I Choose Civilization Because I Wanted A Better Understanding

I choose Civilization because I wanted a better understanding of how Niall Ferguson came up with his book. And a better understanding on why people think the west is the best. In the book it starts out with China and how the ming dynasty was the might of China. And how the Chinese constructed the forbidden city not only was its a relic it also shows how it was once the greatest civilization. With the construction of the forbidden city China began to decline. The reason for the decline was that they didn t want to take part in foreign commerce. I can understand why they didn t want to back then with the chance of them being taken over by other nations. It would seem to be a good idea to not take part however the decline in commerce†¦show more content†¦Science in the west was used more for military conquer then it was for intellect. What is now part of Berlin was part of a military background in the Prussian society. Most of their building had a place for the military to stay . Science is used in war in the time the Prussians went to war with the west in a sense the west was in a war with itself. There was a man named Benjamin Robins that was a self taught mathematician that came up with the science of how artillery was used with the air resistance. The killer application of science gave the west accuracy of artillery. With the application of science the west began to dominate the world and others began to ask why. Most believed it to be because they actually put an effort into finding out how the weapons fired and the trajectory of the bullet. The killer application of property the west began to explore and went to find other land that is when they found America. It was at first just a experiment for the Europeans and there was only one winner. The reason why the united states is dominant is because of the english that wanted a better life instead of living in poverty. In fact the spaniards were more dominant with south america the the english were with the united states only because they had gold. The spaniards thought they had it good with their land at first till they heardShow MoreRelatedI Am An Architect With The Valley Civilization1451 Words   |  6 PagesI am an Architect with some handsome professional experience in my field. Running as a thread through different things I realized that â€Å"Architecture† is not just designing healthy buildings; it is a connection between the individual buildings to â€Å"emotional-infrastructure† like our parks, our roads, public buildings, walkways and many more. From the beginning, I was very much interested in understanding the relationship between urban form and trust. As I believe that the way we design our cities hasRead MoreBig History : A New Form Of History1190 Words   |  5 Pagesand colleges across the country. It has been quietly but rapidly growing throughout the course of the past three years due to its new concept of how history can be taught. Focusing o n the universe and how everything is linked. Throughout my paper I will inform you of where Big History derived from, what Big History is and how it compares with conventional history, and the advantages of Big History along with the disadvantages. Big History which was already in a way developed by David ChristianRead MoreBible 105 Essay766 Words   |  4 PagesCharles E Truitt JR Bible 105 Essay 1 In the beginning God intended for his people to live in a creation that he had made, and to love and take care of it. He wanted his people that he created to love him and be obedient to his plan for civilization in regards to how much he loves us. His will was for us to trust him and live in peace, in the creation that he had made for us to have dominion of. The thing is we could not identify with what God was doing for us even when the human race was inRead MoreStatement of Purpose for My Bachelors Degree at University of Roskilde560 Words   |  3 PagesI am interested to apply for the bachelor’s degree program in natural science in university of Roskilde starting in 2014. I did my secondary education in Gateway College Kandy, Sri Lanka and graduated on 2013. I have completed my secondary education in EDXCEL O/L (ordinary Level) majoring in Biology, Human biology, Chemistry, Physics, Business and Communication, Information and Technology, Geography and Mathematics. For my EDEXCEL A/L (Advanced Level) I majored in Biology, Mathematics, ChemistryRead More Transitions of the Scientific Revolution and the Enlightenment Periods1675 Words   |  7 PagesEnlightenment, philosophes challenged beliefs formerly held by the church and government by insisting that human reason would lead to the solution of all problems. They believed that man should live his life, make his own decisions, and believe what he wanted based on his own experiences and what he believed to be true. These two revolutions lead to a movement away from the church and faith, and towards a belief in more scientific and mathematical explanations for the way things worked. One of theRead More ancient mid-east history Essay1399 Words   |  6 Pageshistory is to gather information about the past; to see the cause and effects of different situations; to see how this information can be applied to our lives, to understand why and how and others think in certain ways; and thus eventually lead to a better appreciation different peoples—one way or another. It is also inprotant to realize that history is not just about ‘what-really-happened-in-the-past’, but is a complex intersection of truth, bias and hopes. Realizing that the major importance of historyRead MoreEssay on Heart of Darkness1208 Words   |  5 Pagesend of his speeches like a seal applied on the words to make the meaning of the commonest phrase appear absolutely inscrutable, (89) is an example of how Conrad literally compares entities within the work to generate a general correlation of understanding . As a way of placing emphasis on those things that are significant in the work, the author will use a proficient amount of repetition. Joy, fear, sorrow, devotion, valour, rage-who can tell?-but truth-truth stripped of its cloak of timeRead MoreA Interview On The Teenage Years Are A Complicated Time For Anyone1319 Words   |  6 Pagesduring this difficult time; others find the time less difficult. To get a better understanding of this process, I conducted a series of in-depth interviews with some friends about their rite of passage. Because this experience is different for everyone, the in-depth interview seemed like a suitable approach. Open-ended questions leave room for the personal nature of the topic that a survey would fail to capture. For this study, I interviewed four men, ranging in age from 42 to 49 years old. The interviewRead MoreCompare And Contrast The Awakening And The Yellow Wallpaper1211 Words   |  5 Pagesdifferent reading assignments. The assignment I chose to talk about in this paper for week number one was â€Å"The Yellow Wallpaper† by Charlotte Perkins Gilman. For the second reading assignment for this current week will be â€Å"The Awakening† by Kate Chopin. I choose this two reading assignments because they were both very similar, but at the same time very different. Throughout this paper I will be demonstrating a common theme—characters—and description of each story. I will also be discussing about imageryRead MoreVictorian Moral Values Applied to All1574 Words   |  7 Pagespoor or slave who than made life hell for women during Victorian Britain? Victorian period expected women to get married to be good wives and mothers. The status of a woman was significant in that she was expected to marry a man of the same class or better class than herself. Women had little power ,dignity and rights in the society. They are restricted by law education ,culture and own thoughts. In contrast boys had good education and high position in the society. Men were sole tribunal and law over

The Terrorist Attacks Of September 11 - 1500 Words

The terrorist attacks of September 11, altered American s perceptions of the role in the world by strongly supporting the increased spending on national security and counterterrorism. Also, Americans have become more aware of how and where to engage in the world. As a result of the attacks, the US now has a defense that totals to nearly half the global total and has military dominance over scene, air, and space. The US also has the capability to dispatch massive military power anywhere in the world making them the system shaper. You may ask yourself just have a bad or do you check on September 11, 2001 was that led to this chaos and security becoming abnormally tight you may ask yourself just have a bad do you check on September 11, 2001†¦show more content†¦Some lawyers even changed their clients from helping them get richer, like Kwanzaa Butler, to use their business expertise and the non-profit world. Thousands of people came together to volunteer and show support to surrounding business owners which lost all their belongings and inventory. Sometimes a simple as retrieving death certificate was increasingly challenging because without a body, the process could take years. Lawyers, judges, and public defenders teamed together to make the situation run smoother with less struggles. Canceling was also something provided because many people had issues still dealing with the loss of a family member or traumatized by the experience. September 11 had a huge impact on how us as humans saw the world at that moment and changed our own priorities to give a helping hand to those who were in a more complex situation. Although there was an abundance of support the US had to make changes on who to associate with and didn t take this attack as something that can be shut off. Airport securities became more aware on who enters and leaves the country. Another words, at the end of the day I would sec urity is put first then any other thing because if someone is willing to give their life to attack the nation we shouldn t take incidents like these rightly and retaliate with full force. In my opinion even though us as Americans came together to not see each other time fall, we can be blinded byShow MoreRelatedThe September 11 Terrorist Attacks904 Words   |  4 PagesFollowing the September 11 terrorist attacks, American foreign policy altered to a more neoconservative approach embracing a proactive policy contingent upon American military power. Unlike the previous cold war policies of the Truman Doctrine that advocated deterrence and containment, this new approach became a hybrid of Wilsonianism and Jacksonianism where liberalism fused with realist means to produce a unilateral American government unafraid to demonstrate their power in order to preserve AmericanRead MoreThe September 11 Terrorist Attacks1736 Words   |  7 Pages On September 11, 2001 an Islamic terrorist organization named al-Qaeda committed a devastating and scaring act of terrorism towards the United States. There was four different attacks that occurred which were carried out by four passeng er airliners that were hijacked. Two of the attacks took place in New York City (World Trade Center’s North and South Towers), one was at the Pentagon in Arlington Country (Virginia), and the other occurred in a field in Shanksville (Pennsylvania), which was thoughtRead MoreThe Terrorist Attacks On September 11868 Words   |  4 PagesThe terrorist attacks on September 11, 2001 affected American perspectives on many issues, including immigration. A total of 20 foreign terrorists were involved, 19 of whom took part in the attacks that caused the deaths of 2,977 victims, most of them civilians. The terrorists had entered the United States on tourist or student visas. Four of them, however, had violated the terms of their visas. The attack exposed long-standing weaknesses in the U.S. immigration system that included failures in theRead MoreThe September 11, 2001 terrorist attacks2057 Words   |  9 PagesThe September 11, 2001 terrorist attacks, now referred to as 9/11, were a series of coordinated, well-planned suicide attacks that involved the use of hijacked passenger jets as a means of destruction . The suicide bombers used the passenger jets as bombs, and ran into the World Trade Center Towers of New York, the Pentagon, and a fourth plane that did not make it to its destination, hit the ground in Pennsylvania. These sudden attacks came as a shock to the people and government of the USA. TheRead MoreAfter The Terrorist Attacks On September 11, 2001, The1876 Words   |  8 PagesAfter the terrorist attacks on September 11, 2001, the United States has engaged in the global war against terrorism. One of the ways that the United States has engaged in this war is through drone strikes. Drones, otherwise less commonly known as UAVs (Unmanned Aerial Vehicles) or RPAs (Remotely Piloted Aerial Systems) are the subject of debate all around the globe. They were pioneered by former president George W. Bush and became more popular by the use of former president Barack Obama. Drone strikesRead MoreSeptember 11 Attacks and Nationalist Terrorist Groups Essay1414 Words   |  6 PagesTerrorism Paper 11/16/09 There are several terrorist groups throughout the world today. All the terrorist groups have one common goal and that is to rid the world of Americans and western influence from the Muslim world. There is one organization that has ties to most of all the terrorist groups in the world and is the most infamous group in the world today and that is the group called Al-Qaeda The word Al-Qaeda means â€Å"the base† in Muslim. As an international terrorist organization led by OsamaRead MoreInvolvement And The Effect On The Failure Of The Terrorist Attacks On September 112204 Words   |  9 PagesIn this presentation, I will discuss some examples of failed cooperation and the impact on the failure to prevent the terrorist attacks on September 11, 2001; the likelihood of improving cooperation, given the recommendations of the 9/11 Commission; verify whether the reforms recommended have been implemented and of course give some recommendation if any. However, before I dabble into that, I will like to start with intelligence definition, brief history and evolution of intelligence in the UnitedRead MoreThe Criminal Environment Changes After The Terrorist Attacks Of September 111575 Words   |  7 PagesAbstract As the criminal environment changes after the terrorist attacks of September 11, 2001 the U.S. government had to adapt to those changes. And one of the recommended changes was for law enforcement agencies to adapt intelligence-led policing (ILP) to their policing framework. The implementation of will require organizational restructuring and the development of new policies to incorporate the ILP model. Therefore, the success of this implementation depends on everyone in the organization fromRead MoreThe Terrorist Attacks On The World Trade Center And The Pentagon On September 111522 Words   |  7 Pagesoriginally conceptualized as a disorder of combat veterans. Unfortunately, societies all over the world are being more and more exposed to war and its effects due to the increase of worldwide terrorism. The terrorist attacks on the World Trade Center and the Pentagon on September 11, 2001 (9/11), exemplified a blend of extreme violence and man-made disaster previously confined to the battlefield. For American’s terrorism was a new phenomena that brought the atrocities of war to American cities. ItRead MoreThe September 11, 2001 Terrorist Attacks on America: The Division of Nations and Views1672 Words   |  7 PagesThe September 11, 2001 terrorist attacks on America divided two nations, yet knit one closer like the attacks on Pearl Harbor. There were many events that lead up to 9/11 that were only the beginning. The attacks on the World Trade Center in 2001 was the finale. George Bush wrote in his diary, â€Å"The Pearl Harbor of the 21st century happened today†¦Ã¢â‚¬  (George Bush). This attack was a surprise, just like Pearl Harbor, but the U.S. reacted swiftly and effectively. The appalling events Now, more than a

Physicians and Drug Development Scientists †MyAssignmenthelp.com

Question: Discuss about the Physicians and Drug Development Scientists. Answer: Introduction 21st-century leadership is a leadership perspective that is envisioned to react to the distinctive problems and opportunities of the present world. In the words of Czabanowska et al. (2013), leadership is about all types of transformation. The focus of this research is to gain an understanding regarding the major characteristics, roles and responsibilities as well as strengths and weaknesses of the 21st-century leaders and to bring out the differences and the similarities between traditional and modern leadership abilities. This would be helpful in identifying the principal causes of change in the competencies of leadership. Hence, the present study focuses on discussing different leadership theories and styles from the perspectives of different scholars. This critical discussion would be helpful in understanding the modern leadership styles, traits, and competencies possessed by contemporary leaders. Leadership involves setting up a transparent vision and sharing this with the team members so that they can follow the vision keenly. It also includes providing the knowledge, method, and information for realizing the vision and balancing all the varied interests of the stakeholders (English, 2011). On the other hand, Hackmann and McCarthy (2011) commented that roles and responsibilities of a leader increase at the time of crisis, where the leader has to think and take decisions creatively. Leadership is learned over time, as it cannot be taught. For example, Bill Gates, who possesses a brilliant leadership style, experienced failures in his early life. However, with his continued innovation and passion, he drove the software and Microsoft diligence to success. In the words of Gayle et al. (2011), although, leadership is independent, however, its basis roots from the ability of a person to set up a following among other teams or individuals. The predicted key competencies for 21st-century leaders and similarity or differences to classical leadership capabilities: Leadership competencies include leadership behaviors and skills, which contribute to excellent performance. Business organisations can better recognise improve their leaders of upcoming generations through applying competency-based leadership approach (Englander et al. 2013). However, Hansen et al. (2013) commented that, in order to deal with the future business strategies and trends, while developing new leadership competencies, these factors must be taken into consideration. Every organisation must define its unique leadership attributes for gaining competitive advantages. As stated by Kereluik et al. (2013), developing a strategic vision is the most important competency that a 21st centurys leader holds. The vision must be explained and communicates well with the team members for creating a mutual purpose. The speed of execution of the plan is the next most important success factor. However, Mendenhall (2012.) put stress on the competency of managing a wide range of workforce. Therefore, the volatile business environment of the 21st century, leaders have to acquire diverse talents. They need to play the role of both aninvestigator in finding out the area needs consideration by the team members and an associate, who provides sustenance and response regularly. According to McCleskey (2014), the most important competency of contemporary leaders is an effective communication skill for being informed about the latest technologies. By the use of specific networks, social intranets or apps, 21st centurys leaders carry out faster and effective communication f or accomplishing the business deals appropriately and at a faster pace for maintaining competitiveness. Quality and speed of communication play a vital role for a present business driven. Salas Pilco (2013) opined that fostering collaborative working environment, constant learning, openness and creative thinking are modern leadership characteristics that result in successful transformational and change process. People cannot explore their talent and skill if they have to work under continuous pressure. In order to make them innovative, it is essential to remove the fear of making mistakes from them and encourage them to work together that may help the, to share each others ideas, skills, knowledge, and experience. Therefore,Silva et al. (2013) pointed out that, modern leaders must have the ability to shapeorganisational culture in such a way that can promote collaborative working practices positively. It helps to lead effective change and transformational methods. On the other hand, Schleicher (2012) commented that developing a global mindset is the primary necessity of modern day leaders, as most of the business in the contemporary world tends to expand the business globally. They must acquire the ability to embrace diversity. In order to manage the economic crisis, combatting poverty, handling environmental issues, inequality, overcome the challenges of the 21stcentury;a hypothesis change in the present leadership perspective is required. In the era of globalization, the whole world is interconnected (Sheppard et al. 2013).As stated by Van Wart (2014), the present world is characterised by unprecedented economic, technological and social change. Therefore, people cannot work with a leadership mindset that is deep-rooted in the 20th centurys industrial age. Differences and similarities between 21st-century leadership and classical leadership With the increasing rate of globalization and competition in the present business world, the applicability of 20th-century leadership abilities is becoming ineffective. At the past, the leaders, mostly followed the autocratic leadership, in which employees are not provided with the authority of participating in decision-making or providing their opinions in developing strategies or other factors. However, at present day leadership, leaders mainly follow participative leadership, servant leadership and much more those belief in working collaboratively with employees so that appropriate strategies can be developed. They encourage employees to put their creative perspectives in practices for obtaining the best possible outcome (Van Wart, 2013). Yukl (1981) stated that, in the classical age, leaders did not receive all the necessary information clearly, whereas, 21st-century leaders promote effective communication throughout the organisation to maintain a transparent relationship with the employees at each level and keep them informed about the frequent changes. Previously, employees are not allowed to perform independently. However, at present, leaders provide full freedom to the employees so that they can go beyond their roles and responsibilities for providing a better outcome. Williams et al. (2010) pointed out that, classical leaders used to appraise employees annually, while the modern leaders carry out frequent performance appraisal for identifying the weakness of the employees and provide them training accordingly. However,Panetta (2012) opined that traditional leaders used to work in the comparatively stable market, whereas, contemporary leaders work in a rapidly changing society. Classical leaders set short-term objectives and modern leaders work for achieving long-term organisational goals. Beside these differences, classical and modern leadership possess some significant similarities as well. For example, both the leaders are assigned to some tasks, which that has to manage by allocating responsibilities to the team members as per their area of expertise. The leaders of both the ages are responsible for monitoring the tasks of individuals and provide them the necessary guidance (Kereluiket al. 2013). Bellanca (2011) commented that, in both leadership, leaders are focused on achieving organisational goals and objectives by getting things done within the allocated time. The underlying causes of changes to leadership competencies: Internationalization of business, rapid social and technological development and increased market competition are some key reasons behind the changes in leadership competencies in the 21st century. For attaining authenticity, nimbleness, and sustainability, contemporary leaders changed their core competencies. Cohen et al. (2013) pointed out that, in order to be competent in the present business world, it has become crucial for leaders to become flexible. This flexibility provides the strength and ability to deal with the constantly changing business environment. However, Voogtet al. (2013) emphasis on the importance of sharing information for keeping people informed related to organisational activities. Quick sharing of information has become crucial for taking quick decisions. In classical leadership, leaders used to hide information from the stakeholders and take decisions without discussing the situation with team members. This used to decrease the effectiveness of the decisions. Hence, to remove this barrier, the contemporary competency of 21st-century leaders developed. This leadership empowers employees to provide their suggestions while developing any strategy, as they have better knowledge pertaining to the choices and demands of customers. This is because they directly interact and communicate with the end-users. Therefore, they can better suggest options that may increase future customer satisfaction and loyalty. On the other hand, Cohen et al. (2013) commented that, in the classical leadership, employees are not allowed to communicate with their boss directly, until the boss give permission. Therefore, it was difficult for employees to resolve their issues instantly and continue their tasks. This led to delays in completing the work. Hence, developing transparent and effective communication channel is the key nature of present day leaders, who maintain the connection between the employees at a lower level with the top management. It facilitates to promote a positive and helpful working culture for all the employees within the organisation. Further, Englander et al. (2013) stated that, in a previous time, the leaders were not interested in exploring the expertise of each employee that could have been used at the time of organisational crisis. This quality can be identified in modern day leaders, who investigate to identify the specific strengths, exist in particular employees and utilise the talent of diverse workforce wisely for obtaining the best possible outcome. Modern leadership theories Path-goal theory-The theory mainly discusses the way in which behaviors and skills of leaders have an influence on the performance and satisfaction of team members. The motivational role played by a leader comprises of enhancing personal payment to employees for achieving work goals and making the path of these payment calmer to travel by clarifying it, decreasing barricades and increasing prospects for personal contentment (Czabanowska et al. 2013). English (2011) criticized that the theory has some deficiencies in its concept. It is highly dependent on expectancy theory as the initial basis to explain the influence of leaders. The lucid decision model offers an excessively complex and seemingly impractical account of human behavior. Situational leadership theory- This theory shows the proper leadership behavior in various level of juniors maturity related to work. Hackmann and McCarthy (2011) stated that an experienced employee has the confidence and capability to perform a task, whereas, a non experienced subordinate does not have that confidence and skill. Therefore, the leader must follow a task-oriented approach for the low-maturity employees and he should directive by means of clarifying standards, defining roles and monitoring progress. In the next stage of moderate maturity, the task-oriented approach should be decreased and a relation-oriented approach needs to be adopted. Here the leader must provide all necessary supports and attention to the employees for promoting a better relation with them. Further, in the high maturity level, the subordinates do not need much attention or support from their leaders. Rather they work independently. However, McCleskey (2014) argued that there is no evidence that, fo llowing this pattern may increase the efficiency of a leader. The theory has the conceptual weakness that limits its usefulness. Moreover, it does not provide a clear understanding of the way in which leadership styles influence employee performance. As opposed by Lloyd-Walker and Walker (2011), the theory contributed positively in understanding the dyadic leadership. One of the most important contributions, the theory made is focusing on the flexible and adaptive nature of leadership that has become the core essence of present day leaders. Vroom-Yeton model-This model stipulates that the quality of a decision depend on the decision process used by the leader. Further, the people, who execute the decision affects the decision-acceptance. These two variablesregulate the effectiveness of a decision after it is implemented that eventually has an impact on the team performance (Yukl, 1981). However, Panetta (2012) stated that rightness of the decision-making process varies from one situation to another. Therefore, the aspect considered in one situation canbe ineffective for other situations, if it is considered. Hence, the best leadership style is considered as conditional based on the requirement of a situation. Modern leadership styles Charismatic leadership- The core of charismatic leadership is being apparent as unusual by team members, who rely on the leaders for motivation and guidance. Personal identification and ascribed charismaare in the central of charismatic leadership (Schleicher, 2012). As commented by Williamset al. (2010), charismatic leaders are those, who support a vision that is the greatly discrepant from current situation, however, still within the autonomy of receiving by followers. It stipulates that followers are not likely to accept a highly radical vision. However, they are more intended to view a leader, who adopts a crazy or incompetent vision. According to Sheppardet al. (2013), such leaders work in eccentric ways for attaining the vision. This puts a positive impression on the followers that encourage them to carry out tasks in creative ways for achieving success. On the other hand, Van Wart (2013) stated that charismatic leaders are those, who take personal risks, make self-sacrifice and sustain high costs for achieving the adopted vision. Followers trust their leaders; as such, leaders are more concerned with the interests of the team members rather their self-interest. Transformational leadershipis regarded as an effective leadership process. This does not consider the underlying influence methods. The transformation may include the transformation of followers or the entire firm. In this leadership, the followers remain loyal to their leaders. They trust, admire and respect their leaders (Yukl, 1981). Bellanca(2011) commented that transformational leader motivates team members to go beyond their responsibilities for making the positive contribution to the organisation. Such leaders increase awareness among team members regarding the importance of tasks assigned to them. They motivate subordinate to transcend their own interests for the sake of the team and the organisation. Further, as opined by Gayleet al. (2011), transformational leaders activate the higher-order requirements of individuals for encouraging them. Transformational leaders follow idealized influence is a behavior that arises strong emotion and identification of followers with their leaders. Servant leadership is all about helping subordinates for achieving shared goals. According to Kereluiket al. (2013), servant leadership is a comparatively new concept of leadership, where leaders empower individuals, develop their skills and encourage them to work collaboratively. Such leaders remain concerned with long-term profit and welfare of the team members. As per the viewpoint of Hansenet al. (2013), the main essence of ethical leadership is to serve the followers for maintaining their positive mental and physical health. The services include defending, nurturing and empowering them. It is the responsibility of a servant leader to take care of the needs and expectation of the followers in order to fulfill them and help the followers to become wiser and healthier so that they become intended to take more responsibilities. As opposed byEnglanderet al. (2013), servant leaders are those, who are willing to listen to the queries and demands of the followers and sharing their frustration and pain. These leaders are accountable to stand for the rights of the team members even if it is not essential for the financial profit of the firm. They oppose the social inequality and injustice whenever possible to build a strong relationship with the followers. Conclusion Hence it can be concluded that, with the increased pace of market competition, it has become critical for leaders to adopt the modern leadership competencies in order to manage their flowers effectively. In order to retain the key staffs, the leaders must develop a helpful relationship with their team members. This helps to motivate the employees to perform their duties properly and beyond organisational expectation for obtaining shared objectives. References Bellanca, J.A. ed., 2011.21st-century skills: Rethinking how students learn. Solution Tree Press. Cohen, D., Sevdalis, N., Taylor, D., Kerr, K., Heys, M., Willett, K., Batrick, N. and Darzi, A., 2013.Emergency preparedness in the 21st century: training and preparation modules in virtual environments.Resuscitation,84(1), pp.78-84. Czabanowska, K., Smith, T., Knings, K.D., Sumskas, L., Otok, R., Bjegovic-Mikanovic, V. and Brand, H., 2013. In search for a public health leadership competency framework to support leadership curriculuma consensus study.The European Journal of Public Health, p.ckt158. Englander, R., Cameron, T., Ballard, A.J., Dodge, J., Bull, J. and Aschenbrener, C.A., 2013.Toward a common taxonomy of competency domains for the health professions and competencies for physicians.Academic Medicine,88(8), pp.1088-1094. English, F.W. ed., 2011.The Sage handbook of educational leadership: Advances in theory, research, and practice.Sage. Gayle, D.J., Tewarie, B. and White Jr, A.Q., 2011.Governance in the twenty-first-century university: Approaches to effective leadership and strategic management: ASHE-ERIC higher education report(Vol. 14). John Wiley Sons. Hackmann, D.G. and McCarthy, M.M., 2011.At a Crossroads: The Educational Leadership Professoriate in the 21st Century. UCEA Leadership Series. IAP-Information Age Publishing, Inc. PO Box 79049, Charlotte, NC 28271-7047. Hansen, M.C., Potapov, P.V., Moore, R., Hancher, M., Turubanova, S.A., Tyukavina, A., Thau, D., Stehman, S.V., Goetz, S.J., Loveland, T.R. and Kommareddy, A., 2013. High-resolution global maps of 21st-century forest cover change.science,342(6160), pp.850-853. Kereluik, K., Mishra, P., Fahnoe, C. and Terry, L., 2013. What knowledge is of most worth: Teacher knowledge for 21st century learning.Journal of Digital Learning in Teacher Education,29(4), pp.127-140. Lloyd-Walker, B. and Walker, D., 2011.Authentic leadership for 21st century project delivery.International Journal of Project Management,29(4), pp.383-395. McCleskey, J.A., 2014. Situational, transformational, and transactional leadership and leadership development.Journal of Business Studies Quarterly,5(4), p.117. Mendenhall, M.E., 2012.Global leadership: Research, practice, and development.Routledge. Panetta, L., 2012. Sustaining US global leadership: priorities for 21st century defense.Washington, DC: US Department of Defense. Salas Pilco, S.Z., 2013. Evolution of the framework for 21st century competencies.Knowledge Management E-Learning: An International Journal. Schleicher, A., 2012.Preparing teachers and developing school leaders for the 21st century: Lessons from around the world. OECD Publishing. 2, rue Andre Pascal, F-75775 Paris Cedex 16, France. Sheppard, J.A., Sarros, J.C. and Santora, J.C., 2013. Twenty-first century leadership: international imperatives.Management Decision,51(2), pp.267-280. Silva, H., Stonier, P., Buhler, F.R., Deslypere, J.P., Criscuolo, D., Nell, G., Massud FILHO, J., Geary, S., Schenk, J., Kerpel-Fronius, S. and Koski, G., 2013. Core competencies for pharmaceutical physicians and drug development scientists.Frontiers in pharmacology,4, p.105. Van Wart, M., 2013.Administrative leadership theory: A reassessment after 10 years.Public Administration,91(3), pp.521-543. Van Wart, M., 2014.Dynamics of leadership in public service: Theory and practice.Routledge. Voogt, J., Erstad, O., Dede, C. and Mishra, P., 2013. Challenges to learning and schooling in the digital networked world of the 21st century.Journal of computer assisted learning,29(5), pp.403-413. Williams, B.C., Warshaw, G., Fabiny, A.R., Lundebjerg, MPA, N., Medina-Walpole, A., Sauvigne, K., Schwartzberg, J.G. and Leipzig, R.M., 2010.Medicine in the 21st century: recommended essential geriatrics competencies for internal medicine and family medicine residents.Journal of graduate medical education,2(3), pp.373-383. Yukl, G.A., 1981.Leadership in organizations.Pearson Education India.

Physicians and Drug Development Scientists †MyAssignmenthelp.com

Question: Discuss about the Physicians and Drug Development Scientists. Answer: Introduction 21st-century leadership is a leadership perspective that is envisioned to react to the distinctive problems and opportunities of the present world. In the words of Czabanowska et al. (2013), leadership is about all types of transformation. The focus of this research is to gain an understanding regarding the major characteristics, roles and responsibilities as well as strengths and weaknesses of the 21st-century leaders and to bring out the differences and the similarities between traditional and modern leadership abilities. This would be helpful in identifying the principal causes of change in the competencies of leadership. Hence, the present study focuses on discussing different leadership theories and styles from the perspectives of different scholars. This critical discussion would be helpful in understanding the modern leadership styles, traits, and competencies possessed by contemporary leaders. Leadership involves setting up a transparent vision and sharing this with the team members so that they can follow the vision keenly. It also includes providing the knowledge, method, and information for realizing the vision and balancing all the varied interests of the stakeholders (English, 2011). On the other hand, Hackmann and McCarthy (2011) commented that roles and responsibilities of a leader increase at the time of crisis, where the leader has to think and take decisions creatively. Leadership is learned over time, as it cannot be taught. For example, Bill Gates, who possesses a brilliant leadership style, experienced failures in his early life. However, with his continued innovation and passion, he drove the software and Microsoft diligence to success. In the words of Gayle et al. (2011), although, leadership is independent, however, its basis roots from the ability of a person to set up a following among other teams or individuals. The predicted key competencies for 21st-century leaders and similarity or differences to classical leadership capabilities: Leadership competencies include leadership behaviors and skills, which contribute to excellent performance. Business organisations can better recognise improve their leaders of upcoming generations through applying competency-based leadership approach (Englander et al. 2013). However, Hansen et al. (2013) commented that, in order to deal with the future business strategies and trends, while developing new leadership competencies, these factors must be taken into consideration. Every organisation must define its unique leadership attributes for gaining competitive advantages. As stated by Kereluik et al. (2013), developing a strategic vision is the most important competency that a 21st centurys leader holds. The vision must be explained and communicates well with the team members for creating a mutual purpose. The speed of execution of the plan is the next most important success factor. However, Mendenhall (2012.) put stress on the competency of managing a wide range of workforce. Therefore, the volatile business environment of the 21st century, leaders have to acquire diverse talents. They need to play the role of both aninvestigator in finding out the area needs consideration by the team members and an associate, who provides sustenance and response regularly. According to McCleskey (2014), the most important competency of contemporary leaders is an effective communication skill for being informed about the latest technologies. By the use of specific networks, social intranets or apps, 21st centurys leaders carry out faster and effective communication f or accomplishing the business deals appropriately and at a faster pace for maintaining competitiveness. Quality and speed of communication play a vital role for a present business driven. Salas Pilco (2013) opined that fostering collaborative working environment, constant learning, openness and creative thinking are modern leadership characteristics that result in successful transformational and change process. People cannot explore their talent and skill if they have to work under continuous pressure. In order to make them innovative, it is essential to remove the fear of making mistakes from them and encourage them to work together that may help the, to share each others ideas, skills, knowledge, and experience. Therefore,Silva et al. (2013) pointed out that, modern leaders must have the ability to shapeorganisational culture in such a way that can promote collaborative working practices positively. It helps to lead effective change and transformational methods. On the other hand, Schleicher (2012) commented that developing a global mindset is the primary necessity of modern day leaders, as most of the business in the contemporary world tends to expand the business globally. They must acquire the ability to embrace diversity. In order to manage the economic crisis, combatting poverty, handling environmental issues, inequality, overcome the challenges of the 21stcentury;a hypothesis change in the present leadership perspective is required. In the era of globalization, the whole world is interconnected (Sheppard et al. 2013).As stated by Van Wart (2014), the present world is characterised by unprecedented economic, technological and social change. Therefore, people cannot work with a leadership mindset that is deep-rooted in the 20th centurys industrial age. Differences and similarities between 21st-century leadership and classical leadership With the increasing rate of globalization and competition in the present business world, the applicability of 20th-century leadership abilities is becoming ineffective. At the past, the leaders, mostly followed the autocratic leadership, in which employees are not provided with the authority of participating in decision-making or providing their opinions in developing strategies or other factors. However, at present day leadership, leaders mainly follow participative leadership, servant leadership and much more those belief in working collaboratively with employees so that appropriate strategies can be developed. They encourage employees to put their creative perspectives in practices for obtaining the best possible outcome (Van Wart, 2013). Yukl (1981) stated that, in the classical age, leaders did not receive all the necessary information clearly, whereas, 21st-century leaders promote effective communication throughout the organisation to maintain a transparent relationship with the employees at each level and keep them informed about the frequent changes. Previously, employees are not allowed to perform independently. However, at present, leaders provide full freedom to the employees so that they can go beyond their roles and responsibilities for providing a better outcome. Williams et al. (2010) pointed out that, classical leaders used to appraise employees annually, while the modern leaders carry out frequent performance appraisal for identifying the weakness of the employees and provide them training accordingly. However,Panetta (2012) opined that traditional leaders used to work in the comparatively stable market, whereas, contemporary leaders work in a rapidly changing society. Classical leaders set short-term objectives and modern leaders work for achieving long-term organisational goals. Beside these differences, classical and modern leadership possess some significant similarities as well. For example, both the leaders are assigned to some tasks, which that has to manage by allocating responsibilities to the team members as per their area of expertise. The leaders of both the ages are responsible for monitoring the tasks of individuals and provide them the necessary guidance (Kereluiket al. 2013). Bellanca (2011) commented that, in both leadership, leaders are focused on achieving organisational goals and objectives by getting things done within the allocated time. The underlying causes of changes to leadership competencies: Internationalization of business, rapid social and technological development and increased market competition are some key reasons behind the changes in leadership competencies in the 21st century. For attaining authenticity, nimbleness, and sustainability, contemporary leaders changed their core competencies. Cohen et al. (2013) pointed out that, in order to be competent in the present business world, it has become crucial for leaders to become flexible. This flexibility provides the strength and ability to deal with the constantly changing business environment. However, Voogtet al. (2013) emphasis on the importance of sharing information for keeping people informed related to organisational activities. Quick sharing of information has become crucial for taking quick decisions. In classical leadership, leaders used to hide information from the stakeholders and take decisions without discussing the situation with team members. This used to decrease the effectiveness of the decisions. Hence, to remove this barrier, the contemporary competency of 21st-century leaders developed. This leadership empowers employees to provide their suggestions while developing any strategy, as they have better knowledge pertaining to the choices and demands of customers. This is because they directly interact and communicate with the end-users. Therefore, they can better suggest options that may increase future customer satisfaction and loyalty. On the other hand, Cohen et al. (2013) commented that, in the classical leadership, employees are not allowed to communicate with their boss directly, until the boss give permission. Therefore, it was difficult for employees to resolve their issues instantly and continue their tasks. This led to delays in completing the work. Hence, developing transparent and effective communication channel is the key nature of present day leaders, who maintain the connection between the employees at a lower level with the top management. It facilitates to promote a positive and helpful working culture for all the employees within the organisation. Further, Englander et al. (2013) stated that, in a previous time, the leaders were not interested in exploring the expertise of each employee that could have been used at the time of organisational crisis. This quality can be identified in modern day leaders, who investigate to identify the specific strengths, exist in particular employees and utilise the talent of diverse workforce wisely for obtaining the best possible outcome. Modern leadership theories Path-goal theory-The theory mainly discusses the way in which behaviors and skills of leaders have an influence on the performance and satisfaction of team members. The motivational role played by a leader comprises of enhancing personal payment to employees for achieving work goals and making the path of these payment calmer to travel by clarifying it, decreasing barricades and increasing prospects for personal contentment (Czabanowska et al. 2013). English (2011) criticized that the theory has some deficiencies in its concept. It is highly dependent on expectancy theory as the initial basis to explain the influence of leaders. The lucid decision model offers an excessively complex and seemingly impractical account of human behavior. Situational leadership theory- This theory shows the proper leadership behavior in various level of juniors maturity related to work. Hackmann and McCarthy (2011) stated that an experienced employee has the confidence and capability to perform a task, whereas, a non experienced subordinate does not have that confidence and skill. Therefore, the leader must follow a task-oriented approach for the low-maturity employees and he should directive by means of clarifying standards, defining roles and monitoring progress. In the next stage of moderate maturity, the task-oriented approach should be decreased and a relation-oriented approach needs to be adopted. Here the leader must provide all necessary supports and attention to the employees for promoting a better relation with them. Further, in the high maturity level, the subordinates do not need much attention or support from their leaders. Rather they work independently. However, McCleskey (2014) argued that there is no evidence that, fo llowing this pattern may increase the efficiency of a leader. The theory has the conceptual weakness that limits its usefulness. Moreover, it does not provide a clear understanding of the way in which leadership styles influence employee performance. As opposed by Lloyd-Walker and Walker (2011), the theory contributed positively in understanding the dyadic leadership. One of the most important contributions, the theory made is focusing on the flexible and adaptive nature of leadership that has become the core essence of present day leaders. Vroom-Yeton model-This model stipulates that the quality of a decision depend on the decision process used by the leader. Further, the people, who execute the decision affects the decision-acceptance. These two variablesregulate the effectiveness of a decision after it is implemented that eventually has an impact on the team performance (Yukl, 1981). However, Panetta (2012) stated that rightness of the decision-making process varies from one situation to another. Therefore, the aspect considered in one situation canbe ineffective for other situations, if it is considered. Hence, the best leadership style is considered as conditional based on the requirement of a situation. Modern leadership styles Charismatic leadership- The core of charismatic leadership is being apparent as unusual by team members, who rely on the leaders for motivation and guidance. Personal identification and ascribed charismaare in the central of charismatic leadership (Schleicher, 2012). As commented by Williamset al. (2010), charismatic leaders are those, who support a vision that is the greatly discrepant from current situation, however, still within the autonomy of receiving by followers. It stipulates that followers are not likely to accept a highly radical vision. However, they are more intended to view a leader, who adopts a crazy or incompetent vision. According to Sheppardet al. (2013), such leaders work in eccentric ways for attaining the vision. This puts a positive impression on the followers that encourage them to carry out tasks in creative ways for achieving success. On the other hand, Van Wart (2013) stated that charismatic leaders are those, who take personal risks, make self-sacrifice and sustain high costs for achieving the adopted vision. Followers trust their leaders; as such, leaders are more concerned with the interests of the team members rather their self-interest. Transformational leadershipis regarded as an effective leadership process. This does not consider the underlying influence methods. The transformation may include the transformation of followers or the entire firm. In this leadership, the followers remain loyal to their leaders. They trust, admire and respect their leaders (Yukl, 1981). Bellanca(2011) commented that transformational leader motivates team members to go beyond their responsibilities for making the positive contribution to the organisation. Such leaders increase awareness among team members regarding the importance of tasks assigned to them. They motivate subordinate to transcend their own interests for the sake of the team and the organisation. Further, as opined by Gayleet al. (2011), transformational leaders activate the higher-order requirements of individuals for encouraging them. Transformational leaders follow idealized influence is a behavior that arises strong emotion and identification of followers with their leaders. Servant leadership is all about helping subordinates for achieving shared goals. According to Kereluiket al. (2013), servant leadership is a comparatively new concept of leadership, where leaders empower individuals, develop their skills and encourage them to work collaboratively. Such leaders remain concerned with long-term profit and welfare of the team members. As per the viewpoint of Hansenet al. (2013), the main essence of ethical leadership is to serve the followers for maintaining their positive mental and physical health. The services include defending, nurturing and empowering them. It is the responsibility of a servant leader to take care of the needs and expectation of the followers in order to fulfill them and help the followers to become wiser and healthier so that they become intended to take more responsibilities. As opposed byEnglanderet al. (2013), servant leaders are those, who are willing to listen to the queries and demands of the followers and sharing their frustration and pain. These leaders are accountable to stand for the rights of the team members even if it is not essential for the financial profit of the firm. They oppose the social inequality and injustice whenever possible to build a strong relationship with the followers. Conclusion Hence it can be concluded that, with the increased pace of market competition, it has become critical for leaders to adopt the modern leadership competencies in order to manage their flowers effectively. In order to retain the key staffs, the leaders must develop a helpful relationship with their team members. This helps to motivate the employees to perform their duties properly and beyond organisational expectation for obtaining shared objectives. References Bellanca, J.A. ed., 2011.21st-century skills: Rethinking how students learn. Solution Tree Press. Cohen, D., Sevdalis, N., Taylor, D., Kerr, K., Heys, M., Willett, K., Batrick, N. and Darzi, A., 2013.Emergency preparedness in the 21st century: training and preparation modules in virtual environments.Resuscitation,84(1), pp.78-84. Czabanowska, K., Smith, T., Knings, K.D., Sumskas, L., Otok, R., Bjegovic-Mikanovic, V. and Brand, H., 2013. In search for a public health leadership competency framework to support leadership curriculuma consensus study.The European Journal of Public Health, p.ckt158. Englander, R., Cameron, T., Ballard, A.J., Dodge, J., Bull, J. and Aschenbrener, C.A., 2013.Toward a common taxonomy of competency domains for the health professions and competencies for physicians.Academic Medicine,88(8), pp.1088-1094. English, F.W. ed., 2011.The Sage handbook of educational leadership: Advances in theory, research, and practice.Sage. Gayle, D.J., Tewarie, B. and White Jr, A.Q., 2011.Governance in the twenty-first-century university: Approaches to effective leadership and strategic management: ASHE-ERIC higher education report(Vol. 14). John Wiley Sons. Hackmann, D.G. and McCarthy, M.M., 2011.At a Crossroads: The Educational Leadership Professoriate in the 21st Century. UCEA Leadership Series. IAP-Information Age Publishing, Inc. PO Box 79049, Charlotte, NC 28271-7047. Hansen, M.C., Potapov, P.V., Moore, R., Hancher, M., Turubanova, S.A., Tyukavina, A., Thau, D., Stehman, S.V., Goetz, S.J., Loveland, T.R. and Kommareddy, A., 2013. High-resolution global maps of 21st-century forest cover change.science,342(6160), pp.850-853. Kereluik, K., Mishra, P., Fahnoe, C. and Terry, L., 2013. What knowledge is of most worth: Teacher knowledge for 21st century learning.Journal of Digital Learning in Teacher Education,29(4), pp.127-140. Lloyd-Walker, B. and Walker, D., 2011.Authentic leadership for 21st century project delivery.International Journal of Project Management,29(4), pp.383-395. McCleskey, J.A., 2014. Situational, transformational, and transactional leadership and leadership development.Journal of Business Studies Quarterly,5(4), p.117. Mendenhall, M.E., 2012.Global leadership: Research, practice, and development.Routledge. Panetta, L., 2012. Sustaining US global leadership: priorities for 21st century defense.Washington, DC: US Department of Defense. Salas Pilco, S.Z., 2013. Evolution of the framework for 21st century competencies.Knowledge Management E-Learning: An International Journal. Schleicher, A., 2012.Preparing teachers and developing school leaders for the 21st century: Lessons from around the world. OECD Publishing. 2, rue Andre Pascal, F-75775 Paris Cedex 16, France. Sheppard, J.A., Sarros, J.C. and Santora, J.C., 2013. Twenty-first century leadership: international imperatives.Management Decision,51(2), pp.267-280. Silva, H., Stonier, P., Buhler, F.R., Deslypere, J.P., Criscuolo, D., Nell, G., Massud FILHO, J., Geary, S., Schenk, J., Kerpel-Fronius, S. and Koski, G., 2013. Core competencies for pharmaceutical physicians and drug development scientists.Frontiers in pharmacology,4, p.105. Van Wart, M., 2013.Administrative leadership theory: A reassessment after 10 years.Public Administration,91(3), pp.521-543. Van Wart, M., 2014.Dynamics of leadership in public service: Theory and practice.Routledge. Voogt, J., Erstad, O., Dede, C. and Mishra, P., 2013. Challenges to learning and schooling in the digital networked world of the 21st century.Journal of computer assisted learning,29(5), pp.403-413. Williams, B.C., Warshaw, G., Fabiny, A.R., Lundebjerg, MPA, N., Medina-Walpole, A., Sauvigne, K., Schwartzberg, J.G. and Leipzig, R.M., 2010.Medicine in the 21st century: recommended essential geriatrics competencies for internal medicine and family medicine residents.Journal of graduate medical education,2(3), pp.373-383. Yukl, G.A., 1981.Leadership in organizations.Pearson Education India.

Physicians and Drug Development Scientists †MyAssignmenthelp.com

Question: Discuss about the Physicians and Drug Development Scientists. Answer: Introduction 21st-century leadership is a leadership perspective that is envisioned to react to the distinctive problems and opportunities of the present world. In the words of Czabanowska et al. (2013), leadership is about all types of transformation. The focus of this research is to gain an understanding regarding the major characteristics, roles and responsibilities as well as strengths and weaknesses of the 21st-century leaders and to bring out the differences and the similarities between traditional and modern leadership abilities. This would be helpful in identifying the principal causes of change in the competencies of leadership. Hence, the present study focuses on discussing different leadership theories and styles from the perspectives of different scholars. This critical discussion would be helpful in understanding the modern leadership styles, traits, and competencies possessed by contemporary leaders. Leadership involves setting up a transparent vision and sharing this with the team members so that they can follow the vision keenly. It also includes providing the knowledge, method, and information for realizing the vision and balancing all the varied interests of the stakeholders (English, 2011). On the other hand, Hackmann and McCarthy (2011) commented that roles and responsibilities of a leader increase at the time of crisis, where the leader has to think and take decisions creatively. Leadership is learned over time, as it cannot be taught. For example, Bill Gates, who possesses a brilliant leadership style, experienced failures in his early life. However, with his continued innovation and passion, he drove the software and Microsoft diligence to success. In the words of Gayle et al. (2011), although, leadership is independent, however, its basis roots from the ability of a person to set up a following among other teams or individuals. The predicted key competencies for 21st-century leaders and similarity or differences to classical leadership capabilities: Leadership competencies include leadership behaviors and skills, which contribute to excellent performance. Business organisations can better recognise improve their leaders of upcoming generations through applying competency-based leadership approach (Englander et al. 2013). However, Hansen et al. (2013) commented that, in order to deal with the future business strategies and trends, while developing new leadership competencies, these factors must be taken into consideration. Every organisation must define its unique leadership attributes for gaining competitive advantages. As stated by Kereluik et al. (2013), developing a strategic vision is the most important competency that a 21st centurys leader holds. The vision must be explained and communicates well with the team members for creating a mutual purpose. The speed of execution of the plan is the next most important success factor. However, Mendenhall (2012.) put stress on the competency of managing a wide range of workforce. Therefore, the volatile business environment of the 21st century, leaders have to acquire diverse talents. They need to play the role of both aninvestigator in finding out the area needs consideration by the team members and an associate, who provides sustenance and response regularly. According to McCleskey (2014), the most important competency of contemporary leaders is an effective communication skill for being informed about the latest technologies. By the use of specific networks, social intranets or apps, 21st centurys leaders carry out faster and effective communication f or accomplishing the business deals appropriately and at a faster pace for maintaining competitiveness. Quality and speed of communication play a vital role for a present business driven. Salas Pilco (2013) opined that fostering collaborative working environment, constant learning, openness and creative thinking are modern leadership characteristics that result in successful transformational and change process. People cannot explore their talent and skill if they have to work under continuous pressure. In order to make them innovative, it is essential to remove the fear of making mistakes from them and encourage them to work together that may help the, to share each others ideas, skills, knowledge, and experience. Therefore,Silva et al. (2013) pointed out that, modern leaders must have the ability to shapeorganisational culture in such a way that can promote collaborative working practices positively. It helps to lead effective change and transformational methods. On the other hand, Schleicher (2012) commented that developing a global mindset is the primary necessity of modern day leaders, as most of the business in the contemporary world tends to expand the business globally. They must acquire the ability to embrace diversity. In order to manage the economic crisis, combatting poverty, handling environmental issues, inequality, overcome the challenges of the 21stcentury;a hypothesis change in the present leadership perspective is required. In the era of globalization, the whole world is interconnected (Sheppard et al. 2013).As stated by Van Wart (2014), the present world is characterised by unprecedented economic, technological and social change. Therefore, people cannot work with a leadership mindset that is deep-rooted in the 20th centurys industrial age. Differences and similarities between 21st-century leadership and classical leadership With the increasing rate of globalization and competition in the present business world, the applicability of 20th-century leadership abilities is becoming ineffective. At the past, the leaders, mostly followed the autocratic leadership, in which employees are not provided with the authority of participating in decision-making or providing their opinions in developing strategies or other factors. However, at present day leadership, leaders mainly follow participative leadership, servant leadership and much more those belief in working collaboratively with employees so that appropriate strategies can be developed. They encourage employees to put their creative perspectives in practices for obtaining the best possible outcome (Van Wart, 2013). Yukl (1981) stated that, in the classical age, leaders did not receive all the necessary information clearly, whereas, 21st-century leaders promote effective communication throughout the organisation to maintain a transparent relationship with the employees at each level and keep them informed about the frequent changes. Previously, employees are not allowed to perform independently. However, at present, leaders provide full freedom to the employees so that they can go beyond their roles and responsibilities for providing a better outcome. Williams et al. (2010) pointed out that, classical leaders used to appraise employees annually, while the modern leaders carry out frequent performance appraisal for identifying the weakness of the employees and provide them training accordingly. However,Panetta (2012) opined that traditional leaders used to work in the comparatively stable market, whereas, contemporary leaders work in a rapidly changing society. Classical leaders set short-term objectives and modern leaders work for achieving long-term organisational goals. Beside these differences, classical and modern leadership possess some significant similarities as well. For example, both the leaders are assigned to some tasks, which that has to manage by allocating responsibilities to the team members as per their area of expertise. The leaders of both the ages are responsible for monitoring the tasks of individuals and provide them the necessary guidance (Kereluiket al. 2013). Bellanca (2011) commented that, in both leadership, leaders are focused on achieving organisational goals and objectives by getting things done within the allocated time. The underlying causes of changes to leadership competencies: Internationalization of business, rapid social and technological development and increased market competition are some key reasons behind the changes in leadership competencies in the 21st century. For attaining authenticity, nimbleness, and sustainability, contemporary leaders changed their core competencies. Cohen et al. (2013) pointed out that, in order to be competent in the present business world, it has become crucial for leaders to become flexible. This flexibility provides the strength and ability to deal with the constantly changing business environment. However, Voogtet al. (2013) emphasis on the importance of sharing information for keeping people informed related to organisational activities. Quick sharing of information has become crucial for taking quick decisions. In classical leadership, leaders used to hide information from the stakeholders and take decisions without discussing the situation with team members. This used to decrease the effectiveness of the decisions. Hence, to remove this barrier, the contemporary competency of 21st-century leaders developed. This leadership empowers employees to provide their suggestions while developing any strategy, as they have better knowledge pertaining to the choices and demands of customers. This is because they directly interact and communicate with the end-users. Therefore, they can better suggest options that may increase future customer satisfaction and loyalty. On the other hand, Cohen et al. (2013) commented that, in the classical leadership, employees are not allowed to communicate with their boss directly, until the boss give permission. Therefore, it was difficult for employees to resolve their issues instantly and continue their tasks. This led to delays in completing the work. Hence, developing transparent and effective communication channel is the key nature of present day leaders, who maintain the connection between the employees at a lower level with the top management. It facilitates to promote a positive and helpful working culture for all the employees within the organisation. Further, Englander et al. (2013) stated that, in a previous time, the leaders were not interested in exploring the expertise of each employee that could have been used at the time of organisational crisis. This quality can be identified in modern day leaders, who investigate to identify the specific strengths, exist in particular employees and utilise the talent of diverse workforce wisely for obtaining the best possible outcome. Modern leadership theories Path-goal theory-The theory mainly discusses the way in which behaviors and skills of leaders have an influence on the performance and satisfaction of team members. The motivational role played by a leader comprises of enhancing personal payment to employees for achieving work goals and making the path of these payment calmer to travel by clarifying it, decreasing barricades and increasing prospects for personal contentment (Czabanowska et al. 2013). English (2011) criticized that the theory has some deficiencies in its concept. It is highly dependent on expectancy theory as the initial basis to explain the influence of leaders. The lucid decision model offers an excessively complex and seemingly impractical account of human behavior. Situational leadership theory- This theory shows the proper leadership behavior in various level of juniors maturity related to work. Hackmann and McCarthy (2011) stated that an experienced employee has the confidence and capability to perform a task, whereas, a non experienced subordinate does not have that confidence and skill. Therefore, the leader must follow a task-oriented approach for the low-maturity employees and he should directive by means of clarifying standards, defining roles and monitoring progress. In the next stage of moderate maturity, the task-oriented approach should be decreased and a relation-oriented approach needs to be adopted. Here the leader must provide all necessary supports and attention to the employees for promoting a better relation with them. Further, in the high maturity level, the subordinates do not need much attention or support from their leaders. Rather they work independently. However, McCleskey (2014) argued that there is no evidence that, fo llowing this pattern may increase the efficiency of a leader. The theory has the conceptual weakness that limits its usefulness. Moreover, it does not provide a clear understanding of the way in which leadership styles influence employee performance. As opposed by Lloyd-Walker and Walker (2011), the theory contributed positively in understanding the dyadic leadership. One of the most important contributions, the theory made is focusing on the flexible and adaptive nature of leadership that has become the core essence of present day leaders. Vroom-Yeton model-This model stipulates that the quality of a decision depend on the decision process used by the leader. Further, the people, who execute the decision affects the decision-acceptance. These two variablesregulate the effectiveness of a decision after it is implemented that eventually has an impact on the team performance (Yukl, 1981). However, Panetta (2012) stated that rightness of the decision-making process varies from one situation to another. Therefore, the aspect considered in one situation canbe ineffective for other situations, if it is considered. Hence, the best leadership style is considered as conditional based on the requirement of a situation. Modern leadership styles Charismatic leadership- The core of charismatic leadership is being apparent as unusual by team members, who rely on the leaders for motivation and guidance. Personal identification and ascribed charismaare in the central of charismatic leadership (Schleicher, 2012). As commented by Williamset al. (2010), charismatic leaders are those, who support a vision that is the greatly discrepant from current situation, however, still within the autonomy of receiving by followers. It stipulates that followers are not likely to accept a highly radical vision. However, they are more intended to view a leader, who adopts a crazy or incompetent vision. According to Sheppardet al. (2013), such leaders work in eccentric ways for attaining the vision. This puts a positive impression on the followers that encourage them to carry out tasks in creative ways for achieving success. On the other hand, Van Wart (2013) stated that charismatic leaders are those, who take personal risks, make self-sacrifice and sustain high costs for achieving the adopted vision. Followers trust their leaders; as such, leaders are more concerned with the interests of the team members rather their self-interest. Transformational leadershipis regarded as an effective leadership process. This does not consider the underlying influence methods. The transformation may include the transformation of followers or the entire firm. In this leadership, the followers remain loyal to their leaders. They trust, admire and respect their leaders (Yukl, 1981). Bellanca(2011) commented that transformational leader motivates team members to go beyond their responsibilities for making the positive contribution to the organisation. Such leaders increase awareness among team members regarding the importance of tasks assigned to them. They motivate subordinate to transcend their own interests for the sake of the team and the organisation. Further, as opined by Gayleet al. (2011), transformational leaders activate the higher-order requirements of individuals for encouraging them. Transformational leaders follow idealized influence is a behavior that arises strong emotion and identification of followers with their leaders. Servant leadership is all about helping subordinates for achieving shared goals. According to Kereluiket al. (2013), servant leadership is a comparatively new concept of leadership, where leaders empower individuals, develop their skills and encourage them to work collaboratively. Such leaders remain concerned with long-term profit and welfare of the team members. As per the viewpoint of Hansenet al. (2013), the main essence of ethical leadership is to serve the followers for maintaining their positive mental and physical health. The services include defending, nurturing and empowering them. It is the responsibility of a servant leader to take care of the needs and expectation of the followers in order to fulfill them and help the followers to become wiser and healthier so that they become intended to take more responsibilities. As opposed byEnglanderet al. (2013), servant leaders are those, who are willing to listen to the queries and demands of the followers and sharing their frustration and pain. These leaders are accountable to stand for the rights of the team members even if it is not essential for the financial profit of the firm. They oppose the social inequality and injustice whenever possible to build a strong relationship with the followers. Conclusion Hence it can be concluded that, with the increased pace of market competition, it has become critical for leaders to adopt the modern leadership competencies in order to manage their flowers effectively. In order to retain the key staffs, the leaders must develop a helpful relationship with their team members. This helps to motivate the employees to perform their duties properly and beyond organisational expectation for obtaining shared objectives. References Bellanca, J.A. ed., 2011.21st-century skills: Rethinking how students learn. Solution Tree Press. Cohen, D., Sevdalis, N., Taylor, D., Kerr, K., Heys, M., Willett, K., Batrick, N. and Darzi, A., 2013.Emergency preparedness in the 21st century: training and preparation modules in virtual environments.Resuscitation,84(1), pp.78-84. Czabanowska, K., Smith, T., Knings, K.D., Sumskas, L., Otok, R., Bjegovic-Mikanovic, V. and Brand, H., 2013. In search for a public health leadership competency framework to support leadership curriculuma consensus study.The European Journal of Public Health, p.ckt158. Englander, R., Cameron, T., Ballard, A.J., Dodge, J., Bull, J. and Aschenbrener, C.A., 2013.Toward a common taxonomy of competency domains for the health professions and competencies for physicians.Academic Medicine,88(8), pp.1088-1094. English, F.W. ed., 2011.The Sage handbook of educational leadership: Advances in theory, research, and practice.Sage. 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