Reflective Practice Relevent To Developing Clinical Skills Nursing Essay

Reflective Practice Relevent To Developing Clinical Skills Nursing Essay Reflective practice has been defined as Involving self, a process that is undertaken in response to a positive or negative event that may be initiate consciously or subconsciously, that requires to provide an answer (Chapman, Dempsey et al. 2009). It has also been defined as Paying critical attention to the practical values and theories which inform every day actions, by examining practice reflectively and reflexively, this leads to developmental insight (Clouston, Westcott 2005). Reflective practice is a process to which a person dissects their internal reactions to certain situations, and how they dealt with the cause and effect. It is only through this reflection that an individual can comprehensively understand and learn from their previous decision making mechanisms. Reflective practice gives the opportunity for a health professional to look back at their clinical skills used in given situations, and assess how these skills could be amended to better their professional practice. It is a method of learning from experiences, using experiences to analyze why problems occurred, and then to find a solution to these problems (Taylor 2010). Reflection has been defined by Dewey (1933) as active persistent and careful consideration of any belief or supposed form of knowledge in the light of the grounds that support it and the further conclusion to which it tends cited by (Mann, Gordon et al. 2009). Boud (1978) reinforces Deweys assessment of reflection, however, he aligns himself with an overtly emotional assessment of personal experience. Boud defines reflection as a generic term for those intellectual and affective activities in which individuals engage to explore their experiences in order to lead to a new understanding and appreciation cited by (Mann, Gordon et al. 2009). There is a gap between academia and good professional practice. Although a student may have a very good understanding of theory, this does not necessarily teach them about good professional practice (Baird 2008). Knowledge is something that is to be challenged and reinforced. Gaining knowledge through clinical experience and reflection is key to being a reflective practitioner (Clouston, Westcott 2005). This can be obtained at university level within Radiography through clinical placement, positioning classes and a personal development system (PDS) (Baird 2008). These classes give the student an opportunity to challenge, discuss, but more importantly reflect on the theory which they have learned. It is through problem solving that a student can reach below the purely scientific understanding of processes and procedures, and can delve into the deeper, and one could argue, the more complexities of clinical practice. Through these teaching methods a student can learn that the theory of practice is not always going to work in given situations, and through reflection they can amend their knowledge to give the result of better clinical skills and professional practice (Baird 2008). It would be nieve to assume that every patient, every ailment, should reprieve a standard set method of treatment. The PDS is an online resource which provides a student with a key initial starting block to which they can build a more successful, productive, and ultimately professional methodology to explore key skill and developmental needs (Rowland 2006). A study of students found that reflective exercises proved successful, and that they thought it could be a valuable part of their professional careers within the health service. Students realised that reflective practice can help to deal with any similar issues arising (Cronin, Connolly 2007). Another study found that student nurses gained confidence in decision making through journal writing also stating that they believed more, that writing could be used to learn (Epp 2008). Both studies show that reflective practice is a beneficial tool that can be used to enhance professional practice. However the first study is seemingly over crediting the usefulness of reflective practice on a one size fits all basis. Students must not become fully dependant on the benefits which reflective practice may bring, and must leave room for ingenuity, and adapt these procedures to specific circumstances. The second study reinforces the benefits which reflective practice can bring to a students confide nce in their own professional expertise. The introduction of key performance indicators (KPI) into healthcare departments increased awareness among staff and gave an obligation to staff to fulfil certain tasks (Abujudeh, Kaewlai et al. 2010). Through KPIs in individual can highlight areas of strengths and weaknesses, however more importantly can develop a systematic and detailed plan to improve their continual personal development. There are methods incorporated into KPIS to encourage reflective practice, Continual Professional Development (CPD) and life long learning (LLL) (Chapman, Dempsey et al. 2009). Within radiography these two strategies are used to develop reflective practice. LLL was implemented with the intention for individuals to continually re-educate themselves on advances within their field of work. CPD is a resource which is discussed in detail with, the relevant line manager. If CPD is used properly reflective thinking is encouraged in the practitioner (Chapman, Dempsey et al. 2009). This reinforces the rel ationship which exists between CPD and the development of reflective practice. The society of radiographers has invested in an exclusive CPD tool which gives advice to members on how to reflect and learn. The CPD plan outlines that reflective practice can be carried out in a number of ways. Firstly by writing a reflective journal about personal experiences in the workplace or secondly in an educational environment through health professionals attending courses, to learn better ways of becoming a good reflective practitioner (Kelly 2005). It is only through implementation of all of these methods that a continual and productive mode of reflective practice can be achieved through the CPD plan. Writing a reflective journal helps a health professional keep a record of their practice, remind themselves of good and bad practice, why it happened and how they overcame or will overcome the problem (Clouston, Westcott 2005). A study found when a group of radiation therapists gathered to write journals together that their motivation, confidence, professional knowledge, critical thinking and professional practice all increased ensuring the CPD of staff (Milinkovic, Field et al. 2008). It is vital for reflective practice to be a success, all individuals within an organisation must be wholly committed to the belief that reflective practice is a worthwhile and productive tool. Things which hinder reflective practice occur in workplaces where there is no emphasis put on it by line management.. The pressures placed on professionals in the clinical environment mean that the health professional may feel that time spent on reflective practice may seem wasted (Mann, Gordon et al. 2009). It is a well known fact that as the health professional spends more time in the profession, it is found that less of their time is spent reflecting. It has been said that barriers to reflective practice include lack of time and space, negative preconceptions, organisational culture, fear, the risk of routine and not fully understanding reflection (Clouston, Westcott 2005). A study found that the use of a facilitator within a healthcare team to guide people and help promote reflective practi ce was very beneficial to the team. The time spent on reflection was said to have enhanced critical thinking, professionalism, making decisions and being able to challenge things they were not in full agreement with (Mann, Gordon et al. 2009). The use of a reflective practice facilitator provides a systematic and constant reminder to practitioners of the importance and benefits which this tool can give in work life. The facilitator provides an outlet for relevant and knowledgeable advice in what a practitioner may perceive as being a difficult circumstance. This study suggests that reflective practice has a positive impact on clinical skills and professional practice. Another study found that within the format of a meeting environment consisting of health professionals, reflective practice was influenced by five factors. The first factor which influenced reflective practice was that too much structure in a meeting lowered the ability to reflect. Secondly the level of interest a prof essional has in reflection, the more interested being better reflectors. Meetings in which people have certain roles and consist of tasks do not provide ideal for reflection. A pressurised environment where a professional is obliged to complete tasks, was shown to prevent reflective capabilities also (Heel, Sparrow et al. 2006). It would be nieve and absurd to remove structure from this mode of reflection, as the KPI targets reinforce good reflection methods. . Reflective practice has been proven to be an important tool in developing clinical skills and professional development. All studies had a similar agreement that reflective practice is good but the method of reflecting varied. Reflective practice has to be carried out from student to professional level. Reflection was said to increase confidence, decision making, motivation and professionalism (Clouston, Westcott 2005). There were no studies found that measured the effectiveness of reflective practice, perhaps this is an area where more research is needed. Another area that no research was located on was bad experiences of reflective practice. Further study into these areas could give more insight into how beneficial reflection is.

The Story :: essays research papers

A story can be many things. By the definition, a story is an adventure, a mix of litterary terms, a conflict, an antagonist, a protagonist or hero, all within a coherent timeline, to entertain or teach the person the story is told to. For a person of deeper interest though, a story isn't just something thought up of, it is a source of ideas all so wonderfully expressed, a downpour of action and suspense to crisp the eye, a flow of emotions to enchant the heart, or a deluge of unknown to challenge the mind. It could possibly be all of these. Most people cannot appreciate the true essence of a story. They merely watch it from afar, admire in dull silence without even attempting to travel into the world of the story and feel the emotions, enjoy the happiness, share the sorrow, and partake in the action. The few that do appreciate it well. One such person was Ned Devine. He truly adored all stories. Whether they were children's or adult's from all around the world, he truly worshiped nothing else. He knew many of them by heart and could recite them word for word after having read the books and seen the movies at least twenty times each. Now however, he was tired of reading and watching the stories of others. Wearied he was of the few yet constant imperfections in the ideas of the material he so well enjoyed over the many decades of his life. Worn was he of the stories that were too short, or that had unsatisfying conclusions he made a decision never before considered during his long lifetime; he was going to write the perfect story because he had discovered in the flash of an instant a deep secret. This time, no imperfections would be to speak of. The wording would be as close to the degree of perfection as possible. The grammar would be mastered as if he was the one who wrote the rules that defined it. Ned Devine was elated with his new idea. He believed that his creation would be the ultimate literary creation. It was to be impossible to be tired, wearied, or worn of such a magnificent fiction because it would endlessly tingle and tickle the emotion of the reader. He knew what to do to bring his masterpiece to reality; he was in need of aid from the most qualified people of the language.

Shakespeare In Love Essay -- Movie Film Movies Essays

Shakespeare In Love with Queen Elizabeth "Shakespeare In Love" dominated the Oscars in 1998 bringing home seven academy awards including best picture. At Consumnes River College, a film professor argued to his class that "Saving Private Ryan" should have won the award. The whole class, which I attended, obediently agreed. Only after studying Renaissance literature, I realize our mistake. "Shakespeare In Love" accurately portrays Renaissance England and the birth of English drama, which is the ancestor of American motion picture. Its combination of screenplay and acting accurately portrays the important figures surrounding young Elizabethan drama. However, despite representations of Will Shakespeare, Kit Marlowe, and Ned Allen, perhaps the most dazzling representation is of Queen Elizabeth. Even though the Queen’s character does not consume a leading role, England’s greatest monarch resonates throughout the film. One aspect of the film that proves this and pays homage to Queen Elizabeth is its fictionalized her oine, whose life coincides with that of England’s heroic Queen. Much of the audience may assume that Gwyneth Paltrow’s star character, Viola, merely symbolizes William Shakespeare’s "Juliet." However, the film’s original screenplay clearly establishes a link between Elizabeth’s character and Viola’s. First of all, both possess keen wit uncommon to woman of the era, which they use to belittle the male sex. When an aristocratic male attempts to court Viola and says that he has spoken to her father, she replies, "So my Lord, I speak with him everyday." (Shakespeare) This comical scene alludes to Viola’s quick wit and confidence, which symbolizes those attributes of the Queen. When Viola argues with the queen that playwrigh... ... The film inevitably becomes more interesting as the parallels between Viola and the Queen are drawn. Viola’s character represents the Queen’s courage, wit, and tragic love and other qualities. Furthermore, the fact that the Queen institutes poetry and art into her court illustrates her courage to rebel against the classic philosopher Plato who said, "Hymns to the gods and praises of famous men are the only poetry which ought to be admitted into [the ideal] state." (Plato 13) Because Queen Elizabeth believes in the power of art and since it flourished to America, it is fitting that modern art should honor her. This one aspect of "Shakespeare In Love" that honors England’s greatest monarch is a fabulous stroke of creativity. However, it is just one reason why the film deserves "best picture," for it contains other essential keys that also unlock Renaissance England.

The Eyes Have It Essay example -- Photgraph Descriptive Essays

The Eyes Have It I chose to write about a picture, and the particular picture that I chose to write about was of a young woman from Afghanistan, who was estimated to be the age of twelve. The photograph became famous after it graced the cover of the June 1985 National Geographic. The young woman was beautiful beyond any words, let alone mine. She had long, dark hair and tanned skin. Her face, to me, was a dichotomy between rough features, exposed to the ravages of poverty and war, yet with a soft beauty underneath. She had well-defined cheekbones, and a pronounced chin. Her head was covered by a red burka, which further brought out the green and gold within her eyes. They say that the eyes are the window of the soul. I do not believe that, but I do believe that her eyes have seen things which would test the souls of the most worldly of people. Her eyes burnt defiantly, with a fiery glint that seemed to bore through any person who looked into them. Her eyes are what everyone seemed to notice the most of all. Like a cat, they seemed to focus the light around her, and took on an almost supernatural presence. She had all the allure of a supermodel, or a sultry silver screen siren. She wore a countenance of defiance. It isn’t immediately clear why she was angry†¦ but most would assume that she was angry about her life and upbringing. In actuality, she was also angry at being photographed. It was one of those great moments in photographic history. Whether it’s a sailor kissing a random nurse on VJ Day, or a fireman pulling a baby from the rubble of the Oklahoma City bombing, or a Veitnamese citizen being executed by an American soldi er, there are some photographs that take on both a life and a symbolism of their own. This p... ... background, it allows a person to fill in their own blanks about where she is from. And by sticking to her face, and not a whole body shot, it puts a face on the cause itself. Years later, the original photographer went back to Afghanistan to find this woman. It’s a miracle that she was found. Afghanistan has few roads and phones, and she lived in a remote region, far removed from what would pass as â€Å"civilization† in Afghanistan. It’s amazing that she even survived over the years, but survive she did. Years of hard living eroded her natural beauty, and her features grew coarse. She’s now a simple, uneducated wife, who covers herself before all except her husband. But she allowed one more photograph to be taken of herself, and while her eyes look somewhat duller, they’re still the unmistakably brilliant eyes that captured a world’s attention some two decades ago.

Manila Water Company Essay

?The true value of water is realized only when there is lack of it. It’s also why this is often taken for granted; water is so much a part of our everyday lives that the concept of not having it is too overwhelming. Unfortunately, this was once a way of life those Metro Manila residents faced every day. Before 1997, the capital’s water supply and distribution was in disarray. Communal water sources were shared by hundreds of families who had to line up for hours just to get a few pails for the day’s use. Illegal connections ran rampant, draining these water sources even more. Clean and potable water was a luxury which poor families simply did not have, and that others had to acquire at a steep price. Needless to say, the morale was low among Metro Manila’s residents. In 1995, this situation prompted the Philippine government to enact the National Water Crisis Act, which turned over the operation of water services from the government-owned Metropolitan Waterworks and Sewerage System (MWSS) to the private sector. The Ayala-led Manila Water Company took over the East Zone of Metro Manila, 40% of the capital city, under a 25-year concession agreement; this granted the company exclusive rights to the use of land and facilities for the production, treatment and distribution of water, as well as the rights to operate the sewerage system. By accepting this task, Manila Water took upon itself the responsibility of making millions of lives better. Business Sustainability Manila Water formally took over operations for the East Zone in 1997. This is comprised of Pasig, Taguig, Makati, Mandaluyong, Cubao & Balara (Quezon City), Marikina, San Juan and Antipolo-Rizal. All of these suffered from crippling water loss problems, and resorted to buying water from sources that charged ten to twenty times more than the normal cost. Manila Water began its rehabilitation plan by connecting these areas effectively. Water pipes were added and repaired, and illegal connections were thoroughly acted upon and remedied. A laboratory was established to ensure that the water delivered is consistently clean and drinkable straight out of the tap. Reservoirs were improved upon to ensure that water will be available in case of emergencies. Sewer lines and wastewater operations increased and was subsequently treated and rehabilitated. As water connections improved, so did the stability of the business; and this allowed the company to offer its water and wastewater services to areas outside Metro Manila. Now, Manila Water has established water and wastewater service partnerships in Laguna, Pampanga, Boracay and Cebu, as well as international ventures with Vietnam. The company is now internationally recognized through its corporate governance efforts as well as its business stability, as a proud example of success through the Filipino values of diligence and ingenuity. Social Responsibility Manila Water’s rehabilitation program was driven by a single principle: care for the customer. The company divided the East Zone into business areas, assigning Territory Managers and Customer Care specialists for each; its sole purpose is to understand the customer’s water concerns and to respond to these directly and efficiently. Of the 6 million residents in the East Zone, 1. 7 million come from impoverished families who cannot apply for water connections simply because they have no land they can call their own. To address this, Manila Water established the â€Å"Tubig Para Sa Barangay† (TPSB) program in 1998. Assisted by both government and non-government organizations, the company eased land title requirements for these communities, and provided them water services that are 1/3 of the normal cost. For the first time, these families could go about their lives without worrying about water ever again. Manila Water sustained this effort by establishing partners, or kasanggas among community and barangay leaders. By empowering these stakeholders as being directly responsible for the welfare of their community, key issues like sanitation, health, and livelihood due to water supply was discussed and tackled decisively. A memorable example was 2009’s Typhoon Ondoy disaster, where Manila Water and their kasanggas braved the storm to save lives and provided potable water to its victims almost immediately. Advocacy for the Environment Before Manila Water took over, a lesser-recognized, yet equally important victim suffered as well; the environment. With only 3% of homes connected to sewers, wastewater from toilets, sinks, and waterways had only two places to go: poorly-maintained residential septic tanks, or Metro Manila’s rivers and bodies of water. The company acted quickly to counter these environmental threats. Wastewater treatment plants were built and established among Metro Manila’s riverbanks and crucial areas, where this water would be treated and returned to the rivers clean and capable of supporting marine life. Septic tank desludging was introduced as a service to customers, allowing them to proactively schedule accordingly. The Lakbayan tour, a free walking tour of the company’s water and wastewater sites, allows anyone to single-handedly experience how the environment is key to the company’s efforts. This 2012, the Toka Toka campaign is launched, the first-ever wastewater campaign in the country. This aims to get people directly involved in preserving the environment by doing its own part in waste segregation, and preventing this waste from reaching the rivers. This movement will be supported government, non-government, and private organizations, making it one of the biggest environmental campaigns ever. After 15 years of service, Manila Water remains dedicated to its customers and the environment, as it gears toward a clean, clear, and sustainable future for everyone. Our vision is to become a leader in the provision of water, wastewater and other environmental services which will empower people, protect the environment, and enhance sustainable development. Sustainability Policy  Manila Water puts a very high premium on sustainable development and as much as practicable, integrates its principles into its business processes. Manila Water believes that the continued sustainability of its business is dependent on the communities that it serves and the environment that supports its resources. This policy is consistent with the Company’s values in promoting corporate social responsibility. With this in mind, the Company will be able to address the needs of the communities, the environment and the economy, without sacrificing quality.

Charismatic Leadership Essay

Abstract This essay gives an overview of various leadership types and focuses on the charismatic leadership. It attempts to explain the charismatic leadership process with an example of Mahatma Gandhi as a charismatic leader. It goes further and explores the attributes that a charismatic leader possesses. The essay also tries to find out various effects of charismatic leadership on the organization. While mentioning the positive effects of the charismatic leadership, it also investigates the â€Å"dark† side of the charismatic leadership. After reading the essay the readers are expected to have gained enough familiarity with this kind of leadership and at the end of the essay I would like to put forth a couple of questions regarding charismatic leadership which have remained unanswered after reading the material I have cited. Introduction Any type of organization runs successfully when it is piloted by a skillful and influential leader. While leaders motivate their followers, it is not the only thing leaders can do. A good leader can structure the organization in the way he wants. He represents the culture of the organization and most importantly, it has been observed that effective leaders posses a capacity to increase the productivity of the organization. Various scholars categorize leadership styles in a different way. Lewin (1939) classifies leadership styles in three categories: Autocratic Leadership, Democratic Leadership and Delegative (Laissez-Faire) Leadership [1]. Max Weber classifies leaders as Bureaucratic Leader, Traditional Leaders and Charismatic Leaders [2]. In  1978 Burns defined yet another classification: Transactional Leaders and Transformational Leaders [2]. Burns Transformational Leadership is similar to Charismatic Leadership style proposed by Weber. Since 1978 a lot of research has been done on various aspects of charismatic leadership. In this essay I would like to focus on charismatic leadership, its attributes and traits in charismatic leaders. What is charismatic leadership? Weber defines charismatic leadership as â€Å"resting on devotion to the exceptional sanctity, heroism or exemplary character of an individual person, and of the normative patterns or order revealed or ordained by him† [3]. He envisaged religious leaders like Jesus as charismatic leaders. Later researches considered various social-political leaders like Mahatma Gandhi as charismatic leaders. Dictators like Hitler also had some charismatic traits. These were the leaders with exceptional qualities which made them almost god-like for their followers. The charm of such people made their followers go behind these leaders without questioning them. While analyzing such a strong bond between the leaders and his followers Weber focuses on the social patterns and conditions under which the leader exists. However, the later researches throw light on the psychological attributes of the leaders which make them successful charismatic leaders. Research shows that charismatic leaders appeal strongly to the values of the followers and it is this psychological bondage between the two which makes the charismatic leadership succeed. Neither the sociologically oriented Weberian approach nor the psychological approach alone can explain charismatic leaders. The approaches together, however, give the better analysis of charismatic leadership. Charismatic Leadership Process Charismatic leadership process is seen as a compound product of three  factors: The leader and his attributes, the social situation which demands for such a leader and the interaction between the leader and his followers. Charismatic leadership process undergoes six steps from the rise of the leader to the final routinization and thus the fall of the leader [4]. I would like to identify Mahatma Gandhi as a charismatic leader and explain these six steps with an example of his leadership in India’s non-violent freedom movement. Step 1: Identification This step takes place from the composite mixture of the three factors mentioned above. It is a stage where the aspiring leader is on the social horizon; the followers are in distress and are looking forward to someone who will identify himself with their problems. The social situation is increasingly getting worsened in this stage. This is the time when the leader establishes him as a potential leader but the followers, by large, remain passive. In Gandhi’s leadership this can be said to have taken place during the years 1915-1920 when Gandhi was back to India from a successful movement in South Africa. India had no tall leader whom it could depend on and Gandhi’s charisma was just started showing its colors (Champaran and Kheda Satyagraha) [5]. Step 2: Activity Arousal In this step the leader arouses the follower to become the part of the change. Followers who were passive admirers of the leader till the earlier phase become active supporters of the leader and the cause for which he is identifying himself. The longer this stage lasts the longer is a span of the charismatic leadership. In Gandhi’s case this step lasted from 1920 till 1930. Gandhi’s non-cooperation movement in 1921 is a precise example of activity arousal stage where he awakened the whole country to rise against the British rule [6]. Step 3: Commitment Commitment stage in the charismatic leadership is without any doubt the most  interesting step in the process. This step takes the charismatic leadership at the peak and at the same time this is the phase when the charismatic leader starts losing his charisma. This step starts by demonstrating the extreme commitment of the leader towards the goal and same commitment from the followers towards the leader. This demonstration often takes the shape of some kind of sacrifice on the part of the leader or impending danger on the leader. This sacrifice or danger makes the image of the leader as courageous and dedicated in the eyes of many followers. Interestingly, this same act makes some of the elite followers disillusioned and they start suspecting their leader as pompous and hypocrite. This is the stage where the leadership can be bifurcated into two categories as a personalized leadership and socialized leadership. The first type of leadership tends to become authoritarian and exploita tive. The second type of leader is more egalitarian and he will share power and responsibility with others. In either way, the personalized leader will become dictator and will lose his charisma and the socialized type of leader will help routinizing the leadership! The example for personalized leader can be of Hitler who ultimately became a dictator. Gandhi can be seen as a fusion of both types with definitive inclination towards socialized type of leadership. For Gandhi the commitment stage can be said to have lasted from 1930 to 1935. Salt Satyagraha can be considered as the peak of his charisma and the diplomatic failure at the Round Table Conference can be seen as the first symbol of the next step of the disenchantment [7]. Step 4: Disenchantment This phase is quite unavoidable and sometimes even intentional on the part of the leader. Many times social structure brings the disenchantment stage. Sometimes, because the leaders themselves know that they are not immortal, they try to bring the routinization in the leadership. This routinization brings the feel of loss of goal to some followers. This step may lose some of the strongest followers from the leader. This step is also an outcome of  the scenario when the leader seems to be failing. As the charismatic leaders are not very good at the formal procedural leadership [4] more routinization brings more failure and more disenchantment of the followers. In Gandhi’s case disenchantment started from 1933 and lasted till 1938 in which stage he lost many of his old followers like Subhas Chandra Bose [8]. However this is the phase where the process of routinization seemed to have taken place distinctly. Step 5: Depersonalization This step is a logical follower of the earlier step of disenchantment. Disenchantment starts because of routinization and it leads to the depersonalization and formalization of the leadership. The leadership style becomes more and more like bureaucratic leadership. The leader starts delegating his tasks to his followers. This phase comes in Gandhi’s leadership during 1938-1942. This is the period when he made it clear that Jawaharlal Nehru will be his political heir. It is the time when he withdrew himself partly from the active politics [9]. Step 6: Alienation This is a process of disintegration of the three factors mentioned in the beginning which had come together in phase one. In this step, due to the formalization and bureaucratization of the leadership, charismatic leadership becomes increasingly redundant. The followers feel that the organization and the leader are going away from the initial goal and thus they start alienating  themselves from the organization and the charisma of the leader fades as the social situation which has made him appeal to the masses has changed. This stage does not necessarily mean the failure of the leader. In many cases, having achieved the goal for which the charismatic leader had risen, the leader becomes redundant for his followers and the goal itself becomes redundant for the leader. Years 1942-1948 show this phase in Gandhi’s leadership. Though Gandhi remained popular and worshiped leader of India till his assassination, his charisma faded gradually in his last years [10]. Attributes of Charismatic leaders After having described what is charismatic leadership and how does it work, it is interesting to find out what makes one a charismatic leader. What are the attributes that a charismatic leader posses or what are the traits which make someone a potential charismatic leader? It is clear from the above discussion that the actual rise of such a leader is a composite function of various variables. However, this section will try to describe the personal traits that make a person a potential leader. There are some attributes which are exhibited by a person at his childhood or adolescence which make a person potential charismatic leader. This statement is quite ambitious and somewhat exaggerated. However, the converse of the sentence is true. The research shows that charismatic leaders do show some specific pattern of behavior at their adolescence [11]. Parental Attachment Style and Parental Psychological Control [11] It has been observed that a way a child is attached to his parents in his adolescence plays important role shaping him as an effective charismatic leader. It is seen that young adult securely attached to his parents tends to form a positive relationship with his followers in the later life. Many of the qualities possessed by a charismatic leader such as self-confidence, self-esteem are also found in a child who has a parental attachment style which is secure, autonomous and displays relatedness. These attributes are considered as positive attributes in parental attachment style for the development of a charismatic leader. It is also obvious that these qualities in the parental attachment style make the child emerging to an adult more self-aware and help him making sense of his place in the world. Empirical research suggests that charismatic leaders also have same sense of self-awareness and they are often introspective in evaluating their own beliefs. Thus, it is proposed that there is a positive relationship between parental attachment style and displays of charismatic leadership by  emergent adult. It is seen, on the other hand, that parental control impedes the development of an emergent adult. Excessive psychological control by parents on the child makes him insecure and less confident. This proves to be a barrier in his development as a charismatic leader. Parental psychological control also acts as an obstacle in establishing social relations and it create a situation of isolation for the emergent adult. Psychological control is seen as a negative factor in emergent adults’ displays of charismatic leadership Apart from above mentioned attribute, which attempts to answer the question â€Å"who are the charismatic leaders†, there are some attributes which try to answer the question â€Å"what makes a person a charismatic leader†. Here are some traits which can be identified with the charismatic leader [12]. Self-Monitoring One of the qualities of the charismatic leaders is that they watch themselves. They are constantly aware of the fact that their followers are watching them and so they find it important that they portray a good picture of themselves for their followers. As the charismatic leaders are born out of the blend of social scenario and follower’s needs, it becomes imperative for such leaders to constantly identify themselves with that social scenario and the need. Charismatic leaders can manage that only if they monitor themselves to make sure that they are still answering to the same plea which made them such a popular leader. Self-Actualization Self motivation is an important part of charismatic leadership. The leader gets motivated by the social scenario without being prompted about it. He can address his followers with the vigor only when he is self-actualized himself. It has been observed that such leaders not only motivate themselves but they have a capacity to transform this self-actualization to their  followers as well. They actually raise their followers from one level to the higher level. Motive to Attain Power Charismatic leaders often do not seek conventional power. They may not ask for an official post or position but what they look for is a social power. They want their follower to respect them and see them as their saviors. They want to win the position in their follower’s hearts. They look for identifying themselves with their follower’s values and shared beliefs. Such leaders are rated high on their social skills to persuade the masses and appeal them to their hearts. It is this power which keeps them popular for longer time. Self Enhancement Charismatic leaders are known for their self-correcting nature. They judge themselves on a strict scale. They continuously strive to become better. They, in fact, know that it is this â€Å"superiority† in them which makes them different from their followers. Charismatic leaders believe that when eventually they will bring their followers to their present level of â€Å"superiority†, they themselves should have gone one step above it to remain their leaders. Openness to Change While most of the other types of the leaders try to maintain status-quo as they are often afraid that change might depose them from the power, charismatic leaders are open to change. In fact, they represent the change and many times they prove to be the ones who bring about the changes. It is interesting to note that charismatic leaders are most powerful in the situation which demands the changes! Outcomes of charismatic leadership Having seen the process of the charismatic leadership and the attributes which the charismatic leaders posses, it becomes unavoidable to discuss the outcomes of the charismatic leadership. Many scholars see charismatic leadership as positive force which yields desirable results. However there  are some scholars who focus on negative aspects of the charismatic leadership. We will see both sides of the charismatic leadership. It is observed that charismatic leadership motivates followers to give extra output than what is expected from them otherwise. It also achieves self-actualization in its followers [12]. It is seen that charismatic leadership works in a social structure to heighten the morale of the followers. It shapes the society the way the followers and the leader had dreamt. In the business world also the charismatic leadership works positively. It increases the overall performance of the organization. It creates a sense of  fulfillment in the followers. It also creates a sense of unity and belongingness in the followers towards the organization. Charismatic leadership also has severe negative effects in some cases. The shared vision and ideas between the leader and followers create enormous energy in the organization. The leader can employ this energy in destructive way. The more the leader’s self-confident is the more are the chances that the leader will misuse the power. It’s been observed in many cases that charismatic leaders have abused their powers. Many companies have witnessed their high rank leaders going corrupt [13]. Because of excellent communication abilities of the charismatic leaders and due to the fact that they display some kind of charisma, the whole organization follows these leaders wholeheartedly and there remain absolutely no resistance for the leader. Without any check on the power, it doesn’t take time for the leader to go corrupt. Any healthy organization shows competition for power which also represents tussle between values and with lack of this tussle there remains no control on the leader. Followers of the charismatic leaders are so blinded by his charisma that they might even do some acts that they wouldn’t have done ordinarily. Atrocious acts by German soldiers under Hitler’s leadership are an apt example [13]. It was an unquestionable loyalty for their leader that compelled them to act in the way that they mostly wouldn’t have acted otherwise. Discussion This essay explains enough information about the charismatic leadership. There are some questions about the charismatic leadership which have still remained unanswered. After describing the attributes of the charismatic leader and the positive and negative outcomes of the charismatic leadership, it remains unknown that what makes a charismatic leader a â€Å"hero† and  what makes him a â€Å"villain†. Are there any specific attributes that make charismatic leader as a â€Å"hero† or a â€Å"villain†? The second question is regarding the â€Å"making of charismatic leaders†. After establishing that the charismatic leaders have certain characteristics, it remains to see that if everyone having those attributes can become a successful leader. And this question gives rise to yet another question that whether a charismatic leader can be â€Å"made†. Is it possible to â€Å"create† charismatic leaders by formal education? Third and last qu estion largely depends on the first two questions: If such charismatic leaders can be created by professional training then is it possible to create a â€Å"hero† type of charismatic leaders and avoid â€Å"dark side† of the charismatic leadership? Note: Although I have mentioned charismatic leader as him throughout the essay, the latest research shows that women are more apt to become a charismatic leaders [14]. I have mentioned the charismatic leaders as him because of the fact that most of the charismatic leaders known to the world are men and the examples which I have used are all male leaders! References 1. Lewin, K., R. Lippitt, et al. (1939). â€Å"PATTERNS OF AGGRESSIVE BEHAVIOR IN EXPERIMENTALLY CREATED SOCIAL CLIMATES†. Journal of Social Psychology 10(2): 271-299. 2. â€Å"Transformational Leadership† nmsu.edu. 21 November 2008 3. â€Å"Charismatic Domination† Wikipedia: The Free Encyclopedia. 22 November 2008 4. Jacobsen, C. (2001). â€Å"Dynamics of charismatic leadership: A process theory, simulation model, and tests.† Leadership Quarterly 12(1): 75. 5. Tendulkar, D. G. Mahatma, vol. 1, revised ed., pp. 198-213, The Publication Division, Ministry of Information and Broadcasting, Government of India, 1960 6. Tendulkar, D. G. Mahatma, vol. 2, revised ed., The Publication Division, Ministry of Information and Broadcasting, Government of India, 1960 7. Tendulkar, D. G. Mahatma, vol. 3, revised ed., pp. 91-131, The Publication Division, Ministry of Information and Broadcasting, Government of India,1960 8. Tendulkar, D. G. Mahatma, vol. 5, revised ed., pp. 85-101, The Publication Division, Ministry of Information and Broadcasting, Government of India, 1960 9. Tendulkar, D. G. Mahatma, vol. 6, revised ed., pp. 1-45, The Publication Division, Ministry of Information and Broadcasting, Government of India, 1960 10. Tendulkar, D. G. Mahatma, vol. 8, revised ed., The Publication Division, Ministry of Information and Broadcasting, Government of India, 1960 11. Towler, A. (2005). â€Å"Charismatic leadership development: role of parental attachment style and parental psychological control.† Journal of Leadership & Organizational Studies 11(4): 15(11). 12. Jung, D. and J. J. Sosik (2006). â€Å"Who are the spellbinders? Identifying personal attributes of charismatic leaders.† Journal of Leadership & Organizational Studies 12(4): 12(15). 13. DeCelles, K. A. and M. D. Pfarrer (2004). â€Å"Heroes or villains? Corruption and the charismatic leader.† Journal of Leadership & Organizational Studies 11(1): 67(11). 14. Groves, K. S. (2005). â€Å"Gender differences in social and emotional skills and charismatic leadership.† Journal of Leadership & Organizational Studies 11(3): 30(17).

Hamlet Ghost Appearances

Structured Notebook # 2 2. Analyze the three appearances of the ghost seen in the play. Where did he appear: To whom did he appear? How does the third appearance differ from the first two? What was the significance in this? The appearances of the ghost were both eerie and informing in the book â€Å"Hamlet† by William Shakespeare. The three appearances made by the ghost were to be seen and acknowledged, give hamlet his message of revenge, and to remind Hamlet of his duty. First the ghost appeared to be seen and acknowledged.The guards have seen the ghost outside and invited Horatio to see it for himself. They told people it was the old king of Denmark’s ghost. Which was hamlet’s Father. Horatio is one of Hamlet’s friend and also skeptical about there actually being a ghost. But not long after he joined the guards that night he saw the ghost appear. Marcellus, one of the guards, said, â€Å"Thou art a scholar; speak to it, Horatio. † Horatio tried to make it speak but it quickly left. Horatio rushed to go tell Hamlet.Secondly, the ghost appeared to give his message to Hamlet. When Hamlet first saw his father ghost in the courtyard, the ghost wanted him to follow him. The guards warned him the ghost might lead him to his death. But Hamlet was quick to respond that he had no longer wished living for his mother had married his uncle in a matter of weeks after his father’s death. He already felt devastated and betrayed. When the ghost finally spoke to Hamlet, it told him that he was killed out by his garden by his brother Claudius. Who was now king.He tells hamlet to avenge him by killing Claudius but sparing his mother Gertrude and leaving her for God’s judgment. Hamlet vows revenge for his father and sets off on his plan. Thirdly, after the play that was supposed to imitate the killing of his father by Claudius, Hamlet was seeking his mother because she had wanted to talk to him. It was actually a plan made by Claud ius and Polonius for him to give his mother answers about his weird behavior. On his way he saw Claudius praying in the chapel. He wanted to kill him but didn’t because he thought ince he prayed he would go to heaven. He would have to wait till he sinned. When he got to his mother he found Polonius hiding and killed him. He was yelling at her about Claudius not comparing to his father at all and how he was the lowest of low and the ghost appeared again. He told Hamlet to not forget what he was supposed to be doing. Which was killing Claudius. Not bashing his mom and killing Polonius and wasting time. He listens to his father’s ghost, although his mother did not see the ghost, and takes off.He grabs Polonius body to hide it and goes on with his plan. In conclusion, the three appearances by the ghost were made to be seen and acknowledged, give Hamlet his message of revenge, and to remind Hamlet of his duty. William Shakespeare has been a famous author of writing tragedie s like this one here. His writing about the appearance of a ghost gives more life to his writings. The appearances were very interesting, spooky, and a main part in how this writing was achieved.