Practical Windows Security Assignment Example | Topics and Well Written Essays - 2500 words

Practical Windows Security - Assignment Example If a statement from a security prospective integrates Common Vulnerabilities and Exposures identifiers, we can then rapidly and exactly get admittance to the predetermined information in one or else more isolated CVE-compatible warehouses, ways and services to rectify the difficulty. In addition, through Common Vulnerabilities and Exposures, our tools and services are competent enough to "respond" (i.e., swap data) to each other. However, we will be acquainted with precisely what each take in for the reason that Common Vulnerabilities and Exposures offers us a level of comparison proposed for evaluating the behavior of our tools. This outlines that we are proficient to find out which tools are mainly effectual and suitable for convening our businesss requirements. Briefly explaining, Common Vulnerabilities and Exposures compatible benefits, tools and databases will offer us much better reporting, fairly easy capability to share and make use of information, and improved safety (IPA, 2 009), (Skoudis, 2010) & (Mitre, 2010) Common Vulnerabilities and Exposures is an industry which is authorized by the CVE Editorial Board and by many associations and organizations that have confirmed their goods CVE-compatible or else incorporate CVE identifier in their retailer observant as well as safety consultants. Common Vulnerabilities and Exposures content must be accepted by the CVE Editorial Board that generally includes prime professionals from the information security society (Mitre, 2010). This report is designed to provide deep and comprehensive analysis of some of the main issues and areas of the Practical Windows Security. In this report I am going to discuss and analyze some of the prime aspects of Common Vulnerabilities and Exposures (CVE) and its connection to the Windows security management as well as organization. For this reason I will assess one of Windows security aspects

Integrated Marketing Communication Project Essay - 1

Integrated Marketing Communication Project - Essay Example Software packages like SIEBEL and others are being used by the organizations in this regard. The present section would analyse the customer relationship management techniques employed by Apple Inc to maintaining relationships with their existing customers and to increase their loyalty towards he brand. Loyalty Programs of Apple Customer loyalty programs at Apple largely focus upon creating a unique image of the product in the minds of the customers. In this regard Apple focuses upon its mass appeal and its immense brand image to foster a spirit of loyalty among the customers. The podcasts programs initiated by the company also is a step towards using the internet technology as a means of inculcating loyalty and a mutual and cordial relationship with the customers that helps induce repeat purchases. There are many value added offering with products like Mac that includes software packages for the repeat customers (Kotler, 2010, p.168, 169). Apple does not believe in a traditional rewa rd program in which organizations provide price rebates, discounts and other offers. However the company tries to gain loyalty of the customers by virtue of its positioning as an innovative and a ‘cool’ product that is perhaps unmatched by any of its competitors in the market. The company has however harnessed the benefits of the online channel to gain loyalty of the customers. The App store launched by the company is an important step towards maintaining a close and cordial relationship with the customers of the organizations in an attempt to ensure customer loyalty. The company hosts web forums and other discussions for the existing customers of the company. These also include rewards for repeat purchases including price discounts as well as add on services that tend to increase the value offering of the organizations and its products to the prospective customers of the organization (Franzen & Moriarty, 2008, p.335-336). Apple also uses CRM software packages like Heap CRM that have been developed by the company management itself. However the company does not rely heavily on aspects of data mining and most of its loyalty programs are based on its product strategy and integrated marketing communication rather than aspects of data mining. The company believes that by providing unique and innovative product design and attractive features would largely help it to retain its existing customers as the new products would always have a ‘wow’ factor that would automatically attract customers. In addition the company also believes that by using the media channels it can creates hype for its products before the launch that would automatically draw customers. This strategy has been very successful till date that can be reflected by the popularity of the products during the launch date. The launch of Apple’s product makes it resemble like an annual festival that draws the attraction of the customers worldwide (Apple, 2011). However the com pany lays strong emphasis in not only maintaining a cordial relationship with the customers but also goes about maintaining a cordial and a mutually beneficial relationship with the suppliers who also form a part of the core stakeholders of the organization. Apple lays strict quality standards for its suppliers and also accepts only those

Project breif Literature review Example | Topics and Well Written Essays - 2250 words

Project breif - Literature review Example This research proposal concerns the conduct of a dissertation involving the investigation, assessment and analysis of various challenges involved in the management of government projects in Saudi Arabia and the provisioning of appropriate recommendations for their successful management. As a means of reducing inefficiency and maximizing productivity, stakeholders throughout the business world have come to appreciate the power of timely and relevant project management theory (Al-Otaibi et al., 2013). As such, globalization has created a situation in which firms from around the globe integrate with businesses and projects in other countries. Therefore, engaging in a deeper and more efficient means of globalised project management is a step towards modernization and development; a goal towards which this proposal is fundamentally directed. While the implementation of infrastructural projects is undoubtedly increasing in the developing and emerging economies, project management in these countries is associated with a number of specific challenges (Frame, 2002). Such challenges increase when projects are undertaken for governmental organisations and departments (Frame, 2002). Extensive project work is occurring in Saudi Arabia, with the Kingdom’s government focusing on building infrastructure in areas of power generation, transportation, roads and medical facilities (Meed Media, 2013). Whilst project activity in the country does provide strong opportunities for project management organisations, the successful execution of such projects involves the anticipation, recognition and overcoming of diverse types of challenges with specific political, bureaucratic and legal ramifications (Meed Media, 2013). The proposed research study aims to examine the various challenges associated with management of government projects in Saudi Arabia and the providing of appropriate recommendations for overcoming

Similarities Between Judaism And Christianity Religion Essay

Similarities Between Judaism And Christianity Religion Essay The creation of the universe still remains a mystery to many of us. Almost all mankind is obsessed with trying to discover how the creation of everything that exists came about. Some are convinced about the divine existence of God while others are atheist. The religious people are also faced with many differences and disagreement about the existence and the nature of the real God. The purpose of this paper is to compare and contrast two specific characteristics that are evident in Christianity and Judaism. As much as there are differences between the two religious groupings, there are also similarities between them. This is because, Christianity emerged and protested from Judaism, but it is not a continuation of Judaism as some people would suppose it to .Therefore, there are various characteristics that makes the two different. The first characteristic is how they define sin and the second is how they define atonement and religious human intercession. Similarities Between Judaism and Christianity Both religions define sin as rebellion, and God has made his will to be known to all people through His word. Acting contrary to this set will against God is a sin. Although Wyschogrod states that Judaism doesnt take the consequences of sin seriously, Plantinga feels Christians should go back to their original religion so that they can understand the consequences of sin. Therefore, both believe that sin has its consequences. God is all powerful and supreme, the only thing he can do is to allow people to sin but he limits the freedom. One of the reasons for allowing the people to sin is so as He can demonstrate his will and achieve his objectives; which could be to demonstrate his love since his lover supersedes his hatred. Therefore both religions believe that God is a God of mercy. God has provided atonement in order to reconcile all his people with him. This shows that whenever people are engaged in sin and have a deep repentance for it, there is a way out for both religions. This cleanses and erases all the sins and the makes man right with God. They both believe that in order to be forgiven, faith must be incorporated with the atonement. Since there is a continuous behavior of rebellion, both religions believe that they live under two principles which include being loyal to God and being rebellious. Therefore, sin is a continuous process and cannot be avoided by any human being.Because of this repentance must be done regularly. Differences in Judaism and Christianity In regard to Sin, Christianitys center of attention is found on The Original Sin which is the sin that committed by Adam and Eve while they were in the Garden of Eden and continues on from that generation to this generation we are living today .While Judaisms center of attention on Sin which means the continuous sins committed after a person is born, thus proving that at birth a person is with no sin. Therefore, according to Judaism, repentance is done for disobedience done either intentionally or unintentionally after the person is born while for Christianity, repentance is done for an entire persons life since his birth even to the extend of repenting the sins of a former generation. While reviewing the Holy Bible in Genesis chapter 3, the two religions interpret this differently. According to the Christian perspective, when Adam and Eve sinned, the glory of God in them was taken away, thus making the whole creation perverted. While in Judaism, when Adam and Eve sinned, God made them to suffer the consequences by only chasing them out of the Garden of Eden but never meant that sin will follow their forthcoming generation. Christianitys element of redemption that is meant to return the glory of God which was lost after Adam and Eve sinned in the garden of Eden is only through Jesus Christ who is claimed to be God in the flesh and a part of the Holy trinity, cleanses the sins of the whole world for those who accept this redemption. The Judaism element of redemption is done through is through prayer which cleanses the sin impartially, and full cleansing is done after they ask for forgiveness from the people. According to Judaism Jesus was just a good man and was not reincarnation of God into mankind, he has no powers to save souls as Christianity perceives and believes it to be, and he never resurrected from the dead. Since piece has never reigned in this world. Judaism has never approved Jesus as the Prince of Peace and the Messiah. They claim that the Prince of Peace shall rule the world later and peace shall dominate this whole world. But Christianity believes Jesus as the Prince of peace and the promised Messiah and all them that accept this divinity have peace in their minds and souls. Furthermore, Judaism continues to state that God is one. God cannot be made of three parts which are termed as the Holy trinity, even though Christianity claims it to be a mystery. They claim that this can be compared to pagans who worship many god and that the capacity of claiming that God is in three parts diminishes the preeminence of his power. Therefore, it has no room for Jesus having a position of being God the Son. This is opposed by Christianity since according to the Bible in the Book of John 1:1, 14 which claims that In the beginning there was the word, and the word was with God and the word was God. The word became flesh and dwelt among us in this world. As much as there are differences and similarities, only time can tell since Christianity is based on faith. There is no religion that can be placed above the other. Its hard for worshipers also to judge themselves since they can not identify and accept easily their shortcomings since it may be to their disadvantage. Therefore, judgment is left to God alone.

Health Pathway Case Study Essay examples -- Nursing and Midwifery Prof

This paper discusses the unsatisfactory professional conduct displayed by the Clinical Specialist nurse (CNS) in the provided case study. There are four main points of conduct that need to be discussed firstly the lack of an appropriate assessment of the patient’s condition being undertaken. Secondly the obvious lack of appropriate documentation that was recorded during and after the consultation. Thirdly the fact the medical officer (MO) was never informed nor did any requests be made for the doctor to examine the patient. Finally the illegal dispensing of an S11 prescription drug that being the Panadeine Forte the CNS gave to the client at the hospital and the packet she dispensed for him to take home. The nurse did not â€Å"practise in a safe and competent Manner† (2013, p. 2), â€Å"in accordance with the standards of the profession and broader health system† (2013, p. 2) nor did she†practise and conduct herself in accordance with the laws relevant t o the profession and practice of nursing† (2013, p. 2). These are Statements 1, 2 and 3 consecutively of the code of professional conduct for nurses in Australia. Unsatisfactory professional conduct can be defined as any practice under taken by a health professional which is deemed considerably below the standards expected of said professionals training and experience or includes any violations of National law, and/or breaches of the code of professional conduct for Nurses and Midwives in Australia (2013, p. 2) (Professional standards) (Definition of Unsatisfactory Professional Conduct and Professional Misconduct). In this case the CNS stated she had around twenty years’ experience in Emergency Nursing including taking an advanced trauma course (2012, p. 8)Thereby not acting within he... ...ved May 1st, 2014, from Australasian legal infromation institute: http://www.austlii.edu.au/au/legis/nsw/repealed_act/nama1991223/s4.html planning, S. a. (2012, April 10th). Rural Adult Emergency Clinical Guidelines 3rd Edition Version 3.1 2012. Retrieved May 5th, 2014, from NSW government health: http://www0.health.nsw.gov.au/policies/gl/2012/pdf/GL2012_003.pdf Professional standards. (n.d.). Retrieved April 15th, 2014, from Nurses and midwifery board New south Wales: http://nursesstaging.elcom.com.au/professional-standards/default.aspx Services, L. a. (17, November 2013). Medication Handling in NSW Public Health Facilities. Retrieved May 10th, 2014, from NSW government Health: http://www0.health.nsw.gov.au/policies/pd/2013/pdf/PD2013_043.pdf Staunton, P. C. (2013). Law for Nurses and Midwives (7th ed.). (D. Vukelich, Ed.) Chatswood, NSW, Australia: ELsevier.

Pepsi vs Coke Brand Positioning

Week 5: Branding and Positioning Reading: * Articles – Please be sure to read all articles and view all videos listed. They are short but insightful. 1. Interbrand Names 100 Best Global Brands http://www. marketingpilgrim. com/2010/09/interbrand-names-100-best-global-brands. html 2. What P&G Taught Me About Brands http://maxbrandequity. com/Documents/What%20PG%20taught%20me%20about%20Brands. pdf 3. The Power of Brand Equity http://www. thinkingleaders. om/archives/964 Questions: Write what you believe are the current global brand positionings for Coke and Pepsi (the brands, not the companies)? Few other companies in the world have been able to construct and manage their brands as well as these companies. Much of the successful of these companies can be attributed to way in which they have managed their soft drink brands. Coke has positioned itself as an integral, crucial part of people’s everyday lives.The brand, particularly through its commercials, creates intimac y with its consumers by evoking memories and experiences with the brand and their unique selling proposition â€Å"live the Coke side of life† is a prime example of this. It’s an invitation to live on the positive side of life, with Coke. It invites people to create their own positive reality and overall says, only Coke will do because essentially, Coke is happiness in a bottle. Importantly, from a global marketing perspective, it allows each country the opportunity to interpret their own moments of happiness and the brand’s role in those moments.Pepsi’s new global brand positioning (announced this year) is reflected in their caption â€Å"Live for Now† which invites and inspires Pepsi fans to live each moment to the fullest through a breadth of global, pop-culture platforms, including relationships with music and entertainment brand evangelists, digital innovation, epic events and unique partnerships. This positioning enables the brand to pursue n ew partnerships with some of the world’s leading artists and entertainment properties.Do you believe the global positioning is different from the positioning these brands are utilizing in your home country? If yes, please provide the positioning in your home country and explain why you think it is different. The global positioning of Coke and Pepsi is the same around the world by way of general theme and overall message, however due to the differences in culture and society across the globe, the execution of the company’s respective positionings must be different for each of the markets that they serve.As each country/region of the world is quite different, it is imperative that the message is tailored in a way that is relevant and best captures the target market. For example, the recent Coke advertisement in Australia depicts a group of friends playing around on a boat off the coast (presumably of Australia) which clearly taps into the Australian beach culture. This m essage of joy and happiness is still carried but it’s made more relevant to the particular market which it is serving by the way in which the message is constructed and contextualised.The Interbrand report indicates that the Coke brand is much more valuable as an asset than the Pepsi brand. Please explain why you believe this is true, being sure to comment on: a. Strength of positioning – Coke has positioned itself more emotively than Pepsi as is evident in many of Coke‘s advertisements over the years which moreso depict the human experience through a strong emphasis on families and the community. b.Key points of parity and points of difference – both emotive in their message, but different in that Coke really taps into the general consumer’s happy experience with the brand, whereas Pepsi I believe is more targeted (particularly to the youth market) and has the image of being high-energy and action-oriented, and I think a large part of their target audience associate themselves with the brand because of that image. They are similar in that both brands consider themselves to be bold and refreshing. c.Whether any of these points of difference are competitive advantages – Coke’s positioning, with its strong association to feelings of joy and happiness, I believe gives it a competitive advantage in that these feelings and positive connections with happiness give it timeless appeal, whereas Pepsi seems to be more in-the-moment and almost â€Å"timely† by comparison. Coke, I feel, represents a state of permanent happiness whereas Pepsi is all about excitement, which we all know, is an emotion that is often fleeting. This position of happiness/longevity, I believe, is more attractive to consumers. . Line extension strategy Having a strong brand that consumers are loyal to allows an organization to extend its line of products and bring to market new products more easily.If Coke’s brand is stronger and bette r positioned (which I believe it is), then by extension, it will be of greater value since the introduction of new products can more easily be made, and therefore, new revenue streams open up for the company. There are, of course, risks associated with line extension, however if managed well, leveraging an existing brand can be of enormous financial benefit to a company. . International presence – I think Coke’s broader appeal to such human states as joy and happiness allows the brand to resonate more strongly across cultures whereas Pepsi, with its greater reliance on pop-culture and entertainment artists makes it more restricted in its global reach. Clearly, Michael Jackson will have less appeal in a developing country than in the United States, however Coke’s association with feelings of joy, family and life more generally can, as a message, be more easily carried across borders and into countries.

Gender and Leadership: Literature Review

Gender and Leadership Literature Review 1. Introduction Leadership theories and literature describe what leaders should do and on the other hand literature also exists on what leaders actually do, the former are prescriptive and the latter are descriptive (Bratton et al; 2005). Leadership style is a relatively consistent set of behaviours that characterise a leader (DuBrin; 1995). The main leadership theories encompass the trait, behaviour, contingency, power influence, and gender influence and exchange leadership perspectives. This paper focuses on transformational leadership and thus will detail the theory underpinning transformational leadership vis a vis gender differences in leadership. A brief discussion on Leadership effectiveness as it relates to gender and Leadership styles will also be shown. In a study of gender and leadership styles it is important to highlight the deeper foundations that have a bearing on why men and women may lead differently. One of those causes has been found to be culture; a brief review of this construct and its’ bearing on gender has also been outlined in this section. . 2Gender and Leadership Swanepoel et al (2003) define gender as a â€Å"demographic factor that may influence Human Resources Management in organisations and which can lead to similar problems of discrimination in the workplace†. DuBrin (1995) state that the terms sex and gender arouse controversy both scientifically and politically. He further states that the term gender refers to perception s about the differences among males and females whilst sex differences refer to actual tangible differences such as the fact that the mean height of men is greater than that of women. The terms gender and sex are, however, often used interchangeably. Task and interpersonal styles in leadership research are obviously relevant to gender because of the stereotypes people have about sex differences in these aspects of behaviour (Ashmore, Del Boca, & Wohlers, 1986; Eagly & Steffen, 1984). Men are believed to be more self-assertive and motivated to control their environment (e. g. , more aggressive, independent, self-sufficient, forceful, and dominant). In contrast, women are believed to be more selfless and concerned with others (e. . , more kind, helpful, understanding, warm, sympathetic, and aware of others' feelings). Although democratic versus autocratic style is a different (and narrower) aspect of leader behaviour than task-oriented and interpersonally oriented styles (see Bass, 1981), the democratic- autocratic dimension also relates to gender stereotypes, because one component of these stereotypes is that men are relatively dominant and controlling (i. e. , mor e autocratic and directive than women. Bratton et al (2005) highlight a study conducted by Schein (1975) who extended the gender issue in Leadership further with the results confirming that to both the male and female managers who participated in the study; being a successful manager meant being masculine in terms of stereotypical behaviours (Bratton et al, 2005). Wajcman in Bratton, Grint and Nelson stated, â€Å"Some leadership behaviours are interpreted differently depending on the gender of the leader. For example, a particular action seen as â€Å"firm† when displayed by a man (e. , banging the table top with the hand) might be termed â€Å"hysterical† when displayed by a woman. † (Bratton et al; 189). Women are said to find participative management more natural than men because they feel more comfortable interacting with people and that their natural sensitivity encourages group members to participate in decision- making (Dubrin; 1995). Yet as women move up the corporate ladder, their identifica tion with the male model of corporate success becomes important and may even reject the few feminine traits that they may earlier have endorsed. Bass (1998) in his review of studies other than his own concludes that there is no consistent pattern of male-female differences in leadership styles. Modern theory proposes that women lead differently than men (Bratton et al; 2005). This theory tends to promote the idea that women have the characteristics and skill that are necessary for effective leadership and that these skills and characteristics include a more interactional leadership style, the ability to build consensus, a tendency to empower others, and a greater ability to nurture others (Bratton et al; 2005). Robbins (date) in Swanepoel et al (2003) points out that the similarities between women and men tend to outweigh the differences, and that these differences suggest that men are comfortable with a directive style while female managers prefer a democratic style (Swanepoel et al; 2003). The gender perspective argues that women leaders have an interactive, people centered, participative management style. Women leaders are associated with consensus building and power sharing. Views in favour of the gender perspective advocate for equal opportunities at the work place; full utilization of women to utilize available human resources; acknowledgement of the â€Å"special contribution† women can make the work place due to their leadership style and alternate approaches to situations (Bratton, et al; 2005). Swanepoel et al (2003) state that in general women follow a transformational leadership style, which emphasises followers, consensus, and the use of charisma, personal reference and personal contact to enhance interpersonal relations and to influence followers. Men, however prefer a more direct style where job performance is seen as transactional and they also tend to use formal position, power and authority to control people. To tackle the question of whether men and women have different leadership styles, Eagly and Johnson conducted a 1990 review of leadership studies. Notably, although lab studies viewed women as both interpersonally oriented and democratic and men to be both task-oriented and autocratic, field studies indicated a difference on only one of those dimensions: The omen were found to be more democratic, encouraging participation, and the men were more autocratic, directing performance. http: www. psychologymatters. org/womanboss A 2003 meta-analysis extended those results and indicated that women were slightly more likely than men to have the transformational leadership style. Women also appeared to reward good performance more than men, a very positive part of transactional leadership. Men were more likely to criticize subo rdinates and be less hands-on, styles found to be ineffective. http: www. psychologymatters. rg/womanboss. However, psychologists caution against concluding that women or men have some sort of natural or inherent leadership style. There is a possibility that women, knowing how negatively people respond to â€Å"bossy† women, soften their approach. Additionally, the research shows only averages, or tendencies, for each sex. Some men will have more â€Å"feminine† management styles; some women will have more â€Å"masculine† management styles. (http: www. psychologymatters. org/womanboss) Eagly's advice is to be careful about the power of perception. She says that even though the research found some differences in leadership style, â€Å"the sex differences are small because the leader role itself carries a lot of weight in determining people's behaviour. † She concludes that women are in some senses better leaders than men but suffer the disadvantage of leadership roles having a masculine image, especially in some settings and at higher levels. Stripping organizational leadership of its masculine aura would allow psychologists to get a clearer picture of any true differences between men and women. http: www. psychologymatters. org/womanboss) Eagly and Johnson highlighted the following summaries from their review;† The preponderance of available evidence is that no consistently clear pattern of differences can be discerned in the supervisory style of female as compared to male leaders† (Bass, 198 l, p. 499);†There is as yet no research evidence that makes a case for sex differences in either leadership aptitude or style† (Kanter, 1977a, p. 199); â€Å"In general, comparative research indicates that there are few differences in the leadership styles of female and male designated leaders† (Bartol & Martin, 1986, 19. 278). However Quantitative reviews of this research have established the presence rather than the absence of overall sex differences (Eagly, 1987; Eagly & Wood, in press; Hall, 1984). These differences, although typically not large, tend to be comparable in magnitude to most other findings reported in social psychological research. (http: www. psychologymatters. org/womanboss) 3. 3 Cultural Dimension – the link to gender Several theories have been put forward to account for gender differences including biological differences, differences in early childhood and the fulfilment of culturally prescribed gender role expectations. Thomas and Bendixen (2000) refer to Thomas and Ely (1996) who capture the essence of cultural issues in organisations when they state that employees make choices at work based on their cultural background (Thomas and Bendixen; 2000). It is thus important for organisations to understand these values that employees bring into the workplace (Thomas and Bendixen; 2000). Thomas and Bendexin (2000) also lean on Trompenaars (1993) who identified different levels of culture, noting that national culture is at the highest level whilst organisational culture is at the next level down in the hierarchy of culture. Gender related differences in leadership styles may have a foundation in culture. Schein (1990) defines organisational culture as â€Å"a pattern of basic assumptions, invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore is to be taught to new members as the correct way to perceive, think and feel in relation to those problems. † (Schein, 1990; 111). He further identifies three levels at which culture manifests itself as observable artefacts, values, and basic underlying assumptions (Schein, 1990). Observable artefacts are things that one sees or feels upon entering an organisation. This includes the dress code, the physical layout, the smell and feel of the place to the more tangible things such as the annual reports and company records (Schein, 1990). â€Å"Through interviews, questionnaires, or survey instruments one can study a culture’s espoused and documented values, norms, ideologies, charters, and philosophies. (Schein, 1990; 112). More direct questioning can reveal the more the underlying assumptions, which â€Å"determine perceptions, thought processes, feelings and behaviour† (Schein, 1990; 112) For Edgar Schein (1985) the transformation that matters is a change in the corporate culture. What do leaders pay attention to, measure, and control sends symbolic signals to the rest of the corporate culture. Ho fstede is a central figure in the development of literature on the cultural construct in leadership (Dickson, Hartog & Mitchelson; 2003). He advances the idea that cultural differences are initially encountered as differences in shared values with values being defined as tendencies to prefer certain states of affairs over others (Dickson et al; 2003). Hofstede (1980,2001) described initially four culture dimensions; individualism-collectivism; masculinity-femininity; uncertainty avoidance; and power distance and a fifth dimension, future orientation was added in later work (Dickson et al; 2003). Power distance is â€Å"the extent to which the less powerful members of institutions and organisations within a country expect and accept that power is distributed unequally†. Hofstede (in Dickson, Harthog & Mitchelson, 2003, pg 737). Uncertainty avoidance is defined as the extent to which the members of a society feel threatened by uncertain or unknown situations (Dickson et al p. 740). Individualism versus collectivism ranges from societies in which the ties between individuals are â€Å"loose† and people are expected to take care of themselves and close family only to societies that are â€Å"tight† where people expect their â€Å"in-group to look after them and they do so in return (Dickson, et al. 2003). Masculinity versus femininity ranges from societies in which social gender roles are clearly distinct to societies in which social gender roles overlap (Dickson, et al. ; 2003). This dimension has a direct bearing on gender issues in that societal roles determine gender roles and these ultimately have a bearing on the leadership style that one practices, In her exploration of African management van der Colff (2003) uses the African tree concept advanced by Mbigi (1996). According to this concept the main stem underpinning all the most important values of African History can be traced through ubuntu, which is the key to all African values and involves collectivism (van der Colff; 2003). â€Å"Traditionally African leadership is built on participation, responsibility and spiritual authority†. (van der Colff; 2003,258). Nussbaum (1996) in van der Colff (2003) is quoted as saying that African leadership requires transparency, accountability and legitimacy. The only way they can be legitimate is to be trustworthy themselves before they can expect trust from employees (van der Colff; 2003). Bass (1997) has argued that transformational leadership is universally applicable. He proposed, that regardless of culture, transformational leaders inspire followers to transcend their own self-interests for the good of the group or organization, followers become motivated to expend greater effort than would would usually be expected. While acknowledging the universality of transformational leadership, Bass recognized that cultural differences will contribute to differences at the individual level of measurement. He stated â€Å"Variation occurs because the same concepts may contain specific thought processes, beliefs, implicit understandings, or behaviors in one culture not another† (p. 132). This raises the question of the universality of gender differences in transformational leadership. Although there have been several studies on gender differences in America, unknown is the extent that these findings are replicated in other cultures. This study will show some findings of transformational leadership with a Zimbabwean sample. 3. 4. Transformational Leadership theory From a broad perspective, leadership styles can be transformational and transactional; a transformational leadership style is one that seeks to influence behaviour through inspirational and motivational means. Transactional leadership styles use contingency factors such as rewards and punishment to influence and affect behaviour (Densten, Gray & Sarros, 2002). The transactional leadership theories emphasise transactions between leaders and their followers. Transactional leaders get things done by giving contingent rewards such as recognition and pay increases. These leaders usually manage by exception to monitor performance and take corrective action to remedy poor performance. They motivate followers by clarifying role and task requirements (Swanepoel; 2003). Transformational leadership was first coined by Burns (1978) and further developed by Bass (1985, 1998) and Yammarino & Bass, (1990) with research accumulating in the area over the past fourteen years. Transformational leadership is defined in terms of four inter-related factors: idealised influence, inspirational motivation, intellectual stimulation, and individual consideration. Taken together, these sub-types are believed to represent the most effective attitudes and behaviours a leader can have. (Panopoulos; 1998). The transformational characteristic of idealised influence is based on earlier conceptualisations of charisma (e. g. House, 1977). The charismatic leader is able to inspire respect and higher order motivation in followers. The leader is able to communicate a sense of power and confidence in higher values and beliefs. The charismatic leader possesses a clear set of idealised qualities with which followers might wish to be associated (Panapoulos; 1998). The leader who provides inspirational motivation to followers is likely to speak optimistically about the future, articulating a compelling vision of what must be achieved. He motivates followers by his/her own enthusiasm. The leader is therefore not merely a distant charismatic source of referent power but is also able to directly and effectively translate his/her own enthusiasm to followers (Panapoulos; 1998). The leader must also provide intellectual stimulation to followers. In providing intellectual stimulation, the leader is said to orient ollowers to awareness of problems, to their own thoughts and imagination, and to the recognition of their beliefs and values (Yammarino & Bass, 1990 in Panapoulos; 1998). Furthermore, by providing an intellectually stimulating environment, transformational leaders are able to foster the development of creative solutions to problems, which stand in the way of organisational goal attainment. Panapoulos (1998) states that from a humanistic persp ective, the most outstanding component of transformational leadership is the leader’s individualised consideration of his/her followers. According to Bass and his colleagues (Yammarino, Spangler & Bass, 1993 in Panapoulos; 1998), a leader’s use of individual consideration is a crucial element in followers’ achievement of their full potential through a close consideration of their developmental needs. In providing individual consideration, the leader is not only aware of and sensitive to the current needs of followers, but is also aiming to elevate those needs to a higher level (in combination with the use of the other factors of transformational leadership). This can be done by coaching and mentoring, as well as by setting examples and tasks, which are developmentally consistent with the needs of each individual (Panapoulos; 1998). Gender differences in transformational leadership – A review of past research A number of authors have speculated on possible gender differences in the use of transformational leadership (e. g. , Avolio & Bass, 1988; Bycio, Hackett, & Allen, 1995), however, there has been a notable lack of evidence (Bass & Avolio, 1994). Bass contends there are none. Yet, other studies show that women develop a â€Å"feminine style of leadership,† which is characterized by caring and nurturance, and men adopt a â€Å"masculine style of leadership†, which is dominating and task- oriented (Eagly, Makhijani, & Klonsky, 1992). In a study of 345 metropolitan branch managers Carless (1998) found that: Female managers are more likely than male managers to report that they take an interest in the personal needs of their staff, encourage self-development, use participative decision-making, give feedback and publicly recognize team achievements. In summary, female managers report they use more interpersonal-oriented leadership behaviors compared to male managers (Carless, 1998). The review by Eagly and Johnson was the first systematic and comprehensive analysis of gender differences in leadership. Earlier reviews (e. g. , Bartol & Martin, 1986; Dobbins & Platz, 1986) were based on limited samples and were criticized because they failed to specify the selection criteria for inclusion in the review. Eagly and Johnson's (1990) meta-analysis of gender differences in leadership revealed mixed findings. An analysis of task-oriented style and interpersonal oriented style showed that women and men did not differ on these dimensions in organizational studies. Differences were noted for studies in which the sample did not formally hold a leadership position (experimental and assessment studies). On the other hand, significant gender differences were reported in the use of democratic leadership in organizational, experimental and assessment studies. Women used a more participative and inclusive style of leadership and men were more likely to use a directive, controlling style. Carless, 1998). Studies which have used the Multifactor Leadership Questionnaire (MLQ; Bass, 1985b; Avolio, et al. , 1995) to examine gender differences in leadership style have reported conflicting findings. Bass, Avolio and Atwater (1996) examined gender differences in leader behaviour with three samples. Sample I consisted of 79 female and 150 male upper-level leaders who worked for American hi-tec, Fortune 50 f irms. Subordinate ratings of leadership (N = 877) indicated that female leaders were rated higher on all transformational leader behaviors compared to male leaders. These findings are consistent with an earlier study of leaders in the Roman Catholic church (Druskat, 1994). Sample 2, consisted of first-level supervisors employed by a number of organizations, 38 of the leaders were female and 58 were male. Subordinates (N = 271) observed no gender differences for the subscales of Intellectual Stimulation and Inspirational Motivation, however, females were reported as higher on the subscales of Charisma and Individual Consideration. Sample 2 findings were consistent with an earlier study reported by Bass and Avolio (1994). Generally, in studies that report significant differences between females and males the effect sizes are very small and it is therefore argued that there is no practical differences between female and male leaders (Yammarino, Dubinsky, Comer & Jolson, 1997). In the third sample of 154 female leaders and 131 male leaders who worked for nonprofitable organizations (e. g. health care), subordinates (N = 913) reported no differences in the leader behavior of females and male leaders. Similary, Komives (1991) found no difference between female and male manager self-ratings of transformational leadership, with the exception of Intellectual Stimulation; women managers were found to be significantly higher than their male counterparts(Carless,1998). According to the gender-centred perspective, individual attributes vary according to their gender (Betz & Fitzgerald, 1987; Hennig & Jardin, 1977; Loden, 1985). This approach proposes that, women develop a feminine style of leadership, which is characterized by caring and nurturance, and men adopt a masculine style of leadership, which is dominating and taskoriented (Eagly, Makhijani, & Klonsky, 1992). Similarly, the social-role theory (Eagly, 1987) proposes that individuals behave in accordance with societal expectations about their gender role. Through the socialization process, people learn to conform to cultural expectations about their gender role. The feminine model of leadership includes typical transformational leadership behaviors, for example, participatory decision-making, collaboration and quality interpersonal relationships between leader and subordinate (Eagly, Karau, Miner & Johnson, 1994; Helgesen, 1990; Loden, 1985). Hence, it could be expected that females and males may differ in their use of certain transformational leadership behaviors(Carless,1998). The structural perspective suggests that the organizational role the individual occupies is more important then the gender of the individual (Kanter, 1977). Within organizations clear guidelines exist for the expected performance of managers, hence the major issue for managers is meeting the organization's expectations regarding effective management performance, not conforming to culturally defined gender roles. Assuming female and male managers occupy the same role within an organization and have equivalent access to status and power there is no reason to expect gender differences in leadership styles (Eagly, Karau, & Makhijani, 1995). This suggests that when examining gender differences in leadership behavior it is important to compare women and men who occupy the same position in the organization and are at the same level in the organizational hierarchy. (Carless ,1998). Eagly and her colleagues (Eagly & Johnson, 1990; Eagly, et al. , 1995) suggest that gender differences vary according to the extent of gender congeniality. Gender congeniality is described as the â€Å"fit between gender roles and particular leadership roles† (Eagley, et al. , 1995, p. 29). It reflects an individual's interest in a specific leadership role and appraisal of their competence to perform that role. In some organizations, such as the military, leadership positions are defined in more masculine terms than feminine. Thus, leadership positions in these organizations would be described as congenial to men. In others, such as education and nursing, leadership is defined in more feminine ways and therefore could be described as conge nial to women(Carless, 1998). 3. 5Effective Leadership Since women began to climb the corporate ladder, authorities have asked if they have what it takes to lead groups and organizations. According to the research, while men and women are equally effective in some settings, more often effectiveness depends on the fit between the setting and management gender. For example, women's typically more mentoring, coaching style is more favorably received in female-dominated professions; men's more typically â€Å"command and control† style is well received in male-dominated professions. http: www. sychologymatters. org/womanboss . In essence therefore, all things being equal, men and women are equally effective. But given varied work settings and a workplace whose top managers are still more likely to be male, all things rarely are equal. For example, women are slightly more likely to be â€Å"transformational† leaders, serving as role models, helping employees develop their skills, and motivating them to be dedicated and creative. That approach may actually be more effective in today's less hierarchical organizations. But not all workplaces are alike: The participatory style may backfire in traditional male settings such as the military or organized sports. Conversely, the command-and-control style more typical of men may backfire in a social-service agency or retail outlet. (http:www. psychologymatters. org/womanboss) A 1995 review by Alice Eagly, PhD, Steven Karau, PhD and Mona Makhijani, PhD, of more than 80 different studies found that when aggregated over the organizational and laboratory experimental studies in the sample, male and female leaders were equally effective. The leaders or managers assessed in the studies were typically first-level or first-line supervisors, with a strong minority of studies looking at mid-level managers or managers of mixed or unknown levels. The analysis also showed that women were more effective leaders in female-dominated or female-oriented settings, and that men were more effective leaders in male-dominated or male-oriented settings. Thus working in a leadership role congruent with one's gender gives the perception that one is more effective. (http: www. psychologymatters. org/womanboss) Theories of transformational leadership (e. . , Bass, 1985a; Conger & Kanungo, 1988; Kouzes & Posner, 1987; Sashkin & Burke; 1990; Trice & Beyer, 1986) have focused on identifying a range of leadership behaviors which contribute to effective performance. Although these theories differ in the leadership behaviors they distinguish, there exists a number of common themes. Transformational leaders articulate a vision, use lateral or non traditional thinking, encourage individual development, give regular feedback, use participative decision-making, and promote a cooperative and trusting work environment. http: www. psychologymatters. org/womanboss) Densten, et al. ; (2002) emphasise that successful leaders are able to build a strong corporate culture, are truth-tellers, can see the invisible, that is, spot potential winners or identify trends before their rivals or customers, are fast learners and good communicators. Leaders are expected to anticipate future events before they occur and have a vision to overcome uncertainties. Managers on the other hand are expected to run current operations effectively and efficiently (Bratton, et al. ; 2005). Darling in Swanepoel, Erasmus et al argues â€Å"a real test of successful leadership in management lies in giving, to the greatest extent possible, opportunities to others within the situational context of the firm. One does not have to be brilliant to be a good leader, but you have to understand people- how they feel, what makes them tick, and the most effective ways to influence them. †(Swanepoel, Erasmus, Van Wyk, Schenk; 359) DuBrin (1995) state that in order to be a leader one has to make a difference and to facilitate positive changes. They further state that the common characteristic of effective leaders is their ability to inspire and stimulate others to achieve worthwhile goals (Dubrin; 1995). Drucker (2004) outlines eight practices followed by effective executives. He says that they ask, â€Å"What needs to be done? † and â€Å"What is right for the enterprise†. Effective executives also develop action plans, they take responsibility for decisions and communicating, focus on opportunities rather than problems, run productive meetings and focus on â€Å"we† rather than â€Å"I† (Drucker; 2004). Drucker (2004) further explains that the first two practices gives them the knowledge they need, the next four help to convert this knowledge to effective action and the last two ensure that the whole organization feels responsible and accountable. Researchers are especially interested in the question of whether a management style more associated with women – a less authoritarian, more nurturing approach – will â€Å"click† as the workplace generally shifts to more team-oriented structures that thrive under a less directive approach. 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