要成为一个有效的领导者，一个人必须影响他的追随者去为一个共同的目标而努力，不管这个目标是一个公司，一个运动队，还是一个谋杀审判。根据我的经验，实现这一目标的途径是让你们的人民获得权力。这样做，你就创造了一个道德环境，让员工在职业上和个人上都能成长，因为他们觉得自己是团队的一部分。说到人性，每个人都想在某种程度上属于自己，觉得自己很重要，这就是为什么你会在公开场合表扬别人，在私下里谴责别人。当你重视别人的意见时，它会在团队中产生高度的尊重，从而使人发挥出最好的一面。这就是为什么亨利方达是一个伟大的道德领袖。他静静地坐着，一边听着，一边观察其他人是怎么做的，他们说了些什么。方达静静地坐着，注意到只有三个人在做大部分的谈话，以及他们如何试图说服其他陪审员。在方达的案例中，他提出了一个不同的观点，一个没有偏见的观点。事实上，他反复说他不知道这个男孩是有罪还是无罪，但他的社会责任是问问题来确定答案。他不会让其他人说服他或他的道德信仰。事实上，当他问其他陪审员他们是怎么想的时，他们觉得自己受到了独裁集团的压力。通过重视他们的意见，他授权他们敞开心扉，提供他们的观点，通过这样做，他让他们觉得自己很重要，这反过来也让他们更愿意做出贡献。例如，陪审员9号，乔·斯威尼提供了关键信息，眼镜，没有人认为是相关的或重要的，结果证明是发现男孩无辜的关键。如果不是因为方达的道德领导和对自治的信仰，第9号陪审员可能不会像他那样大声疾呼。Fonda运用变革型领导帮助其他男人从正义的角度来看待这个案件，通过呼吁他们更高的价值观。他的目标很简单，让每个人都参与进来，这样他们就可以通过参与来深思熟虑。通过这样做，他解释说陪审团应该有某种形式的人的尊严，并使用理性的道德决策来共同决定男孩的命运。通过这样做，他授权较弱的陪审员表达他们的意见。
英国哲学论文代写:共同的目标
To be an effective leader, one must influence followers to work towards a common goal regardless if it is a company, a sports team, or a murder trial. In my experience, how this is achieved is through empowerment of your people. By doing so, you create an ethical environment that allows the people to grow both professionally and personally because they feel that they are part of the team. When it comes to human nature, everyone wants to belong and feel important in some way, that is why you praise in public and reprimand in private. When you value the opinions of people, it creates a high degree of respect within the group that brings out the best in people. That is why Henry Fonda was such a great ethical leader. He sat quietly and listened while observing how the others acted and what they said. By sitting quietly, Fonda noticed that only three people were doing most of the talking and how they were trying to persuade the other jurors. In Fonda’s case, he brought forth a different perspective, one that was unbiased. In fact, he repeatedly stated that he has no idea if the boy was guilty or innocent, but it was his social responsibility to ask questions to determine that answer. He was not going to allow other individuals to persuade him or his ethical beliefs. In fact, when he asked the other jurors, who felt pressured by the authoritarian group what they thought, he was demonstrating effective leadership. By valuing their opinion, he empowered them to open up and provide their perspective, and by doing so, he made them feel important which in turn made them more willing to contribute. For example, Juror #9, Joe Sweeney is the one that provided critical information, the eyeglasses, that no one had ever thought as being relevant or important, turned out to be the key to finding the boy innocent. If it were not for Fonda’s ethical leadership and belief in autonomy, Juror #9 might not have spoken up like he did. Fonda use of transformational leadership helped the other men look at the case from a perspective of serving justice by appealing to their higher values. His goal was simple, bring everyone onboard so they could deliberate through participation. By doing so, he explains that the jury should have some form of human dignity and use rational moral decision making to collaborate to determine the boy’s fate. By doing so, he empowers the weaker jurors to voice their opinion.