Essay --

In the short story â€Å"Going to Meet the Man† by James Baldwin, Baldwin pushes the boundaries of racism and cultural repression. Jesse is white deputy sheriff who is sexually frustrated in bed with his wife Grace when he cannot develop an erection. For the first time he is suffering from insomnia and he begins to have flashbacks of the many interactions he has had with the black race. He starts to tell his wife of an earlier incident he had with a group of black protesters who would not stop singing. While the sheriffs are arresting the protesters, Jesse takes the â€Å"ring leader† of the group to a cell and beats him repeatedly with a prod in order to force him to stop the singing. As Jesse heads for the cell door, the boy reminds him of his pass when he once disrespected his auntie, Old Julia. This channels the many flashbacks he has to understand why he sexually repressed with violence and has grown to be racist. Baldwin conveys that violence and pain manifests th emselves in each generation because families teach them through household values and societal expectations. Jesse first lesson was his childhood friend, Otis. Jesse was not always violent towards the black race as he was in the jail cell with that black, battered body. As a child, he looked beyond race and his black friend Otis was just a boy to him: â€Å"He had a black friend, eight, who lived nearby. His name was Otis. They wrestled together in the dirt† (1756). Baldwin shows that Jesse and Otis are simply friends. Jesse plays with Otis because he did not care about his race but he just wanted to be a kid and have fun. Shortly following the friendly interaction with Otis, Jesse started his transition from child to the chauvinistic man he is now. Soon young Jesse realizes that... ...oked to them for courage now† (1754). Jesse’s prior experiences provoke him to believe that through violence towards the colored race was the epitome of being a man. It was because of his father and his friends, which forms the racial tension he has with colored race and the moral value of white supremacy. Overall, racism and social repression is a pending issue that has yet to cease. Racism has become the face of American history because of the belief structure and family morals built on hatred of one another. This leads to societies broken and has become the most common setback of modern society. The use of violence and pain has manifest through generations, teaching whites to be superior and allowing blacks to be use to common oppression. If the world fails to reprimand the issue, generations will grow to believe the unrealistic morals that have shaped America.

Leadership Styles in Professional Nursing Essay

Leadership is a very important aspect within the realm of Nursing. With constantly evolving technology, poor economics leading to major hospital cutbacks, and healthcare reforms, strong nursing leadership has never been more important or necessary. Hood (2010) defines leadership as a process of influencing others to attain mutually agreed upon goals. We will discuss the differences between leadership and management. In addition, we will examine 2 types of leadership styles: Transactional and Transformational and address the effectiveness of both styles in achieving high quality of nursing performance. Leadership vs. Management Many people think of management and leadership as interchangeable. However, there is a stark difference between the two. In defining leadership and management, the one crucial difference is that a person with leadership has the ability to persuade/influence others into following their vision and putting the needs of a group ahead of an individual’s own personal needs (McGuire & Kinnerley, 2006). Leaders have this ability to inspire by employing enthusiasm, hope, optimism, and innovative methods. Leadership does entail having some management characteristics, but lacks the positional power to bring their visions to life. Management is usually an appointed position within a company (Hood, 2010). Performance standards for managers often require emphasis on transactional projects such as budgets, productivity, and quality monitoring (McGuire & Kinnerley, 2006). Management does not equate to having leadership abilities because an organization’s structure often dictates that a manager’s priority should be facilitating and promoting smooth operations within a workplace (Carney, 2009). Managers are troubleshooters and problem solvers, who are more or less interested in maintaining production and profits. Transformational Leadership In 1978, James McGregor Burn (1978) developed the theory of transformational leadership and described it, â€Å"A process that motivates subordinates by appealing to higher ideals and moral values†. A transformational leader is someone that helps shape development of staff through empowerment and stimulating creativity and innovation within the workplace (Sellgren, Ekvell, & Tomson, 2006). Under this style of leadership, relationships to employees and concern for their well-being is just as important as completing the tasks (Hood, 2010). The transformational leader often uses their enthusiasm, close underlying interpersonal relationships, and vision to increase the motivation of their peers/co-workers to stay persistent and diligent through completion of organizational goals and tasks. This type of leadership can be equally effective under the most stressful circumstances by keeping focus on employee satisfaction and promising the employee a better future (Allen, 1998). According to S. Sellgren et al. (2006), studies have shown a correlation between transformational leadership and nursing quality. Transformational leadership has been proven very effective in increasing productivity and staff cohesion. As a result of staff cohesion, consensus amongst staff evolves and develops. Consensus is effective because all persons feel that they have made a contribution in the decision-making process regarding unit practices/policies. And although it takes more time to reach a consensus, the participants have made a commitment to execute the decisions (Hood, 2010). Transactional Leadership Transactional leadership uses strategy that is founded on the principles of incentives and punishments (Hood, 2010). Motivation is thought to be derived from responses to positive and negative reinforcers. If employees or subordinates perform hard work and meet certain criteria or expectations, then they are rewarded with something of value (i.e. increased salary, bonuses, promotions, etc†¦). However, if they fail to meet goals or expectations, then they face some form of punishment (i.e. probation, demotion, termination). This type of leadership system is much more task oriented and focuses very little on employee relationships (Hood, 2010). A transactional leader is much more focused on structure, role expectations and the possibility of reward to staff (Sellgren, Ekvell, & Tomson, 2006). It seems however there are benefits to this type of system. According to B.M. Bass (1985),† The ultimate outcome of such contingent reward behavior is enhanced role clarity, job satisfaction, and improved performance†. This style of leadership appears to be most effective in occupations relating to sales and commissions. Commission based jobs that rely on strong job performances to either establish income or supplement salaried income respond effectively to this style of leadership. However, the disadvantage to this type of leadership is that commitment is variable and negotiable, and any personal incentive/motivation an employee may have to increase job performance diminishes until it’s rewarded (Sellgren, Ekvell, & Tomson, 2006). In addition, because this leadership style is so structured, it leaves little room for creative expansion or employee job satisfaction (McGuire & Kinnerley, 2006). Leadership Styles and Nursing Within healthcare settings, skill and knowledge are vital ingredients needed by a nurse in a leadership position. Because of the many medical advancements and changes that take place in healthcare, it necessitates that nursing leadership become more results oriented, creative, and innovative within their respected units (Gellis, 2001). Within nursing, transactional leadership would have few benefits if applied. It does benefit healthcare organizations in combating staffing issues relating to nursing shortages. Incentive pay to pick up extra shifts has always been instrumental for organizations in need of nursing coverage. However, the overall methods of rewards and punishment would do very little to inspire nurses to increase their quality of nursing care. Patient outcomes would be greatly compromised if care was solely based on reward. Compromising patient care based on lack of reward and/ punishment would be highly unethical and in complete violation of the ANA’s standards of care. Research has always supported that transformational leadership is more effective than transactional leadership because it increases a supportive climate where individual differences are recognized, two-way communication is promoted, and effective listening skills are valued (Bass, 1985). This leadership style also increases conformity, adaptation, diligence, and commitment from employees/followers. The need for transformational leadership in nursing is great because it encourages nurses to become improved problem-solvers, visionaries, communicators, researchers, and educators. Transformation leadership is often a process that is learned and cultivated through experience, empowerment, and self-exploration (Hood, 2010). However, when nurses are placed into leadership positions reluctantly or prematurely, the lack of education for the role and uncertainties about what leadership in nursing means takes place and leads to ineffective leadership abilities (Carney, 2009). Nurses receive informal on-the-job training for leadership positions by learning self-management skills, social capabilities, and job proficiency skills (Hood, 2010). It must be noted that shared leadership is probably the most effective way for providing staff the effective skills/ tools needed for problem solving (Kerfoot & Wantz, 2003). However, not all nurses have the self-belief or confidence to apply these acquired skills to leadership positions. One way of encouraging more nurses to assume leadership positions is by formalizing leadership training sessions which would help nurses learn and/ reinforce skills relating to communication, motivation, conflict resolution, organizational analysis, and building effective teams (Kerfoot & Wantz, 2003) . By investing in formalized leadership training, it helps to empower nurses while also promoting future growth of inspirational leadership which could lead to improvements in patient care/outcomes and organizational advancements for futu re generations. Conclusion There are two different styles of leadership: Transformational and Transactional. Transformational leadership influences followers to place their personal needs aside for the benefit of a leader’s vision/goals through empowerment, inspiration, and motivation. Transactional leadership is founded on the incentives of reward or punishment and offers little incentive to become a visionary. Transformational leadership appears to be more effective in nursing because it promotes adaptation, communication skills, visionary pursuit, and occupational growth to a rapidly changing industry. Efforts should be made to formalize leadership training for continued improvement in delivery of nursing care and patient outcomes, and organizational advancements. References Allen, G. (1998). Leading. Retrieved from http://ollie.dcccd.edu/mgmt1374/book contents/4directing/leading/lead.htm Bass, B. M. (1985). Leadership and performance beyond expectation.. New York, NY: The Free Press. Burns, J. M. (1978). Leadership. New York, NY: Harper & Row. Carney, M. (2009). Leadership in nursing: current and future perspectives and challenges. Journal of Nursing Management, 17(4), 411-417. Gellis, Z. D. (2001). Social wok perceptions of transformational and transactional leadership in healthcare. Social Work Research, 25(1), 17-25. Hood, L. J. (2010). Conceptual Bases of Professional Nursing (7th ed.). Philadelphia, PA: Lippincott Williams & Wilkins. Kerfoot, K., & Wantz, S. L. (January-February 2003). Compliance Leadership: The 17th Century Model That Doesn’t Work. Nursing Economics, 21(1), 42-44. McGuire, E., & Kinnerley, S. M. (July-August 2006). Nurse Managers as Transformational and Transactional Leaders. Nursing Economics, 24(4), 179-185. Sellgren, S., Ekvell, G., & Tomson, G. (2006). Leadership styles in nursing management: preferred and perceived. Journal of Nursing Management, 14(11), 348-355.

Locke Vs. Locke Essay examples - 1174 Words

For many political theorists and thinkers, the ideas of labor and property are central to the evolution of governments or states, and henceforth, very important aspects of human life. For some writers, the development of property is a direct result of labor, and government is set up to ensure the property rights of those who own property. Some view property and labor fundamentally or naturally connected aspects of human life, while others see it as merely a social convention. Each thinker also has different opinions about how property is acquired, as well as what the limits to property acquisition are. While one writer may provide the most fair account of property, another may provide a more feasible account of property acquisition and†¦show more content†¦quot;The same law of nature that does by this means give us property, does also bound that property too.quot; (Locke, 20). According to Locke, there are three limits to how much property one can acquire. First, deals with taking so many items, that they spoil from being hoarded and not used. quot;Nothing was made by God for man to spoil or destroy.quot; (Locke, 21). The second says that one should not be a glutton and leave an abundance for others to take from when one acquires their property. The third and final limit says that one should only take only as much as you yourself can use or improve upon. If any of these limits are exceeded, the productivity of everyone suffers. However, the invention of money, according to Locke, can trump these three limits. This is because goods will not spoil since they can be sold, and workers can be hired for wage labor to collect more goods than any one person alone could. As well as collecting goods and picking fruit, man could also mix his labor with land in order to claim that land as his property. quot;As much land as a man tills, plants, improves, cultivates, and can use the product of, so much is his propertyquot; (Locke, 21). Since mixing labor with nature is how Locke perceives the acquisition of property, it follows then that labor and property are fundamentally and naturally connected to the aspects of human life. quot;Locke himself statesquot; And thus, I think,Show MoreRelatedDescartes vs. Locke1175 Words   |  5 PagesPhilosophy Essay (Descartes vs. Locke) Socrates once said, â€Å"As for me, all I know is that I know nothing.† Several philosophers contradicted Socrates’ outlook and believed that true knowledge was in fact attainable. This epistemological view however had several stances to it, as philosophers held different beliefs in regards to the derivation of true knowledge. Rationalists believed that the mind was the source of true knowledge, while in Empiricism, true knowledge derived from the senses. 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