Is Sherlock Holmes an Individual or a By Product of the Victorian Age? :: Sherlock Holmes Sir Arthur Conan Doyle Essays

Is Sherlock Holmes an Individual or a By Product of the Victorian Age? To the ignorant onlooker Sherlock Holmes is simply a clever detective amongst a horde of similar duplicates from various tales and myths of the crime-solving era. Sherlock Holmes is the culmination from a culture of detectives. Francis Eugene Vidocq, a â€Å"Holmes† in the making, with an utter disregard for the official police, an ability to disguise himself, and clever plans to catch the criminals accompanied by an excellent knowledge of the criminal underworld. Lecoq, used science and his cleverness to solve his crimes. Dupin, a detective who possessed powers of deduction and reasoning. Conan Doyle used all these essential ingredients and through an ingenious metamorphosis produced the ultimate detective; the meticulous observer Sherlock Holmes. If we delve deeper into the infinite chasm of Holmes' character we reveal more about the enigmatic figure that masquerades inside his majestic exterior. The entwining, interlocking tentacles of Holmes' deceivingly simple demeanour knot together to conceal his true being. His character cannot be confined to the restrictive boundaries we use for one and another. His character is far more complex and intelligent than his middle class placement in Victorian society would like to divulge. Conan Doyle created a character, blessed with gifts of deduction, intuition and a genius ability to solve crimes. But in forming this wonderful concoction he thus morphed many other sides to Holmes, seemingly oblivious to his adoring followers. He formed an untouchable creature, unable to feel emotion and passion. "He never spoke of the softer passions, save with a gibe and a sneer" Emotions would only make Holmes weaker, and Sherlock Holmes did not do weakness. A cold calculated scientist, an ostentatious performer, an arrogant conceited artist, a character arisen to a higher level than us 'inferior beings' Holmes' the bohemian, Holmes' the scientist, Holmes' the detective, Holmes' the gentleman, Holmes' the musician. Clever, genius, conceited, arrogant, patronising, condescending. His character is more than dual-natured. His multiple sided personality forms a complex persona to investigate. To dissect the inner chambers of Holme's thoughts, I will protrude into the depths of a classic narrative; The Red Headed League which embodies many of Holmes intricate characteristics. In this classic narrative Mr Wilson, the stereotypical ignorant victim is used as a long-suffering pawn in a game of cruel political chess, he is obliviously trapped in a criminal masterminds scheming plan to gain his revenge on society. The 'red headed league' is an exuberant ploy to keep Mr Wilson out of his lodgings for days on end under the preface that his "Real vivid flame coloured tint" had earned him a place in the ambiguous "red headed league". He has

Behavior Leadership Theory

What really makes a good leader? Psychologist and managers tried to answer this question. â€Å"Chronologically, the first answer to what makes a good leader was that leaders are not made, they are born† (Fairholm, 1991). This was the first theory of Leadership, the Great Men Theory. Many other theories were divided by Fairholm and these are the following: theories based on who the leader is, wherein this group focuses on the leader‘s characteristic; theories based on what the leader does, wherein the behavior theory belong to this group.It is focused on studying leaders’ behavior so that it can be reproduced by followers; and the theories based on the Environment of the Leadership. Leadership is a difficult topic to study because leadership is a â€Å"fuzzy† concept. For decades, social scientists and practitioners have been struggling to come up with the ultimate definition of leadership, to explain its mechanisms, and to draw the line between leadership and management. They have produced a number of definitions and theories.Long time ago, determinants of leadership has been identified by behavioral theorists, so that people could be trained to be leaders. Since the best styles of leadership can be learned, training programs have been developed to change managers' leadership behaviors. During the World War II, the leaders of the academy left the Isle of Traits and set sale for the Isle of Behaviors by the 1940s. They suspected that the X and Y Theory of Leadership of Myers or Briggs, was some kind of fraud. The military wanted to know if leaders could be trained, and if so, what behaviors made them most effective.The Academy of Leader Professors wanting to get tenure, fame in time of world crisis, and fortune decided that some new theory of leadership must be found or all their jobs would be as extinct as dinosaurs. Working with the Army and with universities, two biggest â€Å"Page#2† bureaucracies in the world, it was mostl y about transactional behavior, being autocratic or democratic to increase the transaction rate or quality. The game of life in organizations was never to be transformed and their quest was to find universal leader behavior styles that correlate with effectiveness and are optimal transactions in all situations.Squire Fleishman and Sir Katz set off for the Isle of Behavior in separate ships as they are desperate to establish a behavioral settlement, but found out that Scribe Lewin had already established a behavioral settlement and an Iowa University since 1938. On the Isle of Behaviors, leader (transactional) behaviors became observable and their study turned objective and measurable. Different Universities wanted to make its mark and study what do leaders do by using some statistical methods, then the Ohio State and Michigan University competed for the education of the peasants.Fleishman became King of Ohio State and Katz was made King of Michigan University. Lewin was already King at Iowa. Each mustered their armies and prepared to battle for leader behavior territory. Sir Mintzberg, knighted by the Canadians, resettled in the Isle of Behavior and decided to go and look to see if leaders did any planning, organizing, controlling, or leading. He actually observed and recorded the progress what transactions that leaders do. The world was shocked to discover, that leaders had a hectic, frantic, and fragmented transaction life, and did little of the behaviors thought to take place.Some leaders were only figureheads, but he did confirm Sir Merton's view, but noting all the roles that leaders do. While the Isle of Behavior was oversupplied with two-factor studies of behavior and observations of roles here and everywhere, that great explored, Prince Yukl decided that process was more important than some list of universal behaviors. And by 2001, Prince â€Å"Page#3† Howell and Knight Costley joined the search for process. They still liked to isolate and measu re behaviors, but wanted to do this in the study of processes. They made great maps of the world of leadership, charting each territory.Leaders were reduced from traits or greatness to just psychoalgebraic behavioral equations, to styles or just transactions. But alas most of the Leader Behavior Academy had already set sail for the Isle of Situation. It seemed obvious that Traits and Behaviors to be effective depended upon the Situation. If there were universal behaviors, they are not optimal in all situations. Therefore a great expedition set forth to the Isle of Situation in the 1960s, with new waves of migration each decade since. This is where the arts of transformation were rekindled. The behavior of Leadership has two main theories, transaction and transformation.This is what we call the â€Å"X† dimension of behavior leadership theory. It is the X dimension that focuses on the Behavioral School of leadership. The X dimension runs from Transactional to transformational leadership, as studied by Burns (1978) and Bass (1985). This is a classic dualism in leadership studies. Burns looked at modal thinking (the means over ends reasoning) in the early stages of development and held that the leaders are transactional in their behaviors. Transactional leadership requires a shrewd eye for opportunity, a good hand at bargaining, persuading, reciprocating (Burns, 1978:169).A transformational leader, on the other hand, recognizes and exploits an existing need or demand of a potential follower and looks for potential motives in followers, seeks to satisfy higher needs, and engages the full person of the follower. Eventually transformational leaders were thought to engage in behaviors that â€Å"Page#4† changed the game, even changed the world. Douglas McGregor described Theory X and Y in his book, The Human Side of Enterprise, that X and Y theory each represent different ways in which leaders view employees.Theory X managers believe that employees are motivated mainly by money, are lazy, uncooperative, and have poor work habits. Theory Y managers believe that subordinates work hard, are cooperative, and have positive attitudes. Theory X is the traditional view of direction and control by managers. The average human being has an inherent dislike of work and will avoid if he or she can. Because of this human characteristic of dislike of work, most people must be controlled, directed, and threatened with punishment to get them to put forth adequate effort toward the achievement of organizational objectives.The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, wants security above all. This theory leads naturally to an emphasis on the tactics of control – to procedures and techniques for telling people what to do, for determining whether they are doing it, and for administering rewards and punishment. Theory X explains the consequences of a particular managerial strateg y. Because its assumptions are so unnecessarily limiting, it prevents managers from seeing the possibilities inherent in other managerial strategies.As long as the assumptions of Theory X influence managerial strategy, organizations will fail to discover, let alone utilize, the potentialities of the average human being. Theory Y is the view that individual and organizational goals can be integrated. The expenditures of physical and mental effort in work are as natural as play or rest. â€Å"Page#5† External control and the threat of punishment are not the only means for bringing out effort toward organizational objectives. Commitment to objectives is a function of the rewards associated with their achievement.The average human being learns, under proper conditions, not only to accept but also to seek responsibility. The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the solution of organizational problems in widely, not narrowly, di stributed in the population. Under the condition of modern industrial life, the intellectual potentialities of the average human being are only partially utilized. Theory Y's purpose is to encourage integration, to create a situation in which an employee can achieve his or her own goals best by directing his or her efforts toward the objectives of the organization.It is a deliberate attempt to link improvement in managerial competence with the satisfaction of higher-level ego and self-actualization needs. Theory Y leads to a preoccupation with the nature of relationships, with the creation of an environment which will encourage commitment to organizational objectives and which will provide opportunities for the maximum exercise of initiative, ingenuity, and self-direction in achieving them. Note that with Theory Y assumptions, management's role is to develop the potential in employees and help them to release that potential towards common goals.Theory X is the view that traditional management has taken towards the workforce. Many organizations are now taking the enlightened view of theory Y. A boss can be viewed as taking the theory X approach, while a leader takes the theory Y approach. Notice that Maslow, Herzberg, and McGreagor's theories all tie together: Herzberg's theory is a micro version of Maslow's theory (concentrated in the work place). McGreagor's Theory X is based on workers â€Å"Page#6† caught in the lower levels (1 to 3) of Maslow's theory, while his Theory Y is for workers who have gone above level 3.McGreagor's Theory X is based on workers caught in Herberg's Hygiene Dissatisfiers, while Theory Y is based on workers who are in the Motivators or Satisfiers section. Whatever theory applied by any organization , the greatest chance of being successful is when all of the employees work toward achieving its goals. Since leadership involves the exercise of influence by one person over others, the quality of leadership is a critical determina nt of organizational success. Thus, leaders study leadership in order to influence the actions of his followers toward the achievement of the goals of the organization.Leadership studies can be classified as trait, behavioral, contingency, and transformational. Earliest theories assumed that the primary source of leadership effectiveness lay in the personal traits of the leaders themselves. Yet, traits alone cannot explain leadership effectiveness. Thus, later research focused on what the leader actually did when dealing with employees. These behavioral theories of leadership sought to explain the relationship between what the leader did and how the employees reacted, both emotionally and behaviorally. Yet, behavior can't always account for leadership in different situations.Thus, contingency theories of leadership studied leadership style in different environments. Transactional leaders, such as those identified in contingency theories, clarify role and task requirements for employ ees. Yet, contingency can't account for the inspiration and innovation that leaders need to compete in today's global marketplace. Newer transformational leadership studies have shown that leaders, who are charismatic and visionary, can inspire followers to transcend their own self-interest for â€Å"Page#7† the good of the organization.

Analysis Of The Book Snowman - 1519 Words

I am not my childhood, Snowman says out loud. Okay†¦ Well, who is he? Snowman (or Jimmy, as I will refer to him) is a perplexing character from Atwood’s first introduction. He is living as the only human man among a colony of â€Å"Crakers† over whom he appears to be some kind of godly leader. As he wallows in his past we discover him to be almost tragic; a cruel and manipulative lover, void of any real emotionally intimate relationships, who now spends all of his time thinking, reflecting and obsessing over his past. For a man who â€Å"is not his childhood†- we sure hear a lot about it! Which tells us that his past is critical in understanding who he is as a character. Jimmy never achieves the closeness he craves with his mother; he spends most†¦show more content†¦A mother who is predominantly absent, either physically or emotionally often leaves the child with difficulties understanding and experiencing intimacy. Both of these are models of insecure attachment. Let s look at Jimmy and his relationship with his mother. Jimmy remembers his mother as predominantly distant and cold. This is depicted in Jimmy’s memory of his mother’s response when asked why she had resigned from her job: â€Å"because I wanted to stay home with you,† she said, looking over the top of Jimmy’s head and puffing on her cigarette.† As readers, we are invited to assume that she suffers from some kind of episodic depression- though this cannot be understood by Jimmy as a child. He recalls her forgetting his birthday, and when reminded, buying him gifts that showed she either knew or cared very little about her son. According to attachment theory- jimmy’s memories of his maternal parenting may be either idealised or devalued. In snowman’s reflections, he makes no excuses for the unstable home his mother creates. He reflects upon her unaffectionately and bluntly- and recants his only warm maternal memories of a hired nanny who was as affectionate and generous as his mother was cold and unpredictable. When his mother leaves work to care for him Jimmy is told the nanny must leave because; â€Å"nobody needed two mummies did they? oh yes, they did, thinks snowman. Oh yes, they really did.† Of course, Jimmy’s mother ultimately leaves him andShow MoreRelatedSymbolism Of Kill A Mockingbird By Harper Lee2255 Words   |  10 PagesWhether it is in literature or even shown in pictures, people use things to represent something with a deeper meaning and that’s called symbolism. In the book â€Å"To Kill a Mockingbird† by author Harper Lee, various different themes or symbols are active throughout the book either directly, or more often, obscurely being tied to the ultimate theme of the book, which is not being able to understand someone until you experience life from their point of view. 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