The article focuses on the state of leadership within organizations and aims at establishing the best rationale for measuring proper stewardship in order to foster pragmatic leadership development for any firm. As such, analysis of different presentations during an annual executive’s conference was used to gain findings of the above (Risher & William, 2002). Consequently, the survey revealed leaders provide direction, assure alignment, build commitment, and adapt to challenges although they are meant to incorporate the rest of the workforce for changes to be effected harmoniously. It also highlights the need for emotional intelligence as part of the interpersonal skills as well.


Organizations need to alter their training programs in order to reduce the dependence on seminars and workshops to instill values in their leaders. In contrast, they have to design systems of harnessing their best qualities and apply them in the businesses. In addition, senior management has to develop a democratic governance style as that would guarantee the involvement of all workers. Having such an approach would improve communication channels especially on customer feedback thereby hastening decision-making processes. Moreover, organizational development needs to be merged with leadership development to ensure that employees implement the company’s vision in line with their mandates. By so doing, leadership is institutionalized hence providing an equal platform for any member of staff to rise through the corporate ladder. As such, gaining commitment to the firm’s ideals is vital in securing the workers’ input since their work ethic would change as well.

However, continuous reference to the presentations during the summit blurs the author’s opinions from standing. They make it harder for the reader to decipher the authors opinions since they seem meshed up with those provided by the guest speakers. Similarly, the rhetorical scenarios provided, as a guide to making decision about the need for eliminating individualism and embracing a group identity are inconclusive thus lacking the gravitas to form an objective conclusion. As such, the article could have been organized in visible outlines detailing the remarks made during the summit and then offering assessments of the findings in other sections for the reader to make correlations. Additionally, it would have been prudent to offer alternative angles to the rhetorical scenarios used as cases studies thereby making it easier to take a position on any issue. By so doing, the article would be interactive and more beneficial.


The author could have provided the ethical implications of an organization creating a personalized line of succession thereby offering insight into the office environment created by such a structure. Accordingly, an assessment of the viability of organizational development would suffice in the face of a rigid corporate culture in which the search for employee commitment as stated above would be tested. Such an approach would be beneficial to companies that are family owned since they have a clear line of transition among the founders (Berke, 2005). Therefore, future research should focus on the merits of offering leadership positions to current members of staff as opposed to outsourcing leaders. Such a study would be integral in assessing the need to balance employee morale as well as facilitating the firm’s sustainability in a harsh economic environment. As such, knowledge in the area could be expanded by examining the duration such opportunities would be offered and the immediate concerns of both workers and the corporation. By so doing, a balance can be struck that lays emphasis on leadership capabilities as well as profitability.
















Berke, D. (2005). Succession Planning and Management: A guide to Organizational Systems and Practices. Greensboro, N.C: Center for Creative Leadership.

Risher, H. & William, G. (2002). Current Practices. Human Resource Planning, pp. 4-6.

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