Developing Academic Skills - Literature review Example

Darwin’s evolution reveals that for a chance to exist there must be separation as well as a purpose or reason to transform. According to Rowold and Borgman, transformational leadership is distinct from transactional leadership. According to Osborn (2002), network leadership is another derelict aspect of management, which is not independent. These concepts form the theme of this summative paper. Literature Review Darwin’s theory lessons According to Keith Denton book, "What Darwin can teach us about success", discussing development and learning in corporations and organizations, it is evident that transformation is possible.

Darwin’s evolution reveals that for the opportunity to exist there must be separation as well as a reason or motive to change (Ospovat 1995). This is linked to Darwin's elucidation of how preferential continued existence of the slightest advantages can lead to sophisticated forms is the most imperative explanatory standard in biology, and tremendously powerful in numerous other fields. Such achievement has emphasized concepts that life is in all respects a conflict of each against everyone, where each person or entity has to look out for their opportunities and fully exploit.

This is essential in lifelong skills of development whether in acquiring academic skills or life experiences. Charles Darwin's hypothesis of how evolution exists is clearly competitive, and even gladiatorial. Species are pitted against each other for scarce resources, alike species with identical needs and environment even more so, are all competing for existence (Gayon 1998). From the Denton approach, individuals can learn to compete for opportunities, and not wait for disasters but develop their ways through respective challenges.

In organization, managers can transform their organization trends by ensuring that opportunities and threats adequately assessed. Survival for the fittest is the backbone philosophy derived from the Darwin theory. It can be utilized to enhance progress in developing skills. This conforms to the expression, do not merely compete, but rather try to be the best in the world. Transformational leadership and transactional leadership Transformational leaders look for novel ways of functioning, search for opportunities in the face of threat, favor effective responses to well-organized answers, and are less probable to maintain the status quo.

They do not just react to environmental circumstances; they try to shape and produce them (Bass & Avolio 1994). Transformational leaders may employ transactional approaches when suitable, but they also incline to use symbolism and descriptions to solicit augmented effort. The leader achieves this by increasing the level of academic awareness about the significance of valued results, by augmenting or expanding individual requirements, and by enticing a belief in rising above self-interest for the benefit of the organization or team (Bass & Avolio 1994).

Genuine transformational leadership necessitates staffs empowerment, not employee reliance. It is evident that transformational