2 power point slides for a team project

Running head: FORMULATING LEADERSHIP PART 1 Team III 1

FORMULATING LEADERSHIP PART 1 Team III 2

Formulating Leadership Part 1

TEAM III

UOP

October 30, 2019

LDR/300

Instructor: Meia Johnson

Formulating Leadership Part 1

As instructed in the scenario, there is a need to recruit and develop future leaders of the company. Millennials are the majority, in the scenario, they occupy 60% of company workers. This means that the only option that the company has is to focus on developing millennials so that they can possess the leadership qualities needed as well as meet the requirements needed for organizational leadership positions. However, millennials are individuals that have specific characteristics that determine who they address and how they handle issues. This means that a plan needs to be in place to gradually develop the millennials in the company so that they can increase the number of potential leaders or promote the individual millennials in the company that have consistently demonstrated the potential to obtain such a position within the company.

Generation Y (more commonly known as Millennials) consist of people that were born between 1981 and 1996. In this era of technology or Information Age Millennials are employed at almost every level of the employment chain. The advantages that are found within this generation are incredible. This generation was raised with items other generations are still earned or are too stagnant to want to learn, things like cellphones, computers, computers apps/programs and Internet tools. As Chou once stated “the good thing is that they have gained reliable working experience since they have been in employment for a period of 10 to 15 years (Chou, 2012). With the advantages learned in early years and the experience gained over their time employed, millennials are gradually taking over different organizational positions in all ranks based on their qualifications, experience, area of specialization, and other requirements needed.

Best Practices

First action the company should take is to promote the individual millennials that have displayed they are mature enough for the position. These individuals will not be hard to find or promote because there will be a shared opinion upon management, in regards to their managerial qualities. They would have displayed that they care by showing up on time, showing attentiveness while being taught and grasping concepts fast, and then teaching the concepts they have learned to the peers insuring everyone is on board. We would confirm or further narrow down these individuals by taking a peer to peer vote to see who the company’s millennials view as their future leader and find if the peer vote matches the management vote. If that doesn’t work we can use other common practices.

Setting up regular meetings which entails leadership training and development is one of the most effective practices that can be used to enhance the number of millennial leaders. This practice can work because millennials appreciate learning new things. When granted the opportunity to train in a manner that aligns with their schedule can go a long way to make them learn and acquire leadership skills and competences.

Millennials appreciate challenges and delegating responsibilities is a practice that can help them gradually become eligible leaders. “Reason is that millennials are technology savvy and also they know how to multitask” (Chou, 2012). When delegated different responsibilities, they would learn to be responsible, effective, accurate, and efficient so that they can create a positive impact that will make the leader to trust them all over again. Additionally, delegating responsibilities triggers the need for them to apply critical thinking, innovation and the ability to make quality decisions and this is important in leadership. Engaging them individually is also another practice that would help them to learn millennials who possess leadership skills (Harrison, 2017). The more reason is that not every person can become a leader and when engaged, it is possible to detect leaders and take them through a leadership development program.

Presenting the information to senior managers

One of the best ways to present this piece of information to company senior managers is by organizing a senior management meeting and conducting a digital presentation. The good thing on a digital presentation is that it allows the present to have an oral communication with the senior managers and demonstrate how the plan will work using digital devices (Heide, et al., 2018). It is also an approach that allows managers to have a questions session thereby allowing a healthy one-on-one engagement to take place. The second method applicable in this case is sending emails to every senior manager within the company. This method is effective because it allows every senior manager to have a copy of the plan and go through it keenly and post a question on areas that require clarification.

In conclusion, we will find amazing leaders within our company’s youth using the supplied methods in finding the right candidate. The company already has candidates that are ready walking, learning, and working in everyday duties within the organization. Managers will come to an agreement and promote these individuals, and those that aren’t ready using the methods via email or presentation we will bring everyone else up to speed and have a well-oiled machine in our organization moving forward, and be confident our future leaders are equipped and able to develop a leadership style suitable to them and the mission of the organization.

References

Chou, S. Y. (2012). Millennials in the Workplace: A conceptual analysis of millennials' leadership and followership styles. International Journal of Human Resource Studies, 2(2).

Harrison, A. E. (2017). Exploring millennial leadership development: An evidence assessment of information communication technology and reverse mentoring competencies. Case Studies in Business and Management, 4(1), 25-48.

Heide, M., von Platen, S., Simonsson, C., & Falkheimer, J. (2018). Expanding the scope of strategic communication: Towards a holistic understanding of organizational complexity. International Journal of Strategic Communication, 12(4), 452-468.