Leadership Essay Example | Topics and Well Written Essays - 1000 words - 7

Leadership - Essay Example ept of leadership from the perspective of leader-follower exchange theory is that followers follow because they get something from being followers and leaders provide some value that benefits followers. Followers respond in ways that benefit the leader. Current approach has a few dimensions that shape the concept of leader and leadership. Leaders provide vision and direction to their followers. They provide answers to the questions, â€Å"Where are we going? What are our objectives? What are we trying to achieve?† In some cases these objectives are modest and concrete, but in others the vision is quite grand. Some authors (Collins & Porras, 1994) have described the vision as a BHAG, a â€Å"big, hairy, audacious, goal. † It is a vision that says we are here to do more than meet our numbers or to pass the next inspection. We are here, in this group or organization, for a far grander purpose. So the vision not only provides a sense of direction, it can also provide â€Å"meaning, † or an answer to the question, â€Å"Why are we here?† A second benefit that a leader can provide is security and protection for followers. This is an important function in military contexts and also in corporate and political domains. In extreme cases leaders can place themselves in harms way to protect followers. Less extreme versions of this type of behavior can be seen when executives put their own careers in jeopardy to argue against laying off subordinates, or when political leaders take risks to protect the interests of their constituencies. In hostile environments, be they military or economic, leaders place their personal wellbeing at risk to shield their followers. Through the completion of group or organizational tasks, leaders allow their followers to achieve goals that would be difficult or impossible to achieve by one person alone or by a group without the leader. The need to be effective is one of the frequently overlooked human motives. There are many goals that can only be

MUSEUM VISIT AND ANALYSIS OF A WORK OF ART Essay

MUSEUM VISIT AND ANALYSIS OF A WORK OF ART - Essay Example The sculpted image brings the two Hindu deities; Shiva and Parvati, into a mutual harmony that pictures a microcosm of the Hindu society. Upon critical assessment of the artwork, it is clear that there was an elucidation of a vision of reunion of nature. The artwork can be said to be a microcosm of societal codependence and coexistence. Moreover, the elucidation and texture of the sculpture exudes power and authority to the viewer in the finest nuances. The Stele with Shiva and Parvati is a high relief sculpture on hard wood. In the sculpture, the deities are attended by their offspring; the human headed Skanda on the lower right and the elephant headed Ganesha on the lower left. There is also Shiva’s bull Nandi that protrudes his head besides Shiva’s right hip. Notable in this artwork is the detail with which the sculpture tried to create the whole form. In this artwork, as in the other works of Indian art, there is a voluptuous feeling because of the freedom of expres sion. This form gives the artwork a strong sense of Indian culture of the 10th and 11th century. The sculpture is a depiction of images that were central to the iconography of Paryathi in India including the theme of Shiva, the image of Shiva and the image of Liga and Yoni. The images form a combination of Shiva and Parvati, yielding a vision of reconciliation as seen in the sculpture. In the artwork, it is clear that the two deities are interdependent and their positioning breaks the rule of Indian art a little by depicting the two with no significant size difference. They are therefore, almost commanding the same power and ability. This means that may be the person who curved it attempted to deconstruct the Hindu social expectation and hierarchy of deities. Although, in reality the Shiva looks bigger in size and form in this sculpture; the earlier artworks depicts this difference as substantial. The form and texture of the sculpture is also an interesting part. For example, the co mbination of the two deities may also symbolize a union of man and woman in elation and sexual bliss; given by the shiny surface which characterizes sexual power. As alluded before, the style in this sculpture is slightly drifting from the traditional Hindu art made before and after by the fact that in the creation of the two deities, Shiva is depicted as powerful and huge in size than Parvati who is depicted as smaller in size and submissive. The Hindu mythology has it that Parvati is the source of all power, and although Parvati is junior to Shiva, Shiva gets all his power from her. Therefore, this artwork stands with its own narrative different from the pieces created of Shiva and Parvati before and after this work’s creation period. This makes it representative of style of the artworks created during its time, but different to the then popular thematic narrative. This sculpture was intended to be placed in a temple or visible public walls in India because it depicted two deities, which were highly significant in the Hindu religion. In line with the dressing code of the central India, Parvati is in a dress that flows to her feet. Their independence to each other depicts the way Indian religion viewed the deities as independent, but mutually

2012 Penn State University Football Team Scandal

2012 Penn State University Football Team Scandal This was the scandal that woke up our nation to the sexual abuse and unethical conduct in our university system. Jerry Sandusky had been on the Penn State football coaching staff. Mr. Sandusky was the defensive coordinator for Joe Paterno for 30 plus years. Graham Spanier, Penn States president, Gary Schultz, Penn State’s vice president and Tim Curley the athletic director were all charged for perjury to a grand jury about the knowing of Mr. Sanduskys sexual misconduct and not reporting the child abuse or sexual abuse to the proper authorities.† This paper will show what ethically went wrong with the people involved with the 2012 Penn State Football Program scandal that destroyed their football program.    The President of Penn State Mr. Spanier had been in charge for over 16 years before he was forced to resign in the year 2011. Mr. Spanier believed that Gary Schultz and Tim Curley followed all the proper rules and regulations during this sexual abuse scandal. Mr. Schultz had a extensive history at Penn State. Gary Schultz attained his bachelors along with his master’s degree from Penn State. Mr. Schultz started his career at Penn State in the year 1971 in which he had different admin duties in business operations, finance, and technology. The in 1995 he was appointed to the Vice President position. Mr. Schultz had decided to retire from the university then return in 2011 on a temporary basis until the university was able to hire someone for the position. The athletic director Tim Curley was at Penn State from 1993 until 2011. Joe Paterno was the head coach of the Penn State football team during the time of this scandal. Joe Paterno, was on the coaching staff of this football t eam for over half a century from 1966 to 2011. Jerry Sandusky is a convicted serial child molester, and was the assistant coach to Joe Paterno for more than 30 years which most of those years as a defensive coordinator. Through the 1970’s Mr. Sandusky had developed the nonprofit organization named The Second Mile. The Second Mile was to helped underprivileged children and their parents that are at risk in the state of Pennsylvania. There were a few incidents that pointed the finger at Sandusky’s indecent behavior with young boys on the Penn State campus. There are incidents also off campus. I will focus on the incidents that happened at Penn State. In 1998 was the first incident. The Penn State police department along with the Pennsylvania Public Welfare investigated an incident where the mother of the 11year old boy had reported Mr. Sandusky took a with her son and may had sexual conduct with the young boy. After the investigation of Mr. Sandusky confessed of taking a shower in the nude with the young boy he made apology and all charges were dropped. There were two janitors that witnessed incidents on the same night in 2000. Fall of 2000 a janitor that worked at the university observed a man, which was identified as Mr. Sandusky, in the showers of the assistant coach’s locker in the Lasch Building with a child. Mr. Sandusky had the boy pinned to the wall and Mr. Sandusky was performing oral sex o n the child. Then on the same night, a different janitor saw two pairs of feet in the same shower at the Lasch Building but he could not see the upper torso of the two people. The janitor waited for them to finish their shower, then he later saw Mr. Sandusky with a child, leave the locker room holding hands. The head janitor told that they told about what they witnessed. The other janitor advised the head janitor how he could report what he saw, if he wanted to do so. Everyone knows that the Penn State football, it is the heart of the University and the surrounding community. Joe Paterno is like Paul Bear Bryant to Alabama when it comes to Penn State Football. The ethical dilemma is that what these janitors faced should of been reported and the incidents they witnessed to their supervisors at the University to protect these children and to prevent any possible damage to the University. But instead these janitors did nothing to save their jobs. Which resulted in they decided not to r eport because they were scared of losing their jobs. Was this morally a good decision? No it wasn’t. What these janitors witnessed was wrong and they knew it was. I can understand that someone wouldn’t want to lose their job, but children being molested should’ve been at the top of the list. They felt too much pressure to do what was ethically right. Janitor B thought that Paterno had a lot of power and would get rid of whomever he had to in order to protect the program. Football runs through the veins of this college. Those connected with the program would do what they had to do to keep the reputation of the football program as well as the University squeaky clean. There are a couple of ethical questions I have when I look at this scandal. The first one is what would make an ethical person make bad choices when they are facing an ethical dilemma? Why did Graham Spanier, Gary Schultz, Tim Curley, and Joe Paterno turn their back on Jerry Sandusky’s molestation of young boys at Penn State? The group of men mentioned all failed to protect children from a child predator, Jerry Sandusky. Here is an ethical dilemma that Spanier, Schultz, Curley, Paterno faced. Should they have taken legal action against Sandusky and possibly caused the University reputation to be smeared or should they have just talk to Sandusky and move on from this situation. They chose to just talk to Sandusky and just move on. This is ethically wrong because they were not looking out for the welfare of the children from the Second Mile that Sandusky brought to the Penn State campus. It’s obvious that Penn States big four leaders were more committed to making sure the University did not get any negative reporting instead of thinking of the safety of the children the university brought Mr. Sandusky to the campus and then he molested children. The big four covered up what Sandusky was doing to children. I feel that the Penn State police department also played a part in this scandal. I feel the Penn State police department should have gotten more involved including the FBI. If the other coaches and staff new about this why didn’t they do something. Joe Paterno is just as guilty as Mr. Sandusky because he knew that this was going on but did nothing. Why didn’t they charge Sandusky in 1998 when the child’s mother reported Sandusky showered with her son and had inappropriate contact with him? Sandusky apologized for his behavior and it was all dismissed. Which it should have never been dismissed. Mr. Sandusky should have gone straight to jail. Was football bigger than everything in Penn State? It seemed like the leaders of the Uni versity and the police department was more concerned with protecting the reputation of the University instead of prosecuting a child molester.   In 1999 Sandusky retired from Penn State. However, he was still granted access to the same areas of the University even after his retirement. In 2002 there was another incident witnessed in which Sandusky had abused another boy. â€Å"On March 2, 2002, Mike McQuarrie tells football Coach Paterno that he saw Sandusky in the locker room shower the evening before, performing sex on a child to be 10 years old. On March 3, 2002, Coach Paterno reported the incident to Athletic Director Tim Curley, telling the graduate assistant had seen Sandusky doing something of a sexual nature to a young boy. â€Å"Tim Curley informed Schultz about what Paterno reported to him. The outcome was Sandusky had to turnover his keys and was no longer allowed to bring kids from his Second Mile foundation to the campus. This was not reported to the law enforcement. During this I really looked at Paterno. He was known to be a good guy, but in my opinion, he approving of Mr. Sandusky’s behavior by not ta king action and reporting it. Since the year 1998 Coach Paterno knew that Mr. Sandusky was involved molesting children. What did he do when faced with this ethical dilemma, he looked the other way. Coach Paterno thought it was more important to protect the image of his football team and Penn State instead of taking matters in his own hands. Even though Sandusky retired he still was associated directly with Paterno on the campus. What should Paterno have done? I think that Paterno should have taken the actions of a whistle blower. â€Å"Serious harm raises moral intensity of an issue.† (Trevino & Nelson, 2011) These children were being seriously harmed and even when the leaders of the University were obviously covering up this situation. I feel Joe Paterno should have taken the necessary steps to let law enforcement know that Sandusky was still molesting young boys. Spanier, Schultz, and Curley were all released from their duties at Penn State charged with covering up Sandusky’s abuse of young boys from his Second Mile foundation. Joe Paterno was dismissed from the Penn State Nittany Lions and later died from complications from a lung cancer treatment. If Joe Paterno was still alive he also would have faced charges for covering up Sandusky’s molestation of young boys. The Second Mile foundation is trying shutdown and transfer to another youth based ministry that will help underprivileged kids. Jerry Sandusky was sentenced to jail for 30 to 60 years for sex abuse of minors. Jerry Sandusky is 69 years old and after this sentence will spend the rest of his life in jail. The 2012 Penn State Scandal involved the top leaders of Penn State University. There were a few incidents that pointed the finger at Jerry Sandusky for sexually molesting young boys from his Second Mile foundation. What would make an ethical person make bad choices when they are facing an ethical dilemma?   Why did Graham Spanier, Gary Schultz, Tim Curley, and Joe Paterno turn their back on Jerry Sandusky’s molestation of young boys at Penn State? Why didn’t the Penn State police pursue this further? These are few ethical questions about this scandal. Even after Sandusky retired from Penn State he was still allowed to have access he did when he was employed. Joe Paterno was also involved in this cover-up. All the top leaders were fired from their duties at Penn State. This scandal did ruin the reputation of this University in which the big four tried so hard to not let happen. It’s sad that they all did not make better ethical decisions.   Ã‚  Ã‚  Ã‚  Ã‚   References: Penn state scandal: Timeline from November 2011 to July 2012. (n.d.). Retrieved from http://www.huffingtonpost.com/2012/07/18/penn-state-timeline-nov-july_n_1682867.html Schultz returns to fill interim senior vp post; nominations sought. (n.d.). Retrieved from http://news.psu.edu/story/156548/2011/07/29/schultz-returns-fill-interim-senior-vp-post-nominations-sought A timeline of the Penn state child sex abuse scandal. (n.d.). Retrieved from http://www.cnn.com/2011/11/16/justice/pennsylvania-coach-abuse-timeline Paterno, others slammed in report for failing to protect Sandusky’s victims. (n.d.). Retrieved from http://www.npr.org/blogs/thetwoway/2012/07/12/156654260/was-there-a-coverup-report-on-penn-state-scandalmay-tell-us Linda K. Trevino & Katherine A. Nelson, K. A. (2017). Managing Business Ethics. (7th ed.).

The Author to Her Book :: essays research papers

The Author to Her Book In â€Å"The Author to Her Book,† Anne Bradstreet explains how she felt when her poems were published without her knowledge and consent. She explains these feelings of resentment, humiliation, pride, affection, and commitment with the use of many poetic devices. She frequently experiences an internal struggle. Bradstreet uses extended metaphor throughout the poem to express her unhappiness with the publishing of her poems. The use of this metaphor helps us to relate emotionally to her. Line one shows how Bradstreet views her own creation as her own child. She uses apostrophe and personification to express to us how her works were taken away and published without her perfecting them first. In the line â€Å"At thy return my blushing was not small,† Bradstreet declares her embarrassment. She then uses another metaphor in line eight to express again her pain â€Å"My rambling brat (in print) should mother call.† Her words seem to be harsh, but they are written with good cause. Bradstreet is trying to show more clearly her pain, relating her feelings of embarrassment to the embarrassment a parent of a misbehaving child may feel. This poem is written in iambic pentameter and the rhyme pattern is heroic couplet. For example, in line eight she uses the iambic pentameter to stress th e relationship of the child and the book. She uses a simile in line nine to communicate her feeling of objection to the poems. She does not see them fit for publishing. Although she is disappointed, she cannot turn her back on them. Just as a mother would not turn her back on her own child. Bradstreet uses personification in lines thirteen through fifteen when she speaks of her poems as if they had a face. She explains that she would fix things if she could. She speaks of â€Å"rubbing off a spot† or erasing a mistake. Bradstreet also tells of adjusting the meter in her poem when she says â€Å"stretched thy joints to make thee even feet.† In line nineteen Bradstreet uses consonance â€Å"mongst vulgars may’st thou roam.† She uses this consonance to stress how she is about to finally let go.

Analysis of Current Event at Telstra Essay

Management issue is a common phenomenon that an organization attempting to maximize profits must grapple with. Telecommunication as it is the case with Telstra Corporation Limited has been distinguished by highly competitive market. On the same breath, actors and competitors on the market have been seen struggling with the increasing cost of operation, production, development and mature market. In light of this, the Company faces management issue when it comes to decision making, integrating new models and working within the realm of theoretical frameworks. ResearchMoz (2013) notes that in an industry where competition is rife, analysis of a company’s management issues and current events encompass the recognition of different strategies that enable it maintain competitive position. Despite these positions, it has to be recognized that analysis of management issues of Telstra Corporation Limited must first recognize the position of the Company with regard to managing risks as p ostulated by the Company’s Chief Risk Office (Schermerhorn et al., 2014). Ideally, Telstra Corporation Limited has Corporate Social Responsibility (CSR) to undertake and as one of its management issue or strategy. Consequently, such must be conceptualised through its laid platform, structure, financial reports and annual reports. Similarly, evidence based researches have shown that the first step in understanding management of a company is to integrate its undertaking when it comes to CSR and how sustainable the Company intends to operate with regard to the environment, competitors and specific objectives (Millmore, 2007; Hubbard, 2008; Bardoel, 2012). Based on the Company’s Corporate Social Report 2014, its CSR is embedded on four critical issues; internal environment, external environment, customers and sustainability (Corporate Social Responsibility Report, 2014). That is, the commitment of the Company towards corporate responsibility starts with simple but straight forward commitments that cover its areas of operations and targeted objectives. F rom its principled perspective, the primary corporate responsibility can be summarised as follows: Provision of the country a foundation that ensures economic growth, sustainability prosperity, productivity improvement and global competitive Contributing towards resources; increasing technology, product services and people in employment to support the communities in which the Company operates and the specific needs of community at large Give a leading stewardship of environment by first and importantly, conservation, efficiency in the usage of resources, reducing and maintaining environmental footprint and reduction of operation costs (e.g. it took part in the Mobile Phone Recycling Program that was co-ordinated by the Australian Mobile Telecommunications Associations (AMTA) (Daley et al. 2014) Based on the Company’s corporate social responsibility as one of the management issues and as reported in the article, there is an integration of new management approach and that is the fact that risk management approach has been tailored to facilitate maximization of profits. Conversely, it can be established, based on its business principles and risk management approaches that the CSR has succeeded in the reduction of any adverse effects on and injury to the environment. Such is also embedded on the desire to preserve the beneficial qualities of the environment, while ensuring quality products and services in Australia (Baigh, 2014). In addition, to the above principles, analysis of the company’s management of this particular issue has also considered profits to the Company thus concluding that Telstra is revamping on this particular management strategy which is succeeding in line with its short and long term goals. To conceptualise this argument, scholars such as Hooper and Potter (2006) have drawn a thin line between CSR as a management issue and as a marketing issue. To ascertain that the CSR approach as contextualized is a management issue but financial or marketing issue, in most cases, companies always engage in pricing strategies which also depend on value pricing coupled with strategic markdowns. In such cases, this makes sales of their products to go down since it cannot compete effectively with other products. Additionally, products face what Hamlin (2012) terms as ‘a society of shifting priorities’ (p.281). Therefore there is pressure to keep up with the emerging social needs by style modification. It is for this reason that any decision to modify must be embedded on the premise to meet the needs of the targeted consumers. While the explanation above provides for what would constitute a marketing issue, what Telstra engages in is management issue. According to Johnson et al. (2011), CSR is not only management issue but a current one the sense that it deals with financial performance, top management, chief executive and shareholders. Herewith, the management issue within the context of Telstra is the responsiveness that should be taken because in a competitive environment where there are other operator s such as Huawei and Vodacom, managers are supposed to intervene in accordance with their position and power, especially where management can fail to respond to economic challenges and changes. Also related to CSR as a marketing issue is ethical decision making approaches. According to the article, the process of identification of managing risks through ethical decision making is an integral part of the Company’s governance framework and management issue which help in the realization of the success of the strategy as well as financial prospects for future operations. Telstra business ethics entails standards and principles that guide managers, individuals and work group behaviour in line with telecommunication and terms of service in Australia. Additionally, it is important to note that stakeholders of the Company make these conventions (principles) and such have been codified as regulations and laws. Contextualising this definition within the frameworks business management issue; ethical decision making help Telstra family design strategies that eliminate misconduct. According to Peng (2014) there are three significant components that sum up its ethical decision making as critical management issue; ethical decision making being individual factors, ethical decision making being Company’s relationship with others and ethical decision making being opportunities available for the Company. Basically, while this issue might to be seen as revamp on a current management strategy, it has been applied successfully since the Company bases the three components on behaviourist theory where what matters is what individuals in the Company can do rather than specific quality or attribute. That is, different patterns of individual b ehaviours are linked to ethical decisions that are made by the Company and such are geared towards the realisation of the goals and objectives that have been set by the Company. To contextualise the success of the Company with its approach of ethical decision making as one the management issue, Perren and Burgoyne (2010) report that Telstra has been engaging with Communication Workers Union with a view to offering better terms of service and transparency in supply management. For instance, in 2013, the Company engaged Low-Income Measures Assessment Committee (LIMAC) (this is an example of Communication Workers Union which is viewed as independent and transparent) which made changes to the package the Company was initially giving to its workers and suppliers. In connection to this, the Company, this particular issue has successful been engaged in what Katzenbach and Smith (2005) term as ‘vertical management’ (p. 37). Vertical management within the context of ethical decision making is a case where a Company liaises with regulatory organization so as to have a common agenda and conform to the requirements of the industry. Conceptualist theorists a nd ethical formalism argue that ethical decision making process in management encompass evaluations of fairness product stewardships but with respect to firm’s overall culture. In summary, with ethical decision making process as one of the management issue, Telstra has a well-defined management and leadership structure which is focused on the achievement of defined objectives including ‘green’ managements. Lastly, this issue departs from being finance or marketing issue on the ground that the approach lacks market orientation is a model that concretizes the strategy of finance and marketing. Senge et al. (2007) define this theory (market orientation) as a strategy that ensures all products and services as undertaken by Companies are oriented towards specific demands of clients and customers. Still on ethical decision making as one of the Company’s management issue or approach, Telstra’s planning, leading, organising, controlling and functioning is based on choices made on guidelines laid. According to article, one of the important issues to not is that the Company’s risk management frameworks are aligned with ISO 31000 Risk Management (Baigh, 2014). While this is an indicator of a management strategy or practice that has succeeded, underpinnings of theories of issue management are significant to the Company additionally; technical and commercial objectives remain axis for the Company. The success in management of this issue is conceptualised with regard to audience or customer satisfaction. This is to mean that in as much as its ethical decision making remains a priority as a management issue, targeted markets shapes such priorities—an aspect Aras and Crowther (2009) terms as ‘ascertaining the success of management strategies and policie s in downstream and upstream relationships’ (p. 213). From Michael Patterson (Telstra’s General Manager for Tasmania) statement on the legal battle the Company had with Optus, it can be realized that the Company’s planning, leading, organising, controlling and functioning are in line with the tenet of management of telephony inputs and components that are required in the market. This is an indication that there is long term transparency and conformity to good practices. Assessing Corporate Social Report 2013 vis-Ã  -vis opening of the China’s SouFun Sensis, there is evidence that efforts are diverted to supply chain relationships with third party suppliers as well as other competitors. It is important to note that Telstra is overemphasizing on CSR strategies; an aspect that may affects its ethical decision making. If this stretches beyond what the Company can handle, strategic alignment with other sectors may be affected. Basically, this is where this strategy differs from the aspect of marketing in the sense that according to the theory of signaling, the best way to market a product is to engage a brand or product in competitive signal that are intended to pass information to potential consumers with an aim of making such consumers believe that competing products are substandard (Cole, 2012). This is exactly how Cadbury for instance has succeeded in capturing the attention of their targeted market every time they engage in marketing. Telstra, through this does management and not marketing as they do not engage in competitive signaling. As a management approach, Telstra looks at ethical decision making differently. That is as a management issue, ethical decision making is seen in terms of transparency when it comes to critical corporate accounting and statements. One of the critical goals of the Company is to attain what it terms as ‘front-line management’ (Baigh, 2014 p.26). The benefits of the people within and around have been necessitated through avoidance of misleading information. The continuum of growth in economy resonates around a transparent business operation—which is also a recipe of what this assessment considers to be a successful management approach. Synopsis on the Management Issue From the perspective of undertakings in the Company, the aspect is a management issue in the sense that it analyses the environment issues in lieu of external factors that impact business activities. On the other hand, the purpose of the management issues as analysed is to evaluate and determinate competitive advantages as well as threats a Company has with regard to its operations. These analyses recognise stiff competitions, threats and opportunities faced by companies such as Optus, Vodafone and 3 Mobile. In as much, this analysis considers Telstra due to its cutting edge when it comes to services such as broadband, hosting, directory and pay TV which are not as extensive in other companies. Since the management issue has been a success, revamping of a current policy is twofold; first, there is need to strategize the management issue identified to an extent that the company benefits from the economies of scales and the strong relationships with suppliers, which will place it in a strong bargaining position with its upstream partners and allows leveraging the costs. Strategizing the management issue to attain this goal means that a focus on customer-relationship and loyalty creation, as well as investment in research and technical development (R&D) to reduce the costs of services so as to compete with niche operators. Secondly, revamping on the current management issue must assess the possibility of working alongside its downstream partners to deliver triple-play solutions in voice, data and video services, expansion of data download quotas and continuous innovation in fixed line services, as opposed to mobile services, to offer incentives to its clients. Similarly on the question of whether Telstra is handling the identified management issue appropriately is manifold but the assessment will review two issues that offer succinct answers to the question. First, proper management of a company circles around how best a company maximizes a profit and expands networks (ResearchMoz, 2013). Through the management issue, Telstra has leveraged the risks of economic downturns by diversifying its income channels. The growing domestic market and the boost in 4G technologies enable further market penetration and help to reduce the pressure of external factors. Secondly, the Company through the management issue has pursued an investment heavy strategy to grow its existing network. However, financial indicators, outline a challenging internal environment in terms of liquidity and internal funding options. References Aras, G. & Crowther, D (2009). Global Perspective on Corporate Governance and CSR. Farnham: Gower Pub. Baigh, H. (2014). Seven Strategies for Simplifying Your Organization. Harvard Business Review. Retrieved from http://blogs.hbr.org/2013/05/seven-strategies-for-simplifyi/ Bardoel, A. (2012).Tool or Time Thief? Technology and the Work-Life Balance. Retrieved Cole, K. (2012). Management: Theory and practice. Australia: Pearson. Corporate Social Responsibility Report (2014): Understanding the Definition of Corporate SocialResponsibility: http://www.telstra.com.au/abouttelstra/download/document/csr.pdf Daley, J., McGannon, C., & Ginnivan, L. (2012). Game-changers: Economic reform priorities for Australia. Melbourne: Grattan Institute from The Conversation, Future of Work: https://theconversation.edu.au/tool-or-time-thief-technology-and-the-work-life-balance-8165 Hamlin. R. (2012) Towards a Universalistic Model of Leadership: a comparative study of Britishand American empirically derived criteria of managerial and leadership effectiveness. Working paper WP005/02, University of Wolverhampton. Hooper, A. and Potter, J. (2006) The Business of Leadership. Aldershot: Ashgate Publishing Company. Hubbard, G. (2008). Strategic management: Thinking, analysis, action. Australia: Pearson. James, K. and Burgoyne, J. (2001) Leadership Development: Best practice guide for organisations. London: Council for Excellence in Management and Leadership. Johnson, G., Scholes, K., & Wittington, R. (2011). Exploring Strategy: Text & Cases. (9th ed). London: Prentice Hall. Katzenbach, J. and Smith, D. (2005) The Wisdom of Teams. New York: Harperbusiness. Millmore, M. (2007). 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Brave heart and Leadership Theories

Brave heart is the movie chosen for discussion and the leadership concepts to be elaborated upon include Traits Theory, Transformational Leadership theory and Contingency Theory. Main characters of the story include William Wallace William who is basically a Scottish rebel and leads an uprising movement against Edward, who is the English Ruler. Since he grew up in a family where he lost his father and brothers in the quest of freeing Scotland, he takes upon him to free his land from the tyrannical ruler of England.William Wallace, as explained earlier, grew up in a household where everyone had been involved in the conquest of freeing their country from the ruler to end his tyrannical rule. In essence, Wallace grew up absorbing the traits and qualities of leadership, spirit and justice from his own family and household. The movie starts with the nobility of Scotland being hanged and Wallace’s father and brother going to fight against England along with their clan.Since then, Wa llace lived with his uncle and learnt his values of fighting and justice from there on. The trait theory justifies his thinking and logic during leadership since Wallace had been around fighting and nobility since his birth and therefore, learnt his skills and built his intelligence by being around the duels between Scotts and English. His legendary skills include his cunning and logic in the midst of fighting and war, and his bravery and intelligence in creating defense attacks for his cavalry.The next theory under discussion is the contingency theory of leadership. The contingency theory of leadership indicates that the leader adapts to various facilities and vicinities around him or her and develops a leadership style that fits the circumstances. In order to prove himself, Wallace undertook upon himself to become a leader for his clan and even though he was an ordinary man and not of noble birth, fight against the English to gain Scotland as a free nation.In the movie, we see tha t he basically had to prove himself before he became the leader for his crowd. This is an indication of the contingency theory, since he had to adapt to the circumstances before gaining the strength and trust of his clan around him. Therefore, he took action whenever it was required, and in many cases, risked his own life in order to save other peoples’ lives. He then went ahead to lead his people in wars and battles. Moreover, he would fight with all his might to win the battles he chose for himself.In that way, he would define his objective and fight for it to attain his objectives in the best possible manner. The contingency theory fits him in this regard, as we see that Wallace would adapt himself to the situation, and how the circumstances would call, and then he would show his strength and might to lead his people in the battles that ensued. The next theory under discussion is transformational leadership theory. As it is known, Wallace was not of noble birth, nor did he grow up learning to fight in battles.He was, nonetheless, an exceptional fighter and a strategist that led him to success and helped him lead people in battles. His only aim was to fight for freedom which was basically due to his circumstances and the way he grew up. His circumstances led him to put up a fight against the system and achieve his means which he did so quite successfully. He emulated success in his leadership since he grew up to be a fighter led through by his circumstances. His transformation came about by learning to live against the system and growing to fight against it.