Analysis Of Lee Cockerell 's ' Creating Magic ' Essay

One company recognized worldwide for its family oriented services and performances is The Disney Company. The values instilled by The Disney Company (Disney) are one of the biggest contributers to its success. The following will discuss the origins and subsequent evolution of personal and workplace values and will explain how the individual values drive the actions and behaviors. The paper will also analyze the alignment between persoanl values and actions and behaviors as well as the degree of alignment between Disney’s stated values and its actual plans and actions. Finally the paper will explain and analyze the degree of alignment between personal values and the values of Disney as reflected by its plans and actions.

The third key section of leadership is in endeavor. A principal of praise and sharing the brunt of responsibilities from mistakes with followers has been discuss several times in other books as well as my current Ethical Leadership Class. Phillips (pg. 103) points out this principal with, “When a subordinate did a good job, Lincoln praised, complimented, and rewarded the individual. On the other hand, he shouldered responsibility when mistakes were made.” This aspect of praising and shouldering responsibility causes followers to take risks and to be innovating in their approach to the corporate mission and vision. This inspires people around the leader to learn and grow and maybe have the confidence to be a change agent not just a yes person.

Imagine yourself as one person trying to totally reinvent the way that families are entertained. I will be talking to you about a farmer that became an animator. A farmer as a visionary leader, impressive. That is the story of Walt Disney. By all rights, Walt Disney was an excellent animator, but he had the self-awareness to know that he could not make his vision a reality on his own. I believe that Walt Disney is a visionary leader and I will show you how he used “Team Building”, “a group organized to work together”, (Thomas N. Barnes Center, 2012)(p.2) skills, “Diversity”, “a composite of individuals characteristics, experiences, and abilities”, (Thomas N. Barnes Center, 2012)(p.3) skills, and Full Range Leadership Development, “Contingent Reward”, “When the follower fulfills the leader’s expectation, a reward is provide to reinforce the demonstrated positive behavior.”,(Thomas N. Barnes Center, 2012),(p.14) skills to inspire people to buy into his vision and motivate others to help him accomplish his vision. I informed you earlier that I believe Walt Disney is a visionary leader, but that doesn’t make him an ethical leader. Through Walt Disney’s violation of “Honest”, “the bottom line is we don’t lie”, (United States Air Force Core Values, 1997), (p.1), “Openness”, “the free flow of

Walt Disney once said, “It’s not the magic that makes it work, it’s the work that makes the magic.” (Capodagli & Jackson, 2007). Walt Disney was truly a visionary and ethical leader that used his talents as a transformational leader and artist to dream up a world that has stood the test of time for nearly 90 years. In this paper I will explain why he was both a visionary and ethical leader. It will show that he used inspirational motivation and intellectual stimulation to further his clear and easy to follow vision, inspire his personnel, and leverage their creativity. It will also show why I believe Walt Disney fit into the traits of an ethical leader by valuing his team members and creating an environment of mutual trust and respect. Then I will tell you how I have used the same transformational leadership behaviors to lead my people, have made sure not to fall into an ethical trap and take credit for the work others do. All leaders could learn something from Walt’s visionary leadership.

Walt Disney was a transformational leader as described as one “who serves to change the status quo by appealing to followers’ values and their sense of higher purpose” (Northouse, 2013). Walt Disney had a vision and did everything that he could to make that vision a reality. Walt Disney had four main transformational leadership characteristics: Vision, rhetorical skills, image and trust building and personalized leadership. Along with these four qualities, Walt Disney also had charisma and inspirational motivation (Northouse,

James W Hewitt is the author of this book. He is president of the Friends of the Center for Great Plains Studies. This story was published in 2015 by the Board of Regents of the University of Nebraska. James W Hewitt returns to McCook, Nebraska to see the scene of the crime that scared the small town of McCook.

Within the pages of Disney U, a captivating story unfolds describing the development program designed for Disney employees. Many times reading a perfunctory book that is designed to improve one’s skills in leadership is, well, not a delight to read. However, Disney U is able to grab the reader’s attention and guide them through a thought provoking journey of ground breaking leadership tactics, inventive training methods, and creating an engaging environment for an employee.

Leaders believe people have an intrinsic value beyond tangible contributions as workers. As a result, genuine interest in the spiritual, professional and personal growth of all employees is demonstrated.

How has Hanna Andersson applied values-based leadership in terms of the organization’s choices related to P-O-L-C?

Organization leaders should understand that employees are not only economic beings motivated by money but are also social beings motivated by social factors such as love and conducive working culture (Marquet, 2015). Sinek focuses on the various means of bringing the balance back in our organizations so that companies and the individual workers can work side by side in a symbiotic affiliation with each other. For example, Sinek points out an example of a CEO named Bob Chapman, whose major focus was building workers who are capable of doing extraordinary things (Sinek, 2014). Considered a people-centric leadership style, Mr.

Sutton stresses the importance of striking a delicate balance between Performance & Humanity. In Sutton’s view bosses have to be judged by what their teams achieve AND how they feel along the way. The following chapters offer good practices and feedback on what the best bosses do to acquire the skills and grit to inspire good work, commitment and respect among their followers.

The third phase is supervision satisfaction. Supervision satisfaction discusses employees’ feelings about their boss and whether or not he or she is approachable and likable (Colquitt, 2011). This can also include whether the boss makes an effort to help the employee reach their own personal goals. The supervisors at Hasbro understand that their employees are a huge part of what makes their company successful. They make sure to look after their employees during times when the company’s structure must be altered. For example, in 2011, a Gaming Center of

Howard Behar’s is a passionate, caring, energetic, and compassionate leader. His unique passion afforded him opportunities, not common for individuals with his education level at the youthful age of twenty-seven. Upon the advice of a peer, Howard altered his infectious leadership style, conforming to the drudgery of corporate life. Overtime, he identified his discontent and altered level of happiness, a meaningful conversation shone a light on this realization. Forthwith, Howard was inspired to identify his authentic self, what his own goals were, defining his values, and willing to pay the price of living his values. Howard’s leadership is effective as it is based on his beliefs and values, he understands the value of the human factor, as opposed to being focused only on the fiscal aspect of business. Howard was instrumental in crafting the mission statement for Starbucks, “Our mission: to inspire and nurture the human spirit – one person, one cup and one neighborhood at a time." (Behar, 2007). Consequently, this mission statement became Howards personal mission statement, driving his leadership, passion, and success.

  What is magical realism? Many people have conflicting ideas about when and who first used the term. It is likely that most people are completely confused when confronted with this subject, but after they read a few papers on magical realism, it becomes a little clearer. The papers that Amaryll Chanady, Luis Leal, Angle Flores, Franz Roh, and Scott Simpkins wrote have been helpful in studying the history and theory of magical realism. Each paper has many good points in it, but the authors argue so much over who is right or wrong that it is hard to decide who to agree with.

A charismatic leader is not just a man, but also a kind of faith for the employees. An outstanding leader knows how to gain the loyalty of workers by using his or her personality. He or she can give the employees confidence, which can be used to adapt to the new environments and overcome the difficulties of the work. On the other side, the followers believe that the right leader can lead them to the right direction to success. Wayne said that he and his employees trust each other and help each other. Wayne motivates the employees by satisfying their material and spiritual demands while the employees work together to make it possible for the development of the company.