Intrinsic factors critically considered when people think about the main components of success. However, Malcolm Gladwell, a famous writer, contradicts this tendency through the book, Outliers. The book, Outliers insists that extrinsic factors define success rather than the intrinsic ones. Nonetheless, Gladwell himself goes against the topic of Outliers in his assertion: “if you work hard enough and assert yourself, and use your mind and imagination, you can shape the world to your desires (Gladwell, 2008).” The assertion implies that individuals could achieve success only with those intrinsic factors. Gladwell’s assertion is wrong because people can’t achieve success without an opportunity of relative age, an opportunity to have practical
Quoting Willink & Babin (2015), “… leadership requires finding the equilibrium in the dichotomy of many seemingly contradictory qualities between one extreme and another” (p. 274). Some of the contradictory qualities in the book I agree with the most include taking ownership while empowering subordinates, being attentive to details but not being obsessed, and being aggressive but not overbearing. According to Willink & Babin (2015), “A leader must exercise extreme ownership. Simultaneously, that leader must employ decentralized command” (p. 275). This quote underlines that as leader you must take responsibility for everything you and your men do and fail to do.
Fiedler 's theory also predicts that leaders with a task-oriented leadership style will be more effective in either highly favorable or highly unfavorable leadership situations. In this case it seems Johnson might be on the highly unfavorable leadership side, due to staff members not in collaboration with
The disciple-blockade is a societal structure that does anything it can to prevent and detain disorder. At the complete other end of the disciplinary spectrum, a discipline-mechanism is based on functionality and effectiveness, with Panopticism at its base. The concept of the discipline-mechanism is confusing because the discipline-mechanism is based off of Panopticism and yet Panopticism is a discipline-mechanism. The author moves on to delve into the definition of the discipline- mechanism, saying that it improves the exercises of power by being functional, effective, rapid, and that it is “a design of subtle coercion to come”. Foucault is saying that a discipline- mechanism, and therefore Panopticism, has no goals of enhancing the distribution of power via extravagance or luxury.
Bass & Avolio, 1990; Hater &Bass, 1988) also hypothesized four behavior dimensions that underlie transactional leadership. According to Bass (1985), the relationship among the transactional dimensions beyond the fact that they are, to a varying degree, oriented toward leader follower exchanges, is that they represent relatively low forms of leader activity and involvement (at least when compared with the transformational dimension). The four transactional dimensions from highest to lowest activity level include: Contingency reward: The extent to which leaders set goals, make rewards on performance, obtains necessary resources, and provides rewards when performance goals are met.This type of Transactional leadership style is known for its coercive systems which indicates that power is directed from above. This type of leadership provides the employee with clarity about what is expected and accepted from them, and what the employees get in return. The leader shows little interest in the opinions of the employees and clarifies a sense of duty with rewards and punishments to reach their
The adaptive leadership model was designed to assist organizations and individuals in dealing with consequential changes in uncertain times, when no clear answers are forthcoming. Adaptive leaders identify and deal with systemic change, using techniques that confront the status quo and identify adaptive and technical challenges (Adaptive Leadership, n.d.). There are many strengths associated to this form of leadership style. Adaptive leadership takes a process approach to the study of leadership in which it underscores that leadership is not a trait or characteristic of the leader, but rather a complex interactional event that occurs between leaders and followers in different situations. The second strength of this leadership style is that
The behavioural approach has one major shortcoming, the two theories represent very different types of leader behaviour, yet both are shown to be effective in management. The most probable reason for this is that other variables, particularly those related to the type of tasks or the characteristics of the work group determine whether certain leadership behaviours will be effective (Reggio,2013). Task orientated leader might be better suited to one situation, whereas a relationship –orientated leader might be better in a different situation. Contingency theories go a step above behavioural theories. It recognizes that there is no one best style of leadership behaviour.
The MAPE 5.56% produced by the Winter’s model in this paper is better than the MAPE 8% produced in “Supply Chain Management” written by Sunil Chopra and Peter Meindl for the Tahoe Salt case. Therefore, in this steel sheet demand case, the company should forecast the total demand instead of forecasting the two market demands separately. 4. Adjusting forecast Winter’s model is chosen to forecast the future demand for the total market with the following forecast results: F17 = 109,494 tons F18 = 139,773 tons F19 = 131,258 tons F20 = 140,829 tons With MAD = 5,227 and MAPE =
The enhanced performance clustering algorithm (EPCA) for MANET  involves in identifying the deserved cluster heads, based on the stability of the nodes. Since the weight of the node is varied dynamically the selection of the cluster head is not done periodically. This work doesn’t find the re-affiliation which determines the stability of the node. In this approach the numbers of clusters are more than in other algorithm which increase the communication overhead and affects the related
Mathematically, if we consider 2 cases of Quick doom (QM) and Delay doom (DD), and HR is the human randomness, r is our birth rank, then Here, in combination with human randomness (HR) assumption, leads us to prefer that Quick doom is more preferable than Delay doom. If R=60 billion and we assume QD and DD as indifferent and total humans that will ever exist will be 1000 billion, the posterior probability of QD reaches a threatening value of 0.909. This is why Quick doom is more preferred in the discussion of doomsday
I was a math minor at Vanderbilt University and took multiple mathematics courses such as linear optimization, non-linear optimization and error-correcting codes to meet the degree requirements. All these courses required good understanding and application of linear algebra and algorithms concepts. To cite a few examples, in linear optimization course, I learned to solve a system of inequality equations using simplex and revised simplex methods that require matrix computations. Non-linear optimization exposed me to constrained and unconstrained optimization algorithms such as steepest descent, golden section
He states in his book "Emotional Intelligence", that their is a qualitative difference in how you pay attention, not a quantitative measure of how many hours put in. Goleman states that feedback is actually, what helps improve someone 's practice. Feedback from an expert eye can actually put the 10,000 hours of practice in good use. We can 't simply assume that by dedicating a set amount of hours we will achieve the results that we wish. Goleman also states that concepts like attention-chunking, emotional empathy, and system blindness influence the pursuit of excellence and can affect, how one