The Power of Leadership
09/01/2012
The Power of Leadership Styles
Kaplan University
Socially Responsible Leadership
Authored by: Sherrie Morey
Abstract
Leadership involves the use of non-coercive influence and the characteristic qualities of the person who is perceived to use influence successfully. Theories of leadership have numerous approaches beginning with traits and behaviors to modern contingency and transformational approaches; all which embrace leadership style, effectiveness and power. The effectiveness of leadership in public sector leader is reflected through the societies or communities for which they serve. Urban renewal as we know can have positive or negative results. The two outcomes depend on the leadership styles of those who implement them. The focus of this paper is about land use policies in New York City and how two powerful leaders Robert Moses and Majora Carter addressed two key policy issues and how each handled them. In conclusion, I hope to provide an insight for a better understanding how these powers can implement change that forever can affect entire communities.
Robert Moses (1888-1981) known as the “Power Broker” spearheaded an aggressive highway expansion campaign between the 1930’s to the 1970’s in New York and New York City where he worked in public works during a time progressivism was a movement of reform. Moses was an idealistic who became an observer for the governor at the time Al Smith (1873-1944). Moses had a vision of building extraordinary bridges and roadways to outlying islands that would make New York City united in lieu of the mass production that was rapidly growing. Moses learned what political power could do in order to achieve what he wanted. He was known for his skill in drafting legislation and found this power when working with Smith. Moses finds a clause in the state law that allows a government official to appropriate the land with the owner having to apply if he wants compensation and crafts a bill for the
The Power of Leadership Styles
Kaplan University
Socially Responsible Leadership
Authored by: Sherrie Morey
Abstract
Leadership involves the use of non-coercive influence and the characteristic qualities of the person who is perceived to use influence successfully. Theories of leadership have numerous approaches beginning with traits and behaviors to modern contingency and transformational approaches; all which embrace leadership style, effectiveness and power. The effectiveness of leadership in public sector leader is reflected through the societies or communities for which they serve. Urban renewal as we know can have positive or negative results. The two outcomes depend on the leadership styles of those who implement them. The focus of this paper is about land use policies in New York City and how two powerful leaders Robert Moses and Majora Carter addressed two key policy issues and how each handled them. In conclusion, I hope to provide an insight for a better understanding how these powers can implement change that forever can affect entire communities.
Robert Moses (1888-1981) known as the “Power Broker” spearheaded an aggressive highway expansion campaign between the 1930’s to the 1970’s in New York and New York City where he worked in public works during a time progressivism was a movement of reform. Moses was an idealistic who became an observer for the governor at the time Al Smith (1873-1944). Moses had a vision of building extraordinary bridges and roadways to outlying islands that would make New York City united in lieu of the mass production that was rapidly growing. Moses learned what political power could do in order to achieve what he wanted. He was known for his skill in drafting legislation and found this power when working with Smith. Moses finds a clause in the state law that allows a government official to appropriate the land with the owner having to apply if he wants compensation and crafts a bill for the