Impacts Of Leadership On Nurses Nursing Essay

Impacts Of Leadership On Nurses Nursing Essay This essay will analyses leadership and how it impacts on organisational culture and the effects on nursing staff, this paper will show the difference between leadership and management, consider the impact and influence of organisational culture on patients and their outcomes, this essay will explore the theories of leadership and show the elements required to have an effective sustainable culture for better patient outcomes. Organisational culture effects the environment in which nurses work and patient care (Lok Crawford 2003, p.321). Studies have reported that when employees are dissatisfied with the organisational culture there is higher staff turnover, less commitment and patient care outcomes are poorer (Meterko et al 2004, p. 492). Many hospitals within Australia are governed by a bureaucratic organization, where there is structure, goals, and staff are managed systematically with formal leadership things are done this way attitude, this makes change very difficult and nurses feel they are in an oppressed group (Crookes et al 2008, p.p 97-98). To change this form of culture nurses need to become leaders (Meterko et al 2004, p. 493). Day et al (2008) identified five cultures within the Australian health care system 1. Culture of blame this is where staff are dissatisfied with the organization, there is poor communication, there is conflict among staff and the union is often involved (Day et al 2008, p. 72). 2. Culture of reaction this is where management is trying to resolve ongoing staff issues and trying to improve communications (Day et al 2008, p. 72). 3. Culture of consolidation this is where there is always change and staff verbalize they are tired of change (Day et al 2008, p. 72). 4. Culture of ambition this is where staff look for new better ways of doing things there is a risk of having too many projects that can cause the projects to fail or not be completed (Day et al 2008, p. 72). 5. Culture of success this is where staff think about the future and where they are heading, are proactive in problem solving, are close knit, focused and effective workers (Day et al 2008, p. 72). Organisational culture is built by its members; they exhibit common values, beliefs and perceptions of the organization (Day et al 2008, p. 73). To be an effective leader the nurse must learn certain skills, to be more self aware and understand their weakness and strengths, this will in turn build self confidence (Dierckx de Casterle et al 2008, p. 758). They need to become an effective communicator inspiring as well as listening, have a clear vision, but being able to be flexible to change the vision with the nursing staff and the organisation (Dierckx de Casterle et al 2008, p. 761). Leadership within nursing may relate to specific activities or behaviours and may be both supported and limited by the organisation and its culture, but there is also a myriad of professional cultures as well, all of which impact upon the culture of the organisation (Mullins 2006, p.6). This relates to the ways in which individuals and groups interact within the structure of the organisation (Mullins 2006, p.6). McCormack and McCance (2006) argue that for nurses to deliver person-centred outcomes, account must be taken of the prerequisites and the care environment that are necessary for providing effective care through the care processes, (p.472). Chiok Foong Loke (2001, p. 193) highlights five distinct practices that leaders use to affect performance in nurses and the organisation. These practices include challenging the process, inspiring a shared vision, enabling others to act, modelling the way and encouraging the heart (Chiok Foong Loke 2001, p. 193). The study conducted by Chiok Foong Loke (2001, p. 200) explored the relationship between the five leadership behaviours, their findings suggests that the five leadership behaviours should be introduced by administrators to nursing staff and constantly encouraged as leadership is an observable and learnable set of practices (Chiok Foong Loke 2001, p. 200). Leadership can contribute to the success or failure of an organisation (Lok Crawford 2003, p. 324). Leadership as a concept is considerably complex, and theories of leadership are multiple and often opposing or challenging each other. There are the theories of innate or trait leadership, in which people are said to be born leaders possessing natural abilities in this field, which are countered by theories that state people can learn leadership attributes, knowledge and abilities, and so occupy leadership positions (Day 2000). However, it is important here to distinguish between leadership and management, because leaders can be transformational leaders, and tend to be followed because they inspire others by their behaviours, while managers are those that occupy formal positions of power or authority within the organisational hierarchy (Day 2000). Of course, leaders can be managers, and some argue that anyone in a leadership role should best have innate leadership traits, while others suggest that these leadership abilities can be acquired (Green 2003). Effective leadership however depends on the ability to work within the organisational culture and to mediate between the organisation and the employee (Green 2003). Often, because of the way that the health care service and the healthcare unit is structured, leadership strongly relates to the leadership of teams, in which often leadership is conferred by support and acceptance, rather than by the authority of an individuals position (Grint 2005). This however can only occur if there is an underlying culture which allows individuals to express their leadership traits or skills (Grint 2005). Lok Crawford (2003, p. 324) states that leadership styles have been extensively studied. There are many types of leadership but the most effective for change is transformational leadership, nurses who had exhibited leadership behaviours were higher in organisational commitment and increased job satisfaction (Wong 2007). These nurses were also more likely to stay in their job longer (Wong 2007). They are agents of change to promote and sustain the quality of patient care including patients mortality rate (Wong 2007). Studies have shown that leadership behaviours in nurses correlate to positive effects on job performance, job productivity, and job satisfaction, which may lead to patient satisfaction and quality care (Wong 2007). Leadership has been accepted as the key factor of a workers job satisfaction and organisational effectiveness. Research suggests that nurses who demonstrated behaviours of contemporary theory model often benefit patients, their employers, and themselves (Wong 2007). This in turn impacts on other nursing professionals in a positive way, leadership behaviours are important to encourage productive nurses, giving them the confidence to act and make their own decisions, helping nurses to see the shared vision of the organisation and empowering them to change practice for better patient outcomes (Chiok Foong Loke 2001, pp.199-200) Leadership within nursing has emerged over time to impact upon the way that care is delivered and managed, and this can provide us with one example of how leadership can impact upon organisational culture. Over the last twenty years, the role and scope of nurses has expanded to include a significant movement into advanced practice, and nurses within advanced practice roles are expressing significant leadership power and position. Advanced practice nurses act as assessors of health care, individual and group needs, and provide management and clinical leadership (Walsgrove and Fulbrook, 2005). The difference between leadership and management is leadership means lead and management means manage (Grimm 2010, p. 74). Leadership is a complex entity and is often describe as an art, effective leaders must have certain traits, they must have confidence and confidence is built over time and experience (Grimm 2010, p. 75), purpose leaders must have a purpose know which direction they wish to take the organisation and discuss this with staff with openness and honesty (Grimm 2010, p. 75). They need to have moral courage which requires the leader to have integrity and know their beliefs and values and stand by them (Grimm 2010, p. 75). They require ethical fitness, knowing what is right and wrong and have the courage to take a stand reflecting on their morals and values to ensure they have made the right decision (Grimm 2010, p. 75). Setting priorities is an important trait, trying to only have 3 to 5 issues to deal with at a time (Grimm 2010, p. 75). Leaders motivate people, empower staff and encourage practice development (Manley 2000, p. 34). The most effective form of leadership is transformational leadership, these leaders transform people and organisations encouraging and effecting necessary change (Crookes et al 2008, p. 101). Managers control, have an assigned position, carry out functions, duties, responsibilities, manipulate people, money, time and aspire to organisational goals and have willing and unwilling subordinates (Covey Drucker 2009, p. 31). Managers have contributed to the poor image of management and have come to be perceived as organizers, planner and controllers (McKenna et al 2010, p. 130). Therefore as stated before those in leadership positions lead and those in management positions manage. Organisational culture plays a big part in patient care, when organisational culture is dysfunctional patients and nursing staff are the ones that suffer (Meterko et al 2004). Functional organisational cultures that have transformational leaders and teamwork have better outcomes, patient care and low nurse turnover (Meterko et al 2004, p. 492). Wong Cummings (2007, p. 517) suggests that new organisational models have changed the process in nursing; due to the change leadership in nursing is having better patient outcomes. Patient outcomes were changed through work context and nurse behaviours that enhanced patient care (Wong Cummings 2007, p. 517). Wong Cummings (2007, pp.517-518) study showed four areas of leadership and patient outcomes. 1. Patient satisfaction showed a significant increase with positive leadership behaviours and a decrease in transactional leadership style (Wong Cummings 2007, p. 517). 2. Patient mortality reduced mortality rates were contributed to experienced staff, effective leadership and staff being retained in the role (Wong Cummings 2007, p. 517). 3. Patient safely outcomes: adverse events, a strong relationship between leadership and patient outcomes was evident here, there was a decrease in patient falls, medication errors, increase in patient safety to due positive leadership practices (Wong Cummings 2007, p. 518). 4. Patient safety outcomes: complications, a reduction of pneumonia and urinary tract infections were attributed to positive leadership practices (Wong Cummings 2007, p. 518). The study concluded that the culture of transformational nursing leadership increased patient satisfaction, reduced patient adverse events and complications (Wong Cummings 2007, p. 520). Leadership theories go back to the 1900s where man were leaders and born to be leaders this was called the great man theory, similar to the great man theory was the trait theory it was assumed that people inherit certain traits this made them better leaders (Cherry 2010, p.1) The 1940 to the 1980s bought behavioural, contingency and situational theories these theories were about the authoritarian, democracy and laissez-faire according to these theories no situations are the same and different leadership styles were called for (Cherry 2010, p. 1). The 1980s to present bought about contemporary theories, transactional leaders who are usually managers and transformational leaders are nurse leaders (Cherry 2010, p. 1). According to Wong Cummings (2007, p. 520) transformational leadership increased positive patient outcomes, increased patient satisfaction and reduced compilations. Nurses are leaving the profession in large numbers due to job dissatisfaction (Joyce Crookes 2007, p. 18). This is happening all over the world, health authorities need to make a change to keep nursing staff and increase better patient outcomes (Joyce Crookes 2007, p. 18). Magnet hospitals were established in the United States in the early 1980s there is evidence that magnet hospitals retain staff, produce better outcomes for patients and produce quality patient care (Joyce Crookes 2007, p. 18) The health care system has the need to address these problems in Australian hospitals to retain staff, produce better patient care and outcomes (Joyce Crookes 2007, p.23). Lewins Theory of change is one way an organization could make changes that are staff and patient focused (Crookes et al 2008, p. 104). Lewins Theory was to unfreeze, move and refreeze (Crookes et al 2008, p. 104). By unfreezing the current environment and exploring the need for change, what needs to be changed, where and why (Crookes et al 2008, p. 105). The organisation can move into the second phase moving, this is where change is identified and everybody is consulted from management to staff to share their values and beliefs and affect the change (Crookes et al 2008, p. 105). The third stage is refreezing, the new change takes place promoting sustainable culture and positive patient outcomes as seen in the magnet hospital system and those hospital that have transformational leadership (Crookes et al 2008). Conclusion Organisational Culture effects the environment in which nurses work and patient care. There are many types of culture in the health care system and the most effective culture would be a culture of success were staff and the organisations have a shared vision, common values and beliefs, think about the future, have patient centred care goals and effective leaders. The multiple disciplines, specialities and professions involved within healthcare delivery require effective management and organisation, but furthermore, the complexities of patient needs require appropriate individualised responsiveness from the organisation. Leadership has a great effect on organisational culture it can mean success and failure of the organisation, effective leadership is known as transformational leadership and has the best outcomes for patient care and job satisfaction. It is evident that culture plays a part in patient care and transformational leaders have an influence on positive patient outcomes. When there is a dysfunctional organisational culture there is a need for change, by using Lewins Theory of Leadership, unfreezing, moving and refreezing, change can take effect, having a sustainable culture improves nursing practice productivity, improves patient outcomes and quality of care.

Finance Analysis Essay

Nike continues its lead based on this test. | †¢ Both companies have a ratio higher than the dangerous 1. 0 acid test ratio. Both companies are able to pay their current liabilities. †¢ This test shows that Under Armour is more financially stable. †¢ Another conclusion that can be based on this test is that Under Armour`s current assets are more dependent on inventory than Nike`s current assets| Conclusion: Basing ourselves on the acid test ratio we concluded that both companies have no liquidity issues and are able to maintain their liquidity far above the required minimum. There was a change in the leading position from 2009-2010. Nike improved their liquidity and took the lead. Another conclusion about the business styles of the two companies is the fact that Under Armour keeps a higher dependency of current assets on inventory, which is more typical for retail store businesses. 2. Profitability | Comparison between Nike & Under Armour| | 2010| 2009| Gross Profit Margin| The gross profit margin of both companies is almost the same. Still Under Armour show a higher GPM than Nike. There are no large fluctuations in the GPM which is always a good sign for the stability of the companies. | The gross profit margin of both companies is almost the same. Still Under Armour show a higher GPM than Nike. | Net Profit Margin| Nike leads in the net profit margin categoryThere is an apparent difference between the leadership in GPM and NPM | Nike leads in the net profit margin categoryThere is an apparent difference between the leadership in GPM and NPM| Ratio of Net Sales to Assets| Under Armour leads in this categoryUnder Armour has a higher effectiveness of assets in respect to sales. Under Armour leads in this categoryUnder Armour has a higher effectiveness of assets in respect to sales| Rate Earned on Total Assets| Nike is the leader in this categoryNike maintains a higher return on its investments which means that its management team is more effective. | Nike is the leader in this categoryNike maintains a higher return on its investments which means that its managem ent team is more effective. | Conclusion: Both companies show a big gross profit margin during both years. The lack of fluctuations in the GPM suggests that there were no major changes in the sports apparel industry and its development is fairly stable. The huge differences in net profit margin show that the marketing/administration costs of sports apparel companies are big. This also implies that operating costs and cost of goods sold of sports apparel companies is relatively low. Under Armour has a lower Rate Earned on Total Assets and a smaller growth based on a year to year comparison. This may be a result of bad managerial decisions or less effective managerial team. Based on the leverage Nike is a better choice for investment in comparison to Under Armor. 3. Solvency | Comparison between Nike & Under Armour| | 2010| 2009| Solvency Ratio| Both companies have solvency ratios that are far above the critical 20%. Nike has a little bit higher solvency ratio than Under Armour. The problem is that the solvency ratio of Nike has fallen with almost 2% for one year. | Both companies have solvency ratios that are far above the critical 20%. Nike has a little bit higher solvency ratio than Under Armour. Working Capital| Nike has a much larger working capital which is understandable based on the size of the two companies. Nevertheless Under Armour shows a larger percentage increase in Working Capital in comparison to 2009 (UA 24% Increase, NIKE – 18% Increase)| Nike has a much larger working capital which is understandable based on the size of the two companies. | Conclusion: Nike & Under Armour show a high solvency ratio which means that they are capable of meeting their debt obligations. The solvency ratio in Under Armour is lower, but on the other hand the company shows a fairly constant rise in these criteria. Nike lost some of its solvency during 2010. The size of the two companies and the stage of development in which they are result in large differences in the amount of working capital. Again Under Armour shows a higher growth of working capita, 24% compared to the 17% growth in Nike. 4. Cash flow adequacy | Comparison between Nike & Under Armour| | 2010| 2009| Cash flow adequacy ratio| Nike clears its cash problems and increases its cash flow adequacy ratio to a sufficient level. In contrast Under Armour loses its advantage and falls below the critical 1. ratio. A sign of potential liquidity problems in the future. | Under Armour showed a sufficient amount of cash to cover its obligation during the year. In comparison Nike fell under the 1. 0 level which is a sign of potential liquidity problems| Conclusion: There are a lot of changes in both companies based on these criteria. Nike raised their cash flow adequacy ratio to normal levels that may increase the trust in the company. On the other hand Under Armour shows a disturbing 2010 Cash Flow adequacy ratio that may be a sign for future liquidity problems. . Asset utilization | Comparison between Nike & Under Armour| | 2010| 2009| Cash flow adequacy ratio| Nike clears its cash problems and increases its cash flow adequacy ratio to a sufficient level. In contrast Under Armour loses its advantage and falls below the critical 1. 0 ratio. A sign of potential liquidity problems in the future. | Under Armour showed a sufficient amount of cash to cover its obligation during the year. In comparison Nike fell under the 1. 0 level which is a sign of potential liquidity problems|

Anti Discrimination Essay

Anti-discrimination occurs when a person is treated less preferred than others because of their age, gender, ethnicity, disability or religion. Anti-discrimination also refers to the law on the right of people to be treated equally. Three anti-discrimination laws include: Racial Discrimination Act 1975 Anti-Discrimination Act 1977 Disability Discrimination Act 1992 The Anti-Discrimination Act 1977 is an Act relating to discrimination in employment, the public education system, delivery of goods and services, and other services such as banking, health care, property and night clubs. The Act helps unlawful racial, sexual and other types of discrimination in certain circumstances and promotes equality of opportunity for all people. The Act was granted Royal Assent on 28 April 1977 and came into effect on 1 June 1977. It was the 48th Act of 1977. Since then the Act has been amended and reformed about 90 times Racial Discrimination happens when someone is treated less fairly than someone else in a similar situation because of their race, colour, descent or national or ethnic origin. Racial discrimination can also happen when a policy or rule appears to treat everyone in the same way but actually has an unfair effect on more people of a particular race, colour, descent or national or ethnic origin than others. Since the Act was passed in 1975, over 10,500 complaints have been received. The power of the national Parliament to pass this over-riding law arises under the â€Å"external affairs† power contained in the Australian Constitution. The power arose from the International Convention on the Elimination of all Forms of Racial Discrimination to which Australia is a treaty. This use of the power in this manner was confirmed in the landmark High Court decision in 1982. Disability Discrimination is when people with disabilities face huge social barriers at jobs, education and access to government. Disabilities also increase the chance of violence and other extreme forms of discrimination,  as well as banished from family and institutionalization. In the 1960s and 1970s, young activists and scholars organized a disability rights movement to improve the quality of life for people with disabilities, modeled after other civil rights movements. In general, the legal rights and responsibilities of employees in relation with anti-discrimination may include that you have the same right to training, promotion and work benefits as other employees e.g. if you have a disability, employers must provide you with any special facilities or services you need to access training, promotion or work benefits, as long as this won’t cause them unjustifiable hardship. You generally have the right to stay on in your job if you have a disability, or you acquire a di sability after you begin the job. An employer can only dismiss you, medically retire you or make you redundant because of your disability. As when you apply for a job, your employer must provide any special facilities or services you need to continue to do your job, as long as this won’t cause them unjustifiable hardship. If there are non-essential parts of your job that you can’t do, your employer must make arrangements to cover these in some other way. As for Race Discrimination you have the right to report any incidents if a person has harassed/bullied you this might include: your race, color, nationality, descent, ethnic or ethno-religious background of any of your relatives, friends, associates or work colleagues. If this does occur these penalties can be brought up to court for a trial. Problems faced by people affected by Anti-Discrimination might include African Americans who are called names who are harshly abused and harassed because of their race and their skin colour. All over the world, as a society we have been unable to accept being classified under one label. Our place as a racial state has changed throughout history, but still remains a mix of two ideas, racial dictatorship and racial hegemony, working to becoming a racial democracy. In the beginning, and for most of its history, from 1607 to 1865, most non-whites were firmly eliminated from politics. The racial dictatorship organized the â€Å"color line† rendering it the fundamental division in society. These â€Å"color lines† seem to be most prevalent in institutions where the color of your skin determined where you lived, what school you attended, and where you sat in restaurants and public transportation. It took real people from different cultures and grouped them into one generalized category. Instead of being labeled as your country of origin or where you lived, like (Americans) or (Africans), they were simply labeled black, therefore making them seem inferior to the dominant race. By grouping them into one category of little meaning, it takes away from their individuality and culture. The dominant group, in this case the United States, survives by a mixture of forcing and giving permission. For instance, blacks were given the right to education, however the level of education received by blacks compared to whites is different. Far more white people attend higher education institutions as opposed to blacks. Of all the students enrolled in higher education institutions, 70 percent of them were white while the remaining 30 percent of students. There is a large disparity in these numbers, however compared to a couple of decades ago, minorities, especially blacks, weren’t even allowed to attend school. Minorities’ attendance is even on the increase while white a ttendance in higher education is decreasing. Between 1991 and 1995, while the white enrollment was decreasing the black enrollment was increased by 9 percent. In the past the minority population made significantly less than the dominant race, and unfortunately it is still that way. While the gap is closing in disparity, there is still a huge jump in the earning of whites compared to those of blacks. Between 1980 and 1984, white men aged 18-64 made and hourly wage of $2.10 while there black counterparts only made an hourly wage of $1.86. (These men were performing similar jobs and yet the white male still made more earning than the black male. What also helped to close the gap was the black race was becoming educated and therefore more skilled. They were able to attend school now and become knowledgably in their skills and therefore make more money. These statistics should help to show that while racial disparity still exists, our dictatorship still exists but not as openly as in the past. For instance, real estate agents are more likely to point a white couple in the direction of white neighborhoods and a black couple in the direction of a black neighborhood. While helping them both equally, they are dictating where the couple’s should end up. Until politics serves the people and not the politician’s motives, we will never reach a racial democracy. As long as people are still saying discrimination, we will never reach a racial democracy. These problems were resolved since the Act was passed in 1975; over 10,500 complaints have been received. The power of the national  Parliament to pass this over-riding law arises under the â€Å"external affairs† power contained in the Australian Constitution. The power arose from the International Convention on the Elimination of all Forms of Racial Discrimination to which Australia is a treaty. This use of the power in this manner was confirmed in the landmark High Court decision in 1982. The Civil rights act 1964 was enacted to ensure that people in protected classes were not treated differently when it came to employment decisions, such as hiring, promotions and termination. Companies had policies that openly discriminated against employees for reasons, such as color or sex that were not related to the quality of job performance. In order to make the workplace equitable in its treatment of all employees, the government made it illegal to consider the protected classes in work-related decisions. The Equal Employment Opportunity Commission (EEOC) received more than 93,000 complaints of discrimination in fiscal year 2009. An employer may not intend to treat employees differently, but an employee behavior may have the impact of discrimination. For example, someone telling a sexually laced joke may not intend to harass an employee, but the impact of the conversation may have led to a hostile work environment. Employees who experience discrimination in the workplace may suffer from low morale, which directly impacts work performance. If employees do not feel valued for the work that they do, then they will not be motivated to continue to perform at a satisfactory or above satisfactory level. These employees may be more likely to seek jobs in other companies or to file discrimination complaints with the Equal Employment Opportunity Commission. Although the EEOC filled just over 300 lawsuits out of the 93,000 complaints it received in 2009, the time and money used to respond to complaints may impact the company’s profits. Also, a complainant may receive a â€Å"right to sue† letter from the EEOC. This gives the employee the ability to sue in court for discrimination, whether the charges are true or false. Again, the expense to a company may be greater than if it had implemented policies and workplace behavior expectations that would give everyone a clear mind on what to do and what not to do. Having a policy that forbids harassing  behaviors by employees shows that the company is proactive in protecting the rights of all employees. Disciplining or firing employees or members of management who have been proven to act in a discriminatory manner is a good defense against a claim of disparate treatment. This could help the company avoiding the expense and bad publicity which could be a great help at the end. Anti-Discrimination helps a lot of people around the people not only from work; it helps people from schools, shows and movies. It gives everyone a equal fairness on how they should get treated, and this why I think anti-discrimination is a great solution to make a world a better place. Bibliography www.antidiscrimination.gov.au www.wikipedia.org www.antidiscrimination.lawlink.nsw.gov.au www.humanrights.gov.au www.antidiscrimination.tas.gov.au/ www.ag.gov.au www.lawcouncil.asn.au www.adcq.qld.gov.au www.adc.nt.gov.au www.usq.edu.au www.thefreedictionary.com www.dictionary.com www.business.gov.au

Thomas Jeffersons Presidency Essay - 1121 Words

Thomas Jefferson was the third American President. Due to the fact that he was such an early President, he influenced our political system greatly, both in the short and long term with his seemingly quiet approach to congressional matters. During his presidency, many things happened that changed the United States as we know it. He coordinated the Louisiana Purchase, assisted in implementing the twelfth amendment, formed the character of the modern American President, and cut the U.S.’s war debt by a third. Jefferson came into office on March 4, 1801 and left office on March 4, 1809. His first term’s vice president was Aaron Burr, and his second term’s vice president was George Clinton. He ran with the Democratic-Republican Party and†¦show more content†¦While he was in office he suppressed the power of the Federalists quite well and even beat Charles Pinckney in the presidential election of 1804 by an electoral vote of 162-14. Understandably, after h is term ended, the Federalists were able to seize more power, but that hasn’t kept the Jeffersonian Democracy from influencing us today. Even though Jefferson was very opposed to loose interpretation of the constitution and judicial expansion under John Marshal, he did discard his strict principles from time to time when it became necessary. â€Å"Self-preservation—the first law of nature and nations—took precedence over the constitutional limitations that he scrupulously observed in peacetime.† This is especially true in the case of the Louisiana Purchase. Americans were expanding westward and needed a port for transport on the Mississippi, so Spain allowed them to use New Orleans. In 1801 Louisiana was ceded to France by Spain. France was not as cooperative as Spain and closed the port of New Orleans to the U.S. Therefore, a sudden disruption in trade was a legitimate cause for tension between the U.S. and France, and many people believed that a wa r would break out if the Americans did not buy New Orleans. Thomas Jefferson himself thought troubles wereShow MoreRelatedThomas Jefferson s Presidential Election939 Words   |  4 Pagesafter Thomas Jefferson’s presidential election can easily support that Jefferson was not completely consistent with his philosophical ideas. From the Louisiana Purchase to the Barbary pirate’s war, and economic issues can help argue that Thomas Jefferson wasn’t such a consistent president. Although it can be argued that his imposition of the Alien and Sedition Acts was a gratifying action, it can’t compare to the everlasting aftermath of those three main inconsistencies. 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He wasRead MoreEssay about Biography of President Thomas Jefferson1502 Words   |  7 PagesThomas Jefferson, the third president of the United States is one of the more lauded, revered, criticized, and respected presidents of all time. In fact, he’s better to be seen as two people: a quiet and secluded philosopher, and an informal, public and loud president; it just so happens that these conflicting personalities found their home inside of Thomas Jefferson. This paper shall cover how come these personalities came into conflict so often, by examining his philosophies, the actions he tookRead MoreThe Legacy Of The Revolutionary War1050 Words   |  5 Pagesthe Declaration of Independence, which would become the law of the American land. John Adams and Thomas Jefferson were two influential individuals, who were originally involved in the writing of the Declaration of Independence. 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