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Focusing on drafting using the materials that you have gathered this far is an important part of


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Focusing on drafting using the materials that you have gathered this far is an important part of the writing process. Each step taken to further the editing and revising of an essay will make it that much more polished as a final draft. Just as in most projects at work, there are steps to follow to produce a satisfactory final product in academic papers.

Review instructor feedback on your Week 1 to Week 3 assignments. (Still waiting on instructor to finish grading my week 3 assignment to provide feedback, once received will attach document)

Write a 1,050- to 1,400-word draft of your comparison-contrast paper that makes seeing the differences and similarities of your chosen topics clear.

Use the topic you selected in Week 1, your research from Week 2, and your thesis and outline from Week 3.

Review your essay for effective use of basic English grammar, word usage, and sentence style before turning in your paper.

Answer the following on the last page of your submission:

Often we have questions or uncertainties about our own writing, but when an instructor returns comments or grade they don't address what we ourselves wondered or worried about.  What questions  would you like me specifically to answer about your rough draft? You must ask at least one question,  and try to limit the questons to no more than three.

Format your assignment according to APA guidelines.




Running head: BIBLIOGRAPHY 1 Instructors Feedback: Michael, in reviewing your assignment, I have discovered that much

 

of of it has been taken word-for-word from sources without proper quotation marks or

 

source in-text citations . Even if you did put quote marks around those words or even if

 

you paraphrased them, it still would be a failing paper because you did not write,

 

organize or develop the assignment yourself. You were to write a summary of the

 

sources, evaluate their credibility and explain how you intended to use them Also,

 

summaries are to be written in your own words. Review the student sample. Further, no

 

more than 10-15 per cent of any assignment can be quotes even if cited properly. This

 

is considered plagiarism. Below is a copy of your paper with the plagiarized passages

 

highlighted: Plagiarism is a serious offense in my classroom and at UoPX; when you

 

plagiarize, you are in violation of the Student Code of Academic Integrity. Here are

 

some things you should know: ? Whenever you use two or more words from a source,

 

you MUST enclose the words in quotation marks, and you MUST cite the correct

 

source. ? This is true no matter what the source is: the textbook, a website, or anything

 

else. ? Changing a few words here and there or adding a word in here and there does

 

NOT change the fact that this is plagiarism. Please reread all my posts in the

 

discussions, especially the ?Is this plagiarism activity? and the fun and helpful APA

 

videos. Your grade for the paper will be a zero, and I will be filing a report with Academic

 

Affairs. I would like to hear from you and give you a chance to explain how this

 

happened before I file my report, however, so I'll watch for your response in the next 48

 

hours. Any response you make will be included in my report. Academic Affairs always

 

has the final say on these matters. . I will watch for your reply. 2 Annotated Bibliography

 

Michael P. Cabanayan

 

Transactional Leaders Vs. Transformational Leaders

 

University of Phoenix

 

Professor Kim Karaff 3

 

The topic of the essay chosen from week one is a persuasive essay about Transactional

 

Leader Vs. Transformational Leader to depict which presidential candidate is most qualified

 

to be elected as President and to distinguish the category Hillary Clinton and Donald Trump

 

fall under. Barbuto, J. E. Jr. (2005). Motivation and transactional, charismatic, and transformational

 

leadership: A test of antecedents. Journal of Leadership & Organizational Studies, 11(4),

 

26-40. Retrieved from http://search.proquest.com/docview/203138752?accountid=12085

 

Dr. Barbuto is the Director of the Center for Leadership at California State University at

 

Fullerton and is an associate professor of organizational behavior in leadership for the

 

Department of management at my Mihaylo College of Business and Economics. Dr.

 

Barbuto earned his PhD in business administration from the University of Rhode Island, an

 

MBA from Bentley University in a BS in business administration from the University of

 

Maine. The focus of Barbuto's peer-reviewed article is to examine the distinguishing

 

characteristics between transformational and charismatic leadership behaviors based on

 

variable criteria. These behaviors were significantly correlated based on transformational

 

and charismatic analytical breakdowns. The use of intrinsic process motivation showed a

 

correlation with transformational leadership behaviors, indicating that the transformational

 

leaders that motivated their staff by enjoyment at work were more likely to self report an

 

ideology consistent with both charismatic and transformational leadership behaviors. It is

 

noted that overall motivation has provided clear evidence for the promise as a decedent to a

 

full range of leadership models. The results of this article have some selection and

 

leadership development implications for example, particular leadership styles such as

 

transformational, are sought out by organizations that are seeking to enhance the internal

 

environmental culture of their organization and staff. It should be noted that the article

 

cautioned practitioners do not overestimate the significance of a leader?s source of

 

motivation for their particular leadership style. The results from the article's research

 

provide several our communities for future research on the relationship between motivation

 

and leadership style. More rigorous research procedures will also improve on this topic. The

 

article concluded, citing that its results were consistent with the Kegan's 1982 study of the

 

constructive developmental view of human motivation and how it is impacted by leadership

 

formation and development. Having been authored by a professional in behavioral

 

leadership, Dr Barbuto, the source is not only credible but also adheres to the rules of formal

 

writing. The articles credibility is also enhanced by the fact that it also adheres to the format

 

of academic journal papers having a well organized structure that details its methodology.

 

Finally, it acknowledges numerous sources from which primary arguments are drawn.

 

Guay, R. P. (2013). The relationship between leader fit and transformational leadership. Journal

 

of Managerial Psychology, 28(1), 55-73. doi:http://dx.doi.org/10.1108/02683941311298869

 

Dr. Guay received a BS in management from Northern Illinois University, an MBA from

 

Northern Illinois University, and a PhD in organizational behavior/human resources from 4

 

the University of Iowa. Guay is currently an assistant professor in the Department of

 

management at the University of Northern Iowa. The purpose of Guay?s peer-reviewed

 

article was to further examine the antecedents of transformational leadership by examining

 

gaps in the literature that concentrate on the relationship between transformational

 

leadership behaviors and the leader fit within an organization. His research determined that

 

demands-abilities fit is positively related to transformational leadership, while personorganization fit produced a negative relationship. Furthermore the research indicated

 

leadership effectiveness was directly related to transformational leadership behaviors. Guay

 

noted that researchers should use caution when interpreting the results. In addition, he noted

 

additional experimental research is required to duplicate these findings. Additionally, to the

 

author?s knowledge this is the first study of its type. The author of the article is an authority

 

in the subject matter having pursued organizational management to the level of a PHD. The

 

article clearly outlines its methodology and follows a formal structure of a research journal

 

paper. The article also delves into a research question not dealt with previously thereby

 

adding to the existing bank of knowledge and meets the requirements of a research article.

 

Finally, it gives credit to previous works by alluding to them and citing them appropriately.

 

Its publication in the journal of leadership and organizational studies underscores its

 

reliability and authoritative nature.

 

Parolini, J., Patterson, K., & Winston, B. (2009). Distinguishing between transformational and

 

servant leadership. Leadership & Organization Development Journal, 30(3), 274-291.

 

doi:http://dx.doi.org/10.1108/01437730910949544?accountid=12085

 

Parolini holds a degree from Regent University in Virginia Beach, Virginia and currently

 

owns and operates her own consulting business in Chanhassen, Minnesota. Patterson

 

received a degree from Regent University in Virginia Beach, Virginia and currently teaches

 

for the School of Global Leadership and Entrepreneurship at the same Regent University.

 

Winston received a BA in psychology from the University of Alaska and a BS in printing

 

management technology from the Rochester Institute of technology, holds masters degrees

 

in both communication and business administration and is currently pursuing a PhD at

 

Virginia Commonwealth University and currently teaches currently teaches for the School

 

of Global Leadership and Entrepreneurship at Regent University in Virginia Beach, VA. the

 

purpose of the above listed authors peer-reviewed article was to discuss the empirical invest

 

conditions conducted by Parolini in 2007 on the distinctions between servant and

 

transformational leadership. Parolini?s 2007 study concluded that transformational leaders

 

had a different focus for organizational needs, and showed an allegiance towards the

 

organization, while also influencing the organizational staff with conventional charismatic

 

approaches as well. In addition, the study also discovered that servant leaders also

 

differentiated their focus for the needs of the individual staff members while showing them

 

our nation to serve first, with an allegiance towards individual staff members, while

 

influencing staff members through nonconventional means such as offering more individual

 

autonomy. Furthermore, the article discussed the first empirical research study findings on

 

the distinction between servant and transformational leadership and how the two leadership

 

have existed had been discussed by scholars and theorists since the 1970s. The article is

 

written by a consultant in leadership and management matters who dedicates part of his time 5

 

in research and field work associated with leadership. This makes the details of the article

 

not only authoritative but also well researched and formulated. The article also adheres to all

 

requirements of a formal journal research article explaining its publication in the leadership

 

and organizational development journal. Finally, it gives credit to its primary sources and

 

incorporates arguments from a number of authorities in the subject matter.

 


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