Leadership Article Critque

BBA 3651, Leadership 1

Course Learning Outcomes for Unit VI Upon completion of this unit, students should be able to:

2. Explain the importance of vision to organizational leadership in a global environment. 2.1 Examine the importance of having a vision to lead members globally within an organization.

5. Examine the role of leadership in regards to organizational performance.

5.1 Analyze various communication techniques for sharing an organizational vision.

Course/Unit Learning Outcomes

Learning Activity

2.1

Unit Lesson All required readings Unit VI Videos Unit VI Article Critique

5.1

Unit Lesson All required readings Unit VI Videos Unit VI Article Critique

Reading Assignment In order to access the following resources, click the links below. Click here to access the Unit VI Remote Workers video. Click here to access the transcript for the Unit VI Remote Workers video. Gichuhi, J. M. (2021). Shared Leadership and Organizational Resilience: A Systematic Literature Review.

International Journal of Organizational Leadership, 10, 67–88. https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire ct=true&db=bsu&AN=152304991&site=eds-live&scope=site

Herd, A. M., Alagaraja, M., & Cumberland, D. M. (2016). Assessing global leadership competencies: The

critical role of assessment centre methodology. Human Resource Development International, 19(1), 27–43. https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc t=true&db=bth&AN=113082406&site=ehost-live&scope=site

Kellerman, B. (2019). The leadership standards crisis. Strategy & Leadership, 47(1), 26-29.

http://dx.doi.org/10.1108/SL-11-2018-0107 Meixner, T., & Pospisil, R. (2021). Personality Matters: Prediction of Organizational Commitment Using

Leadership and Personality. International Journal of Organizational Leadership, 10(3), 248–265. https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire ct=true&db=bsu&AN=153024638&site=eds-live&scope=site

Raffo, D., & Williams, R. (2018). Evaluating potential transformational leaders: weighing charisma vs.

credibility. Strategy & Leadership, 46(6), 28-34. https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire ct=true&db=bsu&AN=133486394&site=eds-live&scope=site

UNIT VI STUDY GUIDE

Visionary Leadership Across the Globe

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Ullah, S., Raza, B., Ali, W., Amjad, S., & Jadoon, A. K. (2021). Linking Self-efficacy and Organizational Citizenship Behavior: A Moderated Mediation Model. International Journal of Organizational Leadership, 10(3), 233–247. https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire ct=true&db=bsu&AN=153024637&site=eds-live&scope=site

Unit Lesson Leading With a Vision Previously, we discussed the different aspects of leadership in association with varying levels and organizational structure as well as the art of leading teams globally. In this unit, we will touch more in detail on the aspects of leading individuals and teams with a vision for organizational leadership and performance while at a distance. We will hone in on what leaders can do to better provide assistance, connectivity, and support for those who work in a remote fashion. Click here to access the Unit VI Remote Workers video. Click here to access the transcript for the Unit VI Remote Workers video. Ideally, most global teams are recognized by their differing time zones and technological challenges; therefore, quality leadership is needed in order for high-performance teams to be developed. If leaders are not cognizant of the challenges that can surface in a global environment, business can rapidly spiral downward. This is certainly why ground rules for decision-making and a focus on team dynamics must be established and outlined carefully. A vision for high performance and reality must coincide (Guttman, 2013). Leaders must ask themselves the following questions.

Questions leaders ask themselves

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Building Trust, Innovation, and Collaboration Guttman (2011) concurs with Harvard Business Review’s July-August 2011 issue suggesting that collaboration is a must for the 21st century. Power at the top is no longer the best choice for an organizational model. Due to globalization and the ability of companies to use technology as a means to recruit and retain qualified workers across the globe to fill varied positions, competition and innovation have soared in recent years. Teaming for success means that when the team wins, everyone wins. When the team is committed to a common direction or goal, when members’ goals are defined clearly, and when relationships are open and grounded, high performance is the result. Ultimately, results are generally based on how well members work together. Team members, whether close in proximity or at a great distance, must be able to demonstrate the ability to lead others, own the responsibilities and roles granted to them, question intently, challenge the status quo, explore creativity, plan wisely, solve problems expeditiously, and make firm decisions successfully. Promoting Good Results Effective leaders know they must make it a priority to help members produce good results. This begins by making people feel good about themselves and their work. They must understand the directives given and experience support, encouragement, and quality coaching. In order to help workers find success, feedback is the most cost- effective strategy one can offer. If individuals are earnestly aiming to do and be their best for their own merit or for the sake of the team, they will appreciate honest feedback. Those who become offended should realize that no one person is smarter than a group. They must also be cognizant of the fact that no one is perfect. Moreover, improvement in work performances is warranted for processes and the achievement of goals to occur regularly. When egos get in the way of synergy, team success suffers. It is easy to recognize that leaders who honestly wish to lead and improve their teams will seek better ways to listen, to guide, to coach, and to inspire members to prevent failure from happening. Being that organizations are constantly facing the fate of competition, employee lack of retention, and inevitable change, it is imperative that workers are trained and motivated to invest in a business for the sake of individual and organizational growth. The idea of motivation somehow confuses some leaders. Is it money, prizes, or praise that interests workers the most? Blanchard (2007) posits that the key to helping people succeed is to know their needs. Performance Reviews Effective reviews of leadership competencies have always been a significant task for any organization that operates in a global environment. Global leaders must possess certain competencies. According to Herd, Alagaraja, and Cumberland (2016), global leaders must think with a global mindset, be adaptive to different cultures, and acquire knowledge of cultural boundaries and ideologies. Regardless of location, the realization that all decisions made can greatly impact the lives and work of others becomes a reality. Basically, lessons on how to perform better are crucial for all members of a team. Maybe you do not collaborate enough, delegate enough, or balance tasks efficiently. Is it hard to trust others with tasks and responsibilities when you are

Two leaders meeting (Pressmaster, n.d.)

Characteristics of high-performing teams

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accustomed to doing things mostly by yourself? Does taking risks make your palms feel sweaty? Are you a micromanager? Many of these questions can be answered for you if you are open to honest and insightful feedback from supervisors and coworkers (Neman, 2018).

What happens when you work for a company that begins small and then quickly expands into numerous team members and stakeholders? Wayfair is a great example of this scenario. The business started out with a small-scale entrepreneur working from home. What seemed like a dream to two college students quickly turned into a billion-dollar business. Online marketing and much knowledge in technology proved to be pivotal in regards to the enhancement of organizational growth in sales, marketability, and human capital. Being successful meant staying abreast of productivity demands and offering on-time delivery to satisfy customers. Planning and the execution of production and delivery was of great importance as well as hiring and motivating key members to buy into the vision of the company (Wehrum, 2012). Methods of Communication Since the need for more flexible and adaptive structures has heightened the increase of virtual working teams, the benefits of knowledge sharing have improved, yet communication is the one factor that matters most. It is required for relationship building, cohesion of projects, and support of members’ accomplishments. Social and communicative cues are necessary when there is no true face-to-face interaction. Being that a global virtual team is a group of people who basically share a common goal yet are separated by distance, intermittent meetings are required and the transmission of information fostered by trust is pivotal. Consistent, regular communication and concise clarification of goals and objectives that are demonstrated by both the leader and each member will enhance team effectiveness (Morgan, Paucar-Caceres, & Wright, 2014). Leading virtual teams entails creating opportunities for members to converse formally and informally. Open discussion is necessary through chat rooms, conference calls, and group emails. The goal is to make sure all members are collaborating enough, yet time is not filled with distracting or overwhelming details. Most businesses utilize video chats, Skype, Google Hangout, Jing, or some form of project management tool to expound on business topics and project specifics.

Successful versus unsuccessful leaders (Piwanna, n.d.)

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Those who are familiar with remote work status know that it is very common for people who work from home to want flexible work hours. However, shared communication requires all members to be online at a certain time to work cohesively as a group. In a virtual environment, it is sometimes difficult to track exactly when members are working unless there are repeated moments of interaction with different departments or individuals serving in a supervisory role. The best way to determine if a person is capable of working efficiently as a full-time member for a company, from a global standpoint, is to first allow short- term or part-time work as a means to determine the likelihood of successful completion of assigned tasks. Educating members on how to use software and creating opportunities for engagement will enhance the virtual team

feeling as well. Most importantly, leaders must involve everyone and continuously share the vision of the company as a means for them to understand how their work contributes to the overall big picture of organizational production and success. Scenario You are the chief executive officer (CEO) of a large car company and have just recently discovered that there is a recall on three million vehicles due to faulty gear shift cables. As an organizational leader, you are livid. In addition to the bad news, lawsuits are coming in fast and furiously. Since this is a crisis that you cannot walk away from, how do you handle the media, the public relations team, the current employees, and consumers’ questions? Do you feel being transparent and not avoiding the situation will benefit your business in the long run? Is open communication the key to trust and successful business relations? Could the situation warrant a damaged reputation, or do you feel the way a leader handles inquiries and converses with stakeholders and workers can create a win-win outcome in the end? Whether members are local or at a distance, keeping the company’s vision at the forefront and portraying integrity in decision-making will most likely produce the best result once the flame has lessened in intensity. Adding additional fires to the existing damage could lend to a devastating situation that is detrimental in the long run; therefore, working with a mindset that others will be affected by this unfortunate scenario should matter. In the end, wise planning and effective communication could result in saving the company money and potentially derailing unnecessary conflict.

References Blanchard, K. (2007). The heart of a leader: Insights on the art of influence. Cook Communications Ministries. Guttman, H. M. (2011). Collaborating for high performance. MWorld, 10(3), 31–34.

https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc t=true&db=bth&AN=66747607&site=ehost-live&scope=site

Guttman, H. M. (2013). Building horizontal, high-performance global teams. MWorld, 12(3), 4–8.

https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc t=true&db=bth&AN=91702159&site=ehost-live&scope=site

Herd, A. M., Alagaraja, M., & Cumberland, D. M. (2016). Assessing global leadership competencies: The

critical role of assessment centre methodology. Human Resource Development International, 19(1), 27–43. https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc t=true&db=bth&AN=113082406&site=ehost-live&scope=site

Working on a virtual team (Megaflopp, 2015)

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Morgan, L., Paucar-Caceres, A., & Wright, G. (2014). Leading effective global virtual teams: The consequences of methods of communication. Systemic Practice & Action Research, 27(6), 607–624. https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc t=true&db=bth&AN=99373732&site=ehost-live&scope=site

Megaflopp. (2015). Beautiful smiling female student using online education (ID 64006419) [Photograph].

Dreamstime. https://www.dreamstime.com/stock-photo-beautiful-smiling-female-student-using-online- education-service-young-woman-looking-laptop-display-watching-training-course-image64006419

Neman, J. (2018). I’m the leader. Judge me! Entrepreneur, 46(7), 18.

https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc t=true&db=bth&AN=131140079&site=ehost-live&scope=site

Piwanna, T. (n.d.). Businessman successful and businessman unsuccessful. Cartoon of. Business, moment

(ID 110869739) [Graphic]. Dreamstime. https://www.dreamstime.com/businessman-successful- businessman-unsuccessful-cartoon-b-businessman-successful-businessman-unsuccessful-cartoon- image110869739

Pressmaster. (n.d.). Meeting of leaders (ID 86162590) [Photograph]. Dreamstime.

https://www.dreamstime.com/stock-photo-meeting-leaders-business-consulting-new-project- image86162590

Wehrum, K. (2012, April 3). Special report: Wayfair’s road to $1 billion. Inc.

https://www.inc.com/magazine/201204/kasey-wehrum/the-road-to-1-billion-growth-special-report.html

Learning Activities (Nongraded) Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit them. If you have questions, contact your instructor for further guidance and information. For this nongraded learning activity, complete the following interactive activity. This activity will give you a chance to consider how you would respond to different leadership challenges in today’s world. Click here to access the interactive activity. Click here to access the transcript for this activity.