Bio of Robert Goddard, American Rocket Scientist

Robert Hutchings Goddard (October 5, 1882–August 10, 1945) was an influential American rocket scientist whose work shaped the history of space exploration. Yet, as far-reaching as Goddards work became, it was not acknowledged as important by the government or military for much of his life. Nevertheless, Goddard persevered, and today all rocket technologies owe him an intellectual debt. Fast Facts: Robert H. Goddard Full Name: Robert Hutchings GoddardOccupation: Engineer and rocket developerBorn: October 5, 1882 in Worcester, Massachusetts, USAParents Names: Nahum Goddard, Fannie L. HoytDied: August 10, 1945 in Worcester, Massachusetts, USAEducation: Worcester Polytechnic Institute (B.S. Physics, 1908). Clark University (M.A. and Ph.D. Physics, 1911).Key Achievements: First successful rocket launch on American soil in 1926 in Worcester, MA.  Key Publications: A Method of Reaching Extreme Altitudes (1919)Spouses Name: Esther Christine KiskResearch Area: Rocket propulsion and engineering Early Life Robert Goddard was born in Worcester, Massachusetts, on October 5, 1882, to farmer Nahum Goddard and Fannie Louise Hoyt. He was sickly as a child, but had a telescope and often spent time studying the sky. He eventually became interested in science, particularly the mechanics of flight. His discovery of Smithsonian magazine and articles by flight expert Samuel Pierpont Langley ignited a lifelong interest in aerodynamics. As an undergraduate, Goddard attended Worcester Polytechnic Institute, where he studied physics. He earned his physics Ph.D. at Clark University in 1911, then took a research fellowship at Princeton University the following year. He ultimately joined the faculty at Clark University as a professor of aerospace engineering and physics, a post he held much of his life. Research With Rockets Robert Goddard began writing about rockets while he was still an undergraduate. After getting his Ph.D., he focused on studying the atmosphere using rockets to lift instruments high enough to take temperature and pressure readings. His desire to study the upper atmosphere drove him to experiment with rockets as a possible delivery technology. Goddard had a hard time getting funding to pursue the work, but he eventually persuaded the Smithsonian Institution to support his research. In 1919, he wrote his first major treatise (published by the Smithsonian) called A Method of Reaching Extreme Altitudes, outlining the challenges of lifting mass high to the atmosphere and exploring how rockets could solve the problems of high-altitude studies.   Dr. Robert H. Goddard and His Rockets. NASA Marshall Space Flight Center (NASA-MSFC) Goddard experimented with a number of different rocket configurations and fuel loads, beginning with solid-rocket propellant fuel mixes in 1915. Eventually, he switched to liquid fuels, which required a redesign of the rockets he was using. He had to engineer fuel tanks, turbines, and combustion chambers that hadnt been fashioned for this kind of work. On March 16, 1926, Goddards first rocket soared up from a hill near Worcester, MA, on a 2.5-second flight that went up just over 12 meters.   That gasoline-powered rocket led to further developments in rocket flight. Goddard began working on newer and more powerful designs using bigger rockets. He had to solve problems controlling the angle and attitude of rocket flight, and also had to engineer rocket nozzles that would help to create greater thrust for the vehicle. Goddard also worked on a gyroscope system to control the stability of the rocket and devised a payload compartment to carry scientific instruments. Eventually, he created a parachute recovery system to return the rockets and payload safely to the ground. He also patented the multi-stage rocket in common use today. His 1919 paper, plus his other investigations into rocket design, are considered classics in the field. Dr. Goddard at his Launch Control Shack. NASA Headquarters - GReatest Images of NASA (NASA-HQ-GRIN) Goddard and the Press Although Goddards groundbreaking work garnered scientific interest, his early experiments were criticized by the press as being too fanciful. Notably, however, much of this press coverage contained scientific inaccuracies. The most famous example appeared on January 20, 1920, in The New York Times. The article mocked Goddards predictions that rockets might someday be able to circle the Moon and transport humans and instruments to other worlds. The Times retracted the article 49 years later. The retraction was published on July 16, 1969—the day after three astronauts landed on the Moon: Further investigation and experimentation have confirmed the findings of Isaac Newton in the 17th Century and it is now definitely established that a rocket can function in a vacuum as well as in an atmosphere. The Times regrets the error. Later Career Goddard continued his work on rockets throughout the 1920s and 30s, still fighting for recognition of the potential of his work by the U.S. government. Eventually, he moved his operations to Roswell, NM, and with financial backing from the Guggenheim family, he was able to carry out more rocket research. In 1942, Goddard and his team moved to Annapolis, Maryland, to work on jet-assisted take-off (JATO) technology.  He continually refined his designs throughout World War II, although not sharing his work with other scientists. Goddard preferred secrecy due to his concerns about patent infringement and intellectual property theft. (He repeatedly offered his services and technology, only to be rebuffed by the military and government.) Near the end of World War II and not long before his death, Goddard had a chance to see a captured German V-2 rocket and realized just how much the Germans had copied his work, despite the patents he had gained.   Death and Legacy Throughout his life, Robert H. Goddard remained on the research faculty at Clark University. After World War II, he  joined the American Rocket Society and its board of directors. However, his health was deteriorating, and he died on August 10, 1945. He was buried in Worcester, Massachusetts. Goddards wife, Esther Christine Kisk, gathered his papers after his death and worked on securing patents after Goddards death. Many of Goddards original papers containing his seminal work on rockets can be seen of the Smithsonian Institution Archives. Goddards influence and impact continue to be felt throughout our current space exploration efforts, plus those in the future. Honors Robert H. Goddard may not have been honored fully during his lifetime, but his legacy lives on in many places. NASAs Goddard Space Flight Center (GSFC) is named after him, as are several schools across the U.S. He amassed 214 patents for his work during his lifetime, with 131 being awarded after he died. There are streets and a park that bear his name, and the Blue Origin makers have named a reusable launch vehicle for him. Sources â€Å"Robert Hutchings Goddard Biographical Note. Archives and Special Collections, Clark University. www2.clarku.edu/research/archives/goddard/bio_note.cfm.Garner, Rob. â€Å"Dr. Robert H. Goddard, American Rocketry Pioneer.† NASA, NASA, 11 Feb. 2015,www.nasa.gov/centers/goddard/about/history/dr_goddard.html.Lemelson-MIT Program.† Edmund Cartwright | Lemelson-MIT Program, lemelson.mit.edu/resources/robert-h-goddard.Petersen, Carolyn Collins. Space Exploration: Past, Present, Future. Amberley, 2017.Sean M. â€Å"March 1920 - ‘Report Concerning Further Developments’ in Space Travel.† Smithsonian Institution Archives, Smithsonian Institution, 17 Sept. 2012, siarchives.si.edu/history/featured-topics/stories/march-1920-report-concerning-further-developments-space-travel.

Essay on Art Shows the Viewpoint of the Artist - 918 Words

Art is a form of expression that can be conveyed by people in several different ways. Paintings, sculptures, and drawings are only a few types of art that have been around for hundred years, and that have been conveying with human emotions. In the past, famous artists, such as Leonardo Da Vinci, Caravaggio, and Michelangelo, were mostly known by individuals who had the resources to travel and visit their work. In many ways, art was, and is, seen as a form to demonstrate class superiority in society. In today’s world however, with the help of the internet, it is much easier, and faster for everyone to comprehend what it is like to view a famous artist’s collection of art. In â€Å"Ways of Seeing† John Berger points out how reproductions affect†¦show more content†¦The mass spread of reproduction increased the popularity of the Mona Lisa, allowed it to become one of the most famous painting of the world. In addition, the great amount of copies enables the original to increase dramatically in is market value. On the other hand, it restricts the distinctive meaning of the original work. John Berger states in Ways of Seeing that, â€Å"[w]hen the camera reproduces a painting, it destroys its uniqueness of the image. As a result it’s meaning changes. Or, more exactly, its meaning multiplies and fragments into many meanings† (106). This is major downside that reproductions have on original paintings because it alters the creator’s initial meaning for the artwork. Another piece of art that is very well-known, and that has been reproduced for quite some time, is The Creation of Adam by Michelangelo (n. pag). This painting is unique because it is engraved on the rooftops of the Sistine Chapel, Vatican. It is often reproduced in pictures to be displayed as an exposition, or maybe even n other chapels. 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Conceptual framework Free Essays

Put together all the materials that deal with similar topics. This way, you can relate the studies with one another. 3. We will write a custom essay sample on Conceptual framework or any similar topic only for you Order Now From the card catalogue in a library, you will be able to identify a book that is closely related to your study. Go to the shelf and pick out the book you have identified. The materials in this book will have supporting materials in other books on the same shelf. Look at other books located above, below, to the right, and to the left of the book you have picked out. They may contain relevant materials. 4. Refer to the list of references at the end of the book or journal you have found. Those references will give you the needed relevant materials. How do you organize your RL? Cute concept(s) and variables can serve as your heading and subheadings Chitin the write up, you can further organize based on: – chronology – themes Writing skills required n building up the RL C Paraphrasing C Summarizing Ã'Å¡ Managing quotations CA Synthesizing C Citing or documenting sources What is a paraphrase? – restating an authors idea in your own words and style (Plat et al. , 2007) – putting a passage from an author into â€Å"your own words (The Writers Handbook, online) ; restating in your own words the statement of others; a Techniques in paraphrasing 1. Imagine as if you were explaining the original text to someone who doesn’t share the same background with that of the author of the original material. 2. Write the paraphrase the way you loud give that explanation. 3. Simplify the material, but keep its original ideas intact. Sample paraphrase . PDF Summary or prà ©cis – a condensed version of a longer text that represents the original ideas of the writer’s but written in the words of the one writing the summary (Plat et al. , 2007) – a condensation of the original usually one fourth to one third of the length (Tellurium, 2003 in Gonzales et al, no date) How to produce a summary: 1. Read the article to be summarized and be sure you understand it. 2. Outline the article. Note the major points. 4. Always use paraphrase when rating a summary. If you do copy a phrase from the original be sure it is a very important phrase that is necessary and cannot be paraphrased. In this case put â€Å"quotation marks† around the phrase. The features of a 1. Start your summary with a clear identification of the type of work, title, author, and main point in the present tense. Example: In the feature article â€Å"Four Kinds of Reading,† the author, Donald Hall, explains his opinion about different types of reading. 2. Check with your outline and your 3. Never put any of your own ideas, opinions, or interpretations into the marry. This means you have to be very careful of your word choice. 4. Write using â€Å"summarizing language. † Periodically remind your reader that this is a summary by using phrases such as the article sample summary. UDF Quotation – a reproduction of the author’s exact words, spelling and grammar Reminder: Make sure you do not overuse quotations in your paper. Otherwise, your paper is simply a representation of other people’s work. (Plat et al. , 2007) Rules for placing quotations 1. Put quotatio n marks around the quotation. 2. Introduce the quotation or place It in proper context. . Copy quotations exactly as they are written. Synthesizing â€Å"to combine the ideas of more than one source with your own† Synthesis ; Report information from the sources using different phrases and sentences. ; Organize so that readers can immediately see where information from the sources overlap. ; Make sense of the sources and help the reader understand them in greater depth. How to cite Conceptual framework, Papers Conceptual Framework Free Essays Conceptual Framework The basis for conceptualizing the technology of food dehydration process’ inclusion in the high school curriculum and in the vocational course offering is to provide an option window for secondary level students to acquire skills and knowledge aside from the basics taught in the other subjects that can lead to a path to entrepreneurship and income generation. Prior to the revision of the basic secondary curriculum, the focus was preparing students for higher education less in knowledge base which required critical thinking skills rather than occupational learning. Paradigm The paradigm illustrates the conceptual framework of the study and how dehydration technology can be incorporated in the school curriculum and proper application. We will write a custom essay sample on Conceptual Framework or any similar topic only for you Order Now The incorporation in the secondary curriculum and its proper application with the end recipient of the study to be the school and its stakeholders as such opening a pathway to career and lifelong education. By: Engr. Mary Rose Florence S. Cobar, Doctor of Philosophy in Education Thesis title: â€Å"Development of a Source Material in Food Dehydration Craft Technology for the Secondary Schools† THE CONCEPTUAL FRAMEWORK In the light of the theories cited in the review of related literature and studies, specially the insights from Via (1979), Smith (1984), and Russel(1974), this study aimed to develop and try-out a prototype dramaproduction-based module for improving students’ oral communication skillsin English. Figure 1, shows the conceptual framework of this study. Via’s(1979), and Smith’s (1984) ideas formed the bases for using drama production as tool in improving students’ oral English skills. Russel’s (1974)â€Å"General Characteristics of Modular Instruction† on the other hand became the guideposts of the researcher in the development of the said module. 8 In the framework, and arrow points to the three process enclosed in a rectangle. Fist among the three was the identification of competencies of effective oral communication. This was important since the module to bedeveloped would be used as a strategy to improve oral communication skills. Second was the development of a module and its validation by experts. Inthe development and validation stage, would go through revision and editingconsidering the suggestions of experts. Lastly, the module would be tried-outfor use by student-respondents and would then be finalized. 9 The output ofthese processes would be the drama production-based module aimed atimproving students’ communication skills in English. How to cite Conceptual Framework, Papers Conceptual Framework Free Essays RELEVANT TO ACCA QUALIFICATION PAPER F7 AND PERFORMANCE OBJECTIVES 10 AND 11 The need for and an understanding of a conceptual framework This topic forms most of Section A (and has an influence on Section B) of the syllabus for Paper F7, Financial Reporting. A conceptual framework is important to the understanding of the many principles and concepts that underpin International Financial Reporting Standards (IFRS) and is an often-neglected part of candidates’ studies. Questions from these areas regularly appear in Paper F7 exams – usually as Question 4 – and I often comment in my examiner’s report that they are the least well-answered question in the exam paper; the questions also have a high incidence of candidates not attempting them at all. We will write a custom essay sample on Conceptual Framework or any similar topic only for you Order Now This article is intended to illustrate the relevance and importance of this topic. What is a conceptual framework? In a broad sense a conceptual framework can be seen as an attempt to define the nature and purpose of accounting. A conceptual framework must consider the theoretical and conceptual issues surrounding financial reporting and form a coherent and consistent foundation that will underpin the development of accounting standards. It is not surprising that early writings on this subject were mainly from academics. Conceptual frameworks can apply to many disciplines, but when specifically related to financial reporting, a conceptual framework can be seen as a statement of generally accepted accounting principles (GAAP) that form a frame of reference for the evaluation of existing practices and the development of new ones. As the purpose of financial reporting is to provide useful information as a basis for economic decision making, a conceptual framework will form a theoretical basis for determining how transactions should be measured (historical value or current value) and reported – ie how they are presented or communicated to users. Some accountants have questioned whether a conceptual framework is necessary in order to produce reliable financial statements. Past history of standard setting bodies throughout the world tells us it is. In the absence of a conceptual framework, accounting standards were often produced that had serious defects – that is: †¢ they were not consistent with each other particularly in the role of prudence versus accruals/matching †¢ they were also internally inconsistent and often the effect of the transaction on the statement of financial position was considered more important than its effect on income the statement  © 2011 ACCA 2 THE NEED FOR AND AN UNDERSTANDING OF A CONCEPTUAL FRAMEWORK OCTOBER 2011 †¢ †¢ †¢ tandards were produced on a ‘fire fighting’ approach, often reacting to a corporate scandal or failure, rather than being proactive in determining best policy. Some standard setting bodies were biased in their composition (ie not fairly representative of all user groups) and this influenced the quality and direction of standards the same theoretical issues were revisited many times in successive standards – for example, does a transaction give rise to an asset (research and development expenditure) or liability (environmental provisions)? It could be argued that the lack of a conceptual framework led to a proliferation of ‘rules-based’ accounting systems whose main objective is that the treatment of all accounting transactions should be dealt with by detailed specific rules or requirements. Such a system is very prescriptive and inflexible, but has the attraction of financial statements being more comparable and consistent. By contrast, the availability of a conceptual framework could lead to ‘principles-based’ system whereby accounting standards are developed from an agreed conceptual basis with specific objectives. This brings us to the International Accounting Standards Board’s (IASB) The Conceptual Framework for Financial Reporting (the Framework), which is in essence the IASB’s interpretation of a conceptual framework and in the process of being updated. The main purpose of the Framework is to: †¢ ssist in the development of future IFRS and the review of existing standards by setting out the underlying concepts †¢ promote harmonisation of accounting regulation and standards by reducing the number of permitted alternative accounting treatments †¢ assist the preparers of financial statements in the application of IFRS, which would include dealing with accounting transactions for which there is not (yet) an accounting standard. The Framework is also of value t o auditors, and the users of financial statements, and more generally help interested parties to understand the IASB’s approach to the formulation of an accounting standard. The content of the Framework can be summarised as follows: †¢ Identifying the objective of financial statements †¢ The reporting entity (to be issued) †¢ Identifying the parties that use financial statements †¢ The qualitative characteristics that make financial statements useful †¢ The remaining text of the old Framework dealing with elements of financial statements: assets, liabilities equity income and expenses and  © 2011 ACCA 3 THE NEED FOR AND AN UNDERSTANDING OF A CONCEPTUAL FRAMEWORK OCTOBER 2011 hen they should be recognised and a discussion of measurement issues (for example, historic cost, current cost) and the related concept of capital maintenance. The development of the Framework over the years has led to the IASB producing a body of world-class standards that have the following advantages for those companies that adopt them: †¢ IFRS are widely accepted as a set of high-quality and transparent global standards that are intended to achieve consistency and comparability across the world. They have been produced in cooperation with other internationally renowned standard setters, with the aspiration of achieving consensus and global convergence. †¢ Companies that use IFRS and have their financial statements audited in accordance with International Standards on Auditing (ISA) will have an enhanced status and reputation. †¢ The International Organisation of Securities Commissions (IOSCO) recognise IFRS for listing purposes – thus companies that use IFRS need produce only one set of financial statements for any securities listing for countries that are members of IOSCO. This makes it easier and cheaper to raise finance in international markets. †¢ Companies that own foreign subsidiaries will find the process of consolidation simplified if all their subsidiaries use IFRS. †¢ Companies that use IFRS will find their results are more easily compared with those of other companies that use IFRS. This should obviate the need for any reconciliation from local GAAP to IFRS when analysts assess comparative performance. It is not the purpose of this article to go through the detailed content of the Framework; this is well documented in many textbooks. At this point I would stress that it is important to think about what the content of the Framework really means; it is not enough merely to rote learn the principles/definitions. This is because an understanding and application of these topics will be tested in exam questions and it is on these aspects that candidates perform rather poorly. As previously mentioned, this topic is generally examined as Question 4 (worth 15 marks). Typically, the question will identify two or three areas of the Framework and ask for a definition or explanation of them – for example, the definition of assets and liabilities, an explanation of accounting concepts such as substance over form or materiality, or qualitative characteristics such as relevance and reliability. This section will usually be followed by short scenarios intended to test candidates’ understanding and their ability to apply the above knowledge.  © 2011 ACCA 4 THE NEED FOR AND AN UNDERSTANDING OF A CONCEPTUAL FRAMEWORK OCTOBER 2011 Here are a few examples of past questions. June 2008 exam (a) The IASB’s Framework for the Preparation and Presentation of Financial Statements requires financial statements to be prepared on the basis that they comply with certain accounting concepts, underlying assumptions and (qualitative) characteristics. Five of these are: †¢ Matching/accruals †¢ Substance over form †¢ Prudence †¢ Comparability †¢ Materiality Required Briefly explain the meaning of each of the above concepts/assumptions. (5 marks) (b) For most entities, applying the appropriate concepts/assumptions in for inventories is an important element in preparing their financial statements. Required Illustrate with an example how each of the concepts/assumptions in (a) may be applied to accounting for inventory. (10 marks) (15 marks) Observations This question illustrates the progression of the topic from Paper F3 to F7. Part (a) is not much more than expected knowledge from F3, however Part (b) progresses this knowledge. It requires the application of each of the concepts, not to just any situation, but specifically to inventory thus illustrating how a single transaction (inventory in this case) can be subject to many different accounting concepts. June 2010 exam (a) An important aspect of the International Accounting Standards Board’s (IASB) Framework for the Preparation and Presentation of Financial Statements is that transactions should be recorded on the basis of their substance over their form. Required Explain why it is important that financial statements should reflect the substance of the underlying transactions and describe the features that may  © 2011 ACCA 5 THE NEED FOR AND AN UNDERSTANDING OF A CONCEPTUAL FRAMEWORK OCTOBER 2011 indicate that the substance of a transaction may be different from its legal form. Observations Part (a) is based on the important topic of substance over form. Note the question does not ask for a definition of the concept (this would be more for Paper F3); instead it asks why the concept is important and what features may indicate that the substance of a transaction may be different to its legal form. In other words, how do we identify such transactions? Most answers to this question merely gave a definition of substance and an example (inevitably leasing) of its use in financial statements. Part (b) consisted of a numerical example related to a sale and re-purchase agreement to illustrate the difference that the application of substance has on financial statements (compared to the legal form). June 2011 exam (a) Your assistant has been reading the IASB’s Framework for the Preparation and Presentation of Financial Statements (the Framework) and, as part of the qualitative characteristics of financial statements under the heading of ‘relevance’, he notes that the predictive value of information is considered important. He is aware that financial statements are prepared historically (ie after transactions have occurred) and offers the view that the predictive value of financial statements would be enhanced if forward-looking information (for example, forecasts) were published rather than backward-looking historical statements. Required By the use of specific examples, provide an explanation to your assistant of how IFRS presentation and disclosure requirements can assist the predictive role of historically prepared financial statements. (6 marks) Observations Again Part (a) is themed on the Framework: the important characteristic of relevance. This is such an import characteristic that the Framework says (implicitly) that if information is not relevant, it is of no use. This question focuses on a particular aspect of relevance; that of predictability. Predictability recognises that users of financial statements are very interested the future performance of an entity. The core of this question was about how historical information can be presented, such that it enhances the predictive value of financial statements.  © 2011 ACCA 6 THE NEED FOR AND AN UNDERSTANDING OF A CONCEPTUAL FRAMEWORK OCTOBER 2011 From memory I would say that this (section) question had the highest number of candidates that did not give any answer; and of those that did, very few scored more than half of the available marks. Part (a) was followed by a section on continuing and discontinued operations, and a calculation of diluted earnings per share. If these topics had been mentioned in Part (a) alone, it would have gained two of the six marks available. Conclusion Simply look out for more of this type of question – it is an important area and should not be neglected. Steve Scott is examiner for Paper F7  © 2011 ACCA How to cite Conceptual Framework, Essay examples

Leadership and Governance Goals of the Organization

Question: Describe about the Leadership and Governance for Goals of the Organization. Answer: Leadership can be defined as the ability to lead a group of people in achieving specific objectives or mission. It involves determining a clear vision for the group, sharing such vision with others to allow them to follow willingly. It also involves providing vital information to your team with the aim of making them know more about what the organization wants to achieve and why. A leader would have the responsibility of coordinating and also balancing various conflicts of interests that might arise in an organization among stakeholders. A leader should have the ability to be courageous enough to step in at the time of crisis and help the team to get out of the difficult situation creatively. Leadership can also be said to be the act or ability to inspire subordinate staffs to perform or engage in achieving the goals of the organization with ease. Leadership involves developing and implementing the strategic plan as well as policies and accountability (Elloker, Olckers, Gilson and Lehmann 2012, p.161). Good leadership also involves the ability to face numerous challenges and get the organization out of worst situations. It should be practical for all level of organization management. In leadership, there are about ten models that act as a practical tool that can develop a persons leadership skills. These models explains what leaders should do not only to bring good leadership skills in the organization but also to develop themselves as leaders the world might want to see. The first model talks about a situational leadership. It is where the leader has to adapt the situation and making the leadership style to fit the current developmental needs of the organization (Galpin and Whittington 2012). It means a leader should be flexible and change with the changes presented by the external and internal environment. A rigid leader might find some situations difficult to deal with. Situational leadership ideas were developed by Ken Blanchard together with his partner Paul Hersey. The notion and objective of this type of leadership was to make leaders be all rounded individuals who can deal with day to day situations in organization. The second model is the servant leadership model. This is a leadership model developed by Robert K.Greenleaf (Erakovic and Jackson 2012, p.70). This model states that a good leader is one who does not focus on himself but more on the people under them. Leaders should be the servant of the people to who he or she represents. Being a servant here means working hand in hand with your people and mostly going out of your self-interest to make sure that the people you lead are safe and satisfied. This would encourage working together for a common good. It also means that people would be more cooperating as the leader does it by example. The third model is the Black and Mouton leadership grid. This asserts that a leader should have the ability to balance his or her concern for the subordinates and the concern of making things done. There are some leaders who are not concern of making things done but are concern by the people they are leading. This should not be the case. Tasks must be done as stated and the concern of people is also important because they are the ones that make things done. At times employees may not feel like doing the tasks assigned to them due to small conflicts (Kickbusch and Gleicher 2012). A good leader as much as he or she would be concerned with the conflict and might wants it resolve, he or she must ensure that the task at hand is as well handled. Consequently, another skill that leaders should possess is the emotional intelligence. A leader must understand the people he or she is leading and never loss he or her cool easily in front of the people he or she leads. In addition, there is the diamond model of leadership. It describes four elements of leaders as the leader, others, the task as well as the organization. These levels must be made to work together to help one another in achieving their goals (Sotarauta, Horlings and Liddle 2012). Leaders direct and influence others towards carrying out specific tasks in the organization in order to achieve a given goal. This means that the organization must also present an environment that supports employees in achieving these goals. It is upon the leaders to ensure that the organization has the required resources that would be of help to employees to carry out the assigned tasks. Another model is the authentic model. This model requires leaders to find out who they are so as to lead in a manner that is true to them. They need to know themselves in terms of their beliefs, what they are good at and how they treat people who are different from them. Last is the grow model. It is an abbreviation of goal, reality, obstacles, options and ways as well as will (Bouteligier 2012). This means that a leader must know their goals in terms of what they want to achieve as leaders. In addition, they must lead by reality in that what they want must be practicable. Also, they need to know the obstacles that might make them not to achieve their goals and how to overcome them. This means they have to have alternative ways of achieving their objectives. Moreover, leaders must portray a will to do the tasks. That is they must be willing and ready to tackle challenges and come up with desired results. On the other hand, governance is defined as all the processes of governing an institution or organization. It is the various ways in which norms, rules as well as actions of people in an organization is structured, regulated and also held accountable for their actions in the organization in question (Helms 2012). The level of formality of governance depends on the internal rules set up by the stakeholders of the organization. It also depends on the external relationship an organization has with its business partners. It is therefore true to say that governance would take various forms that are driven by various motivational factors and some other different results. In other circumstances, some various external individuals and factors that do not have a direct decision-making authority in an organization can influence its activities and governance. These groups may include politicians, media as well as lobbies. The notion of leadership and governance covers policies and plans, strategic direction, regulation, effective oversight, motivation as well as partnership with other organizations. Governance is viewed as an outstanding theme in the development of organization agendas. Leadership and governance help in building a system that ensures that strategic policies and framework exists in an organization (Smith, Anell, Busse, Crivelli, Healy, Lindahl,Westert and Kene 2012, p.38). It also ensure that strategic policies and framework are combined with the necessary oversight, regulation, attention as well as a system design that encourages accountability in an organization. The need for accountability is as a result of growing demand for funds to build organization systems that are sustainable. One must demonstrate results and account for every fund used in the organization. Accountability can, therefore, be said to be an intrinsic feature of governance and is concerned with the management of r elationships with different stakeholders of the organization such as government, employees and other business partners. Accountability involves activities such as delegation of duties and understanding on how services and other activities are carried out. It also involves financing to ensure that there are enough resources for organization to carry out its activities without difficulties. In addition, it also includes good use of organizations data and relevant information. Governance connects with factors that surround accountability. This paper will focus on leadership and governance in the health sector. In the health sector, good governance and leadership is characterised by directing health system and resources competently, monitoring o performance, as well as engaging stakeholders participation in formulation of strategic plans that would be applied to save millions of lives in our communities. All these should be done in a way that is open, transparent equitable, accountable as well as responsive to the needs of patients (Schirm 2012, p.215). Good governance involves effective policy making, open information sharing among stakeholders, transparent rules as well as an active participation of all the stakeholders. There are two ways of measuring governance. These are rule-based and outcome-based indicators. Rule-based indicator is used to determine whether an organization have appropriate strategies, policies, as well as codified approaches for the system governance. In the health sector, the rule-based indicator might include availability of essential medications or a national policy in malaria control. Rule-based indicators also include the ownership arrangements, responsibilities of each stakeholder among others. On contrary, outcome-based indicators are used to assess whether rules and procedures formulated are being implemented as required as far as the experience of stakeholders is concerned. In measuring governance, the focus should be on the usefulness or the relevance of such indicator. While leadership is about directing people and governance about rules, policies and structure of an organization, these two must be combined together to achieve the goals of the organization. The leadership would ensure that the rules and policies spelled out in the governance style are implemented by mobilizing people and directing them in a way that conforms to the governance style of the organization. A leader must know the governing policies of the organization he leads and how to implement these policies as well as governance framework. Leadership and governance in health care Good governance and leadership have been found to lead to a better healthcare system. This happens through the expansion of resources like mobilizing funds. This can be done by leaders who have the ability to bring community members together to help in building potential capital that is necessary to secure the key resources (Ball and Junemann 2012). Through good leadership and governance, an organization can build trust on people and make people have confidence in it. This is only possible through accountability, honesty and transparency in dealing with resources provided by the community for the purposes of promoting healthcare services. It would also ensure that the plans and performance of health organizations meets the needs of the people of that organization. Leadership and governance also increases transparency and accountability such as in monitoring of resources. This is possible through the provision of an oversight and reporting plans that focuses on the use of resources as well as the performance of the organization (Eismann 2012). The leadership in the organization can create a culture of willingness and openness for all the stakeholders to be held accountable to the citizens and the beneficiaries that the resources and the services they are providing are used well. Governance defines a clear as well as comprehensive job description and therefore guides leaders on the roles each member of the organization should play as far as achieving the goals concerned. Governance also provide rules and policies that they needs in ensuring the collaboration of managers, staff and other stakeholders of the organization, for the objectives of the organization to be met with ease without hiccups. Governance being the structure of the leadership in an organization also makes every leader in the organization to commit to the continuous improvement of the strategies and decision-making in the organization (Senkubuge and Mayosi 2012). This also ensures that all activities of the organization conform to the mission and goals of the organization. There are five principles of governance that is common in most of the organizations. These five can be discussed as below. First, leadership is part and parcel of governance. Effective leadership in s necessary in the implementation of good policy, rules and framework needed for the company strategic plans to succeed (Glickman, Gordon and Ross-Gordon 2012). It is the leadership that ensures that good governing policy exists in the organization and hence steer the company in the right direction to meet its purposes as far as business is concerned. Second principle of good governance is the capability. This refers to a mixture of skills in the management of company resources. Leaders should have the capability and the experience to discharge their duties and responsibility effectively. It is the capable leaders who would ensure that the organization he or she leads have the policy and rules promoting good governance. this includes promotion of professional conduct of the employees, ensuring that the organization adheres to ethical standards as required by the society and the government. Third is accountability (Mller?Seitz 2012). Good leadership and governance cannot go without proper rules concerning accountability. It involves transparency in dealing with shareholders and other stakeholders and makes them understand how the company spends its resources as well as how they are achieving their business purposes. This can be done regularly or as the needs might arise. Further, another principle of good governance is the sustainability. Good leadership should provide sustainable policies and framework that would guide the organization in value creation and sustainable reinvestment that would make sure that the organization does not only achieves its short term goals but also long terms goals. Fifth is the principle of integrity. The leaders should ensure that the organization is conducting its business in a fair and transparent way that is by the laws of the countries and ethical standards. This can be done by creating policies and governing rules that ensures that everyone in the organization operates under the said policies without a breach of any rule. There are a lot of advantage that comes with operating within the rules that are in accordance with the law such as avoiding the cost of litigations and loss of customers. However, the good governance must be initiated and integrated with good leadership for it to benefit the organization. A leader will ensure that the said policies and governing rules are implemented by each and everyone in the organization. Governance in an organization works to ensure that leadership is on the right track. Governance provides mechanisms of accountability. Leadership and the entire team of the organization are supported by the strategic and oversight authority of the company that gives them the information to keep them on the right track at all the times. In other words, governance acts as the inner ear of an organization (Groysberg and Slind 2012, p.77). It is not visible but vital in the leadership of an organization. It is the structure and culture that leadership of the organization operates in to ensure that the organization has the right reputation as far as its business is concerned. When there is no proper governance, then the organization would lack guidance and oversight and thus no good leadership can make it operate better. Lack of oversight can bring problems to organizations such as accounting, regulatory and compliance issues. Without proper governance, the leadership of the organization receive the support they might need to makes the organization grow and develop as required. In conclusion, leadership and governance are said to be working hand in hand in ensuring that the objectives of the organization are achieved. Governance cannot be seen or easily identified as compared to leadership but it is the most essential part of the organization management (Afegbua and Adejuwon 2012, p.141). It provides leaders with guidance or a format to use as guiding principles that ensures that they are on the right track. It means that governance gives an organization some platform to guide the employees and everyone in the organization towards achieving what the organization would like to. It acts as the inner ear of the organization. Reference list Afegbua, S.I. and Adejuwon, K.D., 2012. The challenges of leadership and governance in Africa. International Journal of Academic Research in Business and Social Sciences, 2(9), p.141. Ball, S.J. and Junemann, C., 2012. Networks, new governance and education. Policy Press. Bouteligier, S., 2012. Cities, networks, and global environmental governance: spaces of innovation, places of leadership (Vol. 1). Routledge. 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