Week 14: Summative

Overview of Leadership:

1. QUESTION:

Is leadership ability universal, or is a good leader in one environment also effective in another? For example, can a leader in one industry (e.g., a hospital) be successful in another industry (e.g., a bank)?

A: The question has asked that whether leadership concept and ability are considered as universal or not, usually the core parts within the definition of leadership could be taken as universal, as each leader needs to learn about the integrity and motivating their team members, they need to help their team members in such way so the work objectives could be fulfilled in the specified deadline. here, leaders should be having mix of universal skillsets and Industry and culture specific skillsets, a good leader needs to consider both of these skillsets in order to take strong level of success.

A good leader in one environment may not be effective in another industry as they also need some kind of Industry or domain specific knowledge, they could improve their decision making areas if they are able to perform the brainstorm and they must be in the place to coordinate their team members effectively. They must know the know how of the specific industry in order to take success in that Industry again, they should be aware about the local or specific cultural requirements, Leaders have role to help all the team members as to get the jobs done, they should take several objectives like reducing the accidents at the workplace to transforming the environment using people motivation, they should be conscious about the industry specific needs and they should also consider strong participation through improving their behavioral aspects, here, here, project leaders must have project specific skills though they must be having essential communication management skills, here, technical knowledge could provide them prior advantage to motivate the team members and get the jobs done quickly. Further, there are several reasons in order to have Industry specific skills, these are as stated below:

Leaders in the banking Industry should know the banking jobs related requirements and they should understand the related market and audiences in that specific industry, they should also be capable to handle the stakeholders those could be even new or experienced in that Industry for long years.

Leaders in the health care industry could handle their jobs through understanding the communication requirements in that specific industry, they should have both technical skills and management skills, leadership needs broad understanding and they should be one step ahead to handle the tasks with strong level of confidence and motivate their team members, so, jobs get done more in quick time.

2. QUESTION:

Which personality traits are more closely related to ethical and unethical behavior?

A: Combined Traits The Big Five Model Motivation Theory of Personality would to me describe that all of these traits combined could either affect in either an ethical way or unethical. Ethics are considered right or wrong, when it comes to behavior. Personality traits to gain power, may lead to a person becoming unethical because they have self-confidence and can allow a person to make either an ethical or unethical choice. However, the same would be told for a person who has high energy, and determination. Trusting in someone could also lead to unethical behavior. So for me any one of the Big Five such as urgency, agreeableness, adjustment, conscientiousness, and openness could fit into either side of ethics it just depends on the person there level of emotional intelligence and their eagerness to succeed and what they are willing to do to gain it.

3. QUESTION:

Which contingency leadership theory do you plan to use and how? If you don't plan to use any, give a detailed reason for not wanting to use any of the models. Reasons for using or not using specific models may include examples you have regarding their efficacy.

A: I think the strategic contingency leadership theory is the best. This is because it gives room for employees to be part of decision making especially because it is applicable in situations where division of labor is applied. The other benefits of using this theory are as below:-

-This theory mainly focuses on the different activities which are to be performed for finding the solution of any problem and therefore not much importance is given to the personality. So , if a leader does not have the charisma but he is a problem solver, he will be an effective leader.

-The main emphasis remains on the problem solving skills of the leader which represent the common sense view of the world.

-The theory helps to objectify leadership techniques, as opposed to relying on personalities.

-Strategic contingencies theory will be more effective and forceful in the situations where individuals are rational agents.

-The theory is simple and uses only the variables affecting power in contingency control by an organizational subunit.

4. QUESTION:

Do you agree with the statement "Don't criticize"? In your experience, do mangers tend to give criticism or coaching feedback? How can managers improve?

A: I agree with the statement "Don't criticize". Managers should provide a constructive feedback to employees rather than criticizing them. As criticizing employees demotivates them and affects the self confidence of the employees . Employees who are sensitive cannot accept criticism and may leave their jobs. Therefore instead of criticizing providing a coaching or constructive feedback on what areas to be improved and changed and the ways to change can help the employees to improve and perform better. Managers should provide their important time in using the conflict management style and should act smartly in resolving conflicts by encouraging the employees to come up with new ideas and methods . Employees should be given a chance to provide feedback on various aspects at the same time they should be given the priorities of the goals of the organization.

5. QUESTION:

High-quality LMX relationships create a circle of reciprocity where followers feel like they should go the extra mile for a leader who supports them and the leader feels like he or she should offer the followers more support and benefits to keep their loyalty. Do you believe this is the case in the real world or is it something different?

A: Leader-Member Exchange theory has been described as a reciprocal cycle because it aids and encourages the development of a smoother and more harmonious interaction between the leader and the members of the group.

Correspondence, where an adherent wishes to work and give his hundred percent to the allotted work and a pioneer needs to be more strong and humble with his colleagues. This aids in holding and developing the connections among pioneers and the individuals from the gathering. When there is a fulfillment of solid and amicable connections between the individuals and the pioneer, this prompts an advancement of a relationship and workplace that aids in accomplishing its advantages on a more drawn-out run. This correspondence could be accomplished, all things considered, as it additionally helps in achieving a point wherein there is a serious level of shared reliance, backing, and dedication for one another. There are social measurements appended to this cycle like trust, dependability, regard, and backing. Subsequently, it again makes a dyad to keep up with pioneer and supporter relationships. View of decency, trust, and regard for individuals are significant factors in accomplishing the strength towards this correspondence. Accordingly, it very well may be accomplished effectively if a pioneer and the devotees support each other heartedly.

6. QUESTION:

Based on your experience, what are some of the key indicators of team disfunction?

A: I have been on teams that are mostly positive and productive, but there are times when I new person joins the team and it takes a while for everyone to get back into the swing of things and trust the person. I think the biggest thing that leads to a dysfunctional team is a lack of trust. In order to have a productive team, the team needs to trust one another. The most important part to build trust is to know each other, so when someone new joins it takes a while for everyone to feel comfortable and trust the person. The team should find ways to get to know the individual to start building that trust. Another important indicator that a team is dysfunctional is the avoidance of accountability. In a team holding people and yourself accountable is very important for a team to succeed. The team should care if they let people down or didn't get the deadline down in time and should make efforts to fix that mistake for next time. Holding each other accountable can lead to trusting one another and believing in the team. I think it is important to focus on the key indicators of a team's dysfunction and figure out a way to solve the issues that the team has. In my experience holding people accountable and trusting your teammates will help your team grow and get the deadlines down.

7. QUESTION:

In Chapter 5, different types of power - legitimate, reward, coercive, referent, expert, connection, and information power - and influencing factors were discussed. What type of power is the charismatic leader most likely to be associated with and why?

A: Referent power is the most common power in the charismatic leader because everyone in the organization feels comfortable with the presence of such leader.

8. QUESTION:

Despite the benefits of diversity, some have describe it as a "double-edged sword." Explain why.

A: In today's world of globalization, some opine that greater diversity is beneficial to the organization since organizations can make use of a variety of skills and knowledges from a diverse group of people to serve to the diverse needs of the customers in different markets. But some people say that it is a double-edged sword, because the cultural, demographic, technical and cognitive diversity also leads to many drawbacks to the organizational performances. It leads to process loss because of the human behavior of being attracted towards people have similar nature or characteristics. People mostly accept those who share similar values and attitudes with them. So this leads to selective communication where people often communicate more with person they are comfortable with, than the others, which in turn effects the over all efficiency of the group performance. Diversity also leads to increase in the potential for conflict due to differences in beliefs and value structures. Diversity often causes dissatisfaction among the people which leads to lower commitment and lower organizational citizenship. It also decreases the tendency of people to include other people in their lifers. So, because of the above reasons people often say diversity is a double-edged sword despite of its benefits.

9. QUESTION:

As leaders make strategic decisions, they must balance the interests of various stakeholders - employees, customers, shareholders, suppliers, unions/activists, and the community. Describe the best approach for doing this. 

A: А stаkehоlder is аn individuаl, grоuр, оr business enterрrise whо might аlsо аdditiоnаlly аffeсt, be striсken by оr understаnd itself tо be striсken by а deсisiоn, асtivity, оr finаl results оf а сhаllenge.” Рut greаter simрly, а stаkehоlder is а рersоn, а соlleсtiоn оf рeорle, оr аn business enterрrise thаt hаs аn hоbby tо yоur сhаllenge оr is striсken by its finаl results, withоut delаy оr indireсtly. It might аlsо аdditiоnаlly enсоmраss сhаllenge сrew members, сhаllenge sроnsоrs, business enterрrise members, аnd thоse оutdооr оf yоur business enterрrise. If the challenge is smаll, yоu mаy hаve sоme stаkehоlders. Fоr а bigger сhаllenge, yоu саn hаve а mаssive quаntity оf stаkehоlders, whiсh might аlsо аdditiоnаlly enсоmраss grоuрs оr the рubliс. In this саse, deаling with stаkehоlders mаy be сhаllenging. Fоr exаmрle, in саse yоu аre gоing tо аssemble а dаm, the quаntity оf stаkehоlders mаy be lаrge. They will enсоmраss gоvernments, neighbоrhооd аuthоrities, the рорulасe this is gоing tо be disрlасed, the рорulасe residing сlоse tо the dаm, envirоnmentаlists, the сhаllenge соntrоl сrew, better соntrоl, etс. Nоt аll stаkehоlders аre equаl. Everyоne hаs exсlusive neсessities аnd exрeсtаnсies. Yоu оught tо deаl with them in keeрing with their neсessities аnd exрeсtаnсies. Fаiling tо ассоmрlish thаt саn jeораrdize yоur сhаllenge’s fulfillment. If yоu аррrehend stаkehоlders’ needs, exрeсtаnсies аnd neсessities, yоur роssibilities оf fulfillment inсreаse. Оverlооking аny vitаl stаkehоlder соuld mаke the sсenаriо greаter hаrd fоr yоu аt lаter tiers оf the сhаllenge. It might аlsо аdditiоnаlly reаsоn а рut оff with inside the сhаllenge, fee оverrun, аnd with inside the mаximum extreme саses, аbruрt сhаllenge terminаtiоn.

10. QUESTION:

What advice would you give a leader who wants to improve his or her organization's communication function so that it is more effective during a crisis?

A: Communication is one of the best ways leaders can use to mitigate unexpected events that may lead to major unrest among individuals in an organization. Leaders must be able to communicate effectively and quickly during a crisis (Jeong, 2015). In many instances, opening communication lines with primary stakeholders is very critical to surviving when a crisis arises. Therefore leaders should show up rather than retreat in the background. It’s vital to keep the employees in the loop so that they can assist the organization in presenting accurate facts to the outside world on the current organization's crisis. Internal stakeholders should be notified of the roles they would participate in, in the event of a crisis and also how communication would be handled within and between departments and there should be no power struggle over jurisdiction.

Leaders should hold regular internal meetings, surveys, and questionnaires to obtain feedback from the employees to understand the flow of internal communication and ideas to help them improve communication function (Jeong, 2015). It's vital to ensure every employee is on the same track and understands what to do in case of crisis and what information they should pass. I would also advise the leader to communicate with urgency, transparency, and empathy. This will help employees adjust to the constantly changing conditions crises bring. Having a tone of urgency will encourage the employees and other stakeholders to make quick decisions to mitigate harm. Having transparency in communication will help build trust in leaders and convey respect for employees by implicitly recognizing them as capable of coping with what is being shared. I will also advise the leader to help his/her employees work at home effectively (Jeong, 2015). Workforces who feel they have what they require t9 remain productive and successful while working remotely are more likely to be satisfied with their organization’s overall response to the pandemic.