Write a response in 300 words. To my peers’ topic below.
RESPOND TO THESE QUESTIONS
1. Though many leadership theories have been proposed and implemented in the last twenty years, have these theories really reshaped organizational behavior (OB) in such a way that employees are excited and ready to help the organization achieve its goals and objectives?
2. Are there newer theories beyond servant leadership, stewardship, or transformational leadership that might reframe employees and even OB? Were theories proposed more than twenty years ago perhaps too futuristic at the time?
3. Power and politics have often been touted as influencing, even shaping, organizational behavior. Discuss how leadership might be used (the style, approach, and essentials) so that power and coercion do not shape employee behavior negatively.
4. How can you reframe employees’ feelings about offshoring jobs to restore trust in leader/managers?
· Respond to feedback on your posting and provide feedback to other students on their ideas.
· Make sure your writing is clear, concise, and organized; demonstrates ethical scholarship in accurate representation and attribution of sources; and displays accurate spelling, grammar, and punctuation.
Collins, L_M4_A1 Twenty-First-Century Change Challenges
Implications and Servant Leadership and Transformational Leadership: Power/Coercion employees (followers). The word follower will be used intermittently throughout this discussion because it is a familiar term in the religious circles. It means the same as employee. The title Servant Leadership and Transformational Leadership has been promoted as the optimal paradigm for employees especially in various work environments. Those leaders or managers who are given this title have in some ways utilized the power of the position to influence and reshape organizational behavior to maintain productivity. Sometimes this reshaping has reframed employee feelings about the organization and affects the level of trust in that organization. The title “transformational leader” or “servant leader” has been ascribed to some of the world’s best (worst) leaders: Jesus Christ, Gandhi, Genghis Khan, Mao, and even Hitler. Interesting enough, the embattled social network guru Mark Zuckerberg has been called a transformational leader. What seems to bind the mentioned formidable and familiar individuals I mentioned above is their ability to inspire and mobilize followers (employees) by motivating them to transcend self-interest and achieve higher-order needs. The global impact of the leadership theory and how it impacts employee or a follower’s response to organizational behavior is increasingly hard to escape. Individuals can benefit from cross-cultural research on the topic for example, the Global Leadership and Organizational Behavior Effectiveness (GLOBE) research program studied implicit leadership theories in 62 cultures across the world. Their findings discovered that attributes of transformational leadership are universally embraced across cultures (Den Hartog, et al. 1999). James MacGregor Burns introduced transformational leadership (Burns, 1978). Transformational Leadership appealed to employees (followers) self-interest and was built on the motivated mutual exchange of benefits (e.g. compensation). Yet, Burns said that transformational leadership holds “whatever the separate interest persons might hold, they are presently or potentially united in the pursuit of “higher” goals, the realization of which is tested by the achievement of significant change that represents the collective or pooled interest of leaders and followers (employee) (Burns, 1978, pp 425-426). Although theoretical postulating and empirical testing of transformational leadership theory and servant leadership is relatively new, its behaviors and the assumptions that go along are deeply embedded with societal thinking and various cultures. The claims of transformational leaders to activate self and motivate employees (followers) hold potential I think in the global organizational structure. For sure, it does in the military setting as we govern the affairs of military and their families throughout the United States and at least 30 countries overseas where military affairs are warranted. When employee (followers) become dissatisfied with an organization, they develop negative behaviors that impede production and profits. Innovation is an important aspect of growth, success and organizational profitability. Innovation is one of the only driving forces for organizational success. Leaders and managers should commit to retention and strategic support of employees (Agrawal, 2012). How an organization treats its employees or followers is a factor that affects performance in both an on-shore and off-shore job situation. Leaders and managers with poor attitudes may cause a reduction in employee performance and if the job is outsourced, the motivation for productivity is even further negatively exacerbated. Retention could become a problem for organizations when employees feel disconnected and leave the job (Kwon, Chung, Roh, Chadwick & Lawler, 2012).
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COLLINSL4-1.docx
