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A Leadership Perspective of the Ripple Effect Ronald H

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1 A Leadership Perspective of the Ripple Effect Ronald H
A Leadership Perspective of the Ripple Effect Ronald H. Bordelon James A. Gordon Joyce A. Parks Glenda A. Riley INDIANATECH Indiana Institute of Technology Fort Wayne, Indiana (U.S.A.) Good evening. My name is James Gordon and the rest of our team members are Ron Bordelon, Joyce Parks and Glenda Riley. We are all PhD students from Indiana Institute of Technology located in Fort Wayne, IN of the United States. We decided to utilize what Vladimir Lenin was purported as saying “There are decades where nothing happens; and there are weeks where decades happen.” “There are decades where nothing happens; and there are weeks where decades happen” ~Vladimir Lenin

2 The Ripple Effect A young fruit stand vendor by the name of Mohammad Bouzizi set the ripple effect into motion Protest, strikes and demonstrations are nothing new to the Arab World The uprisings in the Arab world are examples of electrified public opinion that gives new hope to the exploited and oppressed around the world, which is why this topic was selected. The uprising in Tunisia in late 2010 is the ripple that will be felt around the world for decades to come.

3 Role of Media Media changed the equation
Coordinators utilized social media Social media allowed events to go viral Distributed fliers to organize the protests Protests became international news Cellular devices allowed for instant information (Jacques, 2011) Jacques (2011) research showed that media changed the equation Others felt the same way Easier to organize groups

4 Factors Leading to Revolution
High levels of unemployment Widespread corruption Autocratic leadership Dignity and respect Protesters demonstrate against Tunisian President Zine al-Abidine Ben Ali in Tunisia, January 14, 2011.

5 Authoritative/Autocratic Leadership
Does not involve others Feels he/she is the most experienced Considers his/her views to be most valid Lacks confidence in others abilities Critical of differing opinions Rarely gives recognition Easily offended

6 Leadership to Resolve Crisis

7 Situational Leadership

8 Democratic Leadership
The democratic leadership style is perhaps the most popular style in the 21st century management arena (Oates, 2010). Cherry (n.d.) echoed it as the most effective leadership style because leaders offer guidance and allow input from followers.

9 Limitations of Situational Leadership Theory
Difficult to implement Change process may be very slow Undesirable negative behaviors are energized and further growth towards independence is suspended (Boggs, n.d.)

10 The reality is the world is changing. the Purposes of Leadership..
Recommendations The reality is the world is changing. There are Many Worlds within our One Planet, but the ripple effect is Remapping how we view the Purposes of Leadership.. “There are decades where nothing happens; and there are weeks where decades happen” ~Vladimir Lenin

11 Thank You Questions?

12 References Abdullah II, King of Jordan. (2010). Our last best chance: The pursuit of peace in a time of peril. New York: Viking Penguin. Al-Ahmadi, H. (2011). Challenges facing women leaders in Saudi Arabia. Human Resource Development International , 14(2), Amaney, J. A., & Tessler, M. A. (2008) Attitudes in the Arab world. Journal of Democracy, 19(1), Aoruah, M., & Alexander, A. (2011). The Egyptian experience: Sense and nonsense of the internet revolution. International Journal of Communication, 5, Barrett, D. J. (2011). Leadership communication. (3rd ed). New York, NY :McGraw Hill. Bird, A., & Stevens, M. J. (2003). Toward an emergent global culture and the effects of globalization on obsolescing national cultures. Journal of International Management, 9(4), Boggs, K. (n.d.). Situational leadership and possible misunderstandings. Retrieved from Cherry, K. (n.d.). Lewin’s Leadership Styles. Retrieved from Cherry, K. (n.d.). Leadership theories - 8 major leadership theories. Guide. Retrieved from Christensen, S. L., & Kohl, J. (2003). Ethical decision making in times of organizational crisis. Business and Society 42(3), Choi, S. (2007). Democratic Leadership: The Lessons of Exemplary Models for Democratic Goverance. International Journal of Leadership Studies, 2(3), Diamond, L. (2010). Why are there no arab democracies?. Journal of Democracy, 21(1), Greenburg, C. (2003). Global Leadership: The Next Generation. Retrieved from

13 References Harvey, T. (2009). Learn to be a leader. Kurt Lewin's Styles of Leadership. Retrieved from Jacques, A. (2011). 'On the Ground': Pulitzer Prize-winner Kristof on covering crisis in the Middle East. Public Relations Tactics, 18(4), 11. Javidan, M., House, R.J., Dorfman, P.W., Hanges, P.J., & Sully de Luque, M. (2006). Conceptualizing and measuring cultures and their consequences: A comparative review of GLOBE’s and Hofstede’s approaches. Journal of Business Studies, 37, Kingdom of Saudi Arabia. (2003). Human Development Report, United Nations, Washington. Kinsman, J. (2011). Democracy rising: Tunisia and Egypt, when idealists go it right Policy, 37. Kotter, J. P. (1999). John P. Kotter on what leaders really do. Boston, MA: The Free Press. Kotter, J. P. (2001). What leaders really do. Harvard Business Review, 79(11), Kwintessential. (n.d.). Egypt Language, Culture, Custom and Etiquette. Retrieved from Ladhani, N. (2011). Egypt: First cut off the internet! Social Policy, 41(1), 54. Levinson, C., & Coker, M. (2011). The secret rally that sparked an uprising. The Wall Street Journal, February, 11. Retrieved from: SB html Metcalfe, B. (2008). Women, management and globalization in the middle east. Journal of Business Ethics, 83(1), 85. Meyer, T.G. (2011). Situational leadership II: Applying leadership styles to individuals. Retrieved from Oates, S. (2010). Leadership Styles. Leadership Blog. Retrieveda from Ottaway, M., Hamzawy, A., & Peace, C. E. f. I. (2011). Protest movements and political change in the arab world: Carnegie Endowment for International Peace.

14 References Pierce, J. L., & Newstrom, J. W. (2008). Leaders & the leadership process. (5th ed). New York, NY: McGraw Hill. Palmisano, D. J. (2008). On Leadership: Essential Principles for Success. New York, NY: Skyhouse Publishing. Pilgrim, G. (n.d.). Leadership theories pros and cons. Retrieved from Useem, M., Jordan, R., & Koljatic, M. (2011). How to lead during a crisis: Lessons from the rescue of the Chilean miners. MIT Sloan Management Review 53(1), Wahba, K. (2011). The Egyptian revolution 2011: The fall of the virtual wall – the revolution systems thinking archetype. Proceedings from 29th International System Dynamics Conference, Washington, DC. Retrieved from conferences/ 2011/proceed/papers/P1436.pdf Winston, B. E., & Patterson, K. (2006). An integrative definition of leadership. International Journal of Leadership Studies, 2. Yukl, G. (2010). Leadership in organizations (7th ed.) Upper Saddle River, New Jersey: Prentice Hall.

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