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Running Head: ASSIGNMENT 3 template and RUBRIC Provided By Dr. Sandy

ASSIGNMENT 3 template and RUBRIC Provided By Dr. Sandy 8

Criteria Unacceptable 0-5 Satisfactory 6-8 Excellent 9-10
Report Introduction · Stated purpose and objectives of report (clear and logical) (2 marks) · Provided background detail to example (3 marks) · Identify one problem needing to be solved (2 marks) · State which of the three models you will discuss in this paper (1 mark) · Clarified any limitations of report (2 marks)
Criteria Unacceptable 0-5 Satisfactory 6-8 Excellent 9-10
Report Introduction · Stated purpose and objectives of report (clear and logical) (2 marks) · Provided background detail to example (3 marks) · Identify one problem needing to be solved (2 marks) · State which of the three models you will discuss in this paper (1 mark) · Clarified any limitations of report (2 marks)
Criteria Unacceptable 0-5 Satisfactory 6-8 Excellent 9-10
Professionalism of the document · Appropriate grammar, formatting, and length (3.5 marks) · Paper had all required components (.5 mark) · All facts, models, pro’s con’s, definitions, discussions of each model are uncited (4 marks) · All References were accurate and used/cited in the report (2 mark)
Criteria Unacceptable 0-17 Satisfactory 18-24 Excellent 25-30 Decision-making models Per Hughes et al. (2019): Decision-Making = Leaders make decisions to implement and give followers the information to follow. Decision-Taking = Followers receive information to follow. 9 marks per model · Discuss three models in great details that address ONE problem your company has · Use the textbook to define and discuss each model · Ensure to use at least 2 academic peer reviewed journal articles per model to help define, explain the model, and discuss its pros and cons · Provided solid reasons for the choice · Outlined key components of each model · Discussed each supporting point thoroughly and clearly · Supported assertions with research 3 marks for this discussion in the conclusion section · Make sure to choose one model that is the best fit · State why this model is the best to solve company problem
Criteria Unacceptable 0-12 Satisfactory 13-16 Excellent 17-20 Explanation of how chosen model is linked to leadership effectiveness · Gave situational analysis of model use · Explained how model is linked to leadership effectiveness · Gave real-life example of connection · Supported assertions with research · Tied model components, examples. and research together
Criteria Unacceptable 0-12 Satisfactory 13-16 Excellent 17-20
Integration of concepts from the textbook/other sources · Used multiple sources in each section (10 marks) · Used sources to support personal thought/opinion/idea (make sure to use “I believe, I think” do not write “as per me”. You are not yet an academic researcher who is published, therefore, save “as per author (year)” to give power and influence for the academic sources you use. · Cited sources match concepts discussed · Balanced personal thought/opinion/idea and research by relating each concept model to your professional life as leader working on one issue in your organization (10 marks) · Use your organizational example with each model, and made a decision as a leader!
Total	/100

Business Report of Decision making in Leadership

The purpose and objective of this business report is to discuss the problem and solution of an organization in India namely atithi devo bhava which means the guest is god. This organization provide booking room facilities to touring guests and take care the guests by providing healthy meal, sanitation and good behavior. Organization is made up of various departments of food, online booking and sanitation department. From a period of two months, manager noticed that employees of organization show carelessness and irresponsible toward duties but manager also have hectic schedule so that’s why manager can't talk to every employee.  Guests also complaints regarding irritated behavior of employees. So, the main problem is low performance level of employees' and manager feel stress about the career of organization. Now manager want to me as a trusted employee to solve this problem by making a business report on effective leadership models which will help manager to increase the performance level of employees. To solve the problem this business report will describe three decision making model LMX-Leader management theory, the situational leadership model and the normative decision model. This report will focus on the main components of the situational model which can increase the performance level of employees in organization. The limitation of the report is that it doesn’t describe any method by which the manager can attain flexibility in behavior to follow the situational leadership model.

Three Models

Summary

These three models (LMX model, Situational leadership model and Normative decision-making model) are based on verification on experiences from many years (Hughes et al,2019). These models prove that leaders are fully capable to investigate and control the main aspects of followers and the leadership situation (Hughes et al,2019). A leader has ability to adapt behavior according to situation and characteristics of followers (Hughes et al,2019). A perfect match of situation, followers' characteristics and leader’s behavior can create positive effect on the performance of organization (Hughes et al,2019). These models explain the various ways by which the manager can sort out the problem of organization by increasing the performance level of employees. So, these are the main reasons of choosing leadership models for this business report which are based on decision and situation.

Leader Management Model (LMX)

According to LMX theory the relationship between leader and follower is exchange of connections (relationships) (Erdeji et al,2016). According to Hughes et al (2019) a leader must form a series of dyadic relationship by established special and different linkages with each group of organization. These vertical links or connections are of two types; the first type of linking is called in-group or internal group which involve responsibilities of employees while second link is called out-group or external group, related to formal employee contracts (Erdeji et al,2016). So, these links are low to high or high to low exchange (Erdeji et al,2016).  The Leader management exchange model investigate that how the exchange between leader and follower affect job satisfaction and employee commitment to organization (Erdeji et al, 2016). Leadership is central term between leaders and followers (Erdeji et al,2016). According to Byun et al (2017) LMX is mediator between relationship of leaders' trust and in task performance of members. High quality relationship between leader and followers produced by trust, respect, loyalty, intimacy, support and honesty (Erdeji et al,2016). Leaders can encourage employees to commitment and work hard in organization by trust and it will increase the quality of exchange relations between leaders and followers (Byun et al,2017). According to Pygmalion effect high expectation can increase performance, and leaders trusting behavior can improve members’ task performance (Byun et al,2017). Leaders behavior is most important part in LMX theory because leader can affect follower's behavior by reward, support, feedback and to encourage the members success (Byun et al, 2017).

In the atithi devo bhava organization manager want to enhance the performance level of employees by identify the main reasons of low satisfaction of employees. By using the leader member exchange model manager can increase trust, expectations and connection with employees so that employees satisfied the guests by good performance level. But the manager can assume it hard or risky to trust on employees because the situation is that manager is totally disturbed and hurt by the poor performance level of employees. So, the leader – member exchange theory is not appropriate to the situation of organization. Manager can apply this model on few trustworthy (in- group members) employees in organization. But in this way performance level can’t become productive. Also, this model does not define any method by which a manager can identify internal cause of poor performance of employees. These reasons indicate that LMX theory is not applicable for the problem of organization.

The Normative Decision Model

 According to Hughes et al, (2019) the normative decision-making model is made up of autocratic process, consultative process and group process. In autocratic process decision is made by leader only without involvement of follower's discussion while in consultative process leader share the problem to followers and collect important information to conclude the decision by own self (Hughes et al,2019). In group process leaders and followers discuss the problem and main issues of organization in a group discussion by which leader accept the solution supported by entire group (Hughes et al,2019).  The process of participation of group members into decision making and group performance, is affected by leader, followers and situational factors (Hughes et al,2019). These follower and situational factors can be confirmed by the investigation of decision-making processes preferred by leaders in organization to make decision (Huges et al ,2019). Many normative values like personal, social and professional values influence to make ethical decisions in normative decision-making model (Alkhatib, 2017). It indicates that in normative decision- making model decision quality is very essential because decision must be able to practically apply on organization and should be based on qualitative factors (Hughes et al,2019). According to Hinson et al, (2019) Decision making choice is like a gamble with both good and bad effects. So, Leaders and followers should carefully observe that in actual condition, final decision will increase the service quality for clients in organization (Hughes et al,2019). Another important factor of normative decision model is decision acceptance which indicate acceptance of decisions by all employees and leader and, responsibility of employees to done decision practically (Hughes et al,2019).

The normative decision-making model will help manager to take decision to enhance the performance of employees in atithi devo bhava organization by autocratic, consultative process and group process. In organization manager can apply strict decision by autocratic term of model to enhance the performance or can discuss solution with employees to increase performance level. But normative decision-making model reflect a problem that many employees can't reject decision which is fixed by leader due the power of leader (Hughes et al,2019). So, the normative decision model limited only on manager to make a decision for enhance the performance level of organization. The manager of organization can take decision by this model but failed to understand and observation of employees internally. By normative decision model manager can't measure the main problems of employees regarding low motivation and decision-making level of employees.

 

The Situational Leadership Model

The Situational leadership model describes the effective leadership skills by two types of behavior (task and relationship behavior) and by situations (Hughes et al ,2019). According to Hughes et al (2019) task behavior includes guiding followers about responsibilities of group like what, how, when and who will do task. Relationship behavior increase the participation level of leader in explaining listening, encouraging, support about a task (Hughes et al, 2019). In some situations, leaders have to follow more task behavior than relationship behavior and in other situations opposite to it (Hughes et al,2019).  A situational leader can enhance performance skills by person centered approach of partnering the follower by diagnosis, flexibility, coaching and supportive leadership behavior (Lynch,2015). So, these are the main components of the situational leadership model which will help the situational leader to enhance the skills of followers in organization. By diagnosis, a leader can recognize the performance level of follower and taking follower into developing steps by flexible behavior (Lynch,2015). The situational leadership model is a composite model which will try to hold principles by practical approach of knowledge related to best leadership style (Lynch,2015). This model is based on practical research programmed which can change the importance of situational leadership into cultural change in long run facilities for customers (Lynch,2015).

In atithi devo bhava organization many employees are on various levels like fast, slow, beginners and old phase. So, to attain equilibrium of performance employees require different attention of situational leader. The model described the “prerequisites” for employees to developmental levels which are termed D1 (beginner), D2 (learner), D3 (capable but cautious contributor) and D4 (self-reliance achiever) (Lynch et al ,2015). So, manager can lead all employees through these developmental processes. It can be done after diagnosis performance, competence and commitment by using flexible leadership and partnering the employees of organization. These steps indicate that the situational leadership model is best suitable model matching with the problem of organization and manager can use this model to increase the performance level of employees.

Conclusion

This business report is based on the situational model because it is the best model to solve issue regarding performance level of employees in attithi devo bhava organization. As manager have to act as situational leader and follow the guidelines from model to encourage employees with support. The situational model includes directing coaching, supporting and delegating to followers by leader (Lynch,2015). On other side normative decision-making model focus on degree by which a leader and employees have to participate in making decisions only (Hughes et al, 2019). LMX theory based on relationships between leader and followers but in this organization, problem is to enhance performance level of employees which would be done by situational model.

Action Plan

This business report will describe how a situational model can practically increase the performance level of employees by “partnering for performance” process which include diagnosis, flexibility and leadership behavior S1, S2, S3 and S4. (Lynch et al, 2015). The manager will use suitable leadership style for the follower's developmental levels. For explanation, if employee is at D1, the beginner stage, the manager will use S1 directing style; if employee is at D2, the learner stage, the leader will use S2 coaching style and so on (Lynch et al, 2015). The main steps of situational leadership model which manager should apply in organization are discuss below.

(1) Partnering for performance include a series of regular meetings between manager and employees to incline the quality and main factors of communication between manager and follower (Lynch et al, 2015). This process has three levels to follow. First level deal with consistency in dialogues and clarity of thinking between manager and employee. Second level in process for performance include assertiveness and honesty of both manager and employees' beliefs on certain responsibility. Third principle cover norms which protect both participants from harassments and inequality during meeting. With first process manager become aware about barrier and reasons of low performance level in employee; (2) Diagnosis include observation of employee that how employee treated to touring guest (customer) and how physical needs (food, comfortable rooms) provided to customers by employee. Manager and employee after meeting agree on a development stage of employee and manager will choose one of the appropriate situational leadership style of leadership behavior (Coaching, supporting, directing and delegating) to improve the performance level of employee (Lynch et al ,2015); (3) Flexibility is the next step for manager to change behavior according to leadership style for the development of employee performance. The main principle of situational leadership is that a leader should match the behavior according to the demand conditions of employees which will create deepen understandings in employee (Lynch et al, 2015); (4) Leadership Behaviors include give directions, training, support and challenge to employees, which is the last step of situational leadership model. If the employee is new or beginner then leader will direct or commanded more than supporting to develop the performance skills in employee because employee have not proper knowledge. If employee is aware about skills but not motivated then situational leader will provide high directing and supporting both. In third condition when an employee is motivated and can handle working skills, situational leader will support more and command less to employee so that employee can enhance decision making ability and potential. In fourth step Situational leader will give challenge by low support and directing to employee who is capable to make decisions in various conditions of organization (Lynch et al, 2015). By using these action steps manager can enhance the performance level of employees which will lead to success of organization.

References

Alkhatib, O. (2017). A Moral (Normative) Framework for the Judgment of Actions and Decisions in the Construction Industry and Engineering: Part II. Science & Engineering Ethics, 23(6), 1617–1641.https://doi-org.ezproxy.myucwest.ca/10.1007/s11948-016-9851-5 

Erdeji, I., Vuković, A. J., Gagić, S., & Terzić, A. (2016). Cruisers on the Danube - the Impact of Lmx Theory on Job Satisfaction and Employees’ Commitment to Organization. Journal of the Geographical Institute “Jovan Cvijic” SASA, 66(3), 401–415. https://doi-org.ezproxy.myucwest.ca/10.2298/IJGI1603401E 

 Byun, G., Dai, Y., Lee, S., & Kang, S. (2017). Leader Trust, Competence, LMX, and Member Performance: A Moderated Mediation Framework. Psychological Reports, 120(6), 1137– 1159. https://doi-org.ezproxy.myucwest.ca/10.1177/0033294117716465 

Hinson, J. M., Whitney, P., Wilson, C. G., & Nusbaum, A. T. (2019). Working memory loads differentially  influence frame-induced bias and normative choice in risky decision making. PLoS ONE, 14(3),1-18. https://doiorg.ezproxy.myucwest.ca/10.1371/journal.pone.0214571 

Hughes, L.R., Ginnet, C. R., Curphy, J. G., (2019). Leadership. United States of America: Mc Graw Hill Education. Ninth Edition. 

Lynch, B. (2015). Partnering for performance in situational leadership: a person-centred leadership approach. International Practice Development Journal, 5, 1–10. https://doi- org.ezproxy.myucwest.ca/10.19043/ipdj.5sp.007