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Example research essay topic: Values And Beliefs Group Of People - 1,998 words

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An Exercise in Ethnography I chose a student union meeting for my exercise in ethnography. I got interested in leadership that how the students learn to be leaders. I visited two meeting sessions to collect the information necessary to make the ethnographic analysis. I found out that the essence of the leadership lies primarily in the vision, beliefs and high expectations of the young leadership organization.

All these aspects I will discuss later in my paper. As a guide line for my research, I took a published research of John Manen. In his work, he considers the "three moments of ethnography. " The first moment refers to data collection, the second moment is the writing of the ethnography, and the third moment is in the reading and reception of the text by various audiences. Each of these moments seems to possess its own unique hazards.

In ethnographic studies, the orientation of the researcher is termed etc or email. An etc orientation is a view from an outsider's perspective. 1 Ethnographic research is similar to other qualitative research methods because the researcher becomes part of the cultural scene and, therefore, is deemed an instrument of research. It is said that a researcher must go into the field to observe and interview people from the culture of interest. There is much to say about ethnography. The characteristic of ethnography is data collection and analysis.

As one type of data provides new information, this information may stimulate the researcher to look at another type of data or to elicit confirmation of an interpretation from another person who is part of the culture being studied. The researcher may want to examine previous performance evaluations, accreditation recommendations, or even committee minutes to gain additional insights into current relationships. Ethnographic research is very broad. Similarly, the definition of culture is broad and encompasses many different attributes. John Manen describes ethnography as a qualitative research method that is used to describe a culture. Culture has many definitions but usually consists of origins, values, roles, and material items associated with a particular group of people.

In our case, this group of people are the young leaders of the student body who are looking for the improvement of student life and self-actualization. But the ethnography, according to John Manen, makes us always doubt about the true motivations of this activity. Nevertheless, I will look closer at the leadership culture and will consider some material that I gathered during the meetings. John Manen says that ethnographic research describes a variety of aspects and norms of a cultural group to understand the people undo observation. (1). Usually, people who practice ethnographic research have to live in the community which they investigate. Ethnographic research focuses on different cultural norms and behaviours to obtain understanding.

In my research I understood the importance of clearly stated goals and objectives in the leadership. One published study by Roueche and Baker also considers the student leadership theme. In their work, they use meta-ethnography. It is explained as a method to conduct a synthesis of qualitative research and other secondary sources as a counterpart to meta-analysis for quantitative research. The literature on transformational leadership and related sources on community college leadership provided the data for the study, which were analysed using open coding and the constant comparative technique to produce a profile of leadership.

The profile rests on seven major themes that the author describes and elaborates upon in terms of connecting concepts and how community college leaders can apply them: creating a shared vision, communicating it, building relationships, developing a culture, guiding implementation, exhibiting character, and achieving results. 2 Roueche and Baker focused on leadership in community colleges and identified the importance of shared vision and other factors in transformational leadership. Much has been written about the characteristics and actions that define a transforming leader, but few community college leaders have the time to study and synthesis the available literature on leadership. This report describes a meta-ethnographic study of the leadership literature that was conducted to identify the themes, patterns, and connections that define transformational leadership. This information was developed for used by community college leaders who find themselves change as they move into the twenty-first century. Research Design The purpose of this study was to analyse and synthesis the research literature about transformational leadership and to identify the patterns and connections that describe transformational leadership. (2). The files of analysis were combined into a catalogue to enable cross-file analysis.

The first step in the process was open coding. The content of each line or set of lines (segment) of a passage in the research literature was assigned a code to identify keywords, concepts, and impressions. The process could be interrupted any time and continued later. The results were printed for verification and correction.

Segments were sorted and retrieved by code words. Each search provided summary information and references to (a) the source of each segment, (b) coded identifiers, and (c) nested and overlapped segments. Results were reviewed on screen or paper. To ensure that the referenced text was consistent within each code, segments with the same code were compared.

This study used the constant comparative technique to assess the results of each iteration of the leadership analysis. 3 My role in the new culture of the young leaders was an observer, or it is rather to say a listener. I could not have much influence or affect on the situation, because most of the participants were also listeners. "The ability to listen is key... very key... I think listening is more important than speaking." A leader listens to fully understand the perceptions of followers, their needs, and their concerns. This requires asking probing questions and feedback, as well as thinking reflectively to enhance understanding. Such leaders display a willingness to be influenced and to use their understanding to further shape the vision, ever increasing the shared nature and support for the vision.

Only few people at the meeting were engaged in the project development. They had speeches which were intended to persuade listeners that the organisation has the vision of the future development and clearly knows its goals. They stated the results as the proof of they vision which were achieved during the last period of two months. The only affect that I could make is that I could support their beginnings by my presents, as they encourage listeners to come; and it looks like they are happy when somebody takes careful notes. I saw that they try to unit active and willing people to create some kind of synergy to achieve common goals. I also saw that the opportunity to speak to the public is a good school for the people who want to master the speech and ability to motivate people.

The skilled leader inspires followers, provides encouragement, and enhances motivation. It makes the followers to act. Transforming leaders illustrate the vision, values, and beliefs by using many techniques like telling stories, arranging ceremonies, celebrations and traditions. Their expectations are very high. The young leaders are lead by example.

These leaders are aware that their actions are analysed and interpreted for consistency with the expectations. Consistency helps build trust. The leaders frequently use symbolic actions. I think, it is the time to pay more attention to the prime engine of the organisation.

This engine is the vision of the community. According to the words of the president, whom I managed to ask a couple of questions: the vision provides a descriptive picture of the organisations potential future. That vision may originate with the person at the head of the organisation, but often is a collection of ideas shared by the leader and numerous members. By synthesis ing these ideas and elevating them in a way that touches on the needs and dreams of the people willing to do something.

Shaping culture contributes to building relationships and internal ising commitment to the shared vision. Leaders must be clear about their own values and ensure that their behaviour consistently reflects those values. Some key values identified with transforming leaders are treating people with dignity and respect, dealing with social injustice, altruism, fairness, justice, liberty, human rights, honesty, integrity, and equality. Organisational policies and programs are directly based on these shared values and beliefs. The primary means of shaping culture is through interactive communication, including symbolic action, as described above. As followers interact with leaders and others, tell the stories and myths, and participate in the rituals and ceremonies, the values and beliefs are reinforced and institutionalised.

Just as all actions of a leader can be interpreted as symbolic of the culture by followers, all actions potentially affect the shape of the organisational culture. 4 Leader description leads to the importance of having vision for an organisation. Transforming leaders are sincere, personable, and caring. These leaders respond to the needs and interests of others. They enable, empower, and challenge followers. The mutual relationship is equitable and considerate, showing genuine concern for others. Transforming leaders provide support, and they are helpful to others, including coaching and teaching.

In addition, because they challenge followers to stretch and take reasonable risks, these leaders are forgiving when efforts do not succeed as expected. The leaders emphasise recognition, intrinsic rewards, and professional development opportunities. Over time the vision becomes a source of energy and even excitement for the group that gives meaning to their work. As the group embraces the vision, it begins to take on a life of its own.

In the best cases it becomes a shared vision, elevated beyond the original concepts of either the leader or the led. Such a purpose transcends the individual. It is elevating, enduring, and transforming. Both the leader and the led elevate their sense of purpose to one that is more enduring, thus transforming each other.

The shared vision is related to, but distinct from, the college mission, which is defined in terms that answer the question, "What business are we in?" The basis for shared vision derives from values and beliefs of the leader and the followers. These create meaning and become powerful forces shaping behaviour in organisations. Coming back to Roueche and Baker research, it must be said that the shared nature of the vision is creating a sense of community. One more characteristic of the leadership theme involves change. The shared vision provides direction and focuses attention on the proposed changes. The changes are described as opportunities and adventure.

The shared vision helps clarify new expectations for both leaders and followers. Individuals expect to make a difference, to create reform, to innovate. However, the goals or issues may also permit the college to articulate a vision of the future. In addition, when participants engage each other in establishing and achieving a shared vision, the dynamic nature of the process may result in an evolving vision as times and circumstances change. The enduring nature of higher purpose and shared values provides a stable foundation to assess the need for changing the vision and the direction it should take. (2). Comparing my observations with the mentioned research, I can say that the vision develops first through dialogue.

To keep the dream alive, it must be represented in many forms. Communication regarding the vision is used to inspire and motivate both followers and leaders. The shared visions nearly always include high expectations. The organisations vision becomes vital for sustaining the idea of leadership. Community colleges often use these approaches to promote student success and institutional effectiveness, bringing the meaning into the student life. Words: 1, 910 Bibliography: Birnbaum, R.

How academic leadership works: Understanding success and failure in the college presidency. San Francisco: Jossey-Bass. Bogdan, R. C. , & Bible, S. K. , 1992. John Manen.

Meta-ethnography: Synthesizing qualitative studies. Newbury Park, CA: Sage. Parnell, D. , 1995. Rossman, G.

Designing qualitative research. Beverly Hills, CA: Sage. Miles, M. B. , & Huberman, M. , 1994. Roueche and Baker. Leadership.

New York: Harper & Row. Delta, R. J. , 1994.


Free research essays on topics related to: shared values, transformational leadership, group of people, values and beliefs, shared vision

Research essay sample on Values And Beliefs Group Of People

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