My Thoughts About Worldviews

A worldview, in my opinion, is the way you look at the world and how you see God; a worldview is a set of beliefs that directs the way you act. To determine your worldview, you must ask yourself a few questions. Some of these questions include: Who is God? Where did I come from? Why do I exist? What is my purpose in life? Answers in Genesis defines a worldview as â€Å"the overall perspective from which one sees and interprets the world. A worldview is a collection of beliefs about life and the universe held by an individual or a group. †[1] To make this definition easier to understand, I’ll use an analogy. A worldview is like a pair of glasses.If you get the right prescription, you’ll be able to see really clearly. If you get the wrong prescription, it could make your eyes worse and make everything blurry. Just like how the glasses make a big difference in your life, your worldview makes an even bigger difference. Your worldview influences the way you live and m ake choices. For example, the worldview can show how a teen could do their homework. If he was Christian and wanted to do everything for the glory of God, he would do his homework the best he could. If he was a Post-Modernist and wanted to please himself, he might not do his homework to do something â€Å"fun†.Having the right worldview is very important. The Christian worldview includes monotheism which is the belief in one God. Not only do Christians believe in a personal, knowable Creator but he believes in the Trinity. The Trinity is God being in three parts: the Father, the Son, and the Holy Ghost. To most people, this is very confusing because they don’t understand how God can be three in one. In this case, Christians go to heaven not because of their works but because of God’s grace. God displayed His grace when He died on the cross for us. Christians get most of their information from the Bible.This is the foundation for a Christian’s philosophy. Since Christians believe in God, their philosophy includes believing in the supernatural. As for the Christian view of metaphysics, one would go to John 1:1-4 for an answer: â€Å"All things were made by God. †[2] For their view of cosmology, they believe that there was no accident; God created the world with a purpose and it shows how great God is. Christian philosophers also believe the mind is a reflection of God, and that it is evidence of Him. Some great Christian philosophers are C. S. Lewis and Francis Schaeffer.A Christian’s ethic is grounded in the character of God, which is known because of the Bible. This is the reason why ethics goes hand in hand with theology. Christians do not have rules that differ for each person, instead, they have moral absolutes. This is â€Å"the belief that an absolute ethical standard exists for all individuals regardless of era or culture. †[3] As followers of Christ, Christians have a huge responsibility: â€Å". . . lov e the Lord your God with all you heart, and with all your soul, and with all your strength, and with all your mind; and your neighbor as yourself. [4] Jesus tells us to love our neighbor because loving your neighbor is like loving your Lord, and when we serve our neighbors, we’re serving Him. Biology, however, starts with the creation of the world in six literal days. The Bible states that â€Å". . . God created mankind in his own image, in the image of God he created them; male and female he created them. †[5] If you kept reading, you would find that God created the world with order, design, and purpose. Michael Behe, the author of Darwin’s Black Box, came up with the phrase â€Å"irreducible complexity. † A bacteria flagellum is irreducibly complex.This means that if the flagellum lost one of its parts, the flagellum would not work. This denies evolution by saying that the flagellum could not have evolved because it needed every part to work. â€Å"Th e biblical worldview is about viewing everything-our friendships, careers, property, environment, interaction, ultimate responsibilities, even our homework-the way God views it and talks about it in Scripture. †[6] Muslims believe in monotheism, just like Christians, but they believe in a different god. They believe that Allah is god and that Muhammad is his messenger.They do not think Allah is a knowable god and they do not believe in the Trinity. They do not believe in heaven but they believe in a paradise and to go there you must do a certain amount of good deeds. Also, Muslims must complete some tasks, often called pillars. These pillars include: confession, prayer, fasting, almsgiving, pilgrimage, and in some cases, jihad. Like Christians, Muslims have a book of scripture, called the Qur’an, written by Muhammad. Islam philosophy also believes in the supernatural because of Allah. Muslim philosophers, and some Christian philosophers, use the Kalam Cosmological Argum ent for the existence of God.Although Muslims do believe in miracles, Muhammad never performed any. This created some doubts but they still had faith in Muhammad. Some great Islamic philosophers are Ahmad and Yusif Ali Hammuda Abdalat. Like Christians, Muslims believe in moral absolutes. However, these absolutes come from Muhammad and the Qur’an (or Hadith), rather than Allah, because Muslims believe that Allah cannot be known. To help Muslims follow moral obligations, they follow the Five Pillars. Unlike Christians, Muslims are motivated to do good because of their fear of judgement.Another similarity with Christians and Muslims is the belief that a god created the earth with order, design, and purpose. Sometimes, there can be contradictions. Some Muslims think the earth was created in six days and others think it was eight days. Also, some think the days were ages instead of 24 hours. There is one big difference between Christians and Muslims: the fall of man. Muslims belie ve that man sinned but they do not believe that man was cursed. Secular Humanists believe in atheism. This means they do not believe in a god. God is not the only thing the Secular Humanists do not believe.They do not believe in Satan, angels, or souls. They think instead of God creating us, we created Him just like we created Santa Claus. Although they do not believe in a god, they still tolerate religions. Unlike Muslims and Christians, they do not believe in an afterlife. Books that are very popular among Secular Humanists are the Human Manifestos I, II, and III. Secular Humanist philosophy does not believe in the supernatural. They only believe in things that are made out of matter; this is also called naturalism. Since Secular Humanists don’t believe in the supernatural, they deny all miracles.Another problem for not believing in supernatural things is the mind and body problem. This is a problem because they do not believe in supernatural. Secular Humanists believe the mind is a â€Å"manifestation of the brain. †[7]If you do not believe in the supernatural, you could not think because it is not made of matter. Some famous Secular philosophers are Corliss Lamont and Carl Sagan. The ethics of a Secular Humanist is that everyone has their own ethics. Unlike in Christianity or Islam, Humanists avoid absolutes. Everyone chooses what is right by what they think is right or whatever fits the situation. This is also called moral relativism.Secular Humanists use reason to determine what is right or wrong. As for Secular Humanists, they believe in Neo-Darwinism. This is â€Å"the theory that new species were made from natural selection acting over vast periods of time on chance genetic mutations in reproductively isolated populations. †[8] They also believe in spontaneous generation and the big bang theory. Both of these ideas talk about how everything was made randomly without a god. Secular Humanists have six â€Å"planks† they hold their biology on: spontaneous generation, natural selection, struggle for existence, beneficial mutations, adaptations, and the fossil record.Marxists and Leninists, like Secular Humanists, are called scientific atheists. Unlike the secular humanists, they do not tolerate religion, they hate it and want to get rid of it! Karl Marx said that we created religion in order to worship ourselves. He said this but he also believes that we are gods so we should take reality and use to our liking. Like Secular Humanists, Marxists-Leninists do not believe in an afterlife. They believe the book related to Marxism-Leninism is the Communist Manifesto by Karl Marx and Friedrich Engels. Marxist-Leninist philosophy isn’t called naturalism or supernaturalism.It is called Dialectical Materialism. There is no god in this philosophy but they call many Christian attributes, dialectical matter. This means that something begins with a thesis. Eventually, an antithesis is made and then the thesis an d antithesis combine and make a synthesis. This process repeats many times. For a Marxist-Leninist, their epistemology has faith in science. Their view of metaphysics is that the earth is all that exists and the only thing that will exist. As for the mind/body problem, Marxists and Leninists think the mind is a reflection of matter and then it is translated into thought.Some famous Marxist-Leninist philosophers are Frederick Engels and Vladimir Lenin. Marxists-Leninists have a different kind of morality: proletariat morality. This is â€Å"the ethical belief that whatever advances the proletariat and the cause of communism is morally good and whatever hinders the proletariat or communism is morally evil. †[9] This is pretty much saying that people who are trying to get rid of the class system are good, and whoever is trying to interfere is evil. Marxists-Leninists also believe that morality is constantly changing. Lastly, Marxists-Leninists want a classless society, also call ed utilitarianism.They believe that if we have a classless society, we will all be considered moral. Like Secular Humanists, Marxists-Leninists believe in spontaneous generation but, contrary to Darwinism, they believe in punctuated evolution. This is â€Å"the theory of evolution that proposes that evolutionary changes occur over a relatively quick period of time, followed by periods of little to no evolutionary change. †[10] Cosmic Humanism is a little different than the worldviews we have talked about so far. Cosmic Humanists are not monotheists or atheists; they believe in pantheism.This means they believe everything is God (eg. nature and humans). Also, they do believe in an afterlife but they believe in reincarnation. Not only do you live after you are dead but you have had previous lives. For Cosmic Humanism, there is no book like other worldviews. In my opinion, I think they just look at movies. Cosmic Humanist philosophy is also different from previous philosophies. They believe everything is supernatural (non-naturalism). They also embrace Zen Buddhism. This is the belief that you can become enlightened through meditation and self-contemplation.A Cosmic Humanist’s ontology is, in a way, like a Marxist or a Secular Humanist. A Marxist/Secular Humanist believes everything is material and a Cosmic Humanist believes EVERYTHING is spiritual. As for their view of epistemology, they believe we need to get in touch with our higher self. Since we are all gods, Cosmic Humanists believe in truth relativity. This means, truth is whatever each person thinks it is. A couple of Cosmic Humanist philosophers are Joseph Campbell and Neale Donald Walsch. Out of all the ethical systems, the Cosmic Humanist’s is the easiest to understand.Since everyone is God, we all do good all the time. Everyone does what they feel is right so you can’t judge. This is another example of moral relativism. As for their system of justice, they believe in karma. They think that if you do good, good things will come but if you do bad, you will be punished for it. Cosmic Humanists believe in something very different. This is called cosmic evolution. Cosmic evolution is the idea that â€Å"all humanity is going toward a new age of higher consciousness. †[11] All Cosmic Humanists are trying to get into an age of higher consciousness and become gods.Also, they believe in the idea that all living things make up one, complex living organism ( The Gaia Hypothesis). Postmodernists are also atheists. Not only are they atheists but they believe in something called the â€Å"Death of God† theology. This is â€Å"a movement that was essentially promoting the idea that religion did not need to invoke ‘God’ in the area of theology. †[12] Something that is different from the other worldviews is that Postmodernists like to be ambiguous. They also believe there are no universal truths (relativism) so they, like Secular Huma nism, tolerate religion (pluralism).Finally, Postmodernists have a â€Å"trend† called emergent churches. It is a church that is incorporating Postmodernism into a Christian’s theology. Post-Modernists’ philosophy is called Anti-Realism. This means reality is anything a human can think up. Since a human can think up reality, a human can also have their own truth (subjective truth), and when they read something, it can mean whatever they want it to mean (deconstruction). Because a human can have their own truth and reality, there is no metaphysics, ontology, cosmology, or epistemology. Strangely, there are still influential philosophers.A couple of them are Jean-Francois Lyotard and Jacques Derrida. As for Postmodernists, they follow cultural relativism. Cultural relativism is â€Å"the belief that truth and morals are relative to one’s culture. †[13] Although they believe that Postmodernism is the best worldview, they still call it relative. Commun ity morals are determined by coercion and consensus. Like Marxists-Leninists, Postmodernists think morality evolves with society. Lastly, Post-Modernists affirms in punctuated evolution. They believe in evolution because they like the idea that man is insignificant and because they like the thought of chance.

Program Summary Essay

The process of a program’s development is to acknowledge what exactly the program is, and what mission they set forth to achieve. Regarding the Far West Elementary School’s organization mission where they work as a team filled with parents, and staff who are dedicated to creating a caring, exciting environment that promotes responsibility, self esteem, and academic achievement where differences are valued and learning is a lifelong goal. Although the mission promotes responsibility the school lacks in English proficiency. This program curriculum is undeveloped because the staff is lacking the qualifications; they are teaching the children using non certified or non licensed skills. The material needs to be upgraded via the English curricula. In order for the limited English proficiency (LEP) skills to grow the qualifications of the staff must be qualified. Within this program it will provide thoroughness, communication, and financial management. These elements are needed because it will build the morale of the program, the current staff and students skills, and the community of the low cost area of Far West Elementary School. Assessments: Assessments will be to analyze the programs purpose and its empowerment. According to, Gutierrez (1994) defines empowerment as the â€Å"process of increasing personal, interpersonal, or political power so that individuals, families, and communities can take action to improve their situations†. I chose this quote because I felt it works well with the school and how one can increase their skills when it comes to defining the process and determining the goal. The assessments determine if the faculty member is qualified to teach in a professional manner? The assessments will be constructed by licensed bilingual counselors who document the knowledge, skills, and beliefs of the staff; it will focus on the case studies, the learning styles, and experimental work (Wikipedia, 2009) of students as well. Once the staff members are increasing their English proficiency skills the students will then become more advanced. This will serve as the process used for the staff being a positive outcome. The process will prove that the development of the plan was evaluated; it will identify the measure used to develop the plan, which were the workshop sessions. The data collected will be the presented through the students and their English skills increasing. The reporting and results will follow by the many programs that will be offered, by the families of the students skills improving, and the preparation of enrolling new students and staff within the school. The thoroughness the program will reflect will show how eager it is increasing the English skill in the community. It will drain all energy taken with the counselors using with their senior skills, in making sure all aspects of the program’s session are passed. This will include the performance of the community, the faculty, and the productiveness of the students. The measures the program assessments will take will be resourceful in present and future lives of the students. They will be constructed to abide by the mission of the school. Needs and Problem Statement: The programs needs and problem assessments would be to evaluate the staff and improve their proficiently in teaching the English language. Specific needs of the program to be focused on are alternative certification program, special support for teachers, and improving the skills for higher education. The influences and expectations play in a role in administrator’s role of the agency because the significance of it is to connect with their staff and oversea that duties of the agency are being done. According, to Far West Elementary School administrators their needs are to make sure that the (LEP) skills are increased by making sure the staff are taking advantage of all the training programs offered by the counselors and funders. Administrators are to make sure the pressure is on in understanding the fact that achieving the (LEP) skill betters the elementary school, the staff guiding and forcing the direction. The problem occurs when there aren’t any funds being allocated for the program. Program Planning: Grant funding will be set through the proposal planning for the program. The program will propose the government with its attribute and prove the program should is qualified enough for their funds. By, introducing yourself and introducing the program that you want funded, it will benefit the people of the community. The function of the grant proposal is to allow you to communicate and present your proposal of the plan or program is looking for funding. The purpose of the proposal is to gain funds for a program that will better someone or families. The purpose is to present your program before it is even considered a program. Grant proposals relates to a program plan by proposing ideas, suggesting programs or simply bringing new ideas to the table that need to be approved and funded. They both take in considerations to help others and address problems within a community. Communication is the element the program will be best at and portray. The relevance of communication in the program is top high because it’s used to connect the staff, students and their families and show what’s most important each other. Talking and expressing their needs of why increasing the limited English proficiency skill is the number one key within this program. Alternate funding: Alternate funding will be the bonding aspect within the program. It will include Ideas of nontraditional funding which includes activities that involve the community more than the government. The program is locating funding through fundraising like raffling off tickets for prizes; therefore more people will participate knowing they can win a prize. Another alternate funding strategy would be selling dinners in the community for reasonable prices; the program staff will present talent shows for the community which they will participate in as well. Activities will be listed as, special events like face painting and relay racing would bring more funds to the program. Another idea would be client donations where the staff will donate to the program, whether it’s volunteering or giving a money donation. A funding institution that works with human service organizations is Administration for Children & Families (AFC). Its mission along with Health and Human Services (HHS) is responsible for federal programs that promote the economic and social well being of families, children, individuals, and communities, (AFC, 2011). The expectations for evaluating this funding institution are campaigning to rescue and restore families, family and youth services, administration development, child care bureau and many other programs they set to fulfill through their expectations of the ommunity. These expectations influence the evaluation plan and programs by staying true to their mission and achieving their goals. Implementation: The implementation of the program will be tedious, long and drawn out however it’s all for a good cause. During the process and outcomes stage, the process will evaluate the documented and monitored interventions taken for the staff and describe the importance of the program. The data will acknowledge and understand why the skills need to be improved. It will prove why it acceptable in the targeted community. The implementation that will be put forth and fulfilled will show through the structure of the program. Also the stakeholders are the people who invest in the program to develop the skills therefore they are implementing the program as well. Once the proposal was presented to them their share and interest in the program wasn’t just want they invested in the agency but an actual investment. With having a better understanding of the mission of the agency and what the team, parents and staff are dedicated in achieving the stakeholders know for a fact that the group they are investing in has significant obligations they wish to fulfill. Evaluation: The evaluation of the program will be based on the community of Far West, a suburb of New Hampshire Far West community that holds a population of 30,000 where the elementary school holds 700 with 30% of the students who have relocated from a foreign country. Being that the students are from an Asian decent background they have limited experience in English writing, reading and speaking skills. The evaluation of the program opportunity is to improve the limited English proficiency (LEP) skills for teachers, students, and their families. It will evaluate what it negative in the program that needs fixing, it will allow the individual to see the reality of how building a program can really determine whether the program is qualified or not. Conducting assessments will provide the program with information of services at that are needed or services that are not, therefore funds will be saved in the program. Judging whether or not the staff is qualified will also demonstrate evaluations for further training. The evaluation of the program will cover needs being addresses, staff nderstanding and building a rapport with the students and staff and always and follow the mission and value statements of the agency. The evaluation will make sure projects being funded properly, all and outcomes of the programs strengthens the organization. During the empowerment evaluation process it will acknowledge who exactly needs their skills to be improved. Counselors will overlook classroom settings and become involved with the students, and allow them to give me their reasons on why wanting to improve their LEP skills. Staff and students participate with each other in improving the (LEP) skill. It will offer workshops with professional leaders who will oversee activities in upgrading certificates to licenses; therefore the teachers are developing the programs for the students and promoting a professional outlook of the programs. The importance of this program is to improve the skills of limited English proficiency, in the Far West Elementary School located in a low income housing community. This program was chosen for this location because of the presence of families with foreign backgrounds. The program focuses on improving the skill for parents as well, being they involved in the community as well. Overall the importance of the program summary is to provide thoroughness, communication and build the morale of the program; the current staff, students and parents to work together and achieve its mission to better the skills within the school, and the community of the low cost area of Far West Elementary.

Customer Retention Strategies Essay

Assume you are doing a classroom presentation on customer retention strategies. Reread your responses to the What Do You Think? questions that you completed throughout this chapter. 1.What are some service attitudes and practices that promote retaining customers? Customer retention refer to a strategy with the purpose of doing whatever it takes to keep a company’s current customers on a long term basis (Gibson, 2012). Retaining customers is enabled by excellent customer service that produces many positive benefits for the organization. Retaining customers through effective customer service enables easier growth, indirectly and directly. When the customers are happy and satisfied then the staff is happy as well (2009). You can improve the customer stimulation by offering discounts, promotions and having active sales efforts will keep a relationship with your customer and attract them to buy more of the products or service you sell. Upon the organization, you can keenly monitor the customers for signs of attrition such as a decrease/increase in calls. If you develop a precise campaign strategy then you will prevent high risk customers and you will be able to retain in more swiftly manner. When you can improve the precision and clarity of your billing process, you can go a long way toward minimizing customer worry. Increasing the power of the service organization and the sales team to address customer complaints promptly and offer retention-oriented promotions are other ways to appease dissatisfied customers. When doing this, you are addressing the key sources of customer dissatisfaction (2011). 2.What service issues must be carefully addressed by the CSRs to retain customers over a long period of ti me? An angry, dissatisfied customer. When dealing with these customers, listen to what they have to say while they explain their problem. Offer an apology and  empathize with them even if you don’t agree with their complaint, you letting them know that you can and might come up a solution to help them. After things have been solved, do a follow up with them. 3. Which skills should CSRs demonstrate that keep customers returning for more products? You always want to keep your customers happy and satisfied so they can continue doing business with the company. Communicate and listen to your customers. When you listen to your customers, you can find out what they needs and wants are. Ask questions concerning them like: How you doing? Is your day going okay? Did you enjoy the product or service that you purchased? Let them know that you appreciate their business. Keep a positive attitude with the customers. Smile when you are talking to the customer; if you are on the phone still smile even though the customer can’t see it, they will feel it. Speak clearly try not to talk so fast to where the customer can understand you. Last but not least remain objective. Your goal is to make sure they are happy. I think if the CSRs use these skills, they wouldn’t have any problems losing customers. References: Customer Service. (2009). Retrieved June 1, 2014, from www.businessballs.com: http://www.businessballs.com Gibson, P. (2012). Customer Retention. In P. Gibson, World of Customer Service (p. 118). Mason, OH: Cengage Learning. Thorton, V. (2011, December 14). Three Keys to Attracting and Retaining Customers or Clients. Retrieved June 1, 2014, from www.evanmichael.com: http://www.evanmichael.com

European Union, Problem of anti-semistism in Hungary Research Paper

European Union, Problem of anti-semistism in Hungary - Research Paper Example Recent news reports agrees that Hungary displays a heightened level of public anti-Semitism not witnessed since 1940s. The heightened level of hatred came into effect after an anti-Semitism political party called Jobbik gained ground in Hungarian Parliament (Chanes 01). Leaders of this party are plainly anti-Semitic. In October 2013, one member of Hungarian parliament belonging to Jobbik party proposed enlistment and identification of Jewish politicians as potential threat to national security. As if the proposal for enlistment was not enough, Jobbik party leaders were quoted saying, â€Å"†¦anti-Semitism is not just our right, but it is the duty of every Hungarian homeland lover, and we must prepare for armed battle against the Jews.† (Hurd 01) In order to substantiate the level of prejudice towards Hungarian Jews, the European Union conducted a survey in Hungary. 90% of all Jews respondents during the survey asserted that political anti-Semitism is a â€Å"very big† issue in the country (Fejer 01). Anti-Semitism is not new in Hungary. During the Second World War, precisely in 1944, Germany occupied Hungary. Occupation of Nazis in collaboration with Hungarian police forces led to massacre and deportation of thousands of Jews from Budapest. Based on this historical glimpse, Israel voiced their concerns on the growing anti-Semitism in Hungary. America, Israel and the entire European Union fears that Jobbik Party is stirring an anti-Semitic pot, which might eventually boil over causing violence in Hungarian streets similar to that in 1944 (Keinon 01). Unlike the historic anti-Semitism conducted by Nazis, the one in Hungary today is based on issues of political power rather than social and economic aspects (Strauss 42). Therefore, the only way to end this problem is to enact national policies that monitors and controls the rise of anti-Semitism in Hungarian politics. In order to ensure

Animal Liberation Front (ALF) - USA Essay Example | Topics and Well Written Essays - 1500 words

Animal Liberation Front (ALF) - USA - Essay Example According to media and other researchers, the group could not stand against criminal like activities that were being conducted in the name of animal liberation under the flag or ALF or any other name. During 2002 the department that is responsible for monitoring and controlling extremist like activities reported that ALF has used violent terrorist like activities for their operations and have cost billions by destroying property but have ensured that no human being is harmed 2. 1. Don Liddick,. Eco-terrorism: radical environmental and animal liberation movements. Westport, (Conn.: Praeger, 2006) 127. 2. Yonah Alexander and Michael Kraft (eds.). Evolution of U.S. counterterrorism policy. Westport, (Conn.: Praeger Security International, 2008) 241 - 250. During the period of 2005, homeland security department of US compiled a list of groups that may be a serious terrorist threat to US and within that list, ALF was even considered as a plausible terrorist threat and the US decided to us e its resources against their activities 2. The history of this group can be dated back to the end of 1963 when John Prestige, a British news reporter, gained the duty of viewing an event where hunters had to hunt a deer who was pregnant 3. He stood against this activity and formed HAS (Hunt Saboteurs Association); the aim of this association was to make sure that huntsmen fail in their act of hunting 3. Later, one of the group members named Ronnie Lee made his own group to help animals, this group comprised of young individuals who were against the act of animal brutality, and the group was recognized as the Band of Mercy 4. ALF came into existence and made its appearance when the founder of HAS was taken into defense officials custody for conducting a raid on the Oxford Laboratory Animal Colonies. People revolted against their arrest and later the founder was assigned imprisonment for three years from where he continued to pursue animal liberation by going on a hunger strike and d emanding for vegetarian food in jails 5. Later he was released on parole basis for 12 months; as soon as he gained freedom, he started his activities and to make the group look fiercer to others, he changed the name of the group from Band of Mercy to Animal Liberation Front 6. 3. Norm Phelps. The longest struggle: animal advocacy from Pythagoras to PETA. (New York: Lantern Books, 2007) 201 4. Margaret Pasewicz,. Cultural encyclopedia of vegetarianism. Santa Barbara, (CA: Greenwood, 2010) 27 5. Harvey Kushner, W. Encyclopedia of terrorism. Thousand Oaks,( Calif.: Sage Publications, 2003)10 6. Gus Martin,. The Sage encyclopedia of terrorism. 2nd ed. Thousand Oaks, (Calif.: SAGE Publications, 2011) 45 The group was not only active behind the walls, they even conducted their activities outside the wall, the group had no leader and group members had to follow the stated guidelines of the movement at all times. According to the movements guidelines, to increase economic cost of those who make revenues by manipulating animals, to provide freedom to animals from places where they were treated very badly, to publicize the harsh treatment animals had to go through, to ensure that no animal was being harmed and those individuals who were living in accordance to the constitution created by the movement were entitled as members of ALF even if they had not

Inhumanity against Jews in the Shakespeare era evident in Merchant of Essay - 1

Inhumanity against Jews in the Shakespeare era evident in Merchant of Venice - Essay Example But in a study, Jami Rogers contends that â€Å"Shakespeare, however, did not write a one-dimensional villain, but a complex character who defies explanation and who will probably never be fully understood† (1). Theaters of Shakespeare’s society had a long tradition of portraying the Jews in as greedy, usurer, and Machiavellian. But Shakespeare indiscernibly appends a new humanizing tone to his contemporary trend of Judaic portrayal that upholds a Jew character as melodramatic. Not disheartening the audience who were accustomed to view the Jews as the biblical traitors of Jesus, Shakespeare has frequently has drawn their attention to the inhuman part of his society’s attitude and behaviors towards them both in Shylock’s own word and in the plot construction of the play. Following the long cherished tradition of the theaters of his era, Shakespeare has characterized Shylock as a typical villain who is even convicted with the intention of murder. At some points Shylock can be considered as the reflection of his society’s antagonism towards him. Though inhumanly behavior of the society towards Shylock becomes outweighed by the biblical allusion of a Jew traitor hungry for a Christian’s blood, the audience is frequently reminded of the fact that Shylock is the most oppressed victim of the society’s injustice. As a part of this reminder, Shakespeare makes Shylock speak in support of the Jews humanly existence in spite of the cultural and racial difference: I am a Jew. Hath not a Jew eyes? Hath not a Jew hands, organs, dimensions, senses, affections, passions; fed with the same food, hurt with the same weapons, subject to the same diseases, healed by the same means, warmed and cooled by the same winter and summer as a Christian is? Shakespeare shows that a man like, continually facing his fellow people’s hatred and, antagonistic and humiliating behavior like spitting, stoning,

Q 4 week 4 Essay Example | Topics and Well Written Essays - 500 words

Q 4 week 4 - Essay Example All the departmental heads should be encouraged to share their views and ideas and effectively communicate the same to the top level management. Also, the employees should be encouraged to generate and share their ideas, views and concerns and facilitate the sharing of such information through establish effective channels of communication. These strategies should be well suited to combat disaster recovery management in case of drastic deviance from the targeted goals and ensure adequate measures to enable business continuity. The sharing of information and ideas facilitates greater and smoother functioning of the organization as a whole, and faster achievement of its goals and aims, thus the top level management should be entrusted with the authority to design and develop appropriate information sharing communication channels across all departments of the organization. The process of converting an organizational strategy into actionable and achievable goals involves rigorous implementation of project management methodologies and application of critical strategic measures developed at the organizational levels to prevent any deviances from the stated goals / objectives. Leadership plays a significant role in the process as well, as it is the leadership qualities and the sheer grit and determination of the leader, his faith in his visions and the ability to execute his dreams into realizable and achievable goals that ensures timely and successful fulfillment of the common organizational goals. Various significant concepts and tools applied in the simulation that could be used for development of a strategic plan include, assessing the internal and external factors critical for organizational success, developing of appropriate long term organizational objectives and strategies to achieve the same, conducting SWOT analysis, Matched Pair Analysis etc to analyze the

Q8 Essay Example | Topics and Well Written Essays - 750 words - 1

Q8 - Essay Example e effective in achieving the desired objectives of effectiveness; rather resolving a conflict at the organizational level where the knowledge to address the conflict is available, is likely to be more effective. In order to address the performance issues and large costs associated with reforming and refining systems development projects, a study carried out by Patnayakuni et al (2006) proposes a knowledge management system perspective in order to manage both tacit and explicit knowledge in the process of systems development. Supply chain management and inter-organisational system development techniques have also been used by large companies in order to develop their efficiency. Assessing the same techniques in the case of small and medium sized enterprises however, Morrell and Ezingeard (2002) have concluded that while such enterprises may gain significant benefits through the application of supply chain management and inter-organizational system development techniques, in practice they do not do so because there is a culturally rooted lack of vision and awareness, which are limiting the extent to which such techniques are applied and benefits realized. These methods may nevertheless offer excellent opportunities to develop efficient methods to improve inter organizational performance. The most important aspect however, would be to develop effective systems of knowledge management. The major objective would be to keep department leaders apprised of developments occurring within the organization. As Patnayukuni et al (2006) have highlighted, this would involve the effective use of both tacit and explicit knowledge, but more importantly, ensuring that department heads are able to gain access to and be aware of such knowledge through the development of an effective system to communicate information to all department heads. It is effective integration within an organization that is therefore likely to be beneficial in the adoption of a corporate wide system for

Global Warming Essay Example | Topics and Well Written Essays - 1000 words - 2

Global Warming - Essay Example According to the researchers, quick changes in RuBisCO could potentially lead to a faster plant growth, quicker sequestration of the CO2 from the air and more efficient plant removal of greenhouse gases from the atmosphere (Using Biotechnology against Global Warming, 2006). Therefore, it is evident that this technology enables to solve a problem of global warming by means of nature and the environment. On the other hand, it is hard to know whether global warming is a reality or a myth. Supposedly the Earth cannot deal with an increasing number of gas emissions and many consequential factors underline inability of global warming and its potential of further occurrence. In 90s only 13% of scientists believed in a potential occurrence of a global warming. The majority of countries signed the Kyoto protocol, but it did not help much. Still, there is a need to focus on facts, which may be hazardous for ecosystems and agricultural sectors of different countries and discuss the issue of glo bal warming with respect to these points.   Ã‚  It is also relevant to note that theory of global warming is considered to be full of errors and is often positioned as a fake science. The industrial activity of humankind does not lead to climate change, but a growing number of bureaucrats propose new taxes development in order to gain profits around the issue of global warming (McFarland, 2009). A global society is intimidated by the bureaucrats to raise additional money. Rodenhouse, Christenson, Parry, Green (2009) in their research project â€Å"Climate Change Effects on Native Fauna of Northeastern Forests† are focused on the issue of global warming and its effect on different forest inhabitants in the Northeastern forests of America. The scientists claim...This paper talks about greenhouse gases which are increased in case the world's greatest environmental challenge occurs. But, it is hard to know whether global warming is a reality or a myth. Supposedly the Earth cann ot deal with an increasing number of gas emissions and many consequential factors underline inability of global warming and its potential of further occurrence. According to the paper it is possible to predict basic directions for further dealing with global warming: reduction of GHG emissions (ensured by plants, governments and other parties involved); wild nature assistance for global warming eradication. Furthermore human beings living in the modern world should take many necessary measures with global warming: â€Å"To date, most analysis has focused on the role of nation-states in the design, promotion, and implementation of various "post-2012" policy architectures and instruments†. This paper focuses on the cooperation of different scientists can contribute much to dealing with global warming, even if their ideas are based on the simplest principles of nature. An option of biotechnologies as a saving decision for dealing with global warming is of crucial importance nowadays. That is why recent researches and studies are focused on the problem of global warming. Climate change, which can occur because of global warming, can be prevented in case the contemporaries would use natural resources more effectively and take into account possible negative outcomes of abundant use of natural resources.

Peaceful coexistence within society Essay Example | Topics and Well Written Essays - 500 words

Peaceful coexistence within society - Essay Example This is because conflict and violence have resulted in the immigration of business investors, development experts as well as a massive number of their population who could have participated in developing their nation. Conflict between neighbors or countries may also result to loss of lives especially of innocent skilled people who may promote the rapid economic development of a nation (Council of International Relations 2008, n.p) There are various policies that have been formulated and implemented by different stakeholders to ensure that there is a peaceful co-existence within the society for instance; famous presidents like Franklyn D. Roosevelt advocated for peaceful co-existence between nations, an action which saved the world from a large extent of barbarism. Currently, various peace policies have been implemented to ensure that societies and nations live peacefully, for example, the UN Peace Building Commission that was developed in 2005 which has thirty-one member state and it is geared towards promoting peace between the member state nations through the development and monitoring of peacebuilding activities.Hard work in every development activity is the pathway that leads individuals from poverty; it is imperative for everybody aspiring to be successful to commit himself/herself in all activity he/she conducts. The fruits of hard work are also important in reducing immoral activities among the society such as robbery and violence that are generally conducted by idle people.

Writing Today Essay Example | Topics and Well Written Essays - 500 words - 3

Writing Today - Essay Example The chapter is characterized by proposal examples which make it easier for the learner to master and comprehend the process. The chapter outlines the steps a student should follow in wring a proper proposal. First, the student has to find and focus on the content of the proposal. This part makes the bulk of the proposal. As such, the content is the major part of a proposal. Under the content, the problem to be solved is often identified and how it is to be solved or tackled. The learner must make this part as convincing as possible. Most people review a proposal’s viability by analyzing its content, the addressed problem, and the offered solutions. After inventing the content of the proposal, the next step is to draft the proposal. All the relevant ideas are synched and written down. Additionally, the proposal is organized in a coherent manner. Next, an appropriate style is applied to the proposal. Subsequently, the proposal is designed in a logical, understandable and easy to understand manner with all the major ideas, arguments or parts being clearly verified. To rid the proposal of minor and major grammar and structural mistakes, the document is revised and edited (Paine, Charles & Johnson-Sheehan, 2012). After this process, the proposal is ready for submission. A proposal can be developed by following three major stages. However, this depends on the inclinations of the target audience or sponsor. Some audiences may prefer a concept paper in advance. The concept paper basically focuses on the proposal’s content and problem to be solved. A preliminary proposal may follow the concept paper. Lastly, a full complete proposal is the developed. In this chapter, the authors have in fact followed their own advice in writing. They have done this by primarily making the text scannable, brief, and easy to navigate.

Discuss ways in which Dickinson explores Essay Example for Free

Discuss ways in which Dickinson explores Essay The sense of the abstract covers a wide varity of ideas such as imagery and language. In ‘Going to Him! Happy letter’ Emily Dickinson explores these ideas of the abstract theme through her use of language. The sense of the abstract is explored through Dickinson’s method of thinking (unlike many of the people in the 1800’s) she was ahead of her time, writing about modern ideas in the 1800’s. Her poems never have a straight forward meaning, this is the abstract, concealing the meaning in her poems and thinking outside of the box. The abstract object in the poem also known as ‘494’ is the letter, which is referred to throughout the poem. Stanza one opens with ‘Going to Him! Happy letter! ’, immediately we see privacy in Dickinson’s poem, by using ‘Him’ we are left in the dark since we do not know who ‘Him’ is. This indicates that the poem is about a mysterious figure that she may or may not have feeling for. This creates obscurity around the abstract subject of the letter. The use of capitalizing ‘Him’ emphasizes the importance of this person, but still keeps the mystery alive, building up expectations. We know that the poem is about a letter; by including an exclamation mark after the word ‘letter! ’ makes it seem joyful, due to the context that it is in. However, the use of the exclamation marks also gives the feeling that the letter is being instructed to be happy; Emily Dickinson needs the letter to be cheerful when it is received in order for her true feeling to be realized. The exclamation marks can also be used in other contexts giving other feelings, such as, ‘Cautious! ’ by including this exclamation mark; the letter is made to seem vigilant. The imagery presented by the use of language adds to the sense of the abstract. In stanza one ‘Left the verb and the pronoun out’ shows how Emily Dickinson wants to say things to this mysterious person, but she is not giving away her true feelings and emotions or she is having trouble doing so. This relates to Emily Dickinson’s personal character, we know she was an extremely private woman who enjoyed her own company rather than others, which explains why she is having such difficulties showing her feelings. Throughout the poem there is repetition of the word, ‘Tell Him-‘followed by a dash, this indicates that Dickinson is building up expectations as well as anticipation. The word ‘Tell Him’ is also instructing the letter, assuring her message is received and understood. This links to the main idea in the poem, of being your own critic. Dickinson is constantly judging her own work, assuring that it can be the best it can be, so that when the letter is received, the message is given in the correct context. The use of dashes during the poem is indicating that Dickinson’s though process was changing a great pace, when reading the poem it seems as if the main idea drifts, which is the same as thoughts drifting in and out of our minds as we think. By using dashes when reading the poem the imagery is brought to life, because, the poem moves fast by changing topic, an example of the changing topic is, ‘But – if he ask where you are hid’. This also masks Dickinson’s true feelings towards this mysterious man, since we can never get her precise emotions. The sense of the abstract is enhanced by the personification of the letter, since the letter is the abstract idea. The poem is about Dickinson writing about the process of writing a letter, and by giving the letter feelings, brings to life the abstract idea. The letter is made to feel sleepy, a human sensation, shown by, ‘Any you – got sleepy’, which explains how as the letter progresses, it like a human becomes tired due to the amount of work it is having to do. The letter is again personified in stanza one, Dickinson expresses how she wishes the paper she is writing on had eyes, so that, it could see what she wants to say rather than she writes it, this is shown by the use of, ‘eyes in your pages’. The letter is personified throughout the poem adapting a personality; the amount of detail Dickinson includes in her letter brings to life the letter. This makes the poem seen as if there is a conversation between two separate people, (Emily Dickinson and the letter) Dickinson is asking whether her letter is good or not. The sense of the abstract is explored through what Emily Dickinson is trying to say. The letter is Dickinson’s feelings and thoughts. By writing a letter to a possible lover shows how difficult it can be to admit ones true mind-set and emotions. This is shows in stanza two when Dickinson explains that the letter was hard and different for her to write, ‘it wasn’t a Practiced Writer’. Since she does not write her emotions on paper, she believes that when the man reads her letter, her emotions will not be acknowledged in the way that she desires. The abstract theme is explored around the idea of the letter. This is through Dickinson’s method of attempting to write it in the correct context assuring it is received in the exact way she means it to be sent. The poem has modern day issues faced within it, such as, when writing an e-mail we hit the same problems, for example how will the recipient interpret the message? And will the message be taken in the wrong way? This is what the poems underlying meaning is about, sending a message (in this case a letter), and when writing it, thinking about how the message is received.

Effect of Different Leadership Styles on Organisation

Effect of Different Leadership Styles on Organisation Management summary In this thesis the relationship between the predominant leadership styles in the academic literature, transformational and transactional leadership, and organization citizenship behaviour will be discussed and analyzed. In the transformational leadership   style the leader motivates and inspires followers by gaining their trust and respect. The leader communicates the goals, visions and missions in a clear way and stimulates his followers to go beyond the call of duty. Transactional leadership is based on an exchange relationship between the leader and followers. Followers receive rewards when they perform according to the standards and requirements set by their leader. Organizational citizenship behaviour concerns those voluntary acts performed by   individual employees that are of a discretionary and voluntary nature and contribute to the effectiveness of the organization. However, when organizations exert citizenship pressures on their employees this might have some serious consequences on their workforce. These high levels of pressure to be a good citizen can result in job stress, work-family conflicts, work-leisure conflicts and might even result in quitting intensions among employees. This thesis will also focus on the desirability of OCBs within the organization and the dangers of citizenship pressures. Chapter 1.Introduction to the thesis 1.1 Problem Indication Organizational Citizenship Behaviour (OCB) has been a popular subject among several fields of study for the past couple of decades. OCBs are positive, individual and voluntary acts performed by employees which go beyond their job descriptions and are not directly rewarded or monitored (Organ, 1988). According to Katz Kahn (1966) these kinds of behaviour are important to organizations because organizations depend on behaviour of their employees that go further than their job description even though these behaviours are not actively monitored and enforced. Because of the voluntary nature of the positive acts the theory of OCBs seems to be very positive for both the individuals within an organization and the effectiveness of the organization as whole. OCB has been linked with loyalty, obedience, voluntarism, helping behaviours, altruism and other positive traits in many previous studies throughout the years (Bolino, Turnley, Niehoff, 2004; Organ, Podsakoff, MacKenzie, 2006). But recent studies have also investigated the â€Å"darker side† of OCB. The problem lies with the discretionary and voluntary nature of OCB. There are situations in which employees feel like OCB is expected of them, this citizenship pressure can lead to job stress, work conflicts and even quitting intensions (Bolino,Turnley, Gilstrap, Suazo, 2010). The first part of this thesis will go further into the dynamics of OCB and will look at both the positive and negative side of OCB. The second part of this thesis will address the relation between leadership st yles and OCB. Leadership styles are of great influence on the OCBs of employees (Bass, 1985; Burns, 1978). In the studies of Bass (1985) and Burns (1978)   a distinction has been made between transformational and transactional leadership. These different styles of leadership have different implications on the degree of OCB among the employees (Bass, 1985; Burns, 1978). 1.2 Problem statement The problem statement of this thesis is formulated in one single question: How do the different styles of leadership influence organizational citizenship behaviour ? 1.3 Research Questions The research questions that are derived from the problem indication are: To what degree is OCB desired within an organization? What is the influence of transactional leadership on OCB? What is the influence of transformational leadership on OCB? 1.4 Methodology The type of research that will be conducted for this thesis is a descriptive research. The thesis will be a literature study which means secondary sources will be gathered and researched (Sekaran, 2008). An analysis of the different variables will be made in order to find the answers to the formulated research questions. The links between the different variables researched in this thesis can be the basis for further empirical research. The main concepts of the research are organizational citizenship behaviour and the transformational (or charismatic) (Yukl, 1999) and transactional leadership types. 1.5 Structure In this thesis the relationship between the two predominant leadership styles and OCB within an organization will be analyzed. The first chapter will get into the dynamics of OCB in order to determine whether or not and to what degree OCB is desirable. This means that both the positive and negative sides of OCB within an organization will be balanced in this chapter. At the end of chapter one the first research question of this thesis will be answered. Chapter two and three will link transformational and transactional leadership with OCB. In these chapters it will become clear how the different styles of leadership stimulate OCB and which leadership style results in the largest amount of OCBs. After these chapters the answer to the problem statement is given in the conclusion. Furthermore, limitations of this research and managerial and academic implications will be discussed. Chapter 2. Organizational Citizenship Behaviour 2.1 Introduction Organizational citizenship behaviour is a topic that has fascinated many researchers and managers for the last couple of decades since Bateman and Organ (1983) were the first to address this topic in 1983. Nowadays in times of economical crises OCB remains an interesting subject, because in a race of the survival of the fittest organizations rely on good citizens to survive. However, recent studies of the past couple of years have reported some negative implications of OCB and have questioned the desirability of OCB (Bolino, Gilstrap, Turnley Suazo, 2010; Korgaard, Meglino, Lester Jeong, 2010; Van Dyne Ellis, 2004). Vardi and Weitz (2003) have reported on the concept of organizational misbehaviour (OMB) as a counterpart to OCB in their studies. In this chapter both the positive and negative implications of OCB and citizenship pressures exerted by the organizations will be discussed.   In order to answer the question whether or not OCB is desirable within an organization the concept of organizational citizenship behaviour has to be explained.. OCB can be defined as â€Å"individual behaviour that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of an organization†, according to the study of Organ (1988, p. 4). OCB is behaviour of a constructive nature by the employee, which is not a part of the formal job description (Organ, 1988). According to Moorman, Blakely and Niehoff (1988) employees will engage in OCBs when they feel that that behaviour is justified by the positive actions of the organization and are consistent with the treatment and commitment of the organization. Employees feel the need to repay the organization for the positive treatment and commitment they receive throughout the relationship (Moorman et al., 1988). Research of Kidder (1998) and Stamper and Van Dyne (2001) argues that employees that have a long-term relationship with a firm perform more OCBs than temporary or part-time workers. 2.2 The sunny side of OCB Podsakoff, MacKenzie, Paine and Bachrach (2000) distinguished thirty forms of citizenship behaviours from the literature on OCB and grouped them in seven dimensions; helping behaviour, sportsmanship, organizational compliance, organizational loyalty, self development, civic virtue and individual initiative. Helping behaviours are voluntary behaviours that help fellow colleagues prevent or solve work related problems. This kind of behaviour includes supporting and cheering for fellow employees and also peacemaking activities when there are times of conflict and struggles between employees (Organ, 1988). Organizational compliance is a form of OCB which regards the following and obeying of organizational procedures and rules by the employees (Borman Motowidlo, 1993). Organizational compliance argues that good citizens follow the rules and procedures of the organization instinctively and precisely, even when they know that they are not being supervised or monitored (Podsakoff et al., 2000).  Ã‚   Podsakoff et al. (2000) state that organizational compliance is a form of OCB even though it is expected from subordinates to act according the rules and regulations of the company, because in many cases employees do not act according these rules and regulations when they know that they are not being observed or monitored. Thus, according to Podsakoff et al. (2000) employees that follow up the rules and regulations very precisely even when they know that they are not being supervised can be viewed as very good organizational citizens. Sportmanship is a type of OCB which describes the process of coping with all the inevitable problems and inconveniences that are bound to happen at work without complaining (Organ, 1990). According to Podsakoff, et al., (2000) good sportsmanship occurs when employees refrain from complaining when other colleagues cause inconveniences for them. ‘Good sports are willing to make personal sacrifices in the interest of the group and do not showcase a negative attitude when things are not going their way. Furthermore, ‘good sports do not get offended when their suggestions and ideas are not followed up by the rest of the employees in their working environment. Individual initiative is regarded as OCB when a person goes that far beyond the expected level of task-related behaviours that these behaviours can be viewed as voluntary (Podsakoff et al., 2000).   When employees engage in individual initiative they showcase extra effort and enthusiasm in order to increase their task performance or the performance of the organization as a whole. They voluntarily come up with new ideas and innovations in order to increase organizational effectiveness and encourage fellow colleagues to act in the same way (Podsakoff, et al., 2000). Organizational loyalty refers to the strong commitment of employees to the organization throughout the good and the bad times (Graham, 1991), defending the organization against threats from the outside and promoting the organization to people outside the organization (Borman Motowidlo, 1997; George Jones 1997). According to the research of Podsakoff et al. (2000) civic virtue(Organ, 1988)means that employees recognize that they are part of a larger whole and they acknowledge and accept the responsibilities for the effective functioning of their organization. The employees actively look out for opportunities and threats in the environment of their organization. They participate actively in the decision making process of the organization and are constantly acting out of the interest of the company while putting their personal interests aside (Podsakoff et al., 2000).   Self development is citizenship behaviour that occurs when employees voluntarily undertake actions in order to learn and improve their skills, knowledge and capabilities (Podsakoff et al., 2000). The study of George and Brief (1992) states that self development might consist of employees participating in advanced training course, employees undertaking actions in order to keep up with the latest developments in their field; or employees might even learn an entirely new set of skills. Self development behaviour is good citizenship behaviour because employees try to improve and increase their personal contributions to the performance and effectiveness of the organization (George Brief, 1992). These seven dimensions of OCB all describe positive acts and contributions from the employees which benefit the organization. According to Organ Konovsky (1989) these combined contributions of individual employees increase organization effectiveness significantly over time. Because of the positive nature of these citizenship behaviours organizations try to stimulate OCBs among their employees. These citizenship pressures lead to higher levels of OCB within the organization, which is essentially favourable for the company (Bolino,Turnley, Gilstrap Suazo, 2010). However, the stimulation of citizenship behaviours can have a negative effect on the employees because the citizenship pressure to please the organization can result in job stress, quitting intensions and work-family and work-leisure conflicts (Bolino et al., 2010; Greenhaus Beutell, 1985; Reich, 2001; Sauter Murphy, 1995). 2.3 The dark side of OCB One could argue that OCB has a lot of positive implications for an organization based on the dimensions described by Podsakoff et al.(2000). Recent studies however have also shed light on the darker side of OCB (Bolino et al.,2010; Korsgaard Meglino, Lester, Jeong,2010; Van Dyne Ellis, 2004; Vigoda-Gadot, 2006). Organ (1988) implies that OCB is solely a positive phenomenon within an organization, because of the discretionary and voluntary nature of OCB. Furthermore, Organ (1988, p. 4) argues that â€Å"OCB promotes the effective functioning of an organization†. Vigoda-Gadot (2006, p. 79) concludes from the definition of OCB by Organ (1988) that it implies that â€Å"OCB consists of informal contributions that a participant can choose to make or withhold, without the regard to considerations of sanctions or formal incentives†. However, recent studies have countered the discretionary nature of OCB. Korsgaard et al. (2010, p. 277), argue that OCB is â€Å"based on the norm of reciprocity: the obligation to reciprocate the benefits already received from another (â€Å"paying you back†) and the expected reciprocity that ones actions will stimulate future benefits from another (â€Å"paying me forward†).† Vardi and Weitz (2003) have mentioned the concept of organizational misbehaviour (OMB) in their studies as a counterpart to OCB. Organizational misbehaviour is behaviour of a social nature   that harms the interest of the organization.   According to Vardi and Weitz (2003) there are five types of organizational misbehaviour; intra-personal misbehaviour, inter-personal misbehaviour, property misbehaviour, production misbehaviour and political misbehaviour.   OMB can be viewed as the real dark side of employee behaviours. 2.3.1 Citizenship pressure Citizenship pressure occurs when employees feel the pressure to engage in OCBs because their employer tries to stimulate that behaviour by informal compensation (Bolino,Turnley, Girlstrap Suazo, 2010).Citizenship pressure is a phenomenon that differs from individual to individual and it is of a subjective nature (Bolino, et al.,2010). Employees that are regarded as high-self monitors are more likely to give in to citizenship pressures and engage more in citizenship behaviours, because those employees value their image and the way they are perceived by their co-workers and supervisors (Blakely, Andrews, Fuller, 2003). The study of Bolino et al. (2010) has shown that citizenship pressure leads to higher levels of OCB of employees within an organization. Hence, the studies of Korsgaard, et al.(2010) and Bolino, et al.(2010) question both the discretionary and voluntary nature of OCB. Research has shown that managers do take OCBs into account when evaluating their employees and making other decisions (Podsakoff, et al.,2000) Van Dyne and Ellis (2004) state that with citizenship pressure, behaviour that was once voluntary and discretionary can become an obligation. Van Dyne and Ellis (2004) mention the phenomenon of job creep, this situation occurs when employees constantly feel the pressure to do more than their job actually requires of them. The duties of the employees are slowly increased without official recognition of the organization and in time are expected of the employees (Van Dyne Ellis, 2004). Although citizenship pressure may be a positive phenomenon from an organizations point of view because it leads to more OCB, it also is associated with negative consequences for the employees and their organization (Bolino, et al.,2010). The amounts of job stress experienced by the employees are likely to increase in the case of high levels of citizenship pressures (Bolinio, et al.,2010).   Job stress occurs when employees do not have the capabilities and resources that are needed to fulfil their job requirements. The incapability to fulfil these job demands will lead to negative consequences for the emotional and physical state of the employees who experience high levels of job stress (Sauter Murphy, 1995). According to Bolino, Turnley, Gilstrap, Suazo (2010) employees who experience citizenship pressures to behave as a good citizen of the organization may also feel the pressures at home to be a good partner and parent. This work-family conflict is a role conflict that occurs when the work role demands that are required from an employee are not compatible with the demands of the family (Greenhaus Beutell, 1985).   Work-family conflicts may arise when the partners of the employees have difficulties in understanding why their partner chooses to engage in OCBs that are technically not required of them and are not formally rewarded rather than to spend time with their family (Edwards Rothbard, 2000). Research of Flynn (1996) shows that in a situation of high citizenship pressures employees with less demanding family situations engage in more citizenship behaviours than married employees with more responsibilities towards their families. Another conflict related to citizenship pressure is the work-leisure conflict. This conflict arises when employees experience difficulties in balancing their work demands with their personal life and leisure time (Bolino, et al.,2010). The study of Reich (2001) states that employees who are physically away from their working environment, may still be mentally connected to their job. According to Bolino, et al.(2010) these employees experience a conflict between their desires for free time in their personal lives and the desire to be a good organizational citizen in order to receive the benefits that come with that kind of status. The employees who feel citizenship pressures may not enjoy their free time because they are worrying about the situation and problems at work. Furthermore, they may be troubled by the fact that their co-workers might surpass them in terms of productivity and value for the organization when they enjoy their personal time or they may be experiencing feelings o f guilt because they are not working (Reich, 2001). This may lead to an increasing tendency among employees to keep in contact with their work office, by means of mobile phones, pagers or email, in order to remain available for their colleagues and superiors (Reich, 2001). These types of conflict caused by citizenship pressure, like the work-leisure conflict and the work-family conflict and the phenomenon of job stress, contribute to the job quitting intensions among the employees (Bolino et al.,2010). The dark side of OCB can be accounted to the citizenship pressures exerted by the organization. When an organization pressures   employees to perform citizenship behaviours this can result in negative consequences for the state of mind of the employees (Bolino et al., 2010; Edwards Rothbard, 2000; Greenhaus Beutell, 1985; Reich, 2001). This in turn can lead to decreases in productivity and effectiveness for the organization, because employees in a bad state of mind are more likely to leave the organization or work inefficiently (Bolino et al., 2010). 2.4 Desirability of OCB within the organization OCB in its core essence is desirable for organizations because those citizenship behaviours are linked with helping behaviours, loyalty and commitment to the organization, the following of rules and regulations, creativity and innovation and going the extra mile (Podsakoff, et al.,2000) .   These citizenship behaviours are characterized as positive contributions to an organization and its productivity, effectiveness and social climate (Moorman et al., 1988; Organ, 1988; Podsakoff, et al.,2000). This makes it difficult for one to argue that citizenship behaviours are not desirable within an organization. However, there is also a darker side to OCB. These negative side effects of OCB occur when the voluntary and discretionary nature of citizenship behaviours is removed because of citizenship pressures exerted by the organization on their employees (Bolino et al.,2010; Korsgaard et al.2010) . Citizenship pressures can result in job stress, work-family conflicts, work-leisure conflicts and eventually in quitting intensions among employees (Bolino et al., 2010; Edwards Rothbard, 2000; Greenhaus Beutell, 1985; Reich, 2001).   Effectiveness and productivity of employees decrease when they experience job stress or work-family or work leisure conflicts, which in turn also has a negative influence on the company as a whole (Bolino, et al.,2010). In conclusion, one could argue that citizenship behaviours are a positive and desired phenomenon for an organization when the negative consequences of citizenship pressures exerted by the organization are not taken into account. However, citizenship pressures result in more OCBs among employees and thus organizations are inclined to exert those pressures on their employees (Bolino et al.,2010). Thus, organizations have to balance the positive and negative consequences of citizenship pressures and OCBs in order to maximize   the value of the employees for the company. Because citizenship pressures has different outcomes for each individual employee, the organization and group leaders could benefit from a thorough analysis of their workforce (Bolino et al., 2010). For instance, employees who are considered to be high self-monitors are more likely to engage in citizenship behaviours when they feel citizenship pressure, because they care about how they are being perceived by their co-w orkers and leaders (Blakely et al., 2003) Chapter 3.The transformational and transactional leadership styles 3.1 Introduction Leadership has always been an interesting topic for researchers from different fields. According to Tannenbaum, Weschler and Masarik (1961, p. 24) leadership is: â€Å"interpersonal influence exercised in situations and directed, through the communication process, toward the attainment of a specified goal or goals†. According to Wayne, Shore Liden (1997) leadership is important because the exchange between a manager and his follower   is the most important factor in determining employee behaviour. In the literature a distinction has been made by Burns (1978) and Bass (1985) between transactional leadership and transformational leadership. Burns (1978) reports that transactional and transformation leadership are complete opposites. Bass (1985), however, argues that transformational leaders may also use transactional leadership behaviours in certain situations. The concepts of transactional and transformational leadership will be explained in this chapter. 3.2 Transactional leadership The study of Bass (1985) shows that transactional leaders make the tasks and responsibilities of the followers clear and also promise the followers compensation for when their tasks are performed according to the standards. According to Deluga (1990) transactional leadership is an exchange process in which rewards and punishments are administered. Transactional leaders exchange financial rewards for productivity or deny rewards when the productivity of the followers is lacking (Bass Riggio, 2006). The relationship between the leader and his followers in a system of transactional leadership is focused on self interest and based on mutual dependency (Lagamarsino Cardona, 2003). Bass (1990) concludes in his research that there are four different types of transactional leadership. Contingent reward: The leader sets up a contract based on performance and rewards, solid performance is compensated with rewards. When goals are met the employees will get recognition for their accomplishments. Contingent reward leader behaviours have shown to have a positive relation with performance and follower attitudes (Avolio, Waldman Einstein, 1988; Waldman, Bass Yammarino, 1990). Laissez-Faire: In this particular form of transactional leadership the leader avoids making decisions and steps away from any responsibilities. The subordinates have to fulfil their tasks on their own. According to Dubinsky, Yammarino, Jolson, Spangler (1995) this type of leader is indifferent, frequently absent,   inattentive and does not influence the workforce. Management by exception (active): The leader actively looks for errors and mistakes in the work process. When the tasks performance of the employees is not on the required level the leader will intervene and he will try to put the employees back on the right track. Management by exception (passive): The leader only undertakes actions when the level of output and requirements and standards are not met by his subordinates. All these types of transactional leadership lack leadership behaviours that motivate employees to be the best they can be for the organization and to go the extra mile for colleagues and superiors. 3.3 Transformational leadership The transformational leadership theory of Bass (1985) states that transformational leadership creates a bond of trust between the leader and followers, motivating employees to achieve beyond expectations. According to Bass (1985) transformational leadership activates employees higher-order needs and lets them act out of the interest of the company. Transformational leaders are able to motivate their followers to the degree that they not only increase their task performance but also engage in OCBs that help the organization to function in an effective way (Smith, Organ, Near, 1983). Transformational leaders motivate their subordinates to come up with creative and innovative for difficult issues within the organization (Bass, 1985). Furthermore, in the transformational leadership style the leaders encourage their followers to go the extra mile for the organization and they reach out to their employees with constructive feedback (Bass, 1985).   Transformational leaders make their mis sions and goals clear to their followers and they convince the followers to act out of interest of the company (Piccolo Colquitt, 2006). Employees who are able to link their own success with that of the company and can identify with the values and goals of the organization are more likely to add value to the organization (Podsakoff, MacKenzie, Moorman, Fetter, 1990). Bass (1985) states in his research that when a manager acts like a transformational leader he will be perceived as a more satisfying and effective leader than a transactional leader. Furthermore, according to the studies of Bass (1985), employees report that they are more willing to put in extra effort and time for managers who behave as transformational leaders. Bass Avolio (1993) and Pillai (1995) have reported in their studies that there is a positive relationship between transformational leadership and employee satisfaction, and between transformational leadership and in-role behaviours that lead to job performan ce. According to Yukl (1999) transformational leadership can be viewed as the equivalent of charismatic leadership. In their research, Avolio Bass (2002) distinguished four different components of transformational leadership. Idealized influence: The leaders are admired, respected and trusted by their followers. The leaders are seen as examples/ role-models by the followers and the followers are inspired to emulate their actions. The leaders also put their followers interests above their own interest which earns them trust and respect. Idealized influence, or the charismatic dimension of transformational leadership (Bass, 1985), is often described as the most important component of transformational leadership (Waldman, Bass, Yammarino, 1990). Charismatic leaders receive respect and trust from their followers, because they create a sense of pride among their followers and communicate clear visions and missions (Bass, 1985).   Inspirational motivation: The leaders motivate their followers by attaching meaning and challenge to their work. The leader shows optimism and enthusiasm which stimulates individual and team spirit among the followers. Individualized consideration: The leaders take the needs and desires of the individual followers into account. The followers receive individual support from their leader in order to grow and develop and achieve higher goals. Intellectual stimulation: The followers are encouraged to be creative and innovative by their leaders. New approaches and new ideas are stimulated in order to get creative solutions to existing problems. Out of the box thinking is rewarded and it is not a shame to make errors. Chapter 4. The influence of transactional and transformational leadership on OCB 4.1 Introduction The predominant style of leadership in an organization has a great influence on the amount and types of OCBs performed by the employees within the organization. Bass (1990) described an experiment in a working area for convicted inmates. In this workplace the inmates had to produce several different types of products for in and outside the prison walls. One group of their supervisors received training in order to become transformational leaders, and the other group received a transactional leadership training. The inmates that were supervised by groups of transformational leaders performed better than those that were supervised by the transactional leaders. Not only did they perform better in the areas of productivity, absence and behaviour, the inmates also engaged in more citizenship behaviours. Furthermore, Bass (1990) states in his research that managers who are viewed as the high performers by their supervisors, also were viewed to be of a more transformational than transactional nature by their followers in a separate survey. In this chapter the relationship between transactional leadership, transformational leadership and organizational citizenship behaviour will be discussed. 4.2 Transactional leadership and OCB The transactional leadership style is based on an exchange relation between leaders and their followers. Employees are rewarded or punished based on whether or not their performance is according to the standards that were set by their transactional supervisors (Bass, 1985; Bass Riggio, 2006; Deluga, 1990). Because transactional leadership is a system of mutual dependency between leaders and followers that is based on self interest (Lagamarsino Cordona, 2003) and primarily an exchange process, transactional leadership leads to a low amount of citizenship behaviours performed by employees. The four different types of transactional leadership (Bass, 1990) do not convince employees to perform the seven dimensions of citizenship behaviour (Podsakoff et al.,2000). In the laissez-faire leadership style the leader avoids making decisions and steps away from his responsibilities. The followers have to do their tasks on their own and there is hardly any communication with the leaders. The leader is frequently absent, inattentive and indifferent and does not influence the workforce (Dubinsky et al.,1995). It is obvious that this type of leader will not stimulate citizenship behaviours among his followers. The leaders who act according to the management by exception style (both passive and active) only intervene when their followers do not meet up with the requirements and standards that are set for them. The employees do no Effect of Different Leadership Styles on Organisation Effect of Different Leadership Styles on Organisation Management summary In this thesis the relationship between the predominant leadership styles in the academic literature, transformational and transactional leadership, and organization citizenship behaviour will be discussed and analyzed. In the transformational leadership   style the leader motivates and inspires followers by gaining their trust and respect. The leader communicates the goals, visions and missions in a clear way and stimulates his followers to go beyond the call of duty. Transactional leadership is based on an exchange relationship between the leader and followers. Followers receive rewards when they perform according to the standards and requirements set by their leader. Organizational citizenship behaviour concerns those voluntary acts performed by   individual employees that are of a discretionary and voluntary nature and contribute to the effectiveness of the organization. However, when organizations exert citizenship pressures on their employees this might have some serious consequences on their workforce. These high levels of pressure to be a good citizen can result in job stress, work-family conflicts, work-leisure conflicts and might even result in quitting intensions among employees. This thesis will also focus on the desirability of OCBs within the organization and the dangers of citizenship pressures. Chapter 1.Introduction to the thesis 1.1 Problem Indication Organizational Citizenship Behaviour (OCB) has been a popular subject among several fields of study for the past couple of decades. OCBs are positive, individual and voluntary acts performed by employees which go beyond their job descriptions and are not directly rewarded or monitored (Organ, 1988). According to Katz Kahn (1966) these kinds of behaviour are important to organizations because organizations depend on behaviour of their employees that go further than their job description even though these behaviours are not actively monitored and enforced. Because of the voluntary nature of the positive acts the theory of OCBs seems to be very positive for both the individuals within an organization and the effectiveness of the organization as whole. OCB has been linked with loyalty, obedience, voluntarism, helping behaviours, altruism and other positive traits in many previous studies throughout the years (Bolino, Turnley, Niehoff, 2004; Organ, Podsakoff, MacKenzie, 2006). But recent studies have also investigated the â€Å"darker side† of OCB. The problem lies with the discretionary and voluntary nature of OCB. There are situations in which employees feel like OCB is expected of them, this citizenship pressure can lead to job stress, work conflicts and even quitting intensions (Bolino,Turnley, Gilstrap, Suazo, 2010). The first part of this thesis will go further into the dynamics of OCB and will look at both the positive and negative side of OCB. The second part of this thesis will address the relation between leadership st yles and OCB. Leadership styles are of great influence on the OCBs of employees (Bass, 1985; Burns, 1978). In the studies of Bass (1985) and Burns (1978)   a distinction has been made between transformational and transactional leadership. These different styles of leadership have different implications on the degree of OCB among the employees (Bass, 1985; Burns, 1978). 1.2 Problem statement The problem statement of this thesis is formulated in one single question: How do the different styles of leadership influence organizational citizenship behaviour ? 1.3 Research Questions The research questions that are derived from the problem indication are: To what degree is OCB desired within an organization? What is the influence of transactional leadership on OCB? What is the influence of transformational leadership on OCB? 1.4 Methodology The type of research that will be conducted for this thesis is a descriptive research. The thesis will be a literature study which means secondary sources will be gathered and researched (Sekaran, 2008). An analysis of the different variables will be made in order to find the answers to the formulated research questions. The links between the different variables researched in this thesis can be the basis for further empirical research. The main concepts of the research are organizational citizenship behaviour and the transformational (or charismatic) (Yukl, 1999) and transactional leadership types. 1.5 Structure In this thesis the relationship between the two predominant leadership styles and OCB within an organization will be analyzed. The first chapter will get into the dynamics of OCB in order to determine whether or not and to what degree OCB is desirable. This means that both the positive and negative sides of OCB within an organization will be balanced in this chapter. At the end of chapter one the first research question of this thesis will be answered. Chapter two and three will link transformational and transactional leadership with OCB. In these chapters it will become clear how the different styles of leadership stimulate OCB and which leadership style results in the largest amount of OCBs. After these chapters the answer to the problem statement is given in the conclusion. Furthermore, limitations of this research and managerial and academic implications will be discussed. Chapter 2. Organizational Citizenship Behaviour 2.1 Introduction Organizational citizenship behaviour is a topic that has fascinated many researchers and managers for the last couple of decades since Bateman and Organ (1983) were the first to address this topic in 1983. Nowadays in times of economical crises OCB remains an interesting subject, because in a race of the survival of the fittest organizations rely on good citizens to survive. However, recent studies of the past couple of years have reported some negative implications of OCB and have questioned the desirability of OCB (Bolino, Gilstrap, Turnley Suazo, 2010; Korgaard, Meglino, Lester Jeong, 2010; Van Dyne Ellis, 2004). Vardi and Weitz (2003) have reported on the concept of organizational misbehaviour (OMB) as a counterpart to OCB in their studies. In this chapter both the positive and negative implications of OCB and citizenship pressures exerted by the organizations will be discussed.   In order to answer the question whether or not OCB is desirable within an organization the concept of organizational citizenship behaviour has to be explained.. OCB can be defined as â€Å"individual behaviour that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of an organization†, according to the study of Organ (1988, p. 4). OCB is behaviour of a constructive nature by the employee, which is not a part of the formal job description (Organ, 1988). According to Moorman, Blakely and Niehoff (1988) employees will engage in OCBs when they feel that that behaviour is justified by the positive actions of the organization and are consistent with the treatment and commitment of the organization. Employees feel the need to repay the organization for the positive treatment and commitment they receive throughout the relationship (Moorman et al., 1988). Research of Kidder (1998) and Stamper and Van Dyne (2001) argues that employees that have a long-term relationship with a firm perform more OCBs than temporary or part-time workers. 2.2 The sunny side of OCB Podsakoff, MacKenzie, Paine and Bachrach (2000) distinguished thirty forms of citizenship behaviours from the literature on OCB and grouped them in seven dimensions; helping behaviour, sportsmanship, organizational compliance, organizational loyalty, self development, civic virtue and individual initiative. Helping behaviours are voluntary behaviours that help fellow colleagues prevent or solve work related problems. This kind of behaviour includes supporting and cheering for fellow employees and also peacemaking activities when there are times of conflict and struggles between employees (Organ, 1988). Organizational compliance is a form of OCB which regards the following and obeying of organizational procedures and rules by the employees (Borman Motowidlo, 1993). Organizational compliance argues that good citizens follow the rules and procedures of the organization instinctively and precisely, even when they know that they are not being supervised or monitored (Podsakoff et al., 2000).  Ã‚   Podsakoff et al. (2000) state that organizational compliance is a form of OCB even though it is expected from subordinates to act according the rules and regulations of the company, because in many cases employees do not act according these rules and regulations when they know that they are not being observed or monitored. Thus, according to Podsakoff et al. (2000) employees that follow up the rules and regulations very precisely even when they know that they are not being supervised can be viewed as very good organizational citizens. Sportmanship is a type of OCB which describes the process of coping with all the inevitable problems and inconveniences that are bound to happen at work without complaining (Organ, 1990). According to Podsakoff, et al., (2000) good sportsmanship occurs when employees refrain from complaining when other colleagues cause inconveniences for them. ‘Good sports are willing to make personal sacrifices in the interest of the group and do not showcase a negative attitude when things are not going their way. Furthermore, ‘good sports do not get offended when their suggestions and ideas are not followed up by the rest of the employees in their working environment. Individual initiative is regarded as OCB when a person goes that far beyond the expected level of task-related behaviours that these behaviours can be viewed as voluntary (Podsakoff et al., 2000).   When employees engage in individual initiative they showcase extra effort and enthusiasm in order to increase their task performance or the performance of the organization as a whole. They voluntarily come up with new ideas and innovations in order to increase organizational effectiveness and encourage fellow colleagues to act in the same way (Podsakoff, et al., 2000). Organizational loyalty refers to the strong commitment of employees to the organization throughout the good and the bad times (Graham, 1991), defending the organization against threats from the outside and promoting the organization to people outside the organization (Borman Motowidlo, 1997; George Jones 1997). According to the research of Podsakoff et al. (2000) civic virtue(Organ, 1988)means that employees recognize that they are part of a larger whole and they acknowledge and accept the responsibilities for the effective functioning of their organization. The employees actively look out for opportunities and threats in the environment of their organization. They participate actively in the decision making process of the organization and are constantly acting out of the interest of the company while putting their personal interests aside (Podsakoff et al., 2000).   Self development is citizenship behaviour that occurs when employees voluntarily undertake actions in order to learn and improve their skills, knowledge and capabilities (Podsakoff et al., 2000). The study of George and Brief (1992) states that self development might consist of employees participating in advanced training course, employees undertaking actions in order to keep up with the latest developments in their field; or employees might even learn an entirely new set of skills. Self development behaviour is good citizenship behaviour because employees try to improve and increase their personal contributions to the performance and effectiveness of the organization (George Brief, 1992). These seven dimensions of OCB all describe positive acts and contributions from the employees which benefit the organization. According to Organ Konovsky (1989) these combined contributions of individual employees increase organization effectiveness significantly over time. Because of the positive nature of these citizenship behaviours organizations try to stimulate OCBs among their employees. These citizenship pressures lead to higher levels of OCB within the organization, which is essentially favourable for the company (Bolino,Turnley, Gilstrap Suazo, 2010). However, the stimulation of citizenship behaviours can have a negative effect on the employees because the citizenship pressure to please the organization can result in job stress, quitting intensions and work-family and work-leisure conflicts (Bolino et al., 2010; Greenhaus Beutell, 1985; Reich, 2001; Sauter Murphy, 1995). 2.3 The dark side of OCB One could argue that OCB has a lot of positive implications for an organization based on the dimensions described by Podsakoff et al.(2000). Recent studies however have also shed light on the darker side of OCB (Bolino et al.,2010; Korsgaard Meglino, Lester, Jeong,2010; Van Dyne Ellis, 2004; Vigoda-Gadot, 2006). Organ (1988) implies that OCB is solely a positive phenomenon within an organization, because of the discretionary and voluntary nature of OCB. Furthermore, Organ (1988, p. 4) argues that â€Å"OCB promotes the effective functioning of an organization†. Vigoda-Gadot (2006, p. 79) concludes from the definition of OCB by Organ (1988) that it implies that â€Å"OCB consists of informal contributions that a participant can choose to make or withhold, without the regard to considerations of sanctions or formal incentives†. However, recent studies have countered the discretionary nature of OCB. Korsgaard et al. (2010, p. 277), argue that OCB is â€Å"based on the norm of reciprocity: the obligation to reciprocate the benefits already received from another (â€Å"paying you back†) and the expected reciprocity that ones actions will stimulate future benefits from another (â€Å"paying me forward†).† Vardi and Weitz (2003) have mentioned the concept of organizational misbehaviour (OMB) in their studies as a counterpart to OCB. Organizational misbehaviour is behaviour of a social nature   that harms the interest of the organization.   According to Vardi and Weitz (2003) there are five types of organizational misbehaviour; intra-personal misbehaviour, inter-personal misbehaviour, property misbehaviour, production misbehaviour and political misbehaviour.   OMB can be viewed as the real dark side of employee behaviours. 2.3.1 Citizenship pressure Citizenship pressure occurs when employees feel the pressure to engage in OCBs because their employer tries to stimulate that behaviour by informal compensation (Bolino,Turnley, Girlstrap Suazo, 2010).Citizenship pressure is a phenomenon that differs from individual to individual and it is of a subjective nature (Bolino, et al.,2010). Employees that are regarded as high-self monitors are more likely to give in to citizenship pressures and engage more in citizenship behaviours, because those employees value their image and the way they are perceived by their co-workers and supervisors (Blakely, Andrews, Fuller, 2003). The study of Bolino et al. (2010) has shown that citizenship pressure leads to higher levels of OCB of employees within an organization. Hence, the studies of Korsgaard, et al.(2010) and Bolino, et al.(2010) question both the discretionary and voluntary nature of OCB. Research has shown that managers do take OCBs into account when evaluating their employees and making other decisions (Podsakoff, et al.,2000) Van Dyne and Ellis (2004) state that with citizenship pressure, behaviour that was once voluntary and discretionary can become an obligation. Van Dyne and Ellis (2004) mention the phenomenon of job creep, this situation occurs when employees constantly feel the pressure to do more than their job actually requires of them. The duties of the employees are slowly increased without official recognition of the organization and in time are expected of the employees (Van Dyne Ellis, 2004). Although citizenship pressure may be a positive phenomenon from an organizations point of view because it leads to more OCB, it also is associated with negative consequences for the employees and their organization (Bolino, et al.,2010). The amounts of job stress experienced by the employees are likely to increase in the case of high levels of citizenship pressures (Bolinio, et al.,2010).   Job stress occurs when employees do not have the capabilities and resources that are needed to fulfil their job requirements. The incapability to fulfil these job demands will lead to negative consequences for the emotional and physical state of the employees who experience high levels of job stress (Sauter Murphy, 1995). According to Bolino, Turnley, Gilstrap, Suazo (2010) employees who experience citizenship pressures to behave as a good citizen of the organization may also feel the pressures at home to be a good partner and parent. This work-family conflict is a role conflict that occurs when the work role demands that are required from an employee are not compatible with the demands of the family (Greenhaus Beutell, 1985).   Work-family conflicts may arise when the partners of the employees have difficulties in understanding why their partner chooses to engage in OCBs that are technically not required of them and are not formally rewarded rather than to spend time with their family (Edwards Rothbard, 2000). Research of Flynn (1996) shows that in a situation of high citizenship pressures employees with less demanding family situations engage in more citizenship behaviours than married employees with more responsibilities towards their families. Another conflict related to citizenship pressure is the work-leisure conflict. This conflict arises when employees experience difficulties in balancing their work demands with their personal life and leisure time (Bolino, et al.,2010). The study of Reich (2001) states that employees who are physically away from their working environment, may still be mentally connected to their job. According to Bolino, et al.(2010) these employees experience a conflict between their desires for free time in their personal lives and the desire to be a good organizational citizen in order to receive the benefits that come with that kind of status. The employees who feel citizenship pressures may not enjoy their free time because they are worrying about the situation and problems at work. Furthermore, they may be troubled by the fact that their co-workers might surpass them in terms of productivity and value for the organization when they enjoy their personal time or they may be experiencing feelings o f guilt because they are not working (Reich, 2001). This may lead to an increasing tendency among employees to keep in contact with their work office, by means of mobile phones, pagers or email, in order to remain available for their colleagues and superiors (Reich, 2001). These types of conflict caused by citizenship pressure, like the work-leisure conflict and the work-family conflict and the phenomenon of job stress, contribute to the job quitting intensions among the employees (Bolino et al.,2010). The dark side of OCB can be accounted to the citizenship pressures exerted by the organization. When an organization pressures   employees to perform citizenship behaviours this can result in negative consequences for the state of mind of the employees (Bolino et al., 2010; Edwards Rothbard, 2000; Greenhaus Beutell, 1985; Reich, 2001). This in turn can lead to decreases in productivity and effectiveness for the organization, because employees in a bad state of mind are more likely to leave the organization or work inefficiently (Bolino et al., 2010). 2.4 Desirability of OCB within the organization OCB in its core essence is desirable for organizations because those citizenship behaviours are linked with helping behaviours, loyalty and commitment to the organization, the following of rules and regulations, creativity and innovation and going the extra mile (Podsakoff, et al.,2000) .   These citizenship behaviours are characterized as positive contributions to an organization and its productivity, effectiveness and social climate (Moorman et al., 1988; Organ, 1988; Podsakoff, et al.,2000). This makes it difficult for one to argue that citizenship behaviours are not desirable within an organization. However, there is also a darker side to OCB. These negative side effects of OCB occur when the voluntary and discretionary nature of citizenship behaviours is removed because of citizenship pressures exerted by the organization on their employees (Bolino et al.,2010; Korsgaard et al.2010) . Citizenship pressures can result in job stress, work-family conflicts, work-leisure conflicts and eventually in quitting intensions among employees (Bolino et al., 2010; Edwards Rothbard, 2000; Greenhaus Beutell, 1985; Reich, 2001).   Effectiveness and productivity of employees decrease when they experience job stress or work-family or work leisure conflicts, which in turn also has a negative influence on the company as a whole (Bolino, et al.,2010). In conclusion, one could argue that citizenship behaviours are a positive and desired phenomenon for an organization when the negative consequences of citizenship pressures exerted by the organization are not taken into account. However, citizenship pressures result in more OCBs among employees and thus organizations are inclined to exert those pressures on their employees (Bolino et al.,2010). Thus, organizations have to balance the positive and negative consequences of citizenship pressures and OCBs in order to maximize   the value of the employees for the company. Because citizenship pressures has different outcomes for each individual employee, the organization and group leaders could benefit from a thorough analysis of their workforce (Bolino et al., 2010). For instance, employees who are considered to be high self-monitors are more likely to engage in citizenship behaviours when they feel citizenship pressure, because they care about how they are being perceived by their co-w orkers and leaders (Blakely et al., 2003) Chapter 3.The transformational and transactional leadership styles 3.1 Introduction Leadership has always been an interesting topic for researchers from different fields. According to Tannenbaum, Weschler and Masarik (1961, p. 24) leadership is: â€Å"interpersonal influence exercised in situations and directed, through the communication process, toward the attainment of a specified goal or goals†. According to Wayne, Shore Liden (1997) leadership is important because the exchange between a manager and his follower   is the most important factor in determining employee behaviour. In the literature a distinction has been made by Burns (1978) and Bass (1985) between transactional leadership and transformational leadership. Burns (1978) reports that transactional and transformation leadership are complete opposites. Bass (1985), however, argues that transformational leaders may also use transactional leadership behaviours in certain situations. The concepts of transactional and transformational leadership will be explained in this chapter. 3.2 Transactional leadership The study of Bass (1985) shows that transactional leaders make the tasks and responsibilities of the followers clear and also promise the followers compensation for when their tasks are performed according to the standards. According to Deluga (1990) transactional leadership is an exchange process in which rewards and punishments are administered. Transactional leaders exchange financial rewards for productivity or deny rewards when the productivity of the followers is lacking (Bass Riggio, 2006). The relationship between the leader and his followers in a system of transactional leadership is focused on self interest and based on mutual dependency (Lagamarsino Cardona, 2003). Bass (1990) concludes in his research that there are four different types of transactional leadership. Contingent reward: The leader sets up a contract based on performance and rewards, solid performance is compensated with rewards. When goals are met the employees will get recognition for their accomplishments. Contingent reward leader behaviours have shown to have a positive relation with performance and follower attitudes (Avolio, Waldman Einstein, 1988; Waldman, Bass Yammarino, 1990). Laissez-Faire: In this particular form of transactional leadership the leader avoids making decisions and steps away from any responsibilities. The subordinates have to fulfil their tasks on their own. According to Dubinsky, Yammarino, Jolson, Spangler (1995) this type of leader is indifferent, frequently absent,   inattentive and does not influence the workforce. Management by exception (active): The leader actively looks for errors and mistakes in the work process. When the tasks performance of the employees is not on the required level the leader will intervene and he will try to put the employees back on the right track. Management by exception (passive): The leader only undertakes actions when the level of output and requirements and standards are not met by his subordinates. All these types of transactional leadership lack leadership behaviours that motivate employees to be the best they can be for the organization and to go the extra mile for colleagues and superiors. 3.3 Transformational leadership The transformational leadership theory of Bass (1985) states that transformational leadership creates a bond of trust between the leader and followers, motivating employees to achieve beyond expectations. According to Bass (1985) transformational leadership activates employees higher-order needs and lets them act out of the interest of the company. Transformational leaders are able to motivate their followers to the degree that they not only increase their task performance but also engage in OCBs that help the organization to function in an effective way (Smith, Organ, Near, 1983). Transformational leaders motivate their subordinates to come up with creative and innovative for difficult issues within the organization (Bass, 1985). Furthermore, in the transformational leadership style the leaders encourage their followers to go the extra mile for the organization and they reach out to their employees with constructive feedback (Bass, 1985).   Transformational leaders make their mis sions and goals clear to their followers and they convince the followers to act out of interest of the company (Piccolo Colquitt, 2006). Employees who are able to link their own success with that of the company and can identify with the values and goals of the organization are more likely to add value to the organization (Podsakoff, MacKenzie, Moorman, Fetter, 1990). Bass (1985) states in his research that when a manager acts like a transformational leader he will be perceived as a more satisfying and effective leader than a transactional leader. Furthermore, according to the studies of Bass (1985), employees report that they are more willing to put in extra effort and time for managers who behave as transformational leaders. Bass Avolio (1993) and Pillai (1995) have reported in their studies that there is a positive relationship between transformational leadership and employee satisfaction, and between transformational leadership and in-role behaviours that lead to job performan ce. According to Yukl (1999) transformational leadership can be viewed as the equivalent of charismatic leadership. In their research, Avolio Bass (2002) distinguished four different components of transformational leadership. Idealized influence: The leaders are admired, respected and trusted by their followers. The leaders are seen as examples/ role-models by the followers and the followers are inspired to emulate their actions. The leaders also put their followers interests above their own interest which earns them trust and respect. Idealized influence, or the charismatic dimension of transformational leadership (Bass, 1985), is often described as the most important component of transformational leadership (Waldman, Bass, Yammarino, 1990). Charismatic leaders receive respect and trust from their followers, because they create a sense of pride among their followers and communicate clear visions and missions (Bass, 1985).   Inspirational motivation: The leaders motivate their followers by attaching meaning and challenge to their work. The leader shows optimism and enthusiasm which stimulates individual and team spirit among the followers. Individualized consideration: The leaders take the needs and desires of the individual followers into account. The followers receive individual support from their leader in order to grow and develop and achieve higher goals. Intellectual stimulation: The followers are encouraged to be creative and innovative by their leaders. New approaches and new ideas are stimulated in order to get creative solutions to existing problems. Out of the box thinking is rewarded and it is not a shame to make errors. Chapter 4. The influence of transactional and transformational leadership on OCB 4.1 Introduction The predominant style of leadership in an organization has a great influence on the amount and types of OCBs performed by the employees within the organization. Bass (1990) described an experiment in a working area for convicted inmates. In this workplace the inmates had to produce several different types of products for in and outside the prison walls. One group of their supervisors received training in order to become transformational leaders, and the other group received a transactional leadership training. The inmates that were supervised by groups of transformational leaders performed better than those that were supervised by the transactional leaders. Not only did they perform better in the areas of productivity, absence and behaviour, the inmates also engaged in more citizenship behaviours. Furthermore, Bass (1990) states in his research that managers who are viewed as the high performers by their supervisors, also were viewed to be of a more transformational than transactional nature by their followers in a separate survey. In this chapter the relationship between transactional leadership, transformational leadership and organizational citizenship behaviour will be discussed. 4.2 Transactional leadership and OCB The transactional leadership style is based on an exchange relation between leaders and their followers. Employees are rewarded or punished based on whether or not their performance is according to the standards that were set by their transactional supervisors (Bass, 1985; Bass Riggio, 2006; Deluga, 1990). Because transactional leadership is a system of mutual dependency between leaders and followers that is based on self interest (Lagamarsino Cordona, 2003) and primarily an exchange process, transactional leadership leads to a low amount of citizenship behaviours performed by employees. The four different types of transactional leadership (Bass, 1990) do not convince employees to perform the seven dimensions of citizenship behaviour (Podsakoff et al.,2000). In the laissez-faire leadership style the leader avoids making decisions and steps away from his responsibilities. The followers have to do their tasks on their own and there is hardly any communication with the leaders. The leader is frequently absent, inattentive and indifferent and does not influence the workforce (Dubinsky et al.,1995). It is obvious that this type of leader will not stimulate citizenship behaviours among his followers. The leaders who act according to the management by exception style (both passive and active) only intervene when their followers do not meet up with the requirements and standards that are set for them. The employees do no