive impact on their followers, their organization and even on themselves. 7. Reference : Adair, John (2003) Concise Adair on Leadership. Olympia Elibrary (Online) Available at : http://library.olympia.edu.my:2051/lib/olympia/docDetail.action?docID=10071301p00=good%20leader (Accessed : 21 May 2012). Adair, John and Thomas, Neil (2004) Concise Adair on Creativity and Innovation. London, GBR: Thorogood Publishing. Bass, Bernard M and Riggio, Ronald E (2008) Transformational Leadership, 2ndEdition. United States: Lawrence Erlbaum Associates, Inc. Bass, Jossey (1995) Visionary Leadership: creating a compelling sense of direction for your organization. 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Google Book (Online) http://books.google.com.my/books?id=p0AIEuN6kg0Cpg=PA30dq=bill+gates+leadershiphl=ensa=Xei=hIHdT-XKCc-HrAew-omzDQved=0CDkQ6AEwATgK#v=onepageq=bill%20gates%20leadershipf=false (Accessed: 17 June 2012) Maslin, Janet (2011) Books Of Times: Making the iBio for Apple’s Genius. Available at:

A Political and Cultural History of Jamaica Essay examples -- essays r

Situated just south of Cuba in the Caribbean Sea, Jamaica is well known as a popular tourist spot and the birthplace of reggae music. Populated initially by native Arawak Indians, who gave the island its name, â€Å"land of wood and water (Jamaica).† However, this beautiful land’s almost pristine beauty was shattered by outbursts of violence surrounding the 1980 political elections. This fighting was sparked by the people’s mistrust of the ruling socialist party at the time. The reasons for this fighting and this mistrust are not simple, they are intrinsically tied to the island nation’s history from the beginning of its colonial period five hundred years before. The island was first discovered by Christopher Columbus on his second voyage in 1494 and became a colony of Spain in 1509. They founded the town now known as Spanish Town and it was the capital of the island until the 1800s. Under the Spanish, the native Arawak Indians died out because of slavery and disease, and Africans were brought in to work in their place. The Spanish ruled the country until 1655 when Sir William Penn of the British captured the colony by force. It was later tuned over legally under the Treaty of Madrid in 1670(Jamaica). Once the British gained control of the island, development was swift. The industries of sugar cane and other agricultural resources were increased, thus creating a larger demand for African slaves. Due to this explosion of growth in the late 17th century, Jamaica became one of the largest slave trading centers in the world. The slave trade was conducted out of the city of Port Royal, made famous for being a hideout of the pirate Blackbeard, until the city was destroyed by an earthquake in 1692. The destruction of Port Royal led to th... ...arty). The nation of Jamaica has had a rich cultural and political history. From the island’s days as a colony up until today it has proven that its people are resilient, passionate, and have an extremely high level of national pride. IT has been shown that the violence that marred the election of 1980 was not due to the government’s brief flirtation with communism, but with more underlying issues. It has been shown that the history of the island has been impacted by several instances of similar violent outbursts resulting from a public feeling of frustration with the rulers at the time. From the time of Bustamante on into the 80s and 90s, the balance of power has shifted because of severe public dissatisfaction with the party in power. It is unknown whether or not this cycle will continue, but as of today, the threat of violence in Jamaica is a very serious one.

A Critique of Theoretical Models

In How to help people change, Dr. Jay Adams (1986) does not present a model of counseling per se. Instead, he provides an analysis, better yet and interpretation 2 Timothy 3:16. The interpretation is presented definitively as the sole method of acceptable counseling from a Christian and biblical context. One major flaw in his work is the underlying theological presupposition that only Christian people utilizing the framework he outlines can offer a process for counseling that results in what he calls acceptable change. Another unreasonable position held by Adams is the idea that change is only acceptable if it is â€Å"toward God† (p. 6).While this is certainly true in regards to salvation and the biblical directive to be a living sacrifice before God (NASB, Romans 12:1), even Jesus acknowledged that both the righteous and the unrighteous live under some measure of God’s grace and benefit (Matthew 5:45). It is unsustainable to hold a position that unredeemed persons are not able to observe God’s purpose and design in humanity and offer some level of help, in the context of counseling, even if it is not totally in alignment with God’s Word. I admire Adams stance and value on Scripture.In his book, he presents a view of the Bible that is an essential inhabitant of the Judeo-Christian worldview and value system. Nevertheless, he does not allow for elements of God’s truth to be discovered or evaluated from a perspective outside of the pages of Scripture. Adams says that â€Å"if it is a truth that is necessary to counseling, it will be found already in a purer form in the Bible† (p. 39). Honestly, one nearly has to reject intellectual credibility to formulate this type of statement because the Bible simply does not address a lot of issues tackled in the therapeutic sessions today.I wonder what would be Adam’s solution for a client’s disorderly and unrestrained sexual addictive behavior. The first solution woul d be to direct them to the Bible verses that as a Christian, they already know. Another solution would be to remind them that they should be reading the Bible and praying more than ever. In reality, if neither of those approaches work, then the nouthetic counseling approach would conclude that a person is one whom God has turned over to their own â€Å"degrading passions† (NASB, Romans 1: 26) thus breaking fellowship with them.Logically, one could see and would reason that sexual addictive behavior is rooted in an intimacy disorder, therefore once that is understood, biblical principles and theological understandings should under-gird the counselor’s approach to helping a counselee work towards healthy healing with the dilemma. According to Adams (1986), â€Å"†¦people must first hear the gospel, believe, and be saved† (p. 12). Seriously, this cannot be the first step in a counseling model. I believe that it would be a desired goal and that it could even be the best.Conversely, the counselor must meet a person where he or she is in life. Furthermore, it may be that a therapeutic relationship of trust must be built before the counselor even has an opportunity to introduce the idea of a relationship with Christ. In addition, even though it sounds unspiritual to say, the counselor must accept that some people are able to adjust and live well as non-Christian persons. They may not end up going to Heaven, but we cannot deny that some non-Christians live seemingly fulfilled lives.Dr. William Backus and Marie Chapian (2000) offer a good biblically based cognitive-behavior resource for dealing with feeling based concerns where cognitive awareness exists or is readily accessible in their book Telling Yourself the Truth. In addition, this writing provides a good dialogue about a Christian perspective concerning a person’s self-worth. However, there are some basic flaws in the model of Christian counseling as presented by Backus and Chapi an.It is not acceptable to present the concept of â€Å"attitude† as if it only involves cognition (p. 16). In addition, Backus and Chapian offers a very simplistic understanding regarding triggers. It is doubtful that a counselor who works with persons involved in addictive behavior and sexual brokenness concerns would agree with Backus and Chapian’s etiology of self-hate. The most troublesome aspect of this model is their idea that â€Å"misbeliefs are the direct cause of emotional turmoil and maladaptive behavior† (p. 17).This statement alone demonstrates that Backus and Chapian do not understand developmental processes and that their perception concerning the impending impact of childhood experiences is feeble, at best. It is almost an absurdity to conclude that the primordial mental representations, including feelings, which are the basis for the characterological development of a person, language and socialization, are â€Å"caused by what we tell ourselv es about our circumstances† (p. 17). Even with such flaws, it is agreed that Backus and Chapian’s model is useful in a cognitive-behavioral context concerning many adult concerns.In positioning their model of counseling as more appropriate than secular methods, Backus and Chapian state that â€Å"many excellent scientific investigations have demonstrated that it is entirely unnecessary to uncover the childhood antecedents of current behaviors in order to change them† (p. 25). However, there was no citation or reference provided to document existence of such scientific studies. Consistent with Adams, Backus and Chapian ascribe to the theological position that â€Å"Jesus taught that the truth has freeing power† (p. 181).However, Jesus actually said, â€Å"You shall know the Truth and the Truth shall set you free† (NASB, John 8:32). While Jesus was referring to His spoken word, it is also important to remember that according to John 1:1, Jesus is the Word and the context of John 8:32 presents Jesus as the light of the world. Both writings overemphasize the importance of the Word of God to the point of minimizing the importance of a relationship with Jesus. Backus and Chapian’s model, as does Adams’ models, fall short in a range of areas with scores of rationales.One area where the two counseling models are inadequate is in working with trauma-based concerns. There is no consideration for fear-based trauma memories resulting in cynical planning which bypasses cognitive function. Further there is no consideration in either counseling model for understanding concerns where the etiology of a problem is rooted in an attachment disorder. Of course cognitive-behavioral methods are appropriate in dealing with such concerns. However, it is inadequate to conclude that the sole method of treating attachment pathology is a focused effort towards changing one’s thinking process.It is interesting that neither Adams nor Ba ckus attempted to provide a framework for personality organization when presenting their counseling model. Rather, they both expend a great deal of effort in standing against the writings and views of others. It would be desirable that evangelical authors would stop writing about what everyone in the Psychology field is doing wrong. Instead, it would be helpful to develop a theory or model of personality and counseling that all Christian persons could work towards maturing and developing.It seems wasteful to continue presenting emotionally charged views against others at the expense of building our own Christian understandings. References Adams, J. E. (1986). How to help people change: The four-step biblical process. Grand Rapids, MI: Zondervan. Backus, W. & Chapian, M. (2000). Telling yourself the truth: Find your way out of depression, anxiety, fear, anger, and other common problems by applying the principles of misbelieve therapy. Minneapolis, MN: Bethany House Publishers.

Rising Up in Still I Rise by Maya Angelou Essays - 649 Words

Rising Up in Still I Rise by Maya Angelou ?Still I Rise? by Maya Angelou is directed towards blacks on how to be proud of their ancestry, themselves, and their overall appearance. The poem is a special and motivating poem that African-Americans (and other races for that matter) should read and take to heart. According to African-Americans, Maya Angelou states that no matter what white Americans (slave owners) say or do to African-Americans (slaves) they can still rise up to make a better life for themselves and their race as a whole. One reason blacks should rise above their oppression is so they can better themselves and in turn make a better life for their next generation, just as their ancestors tried to do. ?Bring the†¦show more content†¦Self love and assurance are also a major component to rising above others as Maya Angelou explains in her poem. She expresses herself by saying sassiness, which means to talk to someone disrespectfully, can help a person achieve personal satisfaction that may help them take on tough situations. Many slave felt intimidated by their masters and they felt that what their masters said about them was true and without their masters they would be in a worse situation. The appearance, shape, and style of an African-American is another way that whites try to downgrade the African-American race. Many blacks in the past and the presence have a problem with their shape, hair, and overall appearance due to the way whites despised their looks. Maya Angelou is trying to help other African-Americans see the beauty within themselves and not let the hatefulness of white Americans influence how they feel about themselves by saying ?You may shoot me with your words, You may cut me with your eyes, You may kill me with your hatefulness, But still, like air, I?ll rise?. Some white Americans may interpret the previous quote differently by saying they can talk to the slaves the way they want, they can give the slaves an evil look, they can also be hateful to the slaves, but no matter what the slave masters will continue to be better and rise about the slaves. In myShow MoreRelatedThe Importance of Determination Essay687 Words   |  3 Pagesthat one does not give up, and to keep trying until they successfully overcome the obstacles that stand in their way. â€Å"Mother to Son† by Langston Hughes and â€Å"Still I Rise† by Maya Angelou are two different works written by two different authors yet they both convey the same message. Together, the two authors stress the significance of pushing harder when faced with conflicts rather than simply giving up. Using figurative language and repetition, Langston Hughes and Maya Angelou effectively emphasizeRead MoreStill I Rise1036 Words   |  5 PagesStill I rise Favorite Poem Essay Maya Angelou’s poem Still I Rise is an astonishing piece of art. The reason I chose this poem is because it’s not only a poem, it’s a story. The poem is about Maya Angelou’s beliefs being a women of color about discrimination. It’s not just her personal story but a universal experience for those with an African American background. Throughout the poem, Maya Angelou uses many poetic devices to give us more in-depth meaning behind what is in the poem. These poeticRead MoreStill I Rise1705 Words   |  7 Pagesâ€Å"Still I Rise† Poem Analysis â€Å"Still I Rise† was written by Maya Angelou, who is an African-American poet. A majority of her poems are written on slavery and life as a African- American woman. â€Å"Still I Rise† is one of the many well known. She discusses how she is treated differently and refers to her ancestry and relates to events they went through during the time of slavery and the events she continues to go through during her time period of life. â€Å"This poem has been an inspiration to peopleRead MoreAnalysis of the poem Still I Rise1268 Words   |  6 PagesAn Analysis of the poem Still I Rise by Maya Angelou African Americans have been oppressed for centuries. Despite this discrimination, people of this race have fought hard for their freedom and respect. This pursuit of equality is evident inMaya Angelou’s poem, â€Å"Still I Rise†. Angelou integrates numerous literary ideas such as various sounds, poetry forms, and key concepts.The poetic devices incorporated in Maya Angelou’s work, â€Å"Still I Rise†,heightens the overall effectivenessRead MoreStill I Rise by Maya Angelou Literary Analysis Essay756 Words   |  4 PagesIn the poem ‘Still I Rise’ by Maya Angelou, the poet uses repetition, metaphors and similes to express to her audience about how she has overcome racism in her life through demonstrating a strong, proud and defiant attitude to inspire others. The poet uses repetition of the word ‘rise’ to show that she has overcome and risen above racism. In the line, ‘you may trod me in the very dirt but still, like dust ill rise’ it expresses to the reader one of the key ideas in her poem, that no matter howRead MoreThe Time Period Of Transcendentalism1278 Words   |  6 PagesThese tenets I am going to focus on is: confidence, self-reliance, free thought, nonconformity, and the importance of nature. Transcendentalism was a philosophical movement in the 1800’s where people responded to the strict rules back then. They declared that they didn’t have to follow all of the rules and decided to go off of independent tenets. Many pieces of literature contain some or all of these tenets, the ones I’m going to discuss and analyze today are Still I Rise by Maya Angelou that focusesRead MoreUxt Task 1945 Words   |  4 PagesRunning head: Analysis of â€Å"Still I Rise† 1 Analysis of â€Å"Still I Rise† When reading, â€Å"Still I Rise†, by Maya Angelou, I immediately get a sense of perseverance and pride. The author seems to be addressing her adversaries directly through her words. I love the imagery used in this poem. I can almost see the dust rising and can feel the swelling of the black ocean that the author mentions. â€Å"Cause I walk like I got oil wells pumping in my living room†(Angelou, 1978), and, â€Å"Laugh like I’veRead MoreI Know Why The Caged Bird Sings Essay1097 Words   |  5 Pages Maya Angelou was considered numerus things during her life she was an author, poet, actor, director, singer, dancer, writer and civil rights activist. She was considered one of the most renowned and influential voices of current views. She is one of the few recognisable civil rights activist working right beside Martin Luther Jr and many other leaders including presidents. Working in the Reagan and Bush ad ministry. She wrought a best-selling auto biography â€Å"I know why the caged bird sings†. Trough-outRead MoreA Comparison of ‘Still I Rise’ by Maya Angelou and ‘No Problem’ by Benjamin Zephaniah860 Words   |  4 PagesMaya Angelou is a internationally respected, brilliant poet, and author. Maya Angelou says In all my work I try to tell the human truth, what it is like to be human, what makes us stumble and somehow miraculously rise and go on from the darkness and into the light†. This theme is consistently exemplified throughout Angelous g reatly acclaimed poem ‘Still I rise’. The poem shows us the true life story of Maya Angelous tragedies, and their dreadful conditions she had encountered in her youth. ButRead MoreMaya Angelou And Still I Rise897 Words   |  4 PagesIn â€Å"The Story of an Hour† and the poem â€Å"Still I Rise† Kate Chopin and Maya Angelou have explored the theme of oppression in a variety of different ways. â€Å"The Story of an Hour† is a short story based around how dramatically things can change within the space of an hour and how this can affect your life in the short period of time. Within the hour Mr Mallard is presumed dead in a railroad disaster, resulting in Mrs Mallard short lived ‘freedom’ after years of being oppressed, before soon learning that