Exemplary Leader Philosophy Paper Essay Example for Free

Exemplary Leader Philosophy Paper Essay I never aspired to be an ethical leader before this class. It is not that I acted unethically, but that I never understood the importance of being an ethical leader. As a child, I was constantly changing my mind about what I was going to be when I grew up, but never once did â€Å"ethical† cross my mind. It seems as though this is a common theme among human beings, that we see success through the masculine lens of materialism and consumerism. Being able to acquire the newest, biggest, most innovative thing is what motivates us from a very young age. This is not something to be necessarily ashamed about, because at one point or another, everyone acts out of self-interest and solely for self-advancement. The thing that has to change, however, is the amount of fully-grown adults who still act out of self interest, and more specifically, adults in leadership roles, managing corporations, institutions, cities, states, and countries, that pull their team in the right direction for themselves, and not necessarily for the organization. This class has taught me who I am, both as an individual and as a part of a cohesive team, who I can be, thanks to the concepts and thought-provoking readings and lectures, and how I can get there by utilizing these concepts and strategies. Throughout the course of this semester, I have been able to continue producing the same amount of success as I have in the past, but I have been able to do it the â€Å"right† way. By identifying the strengths, weaknesses, opportunities, and threats to those opportunities of my personality and character, I have been able to identify my true self. This identification process is the first step toward becoming an ethical and moral example for peers, subordinates, and even superiors, both in a professional sense and in a personal sense. â€Å"History shows that where ethics and economics come in conflict, victory is always with economics. Vested interests have never been known to have willingly divested themselves unless there was sufficient force to compel them.† – B. R. Ambedkar This quote, spoken by Indian scholar B. R. Ambedkar, shows the belief in the common phrase, â€Å"business ethics is an oxymoron.† It is this mentality that began the self-fulfilling prophecy that business leaders use as an excuse for unethical behavior. The â€Å"slippery slope† of ethical breakdowns, as Badaracco calls it, begins with a mentality that justifies the diversion of ethics and economics. Throughout the rest of this exploration of the current self, the prospective self, and the presentation of a development plan, I will disprove this mentality. Current Self In order to effectively assess one’s ethical and moral fortitude, one must objectively identify his strengths and weaknesses relative to being an exemplary ethical leader. Furthermore, one must then address each individual aspect of his personality, including character traits, values, and integrity through relative ethical concepts and principles. By executing this process, one can truly learn about oneself and identify the necessary steps to becoming the possible self, or leader he wants to become. The process of identifying your own strengths and weaknesses can be difficult, especially in terms of being completely unbiased and objective. The key to successfully doing this is in relying on factual evidence that supports each strength and weakness. To be considered either, however, there must be a certain consistency in terms of actions as well as intent, which proves the validity of each strength or weakness. During my self-exploration, I thought back to some of my first memories in order to serve as a foundation for my moral potency and character, and to see how my experiences have shaped my personality, both positively and negatively. This process has given me perspective and helped me attain the knowledge necessary to complete an objective report of my own personality, values, skills, characteristics, and motivations. Without this process, I would have been subject to a common decision making fallacy that was taught in my organizational behavior class, known as the tendency to use information at hand, which describes a person’s inclination to make a decision based on readily-available information, rather than fact-based evidence. In this case, the â€Å"readily-available information† would be anecdotes and experiences that â€Å"stick out† in my memory. These examples are not necessarily wrong to use, but basing my process on them wholly would provide data inconsistent with my true personality. Since I can remember, I have always been a fierce competitor. This is shown through my spirited drive to achieve that has permeated my entire life, from academics, to extracurricular activities, to athletics. This competitiveness has both positive and negative effects on my leadership abilities, because I am driven and motivated to achieve goals, but can prove dangerous in team situations where group consensus is necessary. The competitive nature that is ingrained in my personality can lead to a concept called â€Å"me-ism†, described by Badaracco in chapter 4, which explains the phenomenon of being so goal-oriented that you lose sight of the effects that your actions have on other people. This concept can also relate to Badaracco’s inattentional blindness and motivated blindness, which describe occurrences in which one’s personal goals or lack of careful observation override that person’s ability to sense an ethical dilemma. My competitive nature has led to many successes in my life, including winning the New York under-18 state hockey championship, becoming the first non-senior to be an alternate captain on the Wake Forest club ice hockey team, and of course being accepted into this business school. These examples are all evidence of my competitive nature, and describe my desire to lead and win simultaneously. The concept of the future is tremendously fascinating to me. In another BEM class that I took this semester, we did a personality assessment that included over one hundred twenty questions and returned your five biggest personality strengths, and â€Å"futurism† was one of mine. I truly enjoy thinking about the future because of its uncertainty. I feel so much potential and possibility for myself, which is strengthened by my competitiveness. My ability to constantly think about the future while still keeping my â€Å"feet on the ground† and completing my assignments in the present is one of my most powerful strengths. My futurism keeps me on track toward achieving my personal and organizational goals. Becoming a transformational leader begins with the futurist outlook combined with a strong moral potency, which is the combination of three moral factors: moral ownership, moral courage, and moral efficacy. Moral potency, when combined with futurism, provides a leader with a strong moral and ethical foundation on which to base decisions, as well as the ability to envision the potential of a given organization. By acting in this way, a leader can start a chain reaction called the contagion effect, which is the phenomenon that occurs by promoting a transparent, ethical, and fair environment, starting from the C-level executives and â€Å"infecting† every employee underneath. The aforementioned strengths of mine, a strong competitive nature and a futuristic outlook provide me with an ethically-ambiguous foundation, meaning that both highly ethical and highly unethical leaders sport these qualities, and the actions that I make within the next few years will decide on which end of the spectrum I fall. In order for me to ensure that I do not start down the slippery slope of unethical decisions, I must be conscious of the fact that each decision I make has ethical implications, and I also must be weary of my weaknesses that could lead me down the wrong path. Acknowledging one’s weaknesses is critical to the process of defining your current self. As the saying goes, â€Å"nobody’s perfect,† and the only way to minimize the mistakes you make throughout your life is to accept the fact that you do have weaknesses, and to analyze what they are, why you have them, how you act on them, and how to correct them. My competitive drive has led me to have a strong desire to please authority figures, which is a major weakness of my personality, not in the sense that it is bad to desire recognition and achievement, but it frequently leads to Machiavellian, â€Å"ends justify the means† justifications of morally questionable actions. One of Badaracco’s ethical breakdowns, which he discusses in chapter five, the overvaluation of outcomes, directly relates to this personality trait. Two years ago I interned for a brokerage firm on the floor of the New York Stock Exchange, and my boss was a task-oriented, results-driven leader, a common type in the financial sector. He demanded that the team of four interns provide a daily projection of trade volume based on an algorithm and spreadsheets dating back to the early 1990’s. After being reprimanded by our boss for presenting him with unfavorable figures, we began to slightly alter the bottom line to get his approval. In this situation, we made a major ethical mistake by overvaluing the results. With the knowledge I have gained from this class, I would have analyzed the decision to alter the numbers using the categorical imperative, and in this situation, especially in the financial sector, it would be a very bad thing if my actions became universal norms. Fortunately, the trade projections were strictly internal, and I found out later in the internship that my boss would assign this project to new interns as a way of â€Å"breaking them in† and showing them the harshness of the business world. This desire to please has affected my leadership skills mostly within the context of leading peers, because, when combined with my competitive nature, I realize that there are few things that I will not consider doing to get ahead, which will ostracize me from my peers and create a divide within the group, decreasing my ability to influence others around me. Another weakness of mine is my tendency to overuse legitimate power when it is given to me. Legitimate power, which is defined as power bestowed upon someone over others, can come as a promotion, as it did in my case, when I was voted captain of my varsity hockey team in high school. This promotion gave me nominal power over my teammates off of the rink, but it was enough to leverage and coerce them to follow my orders. Trevino and Nelson outline the psychology I used to justify this behavior in chapter five, in their discussion of informal organizational cultural systems. The norms usually override formal rules, according to Trevino and Nelson. â€Å"†¦Despite formal rules, regulations, codes, and credos, informal norms are frequently the most influential behavior guides and clues to the culture†. The rationalization that â€Å"it’s the way we do things around here† was understood by my teammates, because the captain before me was the same way. It is this lack of moral potency to realize the unethical behavior and act on my personal values that makes this a weakness of mine. In the heat of the moment, it is hard to stop yourself and think about ethical philosophy, but necessary to promote the organizational culture that is conducive and necessary to running a hockey team. This self-exploration has provided me with a sound basis to analyze myself and prepare to make the jump into the business world with a strong moral compass and the ability to create a working plan to become the exemplary leader that I wish to be. However, first I must decide and articulate exactly what kind of leader that is. Possible Self The second step in becoming an exemplary ethical leader is to identify your possible self, that is, the leader that you wish to become at some point in the future. This can be done in a multi-step process, first by identifying exemplary leaders that serve as role models or mentors to you, and then by analyzing their leadership qualities and determining which of those you wish to attain. It is undeniable that every ethical leader chooses to lead with character and integrity, two of the most important characteristics necessary to manage an organization, but just how do you define character? According to Professor Sean Hannah, character is defined by three aspects: moral discipline, moral attachment or attainment, and moral autonomy. The combination of these facets provides a solid basis for the quantification of leadership characteristics. Moral discipline outlines the ability to act in alignment with your personal values, while moral attachment or attainment refers to one’s ability to hold true to your values over time, and moral autonomy is the ability to formulate moral decisions based on your values and decision-making skills, without the influence of outside factors. Both character and integrity play instrumental roles in the development of ethical leaders, as well as in their ability to become role models for lower-level employees. My most recent role model for ethical leadership is Dean Reinemund, because he has been extremely successful as a leader in two vastly different industries, which shows that he has the skills necessary to lead, regardless of the situational context. During his guest lecture in our class, Dean Reinemund spoke about his â€Å"Four C’s of Leadership.† I believe that these four characteristics are immensely important to become a transformational leader with a vision that inspires employees to work at the highest level possible. The first â€Å"C† is character, which Mr. Reinemund describes as having your internal compass point to â€Å"true north†. Having the character to act in correlation with personal and organizational values in the face of adversity is an extremely admirable quality, and is something that I wish to have in my possible self. Mr. Reinemund’s third â€Å"C† is the one that resonated with me the most, particularly because it is the only aspect of his leadership philosophy that cannot be readily learned. Commitment, Reinemund says, is the passionate, internal drive to succeed, and it is something that is ingrained in your personality. Although you can motivate yourself through other, extrinsic means, the â€Å"warrior’s ambition† that Mr. Reinemund describes is a burning internal passion for the work that is being done. This is another facet of an exemplary leader that cannot be left out. Badaracco writes about Aristotle’s â€Å"Golden Mean† in terms of leadership by describing the balance between having a high concern for oneself and having a high concern for others. By attaining this equilibrium, leaders can act ethically and morally to provide the greatest good for the greatest number of people. This philosophy also relates to Badaracco’s four spheres of commitments that leaders have to navigate during each and every decision they make. Managing the four spheres is an integral part of being an exemplary leader and must be included in my definition of an exemplary leader. The last piece of leadership that I would like to emulate as an exemplary leader is the characteristics of a quiet leader. Modesty, self-restraint, patience, and careful, incremental moves can right, or even prevent, moral wrongdoings without blowing the issue out of proportion. The public displays of heroism, as coined by Badaracco, depicted in movies and television are usually extremely unnecessary and their emotionalism and lack of careful planning undercuts their credibility, while simultaneously decreasing the amount of empathy received from the listener. Being a quiet leader means doing the right thing, especially when nobody is looking, and that is why I admire such a quality and desire to be the quiet leader who allows his exemplary actions speak for him. Action Plan The third and final step to becoming an exemplary ethical leader is to formulate and execute an actionable leadership development plan, which outlines the steps necessary to transform the current self into the desired possible self. By identifying my strengths and weaknesses, and then identifying the ideal leader that I want to become, I can precisely calculate the discrepancy between the two, and what specific steps I need to take in order to become the exemplary leader I want to be. By using course concepts and relating them to my current self, I have come up with the following steps for my action plan: 1. Do not underestimate the weight of any one decision, no matter how seemingly insignificant it may be 2. Follow Badaracco’s steps to becoming a quiet leader 3. Apply Trevino Nelson’s 8 steps to recognized ethical dilemmas 4. Read and reflect on the characteristics of an Authentic Leader every day 5. Establish a strong support group to help assist my decision making and provide comprehensive unbiased feedback These five steps, if followed correctly, will create the optimal environment to foster my development as an exemplary leader. My action plan is conducive to the type of leader that I want to be, because it focuses on further improving my strengths, and transforming my weaknesses into strengths by utilizing concepts and strategies learned in class. The first step is the most important one, because due to my competitive nature, I have a tendency to rush decisions in order to complete tasks more efficiently, but in the long run, especially in the professional world, I must be able to recognize the ethicality of each decision I make. By analyzing every decision I make from now on, whether it is my choice of shampoo or a multi-million dollar contract, I will be able to acknowledge the ethical repercussions of each alternative. My second step is to follow Badaracco’s steps to becoming a quiet leader, particularly the second rule, which says to â€Å"pick your battles†, and outlines the concept of political capital. Leadership is not defined by how many times you â€Å"blow the whistle†, but how much of an impact you had when you did decide to take a stand. Consequentially, I must make ethical decisions like Machiavelli’s fox rather than the lion. By building political capital and using it wisely, the respect that colleagues, superiors, and employees show you will increase, and therefore your ability to influence them will also increase, which will allow you to lead with confidence. Trevino Nelson’s 8-Steps to ethical decision making are extremely important, because they provide a framework for which to analyze and come to a conclusion about any decision. The â€Å"action† piece of this step is simple: I have handwritten the steps on a small piece of paper and put it in my wallet, so that I can refer to it in any situation. By slowing down and analyzing each choice I make in terms of these 8 steps, I’ll be able to consistently make the best decision possible, which will instill confidence in my peers as well as show potential to my superiors. On the reverse side of my wallet-sized 8 steps, I have written the characteristics of an Authentic Leader, because I believe that simply being a quiet leader is not sufficient. Being a quiet leader is a great way to get things done, but in the long term may result with my leadership becoming â€Å"silent† leadership, wherein my peers and employees cannot easily see how I analyze ethical dilemmas and may start to infer that I rely on bottom-line statistics only. This is where the slippery slope begins, and my fourth step will counteract the possibility of being perceived as ethically neutral. My final step is to create a support group of people from different parts of my life, including peers such as friends and classmates, superiors (teachers and coaches), and subordinates such as the younger players on my hockey team. By establishing this group, I will be able to ask them to give me feedback on my projected personality. The first four steps of my action plan are important to my development as a leader, however they will be meaningless if what people perceive about me is different than what I want. Moreover, a support group will help me integrate my different lives, as Dean Reinemund spoke about in his lecture, by teaching me that in order to be perceived as an exemplary leader, I must have complete alignment between my espoused personal values and my in-use values in every aspect of my life. Solely having an action plan, however, will not give me the results I desire, which is why I must set both short and long term goals for myself in my journey to becoming an ethical leader. Short-term goals are imperative to maintaining my improvement in leadership skills, because without consistent feedback, it is impossible to gauge one’s progress. The support group I establish will provide me with that feedback. Specifically, I will create a point-based survey and ask each person in my support group to complete it. By doing this, I will have quantitative results at the end of each month to see which areas of my personality need improvement. By setting short-term goals, my competitive nature will enhance my desire to improve, until I reach my long-term goals. Perhaps the most challenging task of this assignment was to envision the evolution of my personality from a college student to a business leader, because I did not know exactly how to set long-term goals. After thinking it through, I believe that the most pertinent long-term goal that I can set is to reflect on my life as a leader, and have no decisions that I regret making. This seems vague, but it must be in order to work. By achieving short-term monthly goals, I will achieve my long-term goal as a result, which is the express purpose of short-term goals. If I can look back on my life as a leader when I retire, and I can honestly say that there is not a single decision that I made or failed to make that resulted in an unethical consequence, I will consider myself a success. Conclusion Throughout the course of this assignment, as well as the class as a whole, I have been exposed to completely new ways of analyzing situations and have been able to integrate those concepts and strategies into my daily life. By creating this action plan for the development of my character and leadership skills; I have begun the preparation necessary to successfully lead in the business world, which is an incredibly valuable head start on students in other business schools around the country. B. R. Ambedkar’s pessimistic quote regarding the ethics versus economics dynamic that I used earlier in the paper was a perfect way for me to gauge the effectiveness of my action plan. I believe that through the analysis of my current self, the reflection and projection of my possible self, and the creation of my leadership development plan, I have been able to disprove the mentality that â€Å"business ethics is an oxymoron† and begin to strengthen the mentality that â€Å"ethics is good business, and good business is ethical.† References 1. Sean Hannah, class lectures and PowerPoint presentations, 8/29/2012-12/4/2012 2. Hannah Avolio, Moral Potency: Building the Capacity for Character-Based Leadership 3. Trevino Nelson, Managing Business Ethics 4. Badaracco, Defining Moments 5. George, Sims, McLean, Mayer, Discovering Your Authentic Leadership 6. Badaracco, We Don’t Need Another Hero 7. Reinemund, class lecture 10/4/2012 View as multi-pages

Drama Portfiolo About Two Friends Leaving Each Other :: Drama Theatre Acting Plays Essays

Drama Portfiolo About Two Friends Leaving Each Other For a drama piece, we were told to do two friends leaving each other. The time period was in the future. One friend is leaving the house they live in, and going to an unknown planet for a different life, promised by the company taking us was a world were dreams became reality and there were no worries or fears. We could leave our previous life behind for a new, perfect one. The public are free to come but they may only bring five personal items. I worked with Danny. The scene portrayed myself (playing the part of Crispin) packing up my single suitcase and heading to the air base where we would rendezvous with the spacecraft. The character of Crispin is a little unusual. He is very geeky, but he can be quite strong when talking to people, especially Jacob. He stands up for himself. His voice consists of a fast lisp, and a stutter. I think he is quite a nervous person. Though he and Jacob have nothing in common and occasionaly fall out, they are good friends, and they only truly appreciate one another when not in each others company. While packing, Crispin has some soliloquies and thinks deeply about each packed item before placing it in carefully in the case. (Crispin is a very precise character) The first item was a large photo of London, Crispins original home before moving out, to get his own accommodation. Here he does some thought tracking before placing it in the bottom of his personal items case. He thought about his mother and said how much he missed her. The tempo of this scene was very slow, due to all the still images and soliloquies. Crispins mood was quite sad, and as a result his movement was slow and dowdy. His head was down and he shuffled his feet a little uneasily. He interacts with the picture, holding it up in a mime, and looking not at it but into it, bringing back a memory. I played this part on a side profile so that I didn't have my back to the audience, while at the same time it didn't look like I was looking directly at the audience through the picture. As I packed the picture (and the memory) I became more upbeat, this is more like Crispin as he seems contented and in high spirits most of the time. He packed each item with changing emotions. For instance, the picture of him with Jacob at a rock concert, he didn't want to go, but he did it because Jacob needed someone to go with.

Need of moral education to students Essay

In today’s world man, machine and money are the modern day trinity where as morality is just a casualty. As a result of this, our society has been suffering from much of corruption, exploitation, merciless killings, casteism, communalism, terrorism and a total crisis of character. In addition, schools have been facing unhealthy behavioral and indiscipline problems from students. All this needs to be reformed. But who is to bell the cat? It is we, the children, who have to complete that task. In this essay further, I shall explain importance of moral education in schools and how it helps our society to beat from above stated social evils. Every child possesses the potential to become the builder of an ideal society. What it needs is a proper cultivation of good morals at a young age to develop positive social attitudes and make him a useful, complete and perfect person. The great goal of education is not to cosmetically furnish the minds to produce doctors and engineers but to develop the sense of right, duty, honour, love of God and humanity by imparting moral education in schools. With this, students can improve overall behavior with their teachers and society too. In addition, when they grow, they will bring strong foundation to beat social evils. Many schools have been searching the reasons of depreciation in moral values and they have been working for developing good moral values among the students. However moral values are integrated part of the education and it is great emphasized in almost all countries. Generally Moral Education is not a specific subject for schools but it is taught under different subjects like languages, literature, supplementary reading books etc. Moral Education is taught as a separate subject like Moral Science in a few schools. Schools have been doing several efforts to manipulate the moral values among the students. The syllabus is designed such type to combine many moral values by stories, poems and by many lessons. Sometimes textbooks include many inspirational lessons about the great persons so that students may learn by their life.

Operations Management An Organization Essay - 1107 Words

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Essay on Ethical Dilemmas Facing Non-Profit Hospital Ceo...

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Ethics - 3978 Words

Unit 9 Final Project HU – 245 - 10 Professor Ronald Wade Erin Broker 8/30/2009 Kaplan University Unit 9 Final Project Introduction Ethics is the area of study that deals with morality and how we make decisions about how we behave as individuals and how our actions reflect our values and conduct towards one another. This class focused on two viewpoints that helped us define morality and how to apply it in new ways of thinking and reasoning when dealing with issues in our lives: consequential reasoning and non-consequential reasoning. Through an evaluation of my collected works, I will attempt to show an improvement in the areas of analytical skill building, knowledge acquisition, and practical application that are the†¦show more content†¦full-time employees working reduced hours would not lose health care coverage (Haynes, 2009). 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Case study on Bromberg And Ribstein On Limited Liability Partnerships

Question: Write a report on points of differences between an employee and an independent contractor? Answer: Introduction A Partnership or a Limited Liability Partnership (LLP) involves the coming together of two or more persons for any lawful cause in order to carry on a business with the objective of making profit. A partnership firm and a LLP have many similarities as the structure of LLP is half derived from a partnership (unincorporated). The other half is derived from the structure of an incorporated form or organization. Thus, a LLP is often considered to a hybrid of a partnership and a company form of organization (Bromberg, 2009). LLP form of an entity has all the advantages of both partnership and a company. It has a nature of partnership which gives it flexibility from the compliance point of view and the limited liability concept of an incorporated company which provides the members of a LLP with limited liability towards its assets in the event of winding up of the LLP (Hurt, n.d.). The most striking features of a LLP are: The liability of the partners are limited as regards to their contributions towards the assets of the LLP in the event of winding up of the LLP, and The demarcation of management and ownership. The members may be the managers, but the existence of management and ownership are separate. Thus, the management and ownership of a LLP is separate just like in a company and the liabilities of its partners are limited unlike in a partnership where the liability of partners is unlimited (Ingle, n.d.). To decide viability and profitability between a partnership and a LLP we should have a clear idea about the points of differences between the two. The table below illustrates the points of differences: Points of Difference Partnership LLP Governing Statute Partnership Act, 1890 LLP Act, 2000 Organizational Status Unincorporated Incorporated Registration Optional Should be registered under the said act. Relationship of Partners Governed by the Laws of Agency. Partners are agents of each other. Fiduciary. Partners are agent of the LLP. Liability of Partners Unlimited or as agreed upon Limited to the extent provided in the Document of Incorporation. Designated Partners No such designation in a partnership. At least two designated partners required who will be responsible for compliance of the applicable regulations and disclosure of information to the Registrar. Constitutional Document Deed of Partnership Document of Incorporation. Commencement of Business Business can be commenced after the execution of the partnership deed. Business can commence only after obtaining a Certificate of Incorporation from the Registrar. Legal Entity A partnership firm does not have a separate legal entity. A LLP is a separate legal entity independent of its members. Management Ownership Management ownership are same. Management ownership are separate. Membership Requirements Minimum 2 and maximum 20. Minimum 2 and there is no upper limit. Registration of Member changes Can be done internally without involving any registration requirement. Changes in the composition of membership should be registered with the registrar. Audit requirement and filing of documents. No such requirement. Required under LLP Regulations 2001 and GAAP. Rights Taxation Profits are distributed among the partners according to their contribution who pay individual income tax for their income. Profits are distributed equally and the members pay individual income tax. Applicability of Companies Act Not applicable. Certain provisions are applicable. Perpetual Succession No. A LLP has a perpetual succession as it is independent of its members. Dissolution A partnership can be dissolved when the deed expires of by simply termination the deed. Proper provisions of the LLP Regulations, Companies Act has to be followed for voluntary winding up or suo moto winding up by the Registrar. Registration for VAT Not applicable. As a LLP is formed as a body corporate, it can register itself for VAT. Binding effect of acts of the Members Acts of members and of the partnership are binding on the other members. Personal liabilities of members arising of acts of any member are distributed jointly and/or severally. Acts of members are binding on the LLP even if a member acts outside his authority provided in the members agreement. There is no personal liability of the members arising for contracts or debts of a LLP and of other members. Applicability of Stamp Duty Stamp Duty is applicable on transfer of land, shares or any other interest in a partnership firm. Stamp Duty is not chargeable on any instrument evidencing a conveyance for a period of one year in respect of a person transferring any property in connection with the incorporation of the LLP. The above table gives us a fair idea about the main points of differences between a partnership and a LLP. Overall, the advantages offered by a LLP puts them in a preferable position when entrepreneurs are floating new businesses (Legislation.gov.uk, 2015). Thus, we can outline some major advantages of LLPs as below: Flexibility: As mentioned earlier, LLPs combine the advantages of a partnership and a company which gives them a strategic advantage in the business field. Setting up a LLP is the easiest and involves negligible cost as compared to formation of a partnership and a company. It contains the flexibility of a partnership and the limited liability concept of a company (Legislation.gov.uk, 2015). Separate Legal Entity: LLP has a separate legal entity just as an incorporated form of organization. It has perpetual succession and is an independent legal person in the eyes of the law (Legislation.gov.uk, 2015). Less Expensive: It is comparatively less expensive while setting up a LLP. Transparent: As a LLP is regulated by a number of legislations, its activities are much more transparent than a normal partnership. It has to file its returns and has regulated disclosure requirements (Legislation.gov.uk, 2015). Ease of Doing Business: A LLP has equal proportions of capital and profits which helps it to do business without any complex calculations relating to admission and retirement of partners, dissolution etc (Legislation.gov.uk, 2015). Reconstruction: Restructuring methods such as mergers and amalgamations are applicable to a LLP which is not available to a partnership firm. Thus, in need a LLP can undertake corporate restructuring in times of need (Mawrey and Riley-Smith, 2012). Acceptance of Public Deposits: This is a grey area as far as the legislations go in the case of LLPs. Generally, acceptance of deposits in the UK are governed by a number of legislations such as the Companies Act, 2006 and section 5 of the Financial Services and Markets Act, 2000 (Regulated Activities) Order 2001. In case of LLPs, The LLP Act and LLP Regulations also come into play (Moore, 2013). A LLP is incorporated as a separate legal entity or as a body corporate, just as a company limited by shares. Public limited companies are allowed to accept deposits from the public at large under the authority of the above mentioned acts. But, the legislations applicable to a LLP, does not provide any restrictive provisions regarding acceptance of deposits in the case of a LLP. Thus, this provides an opportunity for the LLPs to accept deposits from the public. Due care should be taken while doing so by complying with all the necessary disclosure requirement and proper approvals should be applied for. Conclusion Thus, in short, LLPs provide ample of opportunities with a sense of flexibility to carry on business. It provides a proper organizational structure with a separate legal entity which gives transparency. With the ability to undertake corporate restructuring and the option of conversion to a limited liability company, LLPs are definitely way ahead in the race. Therefore, it is my recommendation to go for a LLP which is a corporate form of enterprise. Introduction In the above mentioned question we have to differentiate between an employee and an independent contractor for a business associate who has taken over as the operations manager of a small business. To understand the difference we need to have a clear idea of who an employee and an independent contractor is from the viewpoint of an organization? The demarcation should be clear as the nature of liability of the organization and the business relationship between them depends largely on this clear demarcation. Such demarcation of the nature of business relationship is from a legal point of view and from the taxation point of view (Johnstone, 2010). Who is an employee? Employee is a person who employment is governed by an employment contract. An employee may hold different status under employment rules and tax rules. An employee has specific employment rights and responsibilities with a different set of obligations towards an employer which are different from an independent contractor (Hammond and Hammond, 1919). Employment Rights of an Employee An employee has the status of a worker in a company buy he enjoys certain benefits and obligations out of his employment towards his employer which are different from non-employees (English, 2006). An employee provides services on a continuous basis. The following are the rights and obligations that an employee has: Employment contract includes the Offer Letter and the Appointment Letter. The principal is known as employer and the contracted person is known as employee (Frank, 2010). Compensation is termed as salary which is their source of income for tax purposes. An employee is a part of the organization. The services of an employee are exclusive for his employer (Anon, 2015). Statutory sick leave is granted to an employee along with other leaves such as parental leave and shared parental leave which are treated as paid leaves (Quinlan, 1992). Minimum notice period requirements before resigning. Legislative protection against unfair termination of employment. An employee can be discharged from employment which is the evidence of the amount of control that the management of a company can exercise (Fenwick et al., n.d.). An employee has the right to terminate his employment relationship with the company or the employer without incurring any extra liability. The employee is never in a position to make any profits or loss in the course of his services rendered (Dyer, 2010). Flexible working request right. Time off in case of emergencies. Redundancy pay under statute. Required to work on a continuous basis until the commencement of a leave. Fixed working hours of work. Has to follow a proper organizational structure and hierarchy. Employees cannot be substituted by someone else. Applicable deductions of tax and National Insurance Contributions from their salary. Employee policies and rules of the company are applicable. The employer provides them with all the necessary material resources required to do their respective jobs. Who is an independent contractor? An independent contractor is a self employed person who does not have a separate principal other than himself. An independent contractor runs his business himself and is solely responsible for the profits and losses he makes. This is the major reason why they are not included in employment laws of the UK. Independent contractors are generally hired for a particular job required to be done by a professional on a contractual basis. Their employment ceases on the completion of the work or by terminating the contract (either mutually or if the contract is rescinded by any party to the contract) (Gov.uk, 2015). Employment rights of an independent contractor Although, independent contractors are not covered by the applicable employment laws, they still do have a few rights while under a contract of employment. Following are the rights and obligations of an independent contractor or a self employed person: The job contract is an agreement between the contractor and the company employing the professional. The binding agreement is generally the contract for employment. The compensation is in the nature of contract price payable by the company. The relationship of employer and employee does not exist. He does not form a part of the organization. The services of an independent contractor are not exclusive and are available to anyone who wants to employ them. The agreement is governed by the Contract Act and is available for remedies under the said act. He is not entitled to statutory leaves from employment such as parental leaves. He is not under Pay As You Earn (PAYE) scheme and no deductions are done from the contract price (Gov.uk, 2015). An independent contractor cannot be fired by the management of the company employing his services as the relationship of employer and employee is absent in this case. Casual termination of the contract on the whims and fancies of the contractor cannot be done as this will attract extra liability on part of the independent contractor. They do have a few protections for their health and safety while working in the premises of the contractor. There is no requirement of working for fixed hours. It is mainly concerned by the amount of work done and its completion. No requirements of registration under HMRC. Income is in the nature of business income and is assessed differently under the tax laws. No requirements as to notice period. Engagement can be terminated for any breach of contract or on completion of work. An independent contractor generally makes profit or loss on the successful execution of the job contract as it is a business transaction on part of the contracting parties and is largely due to the fact that the contract price is generally negotiated by the parties to the contract. Has no liability to follow the prevailing organizational structure and hierarchy. All the material and resources required to complete the job are to be brought in by the person contracted to do the job. Arbitration option available in the event of any dispute that arises in the course of work which results in interruption in executing the contract. An independent contractor is not provided any training by the company engaging his services to perform the job. The principal is not concerned about the person who the contractor employs or uses to do the job. Conclusion Thus, the above mentioned points makes it abundantly clear about the points of differences between an employee and an independent contractor. It is utmost necessary to establish a proper nature of relationship between the contracting parties because the nature and extent of liability in each is different. Hiring an employee attracts much more legislative and statutory requirements to be followed by the employer. On the other hand, engaging an independent contractor gives the employer much flexibility and ease as it attracts less legal requirements on part of the employer. The most striking requirement is the registration requirements for the purpose of tax deduction and deduction of National Insurance which are applicable only to the employees of an organization. It is therefore, evident that the people engaged as an employee in an organization enjoy much more rights than an independent contractor. But it is also true that the employees get a fixed amount as salary, but on the other hand an independent contractor may charge a much greater price for rendering his services. Sometimes it becomes necessary for an organization to engage professional people in specialized matters or to do a particular kind of job which is not possible for an ordinary employee. References Anon, (2015). [online] Available at: https:// [Accessed 9 Jul. 2015]. Bromberg, A. (2009).Bromberg and Ribstein on limited liability partnerships, the Revised Uniform Partnership Act, and the Uniform Limited Partnership Act (2001). Austin [Tex.]: Wolters Kluwer Law Business. Dyer, C. (2010). Labour pledges to reform libel laws in England and Wales.BMJ, 340(mar25 2), pp.c1712-c1712. English, B. (2006).A common thread. Athens: University of Georgia Press. Fenwick, C., Howe, J., Marshall, S. and Landau, I. (n.d.). Labour and Labour-Related Laws in Micro and Small Enterprises: Innovative Regulatory Approaches.SSRN Journal. Frank, C. (2010).Master and servant law. Farnham, Surrey: Ashgate. Gov.uk, (2015).Business tax: PAYE - GOV.UK. [online] Available at: https://www.gov.uk/topic/business-tax/paye [Accessed 9 Jul. 2015]. Gov.uk, (2015).Employment status - GOV.UK. [online] Available at: https://www.gov.uk/employment-status/selfemployed-contractor [Accessed 9 Jul. 2015]. Hammond, J. and Hammond, B. (1919).The village labourer 1760-1832. London: Longmans, Green. Hurt, C. (n.d.). The Limited Liability Partnership in Bankruptcy.SSRN Journal. Ingle, D. (n.d.). Hybrid of Partnership and Corporation IE: 'Limited Liability Partnership' Critics.SSRN Journal. Johnstone, S. (2010).Labour and management co-operation. Burlington, Vt.: Gower Pub. Legislation.gov.uk, (2015).Companies Act 2006. [online] Available at: https://www.legislation.gov.uk/ukpga/2006/46/contents [Accessed 9 Jul. 2015]. Legislation.gov.uk, (2015).Limited Liability Partnerships Regulations 2001. [online] Available at: https://www.legislation.gov.uk/uksi/2001/1090/schedule/2/made [Accessed 9 Jul. 2015]. Legislation.gov.uk, (2015).Limited Liability Partnerships Act 2000. [online] Available at: https://www.legislation.gov.uk/ukpga/2000/12/contents [Accessed 9 Jul. 2015]. Legislation.gov.uk, (2015).Partnership Act 1890. [online] Available at: https://www.legislation.gov.uk/ukpga/Vict/53-54/39/contents [Accessed 9 Jul. 2015]. Legislation.gov.uk, (2015).The Financial Services and Markets Act 2000 (Regulated Activities) Order 2001. [online] Available at: https://www.legislation.gov.uk/uksi/2001/544/article/5/made [Accessed 9 Jul. 2015]. Mawrey, R. and Riley-Smith, T. (2012).Butterworths commercial and consumer law handbook. London: LexisNexis. Moore, M. (2013).Company Law Statutes 2011-2012. Hoboken: Taylor and Francis. Quinlan, M. (1992). Making Labour Laws Fit for the Colonies: The Introduction of Laws Regulating Whalers in Three Australian Colonies 1835-1855.Labour History, (62), p.19.