Leadership Term Paper Example | Topics and Well Written Essays - 1000 words - 1

Leadership - Term Paper Example The traits required for becoming an effective leader is to firstly value the team members, developing a vision for the organization, sticking to the golden rule which is to treat the employees/team members in a respectable way. Other traits of effective leaders are to admit the mistakes if they occur and try to rectify them immediately. If employees need to be criticized, they should be done privately and not in front of the other employees. All plans should be according to the aims and objectives of the organization and leaders should work upon promoting a healthy and competitive environment of the firm. Leadership Style & Skills and Importance of attending Talks & Relationships The type of leadership skill required for a CEO of a consumer technology corporation is the democratic style of leadership and the transformational style of leadership. The final decision in this leadership style is taken by the leader but the employees or team members are allowed to give in their opinions a nd suggestions for the decisions that are to be taken by the organization. The team members’ views and suggestions are pondered upon by the leader and the best possible option is decided by the leader. The team members are actively involved in the projects and decisions and are well aware of the progress of the organization. In this type of leadership style, the level of job satisfaction among employees is high and so is the productivity level of the firm. Being a consumer technology corporation, changes in the field of technology are taking place at a dynamic mode and hence via a democratic leadership style the organization has the opportunity to be on the right track and would also be meeting the expectations of the consumers accordingly. Through the democratic leadership styles by leaders, the skills of the team members or employees are also developed. The leader also gets a chance to discuss various issues with team members and hence these talk sessions allows the confide nce and morale level of the employees to be boosted. Through such conversations, the leaders get to build upon good leader-employee relationships and hence further job issues and tasks are done is a smooth and consistent matter. These particular talk sessions helps in boosting up the productivity level of the firm. Leader following & communicating Vision & Setting the Tone The mission and vision of any organization are vital messages that need to be followed and abided by the entire organization. The vision of the firm gives direction to where the organization is headed and what it plans to achieve through its production services for the consumers. Hence it is extremely important for the leader to follow and communicate the vision of the firm in an explicit manner to the employees or team members of the organization. A leader sets the tone for the organization by developing certain sets of values and principles for the firm. The vision and mission statement reflects upon the tone of the organization and employees therefore know the direction of how they should perform their work and also know about the rules and regulations that are to be followed in the organization. By following the mission and vision, the leader is able to optimize their potential capabilities on leading the organization (Northouse, 2012). Leader Having

Systematic Approach to Learning and Development Essay

Systematic Approach to Learning and Development - Essay Example The significant role of systematic approaches could also be found in other fields of activities such as medical and engineering where they serve as the foundation for any kind of activities (Sadler-Smith, 2006, p.51-52). From the perspective of learning and development, systematic approach supports these activities by enhancing their effectiveness and guides them in attaining desired learning objectives. The systematic approach towards the process of learning and development rationalizes its complex structure by dividing the entire process into several steps of learning and development. The systematic approach encourages the execution of the process of learning and development in a cyclic or iterative manner. Each of the phases present in the cyclic model represents a step in the learning process. In order to achieve the excellence, it becomes very essential for organizations to encourage their learning and development activities. The practice of continuous learning provides organizations with a competitive edge that ensures that they are ahead of their competitors. The systematic approach towards learning and development also supports organizations in developing their knowledge base on a regular basis. Emphasizing the training needs as per the need of the employee base is an important aspect of learning and development at the organizational level. The systematic approach to learning and development is classified into separate steps which begin with identification and evaluation of learning and development needs. During the primal stage of learning and development, identification of performance level is done which helps in identification of areas where learning and development activities are required. After the assessment of current performance level, subsequent steps of identification of learning needs are performed.  

Comparison Between Livingstone and Sauer Essay Example | Topics and Well Written Essays - 1500 words

Comparison Between Livingstone and Sauer - Essay Example Sauer, however, began to head the geography department at Berkeley in 1923, when geography was beginning to take form as an established discipline (Bruman 1996). In the late nineteenth century, geography was more of a reading genre than it was part of institutionalized academia. Robert Mayhew explains, in an essay by Wendy Gibbons, that geography texts were "essentially gazetteers, with headed paragraphs for conveying information about the nations of the world, starting with the mathematical location before moving on to descriptive geography" (Gibbons 2001). Thus, given the different expectations of the time periods, the initial purposes, final results and methodology between the two men were also different. Each time period has its own academic trends and priorities. Prominent public figures are often direct or indirect products of their intellectual surroundings. Therefore, it is valuable to take a look at the academic climates in which Livingstone and Sauer made their respective contributions as well as their various purposes in embarking on their adventures, whether they be academic or otherwise. Livingstone conducted his explorations during what is considered the new imperial age of exploration. This was a time of expansion, the expansion of territories as well as of ideas. With the best of intentions, Livingstone helped pave the way for European colonialism and exploitation. Industrialisation brought with it the desire for imported minerals and natural resources (Crawfurd 2005). Since the accepted idea of the time was that Europe was far superior to Africa, the country that first set foot onto uncharted African territory was practically considered its owner. Even though slavery had been abolished in Europe, it was the Africans that did most of the excavating, exploring, translating and carrying. Africa at this time was seen as a mysterious and dark land, ripe for exploration and conquest. It was the perfect space to play out the prominent ideas of the time. Livingstone was initially a missionary. He began his explorations not so much as an attempt to map uncharted territory, but more as an effort to open up new paths to commerce and Christianity. While working to construct missionary stations deeper into the "Dark Continent's" interior, he came into close contact with Africa's slave trade. His intention was then to slowly eradicate the slave trade by replacing it with the trade of European goods. He believed that "civilization" must be brought to Africa and that Christianity and commerce were the perfect carriers. Livingstone was not very successful as a missionary and made numerous geographical errors (Sykes 1996). After all, he converted only one African who later reconverted and various miscalculations nearly sacrificed his Zambezi expedition. Later he thought he had found the source of the Nile only to realize that it was actually the upper Congo (Sykes 1996). Still, he represents for many the spirit of the explorer. His contributio ns to the geography of Africa are invaluable. It was he, after all, who first began to draw attention to Africa and her people. Carl Sauer is considered one of the founding fathers of American geography. He marks the initial separation of physical geography from human or cultural geography. His predominant concern was the relationship between people and their environment.  Ã‚  

Effects of the Children Act 1989

Effects of the Children Act 1989 The Children Act 1989 has put in place a set of principles which are designed to ensure that children’s needs in situations such as this are cared for appropriately. This means that children should be assessed speedily and have access to appropriate resources within the social services (Beckett, C. and Maynard, A. (2005) Ch. 1) (Greene, R. (1999) 1-5). This legislation means that the there are procedures in place for the assessment of the needs of children considered to be potentially at risk of various forms of abuse in the family setting. The legislation quotes that this abuse may manifest itself as emotional, sexual and physical abuse or may take the form of neglect. The local authority is given the responsibility for monitoring whether these issues may be arising and where this is so, the social services must intervene and impose the best course of intervention as is necessary (Beckett, C. and Maynard, A. (2005) Ch. 1) (Greene, R. (1999) 1-5).. Specifically, the legislation makes the following provisions: ‘Prevention of neglect and abuse 4.—(1)Every local authority shall take reasonable steps, through the provision of services under Part III of this Act, to prevent children within their area suffering ill-treatment or neglect.†¦..’. Schedule Two of the Act makes the following provisions: Part I, of Schedule Two of the Children’s Act 1989 provides: ‘Identification of children in need and provision of information (1)Every local authority shall take reasonable steps to identify the extent to which there are children in need within their area.†¦Ã¢â‚¬ ¦..’. One The most important assessment in this scenario is that of the social worker. The Children Act 1989 places duties upon the local authority to care for the children who are potentially at risk in this scenario (Beckett, C. and Maynard, A. (2005) Ch. 1) (Greene, R. (1999) 1-5). To a large degree the position of the social worker is to discharge this duty. Broadly the issues which are presented by this scenario are relate to poverty, social exclusion, poor parenting skills, mental health as well as child support issues. In this situation, each individual child’s needs must be assessed (Beckett, C. and Maynard, A. (2005) Ch. 1) (Greene, R. (1999) Ch. 1-2). The child’s mother’s ability to respond to the children’s needs must also be assessed. In the situation described, the children appear to have been neglected, and poverty seems to be a prevalent factor in the continuing neglect. The mother’s description of her own feelings of being miserable and isolated suggest that perhaps there is an issue of mental health difficulties on the part of the mother and that perhaps she may be suffering from depression. Perhaps the most significant factor in this scenario is that there is no child support being received by the children’s father. This matter should be referred to the Child Support Agency who may be able to trace the children’s father and secure child support payments. On a more positive note, the mother seems to be very cooperative and she has admitted that she is not coping appropriately. Due to this it is probably possible to ensure that the children remain in the care of their mother with more support from the social services to assist her in coping with the challenges of parenting. The Children Act 1989 makes provision for what is referred to as an emergency protection order which means that the children can be placed under the immediate protection of the local authority. However, given that the mother appears to be as cooperative as she is, there does not appear to be any need to consider such a drastic measure. A less serious measure which is potentially available to the social worker in this situation is the application for a care order. Such an order commits the children to the care of the local authority. Again, however, given that the problems which are resulting in the neglect of the children appear to be linked to issues which may be r emedied with appropriate support and interventions on the part of the social worker (Cambridgeshire and Peterborough Mental Health Partnership NHS Trust (2006) 3) (Jones, I. and Williams, D. (2000) 1-2) (Scottish Executive (2006) 1), this option, while it could be under consideration for the future is unlikely to be acted upon without attempts being made at less invasive remedies. An aim of the Children Act 1989 is to encourage what is referred to as a multi-agency approach (Beckett, C. and Maynard, A. (2005) Ch. 1) (Greene, R. (1999) Ch. 1-2) to the problems which may be presented to individuals such as the mother in this scenario. It is likely that the health visitor, the local GP and perhaps some charitable organisations such as the Citizens Advice Bureau may be contacted to assist her mother. Certainly it appears that she may be entitled to more financial support from the social security agency, and if she were willing to attend the local CAB she may be able to get a benefits check which is an assessment of the benefits which she may be entitled to. Two Peter’s needs in this situation are paramount and the local authority are obliged to evaluate how much danger he may be in of being subjected to further abuse (Beckett, C. and Maynard, A. (2005) Ch. 1) (Greene, R. (1999) Ch. 1-2). The care order which is in place means that Peter has been previously at risk of significant harm. If Peter is returned to the care of his family and suffers any further harm, there may be a case to be made that the local authority and the individuals involved in the assessment of his needs have acted negligently. A care order will usually last until the child is eighteen although applications may be made to the court to discharge care orders. The powers of the local authority, when a care order is in place are the same as parental responsibilities. This means that the local authority are allowed to make decisions about the welfare of the child, where the child lives and what is generally in the best interests of that child until the child reaches th e age of majority. Naturally, this situation brings a number of dilemmas to the fore. Some of these could include deciding whether it is in the best interests of Peter to be returned to his parents, deciding whether it is appropriate for Peter to be allowed contact with his father, and ultimately deciding whether Peter would be more damaged in the long term by separation from his parents or by being returned to his parents. Other dilemmas would include having the responsibility for separating a mother from her child. It appears that Peter’s mother is as much a victim in this situation as Peter is. However, the local authority have a duty to put the interests of peter first. Peter’s father and mother may apply to the court at any time to have the care order revoked but in the circumstances it appears that they may have some difficulty in showing that they will be able to provide a secure environment for the child to return to. Peter admits that he is intimidated by his father and his father has just been released from prison. The plans which Peter’s parents have to marry are a positive sign that they may be attempting to turn things around, however they would be required to show that Peter is no longer at significant risk and that they can maintain a secure home environment for Peter to be a part of. Peter’s parents, and indeed Peter’s father in particular would probably be entitled to have access to the child if Peter consents, but again the responsibility would be on them to show that such contact would be in Peter’s best interests. The Children’s Act 1989 requires the local authority to put the welfare of the child first and in this scenario doing so would involve placing the onus on Peter’s family to convince those caring for Peter and the court that they are in a position to care for him properly, and that they are likely to be able to sustain this for a considerable length of time. Three The Children’s Act 1989 in this situation places a legal duty upon the local authority to ensure that the risks to which this child may be being exposed to are appropriately assessed (Beckett, C. and Maynard, A. (2005) Ch. 1) (Greene, R. (1999) Ch. 1-2). If it transpires that the child is at significant risk the local authority are required by law to intervene and remove the child from the situation which places them at risk. Claire in this situation has bruising to her cheek, and this is likely to be considered to be extremely inappropriate because she sustained this injury at the hands of her father, who has admitted that it has happened before. Claire admits that she has been staying out late however, in the circumstances Claire’s parents need to be in a position to care for her and to discipline her without resorting to physical violence. In circumstances where a child is in immediate danger, the social services can apply for an emergency protection order which enables them to take the child into protective care for a maximum of eight days. This is an option open to the social worker here, however in reality it is far more likely that a care order would potentially be applied for. Before this happens, the social worker must consider whether the child may be able to be left in the care of her family, while being supported through appropriate channels and outside actors. In this scenario, the parents seem to be having some difficulty both communicating with Claire and with disciplining her. Perhaps out of frustration, they have resorted to physical violence as an expression for their inability to do these things appropriately. The situation is exacerbated by the fact that Claire continues to stay out late without her parents’ permission. The social worker in this situation should probably consider whether it is appropriate to make the option of family counselling available to the entire family, and Claire’s opinion that she has had enough of being with her family should be the cause of some concern. Perhaps, as a temporary measure Claire could be placed with other family members, thus putting her in a more neutral setting. Such a measure would give both parties some breathing space and time to evaluate a better solution to the problems, which does not involve physical violence to Claire. The parents could also benefit from training in appropriate parenting skills which will enable them to discipline her more successfully. If Claire continues to be at risk of this violence occurring, it is likely that she would be considered to be at significant risk. In these circumstances, a child protection conference will be held and the social services will be responsible for coordinating an inter-agency plan to ensure that the child is cared for appropriately. This involves liaising with third parties to ensure that Claire gets all the assistance she needs. Perhaps Claire’s teachers could be consulted to enquire whether this treatment is adversely affecting her education, and Claire may benefit from being referred to a counsellor on an individual basis. Bibliography Books Beckett, C. and Maynard, A. (2005) Values and Ethics in Social Work. Publisher: Sage Publications. Place of Publication: UK. Greene, R. (1999) Human Behavior Theory and Social Work Practice. Publisher: Aldine De Gruyter. Place of Publication: New York. Articles Cambridgeshire and Peterborough Mental Health Partnership NHS Trust (2006) Strategy for Social Work and Social Care. Publisher: Cambridgeshire and Peterborough Mental Health Partnership NHS Trust. Place of Publication: UK. Jones, I. and Williams, D. (2000) Preparing for Practice in Wales: The Social Work Process. Publisher: Care Council for Wales and the University of Bangor. Place of Publication: Wales. Scottish Executive (2006) The Need for Social Work Intervention. Publisher: Scottish Executive. Place of Publication: UK.

Use of Storm Imagery in Villette and Frankenstein Essays -- comparison

  Ã‚  Ã‚   The Romantic and Victorian periods saw a flowering of imagery: for the Romantics, because it often proved the best way to express their vague philosophical yearnings and ideas; for the Victorians, because societal taboos all too often prevented discussion of topics unless they were "coded" in acceptable images. Mary Shelley's Frankenstein and Charlotte Brontkà ©'s Villette, despite springing from these two different periods of literature, share a type of symbol. In each "bildingsroman," storms provide a dominant textual metaphor for violent and confusing turning points in the main character's development. For Lucy Snowe, storms usher her along in her development from shy, frigid nursemaid to more open, self-sufficient school-mistress: though fearful and traumatic, the storms, and experiences, tend to mold and enhance her personality. But for Victor Frankenstein, storms punctuate his relationship with his horrid creation, and show his steady dissolution towards tragedy a nd attempted revenge.    Villette practically opens with a storm: after the initial exposition, Lucy tells of how "it was a wet night; the rain lashed the panes, and the wind sounded angry and restless" on the evening when Polly Home first arrived. This admittedly minor change in her life still presages, in its stormy accompaniment, the larger turning-points in her life that storms are to indicate. Indeed, Lucy's stay with Polly and the Brettons is immediately followed by her famous and unexplained "shipwreck" image that begins Chapter IV. Whether it represents forced incest or merely financial reversals and deaths in the family, it is this storm which produces much of the cool reserve and surfeit of reason that troubles Lucy through the rest of the novel.... ...xiles at Home: A Story of Literature in Nineteenth Century America. Lanham: University Press of America, Inc., 1984. Mellor, Anne K. Mary Shelley. Her Life, her Fiction, her Monsters. Methuen. New York, London, 1988. Shelley, Mary.   Frankenstein   New American Library edition, 1983. Patterson, Arthur Paul A.   Frankenstein Study. http://www.watershed.winnipeg.mb.ca/Frankenstein.html    You may wish to place the following quotes at the beginning of the paper for a stronger impact.   "These strange accents in the storm -- this restless, hopeless cry -- denote a coming state of the atmosphere unpropitious to life." (Brontà ©, p. 46) "This almost miraculous change of inclination and will was... the last effort made by the spirit of preservation to avert the storm that was even then hanging in the stars and ready to envelop me." (Shelley, p. 41)   

Exploring Programming Languages

Structured Query Language (SQL) is a standard database computer language used for querying, modifying and managing data in Relational Database Management Systems (RDBMS). SQL was developed in the 1970's by IBM to initially manipulate and retrieve data in IBM System R. The SQL language was standardized in 1986 by the American National Standards Institute (ANSI); however, later releases were released as International Organization for Standardization (ISO) standards.Until this day, there are lots of users who refuse to refer to it as SQL. To some people, SEQUEL is the right name for this international standardized database language. SQL has additionally been revised in 1989 and then 1992 (SQL-92). Ever since, SQL has undergone many revisions to enhance their standardization.Sybase and Ashton with their team support created a product which is known with the name of the SQL server 1.0 and within few years SQL server 4.21 also came in existence for the Microsoft NT operating system. Micros oft itself on their individual basis work for the SQL server 6.0 and this was the first Individual product of the SQL series for the Microsoft which works with the Windows NT because at that point of time windows NT was the main operating system.After few years later, when a copyrights conflict is there between the Microsoft and Sybase then Microsoft has done so many revisions in its project which lead to the development of the SQL server 7.0 which is known with the name of SQL server 2000 and the main part of this scheme and model is that it can work with the 64 bit platform.The development of the Integrated development Environment for the creation of web and windows packages with the SQL server 2005 that includes so many tools and utilities that includes the ETL tool, a Reporting server, data mining server, and several messaging service brokers that will be for the notification services. The next version which was come after the Microsoft SQL Server2005 is the Microsoft SQL server 2008, the aim of which is to make the data management features still under control using self-tuning.SQL Server 2008 R2 whose code name is given as â€Å"Kilomanjaro† and it is announced on year 2009, to add different management features to the SQL Server 2008 which is the earlier version. The SQL Server 2008 R2 also includes the number of new services that includes the PowerPivot for the Excel and Sharepoint master data services for building the reports using the data tier application.2.The features of SQL Express are as follows:Stored ProceduresSQL Server Configuration Manager ViewsReplication (as a subscriber only) TriggersAdvanced Query Optimizer CursorsSMO/RMO sqlcmd and osql utilitiesIntegration with Visual Studio 2005 Snapshot Isolation LevelsService Broker (as a client only) ¹ Native XML support, including XQuery and XML SchemasSQL CLR Transact-SQL language supportMultiple Active Result Sets (MARS) Dedicated Administrator Connection ²The features of Oracle Expres s are as follows: Direct Path Load API External tables External procedures Synchronous Change Data Capture Asynchronous Change Data Capture Transportable tablespaces, including cross-platform Advanced Queuing Basic Replication Advanced Replication Distributed queries Distributed transactions Transparent Gateways Generic connectivityThe features of DB2 Express are as follows:Advanced Copy ServicesOracle Compatibility Compression: backuppureXML ® storage High availability disaster recoverySpatial Extender Homogenous FederationIBM Tivoli ® System Automation for Multiplatforms Homogenous SQL Replication IBM Data Studio Net Search Extender Online reorganization The free version of DB2 (DB2 Express-C) has much less limitations than those existing in Oracle and SQL Server, Oracle Express Edition 10g/11g and SQL Server 2005/2008 Express.CharacteristicDB2 Express-CSQL Server 2005/2008 ExpressOracle 10g/11g Express Edition CPUs MaxUntil 2 cores11 RAM Max2 GB1 GB1 GB Size LimitUnlimited4 G B4 GB/11 GB 32/64 bits32-64 bits32 bits / 32-64 bits32 bits / 32-64 bits

In what ways do Leaders create organizational culture The WritePass Journal

In what ways do Leaders create organizational culture Introduction In what ways do Leaders create organizational culture IntroductionWhat is leadership? Who is a leader?Leader; as a patternLeaders ruling organizational cultureMaking and interpreting strategyChanging performanceCulture creates leader, a challengeOther factors are actorsConclusionBibliographyRelated Introduction In area of Management and leadership, one of the most crucial and effective factors that determine the performance of an organization in public sector is the organizational culture. Organizational culture has been studied extensively for the past 30 or more years (Schein E. H., 1985). Lots of books have been written and much research has been done about it, and also wide range of words applied to describe this notion. Although much different definitions have been presented on this keyword, most of them place their emphasis on common key aspects of this word. I have gathered three comprehensive definitions in table below: Definitions of organizational culture   The pattern of shared beliefs and values that give members of an institution meaning and provide them with the rules for behaviour in their organizations. (Davis, 1984, p. 1).   The set of important understandings (often unstated) that members of a community share in common. (Sathe, 1985, p. 6)   A set of understandings or meanings shared by a group of people. The meanings are largely tacit among the members, are clearly relevant to a particular group and are distinctive to the group (Louis, 1985, p. 74) According to these definitions, I can extract two main features of organizational culture as first shared meanings and values among members and second introducing clear rules and behaviours in organization. Although, some argues that culture cannot be managed (Rabin, T Wachhaus. A, 2008, p. 1) , a correlation between culture and leadership has been identified   (Frontiera, 2010). Schein announced this fact in his famous book-Organizational culture and leadership (2004): â€Å"Culture is a dynamic phenomenon that surrounds us at all times, being constantly enacted and created by our reactions with others and shaped by leadership behaviour.† So, attentions have been paid to culture aiming to manage and improve the performance through it. Leaders as persons who have crucial role in improving performance found it vital in organizational discourse. Schein introduced the relation between leadership and culture by the term â€Å"intertwined†. (1992) .While culture can be affected by various factors, Senge pointed out that leaders have the most much influence on organizational culture (2002, p. 24) : â€Å"Building an organization s culture and shaping its evolution is the unique and essential function of leadership† In this paper the focus is on the influence of leadership on organizational culture to examine to what extent the view that leaders create organizational culture is true. The approach that has been applied in this paper is studying the ways and channels through which leader creates and affects the culture of organization. Also, the other factors that create culture have been studied and the effects of culture on leadership have been analyzed.  Ã‚   But before the start of this study, clearing the concept of leadership is required. What is leadership? Who is a leader? The controversial concept of leadership has been defined in various ways. Some stated that it as a process, for instance Northouse believe that it is a process whereby an individual influences a group of individuals to achieve a common goal. (2007, p. 3). Also, Stogdill analyzed it as influencing the activities of an organized group in its efforts toward goal setting and goal achievement (1974). By these two types of definitions,   leader   can be known as a person who makes decisions, sets directions, makes things happen and often He is recognisable at the top of organization. In term of person, leader is a person who carries out this process by applying their leadership knowledge and skills. (Jago, 1982) Hence leader is placed at top of organization and clarifies strategies and directions, has most effects on the culture of organizations. In following next part I examine some ways by which leader affects organizational culture. Leader; as a pattern If in an organization the leadership and the behaviours of leader become an ideal pattern for followers, a stream of organizational deportment would flow from top (leader) to down (followers). This case can happen mostly in transformational type of leadership in which leader has charismatic features. (Harms, p Crede, M, 2010). Bass and Avolio described transformational leader as able to motivate others to do more than they originally intended and often more than they thought possible.(1993). As the organizational culture in an aspect is made of staffs behaviours and manners, charismatic leader cultivates a particular method of comportment. Culture of an organization constituted from different components; competitiveness, social responsibility, innovation, stability, performance orientation, and supportiveness. So, the manner of leader can affect every area of organizational culture and this top-down influence can lead to affirmative or mortal outcomes in performance.   (Sarros, J. Gray, J and Densten, I, 2002)   By way of illustration, this can be studied in realm of Innovation and change. Fishman and Kavanaugh claimed that the culture of an organization and how people respond to change and innovation is shaped substantially by the behaviours of the leader.   (1989) Smith revealed that leader s behaviours can be followed by employees. Leaders are the role models and when they walk the talk long enough, fairly soon these values become standard procedure. (2010). Leaders are lent very crucial and decisive position by which they influence the culture of organization through leading motivation, attendance and attitude of followers in organizational operation. This can be found in Amabile suggestion (1998): â€Å"By influencing the nature of the work environment and organizational culture, leaders can affect organizational members’ attitude to work related change and motivation.† Leaders ruling organizational culture Leaders externalize their own assumptions and embed them into structures, mission, goals and working procedures gradually and consistently (Schein E. H., 2004, p. 406). In one hand, a leader make decisions and determine rules, and in the other hand organizational culture is described as a set of structures, routines, rules and norms that guide the constrain behaviour (Schein E. H., Organizational Culture and Leadership, 2004). So, leadership manipulates organizational culture through ruling in organization. Dull reflected this fact in the other way (2010): â€Å"Public sector leaders attempt to cultivate organizational culture as a means of controlling administrative behaviour and building organizational competence, defined as the skill and capacity to accomplish necessary tasks† Here the culture described as a tool applied to improve procedures to facilitate achieving goal. This case can be examined when leader feels sure about a needful innovation in organization. For promoting change, beside other factors, leader has to provide a firm ground for implementing innovation. As Armenakis et al. claimed leaders can modify formal structures, procedures, and human resource management practices. (1999) So, it is leader who initiates change and clarifies orientation of organization; he arrives to alter proceeds for reaching ends. In reality, changing culture is defined as changing procedures. Making and interpreting strategy Stewart declared that the strategy of an organization gives it identity based on its functions, Also it clarifies what an organization is and what it is doing. (2004) Strategy can form culture of an organization through highlighting tasks, directions, positions and behaviours. Fernandez and Rainey interpreted strategy as a course of action for implementing changes (2006) . Also, the change management strategy or approach selected by leaders will result in shifts in organizational culture. (Kavanagh, H Ashkanasy, N, 2006) By understanding the importance of strategy and its relation with culture, leader enters in this relation and influence culture in two ways; first standing between strategy and culture, second use the strategy as a tool for modifying culture. Despite strategy plays a crucial role in organization, this is the role of leader to translate it into a course of action. Goldsmith explains to CEO (chief executive officer) how leaders are needed to communicate and execute an organization s strategy. (2009) â€Å"When leaders and their executive teams take an active role in implementing strategies, this is a commitment to ensure the ideas or strategies become part of the organisation. Insightful leaders realise that for strategies to be successfully integrated into their organisations, they must align, measure, market and package the strategy to their business, customers and investment community as they would with any marketing campaign.† While strategy introduces direction of an organization, it is just on the paper. The best-planned strategy is no more than wishful thinking if it can t be translated from concept to reality (Hsieh, T and Yik, S, 2005) .Here it is leader who translates it from   language of paper   to   a course of action . Robin Speculand has studied the decisive role of leadership and placed his special emphasis on leaders in success and failure of implementing strategies (2009). So, leader as a median interprets strategy into organization procedure, role, and belief. This action forms the culture; in this area culture is sum of tasks, behaviours, and procedures that are defined by strategy. In this process leader injects strategy into the body of organization. In reality, leader makes strategy feasible, and at the same time forms culture. But it is not whole the story about relation of strategy and culture. Leader alters climate of organization by applying strategy as a tool too. In other words, leader can stand at the top and place strategy between him and culture. Actually, leader applies strategy as a means to influence organizational culture. This can be deducted from the role of leader in designing strategies, Where Abramson and Lawrence claimed (2001): â€Å"Managerial leaders must develop a course of action or strategy for implementing change. Convincing the members of an organization of the need for change is obviously not enough to bring about actual change. The new idea or vision must be transformed into a course of action or strategy with goals and a plan for achieving it† Changing performance The performance of an organization is effective factor through which leader influence the culture. Performance defined as the accomplishments of an agency, program, or employee relative to stated goals and objectives. (Technical Terms). This item is evaluated by measuring outputs and outcomes. Unfortunately, while most available research and studies devoted their focus on the effects of leadership and culture on the performance, there is a multilateral and at the same time mutual relation among leadership, culture and performance. In other words, they are interdependent (i.e. leadership and climate are subject to affect by the status of performance of organization). To understand this linkage a circle relation between leader, climate and performance should be studied. It can be understood from this circle that leader can affect culture through changing performance. In this network linkage leader affects culture and alter its elements through changing performance and informing employees about it. This influence occurs through the Feedback. Feedback typically consists of information provided to an individual for the purpose of an increase in performance (Kluger, A. N. Denisi, A., 1996). A variety of feedback forms exists, which are described by different aspects. One kind of feedback is outcome feedback in which information concerning performance outcomes. (Balcazar, F., Hopkins, B. L., Suarez, Y, 1986) It seems positive and constructive, to inform employees about high performance and improvement of outcomes. Geister et al. concluded in their research that information and feedback about the team situation is crucial to improving the motivation, satisfaction, and performance of members in virtual teams. (2006) Leader affects the culture of organization indirectly through improving performance and diffusing information about it, an action which leads to a healthy, motivate and more evolutionary climate. If decisions and policies leader applied led to quality performance it can encourage atmosphere of hardworking, competition, integration and responsibility but in fragile situation and poor performance culture would collapse. Culture creates leader, a challenge While the impact of leader on culture is a considerable fact and has been studied and proved in many cases, some opinions challenged it. In an attempt to address this theoretical disagreement, Sarros et al. surveyed over 1,900 managers in Australia and found that leadership was a far more prominent predictor of culture than culture was of leadership. (2002) As it has been mentioned there are an interdependent relations among leadership, culture and performance, so it is a noticeable reality that leader is affected by culture too. Hatch claimed that it is difficult for leaders to have any impact on culture, as culture has a larger influence on leaders. (1993) Schein asserts that while leaders create culture in the early stages of an organization, culture creates leaders as an organization matures. He suggests that culture is deep, broad, and stable. It can be an unconscious determinant of who gets hired, who gets promoted and rewarded, and indeed, how the vision, mission, and strategy are lived. (2004) Culture of organization is a very decisive factor, so leader has to apply appropriate way of leading which does work in that climate. Smith, Wang and Leung have sought for a proper model of leadership in China by regarding effects of cultural backgrounds (1997). It reflects the crucial role of culture in determining leadership style. It seems imperfect and naà ¯f to study the relation of leader and climate unilaterally. The relation is mutual and should be studied in this way to achieve a perfect theory. Other factors are actors While leadership plays a core role in creating organizational culture, other factors affect climate and even can take it out of control of leader. Culture can be affected by different internal and external factors. As the culture has defined as meanings and behaviours of members, the organizational members are effective actors. Krizek views culture as patterns of meaning and interpretation- whether these patterns emerge among management or employees. So, before that leader can decide to create culture, it has been constituted by member s beliefs and thoughts. (2005) External forces may or may not influence the communicative and cultural makeup of an organization. (Cheney, 2001) Examples of external forces include, but are not limited to, economics, education, family, law, media, politics, religion, and technology. External environment and constraints have a considerable role in determining climate of organizations. As, leader has to make situation and organization ready to cope with external environment, any change in environment leads to change policies, behaviours and routines and finally innovates the culture. Schein pointed out that if the environmental context is changing such conflict can be a potential source of adaption and new learning. (Schein E. H., Organizational Culture and Leadership, 2004, p. 108) Organizational culture is influenced by social and national culture of the area in which it is situated. National beliefs, stories, type of thinking and values affect the climate of organization. The type of function and business of organization conducts the elements of culture. (Schein E. H., 1992) In other words the mission of organization is a set of beliefs about its core competences (Schein E. H., Organizational Culture and Leadership, 2004, p. 89) Conclusion In this paper the view that leaders create organizational culture has been examined critically. At the first the culture defined as a set of routines, behaviour, meanings and understandings that is shared among members of an organization. Leader defined as who make decision, determine directions and make things happen or not to happen. it has been proved that leaders have a noticeable role in creating organizational climate. The first way through which culture forms by leader is by the stream of meaning, behaviour and beliefs as an ideal method or pattern from top (leader) to down (employees). In this statement employees are assumed as followers who are affected by the nature of leader. As a short explanation, Leadership consists of attributes and skills that determine not only the nature of enterprise, in all its manifestations, but the overall nature of society and the world (Sarros, J. Gray, J. Densten, I, 2002). In this way leaders are charismatic persons by whom followers’ behaviours consciously or unconsciously are affecting. The second conduit for influencing culture is ruling. Here, leader is top ruler in organization who directs routines, structures and procedures. It has been assumed that by doing these affairs in reality leader is manipulating culture or changing its elements. In this statement changing culture described as changing procedures and formal administrative process. In third way the focus has been put on strategy. Strategy is the manifestation of mission, directions, tasks and rules and has a strong correlation with culture. It has been expressed that leader can affect strategy in two ways. First way is attempt to codify and provide it. In this state leader inject beliefs and preference into strategy and determine culture through it as a tool. The second channel is to standing between strategy and culture in order to interpret and implement it in preferred way. The last area which has been studied is performance. It assumed that leader plays remarkable role in changing performance and the status of outcomes of organization affect the culture directly. The impact of high performance in healthy culture and poor one in weak climate mentioned in this area. These four ways illustrate the crucial role of leadership in creating culture. But in last two sections these role has been challenged in two statements. First is that while leader creates culture, culture can create leader too. As mentioned, culture is stable and has elements that determine which style of leadership is required and who can be the organizational leader. In addition, some factors like external environment, employees’ beliefs, business of organization, and national culture introduced as factors which affect organizational culture. In conclusion, it should be claimed that the effects of leadership in shaping culture is noticeable and can be realized by studying it through different ways. But the more crucial point is that the effect is not directly except in first way in which leader becomes a pattern for followers. In all conditions leader can apply some policies by which affects culture. Employees play decisive role in changing climate, and leaders don’t change culture, they merely invite their people to change the culture (Hillis).   So, leader is not the exclusive actor in influencing culture. Other factors should be studied so that an effective innovation and successful change in culture can be achieved. Another point is that while leader creates culture, culture influence leader and style of leadership. As, Schein assumes leadership and culture as two sides of one coin, cultural norms define how a given nation or organization will define leadership. (2004) Consequently, while the role of leadership is considerable in creating culture it is not comprehensive and precise to analyze it without regarding other factors and mutual effects in organization. Bibliography Abramson, A Lawrence, P. (2001). Th e Challenge of Transforming Organizations:Lessons Learned about Revitalizing Organizations. 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