discussion post and responding to classmates

TOPIC

Week 5 - Discussion 1

Evaluating New Leaders

You are consulting for an organization that just hired a new CEO, based on the Ritter et al (2007) article, what do you need to look out for? Please be specific and incorporate the readings. The initial post should be at least 300 words.

Ritter, B. A., & Lord, R. G. (2007). The impact of previous leaders on the evaluation of new leaders: An alternative to prototype matching. Journal of Applied Psychology, 92(6), 1683-1695. 

Respond to at least two of your classmates’ postings by Day 7. Follow up posts should further the discussion by providing either greater detail on one of your classmate’s ideas or more specific examples.

RESPOND TO CLASSMATE 1:

You are consulting for an organization that just hired a new CEO, based on the Ritter et al (2007) article, what do you need to look out for? 

An organization that has just hired a new CEO has dedicated time to select an individual that will lead the organization in the direction that advances the corporation. A new CEO may be brought in to enhance an existing trajectory, make changes to it, or head in another direction. The leaders’ qualifications and characteristics are important but of equal importance is the relationship between the leader and the followers. A consultant would want to consider what factors will influence this relationship to understand how a good relationship can be established. Ritter & Lord, in their study considered the question of transference in this relationship (Ritter & Lord, 2007).  Both leaders and followers will bring to new relationships positive and negative feelings and perceptions that are based on previous relationship they have had (Maccoby, 2004). Ritter & Lord suggest that employees may enter the relationship with positive or negative beliefs about previous leadership or other significant individuals in their lives that they transfer to the current leader. They may also have a leadership prototype, characteristics that they feel a good leader should possess to be effective (Ritter & Lord, 2007). A leader may also come into the position with similar thought and feeling about past members of previous organizations they have worked with (Macoby, 2004).

It is important for both leaders and followers to understand how transference can affect the success of building a new team relationship. If there has been a negative transference communication can be difficult, productivity can decline, and members may feel they will be harmed or not treated well. Conversely, when there is positive transference good communication can be established, members will be more motivated to collaborate and work to advance the objectives of the organization (Ritter & Lord, 2007). A consultant can help by bringing awareness of these issues to both parties. Self-awareness is important as well as transparency. Creating opportunities for leadership and members to get to know one another can also be beneficial. As a leader it is also important to have expectations and team member roles clearly defined (Maccoby, 2004). Working to establish a culture of acceptance and healthy collaboration will require an understanding of these transference issues to establish new and healthy relationships between a new CEO and existing team members.

References

Ritter, B. A., & Lord, R. G. (2007). The impact of previous leaders on the evaluation of new leaders: An alternative to prototype matching. Journal of Applied Psychology, 92(6), 1683-1695.  

Maccoby, M. (2004). Why people follow the leader: The power of transference. Harvard Business Review, 82(9), 77-85.

RESPOND TO CLASSMATE 2:

As the consulting agency for the organization that just hired a new CEO, according to Ritter and Lord (2007), I would look for specific cognitive and social interactions and processes to better determine how these elements work together to help inspire or undermine a top-level leader.  A  relevant aspect in leadership is to look out for negative relationships between the leader and the followers because transference is a leader-member exchange that is developed early and impacts numerous work outcomes, including turnover, attitudes, and overall performance. If the new leader demonstrates a negative attitude and undesired behaviors, the followers will react with low performance and little or no satisfaction. If the leader shows positive exchanges then the organization will benefit in various areas of operations and individual significance. Also, the new CEO should be interested in understanding the employee's background in regards to previous leaders and their experiences, whether positive or negative relationships. The new CEO will be better able to "defuse negative prior experiences" (p. 1693)  if they will take the initiative to get informed. Understanding previous leaders' experiences with employees serves to equip the new CEO with significant insight and understanding and will be enabled to avoid any negative treatment or the perception of negative treatment expectations.

According to Bazerman and Tenbrunsel (2011), I would need to look out for leaders with an ethical illusion, that internal gap between who the new leader thinks he is and how he actually behaves, especially concerning ethical decision-making.

I would also look out for whether a new leader will or will not work at perfecting their personal qualities and discernment. Those who are open to receiving training in mindfulness which is "the systematic practice of intentionally attending in an open, kind, and discerning way" construct personal qualities with an ability to better connect with others and feel empathy toward their suffering or situations. This appears to be an active way of improving self-awareness and omitting bias because perspectives are changed, enlightened, and broadened. 

References

Bazerman, M., & Tenbrunsel, A. (2011). Blind Spots. Leadership Excellence, 28(3), 5–6.

Merron, K. (2005). Consulting mastery: How to best make the biggest difference. Berrett-Koelher Publishers, Inc.

Ritter, B., & Lord, R. (2007). The impact of previous leaders on the evaluation of new leaders: An alternative to prototype matching. Journal of Applied Psychology, 92(6).

Week 5 - Discussion 2

Ethical Breakdowns

Have you ever experienced a senior leader who was blind to unethical behavior and may even unknowingly encouraged it? Using information from the Ethical Breakdowns article, analyze your own situation. Finally, if you were a consultant during that event, what would you do? Please be specific and use concepts described in the article. The initial post should be at least 300 words.

Respond to at least two of your classmates’ postings by Day 7. Follow up responses should focus on helping your classmates analyze their situations and providing additional consultation ideas.

RESPOND TO CLASSMATE 1:

Unfortunately, in my work history, I have experienced and witnessed senior leadership using the blind to unethical behavior.  This was displayed by the thinking process of believing that good people often let bad things happen according to (Bazerman & Tenbrunsel, 2011).  It is known through this article in which to run an organization unethical and ethical issues are important.  It is best to understand has a leader knows the ethics at hand.  If leadership is not aware of the ethical issue(s) then how can they direct the employee of what is wrong or right in an ethical sense.  I sometimes question, “Is leadership aware of the unethical issues that are occurring or if they are blinded by the action(s)”.  It is easier to play blind instead of stirring the pot and bringing aware the issues that are needed to be addressed.  If the unethical issue(s) are not addressed it will continue and multiple. 

According to (Resick, et. al., 2011), there are businesses that will adapt more across the globe regarding ethical behavior but, when doing business at their individual’s home the ethical behavior is seen has its own characteristics and therefore it is considered less important than abroad.  If the focus is on always remembering the ethical issues, rules and regulations this will lead to a more productive organization.  The idea of your reputation follows you is so true.

In my past work experiences, I would always research a company before deciding to accept an offer of employment.  Sometimes this includes talking to past employees and getting a clear understanding of why they left the organization.  Now, I always take into consideration of a two-sided story so what an employee tells me about their experiences can sometimes be one-sided.

If I was a consultant for an organization that is focusing on pleasing other countries and not their own, I would remind them the action(s) they take abroad will follow them back home.  This is the understanding of how an organization must have an ethical position across the board.

References:

Bazerman, M. H., & Tenbrunsel, A. E. (2011). Ethical breakdowns. Harvard Business Review, 89(4), 58-65. [Retrieved from EBSCOhost.]

Resick, C.J., Martin, G.S., Keating, M.A., Dickson, M.W., Kwan, H.K, & Peng, C. (2011). What ethical leadership means to me: Asian, American, and European perspectives. Journal of Business Ethics (101), 435-457.

O 1:

RESPOND TO CLASSMATE 2:

It took me some time to really think about this topic and what unethical situations I have experienced. A few years ago, I worked for an agency that was driven by greed and working people to the point of over-exhaustion. I was in an administrative position, but the Vice President (VP) and the Regional Director (RD) were the micro-managerial type and would always step in and “bark” orders to my staff then get upset when we went over the monthly budget and always looked to me to provide an explanation of the overspending (insert eye roll). Additionally, the job advertised for $16.00 per hour but the VP was “shady” and said that the staff had to start off at $14.00 per hour and work their way up and finish certain trainings before they can be at $16.00. I argued against that and pulled out the program design and reminded her that per the program design, the rate for line staff would start off at $16.00 and we had to abide by that. She didn’t want to listen to me and used her position to “trump” me and even took the matter up with HR I advocated for my staff and went back and forth with upper management and HR, but no one wanted to listen to me or acknowledge what was actually documented in the program design—which is basically a contract. I I’m a firm believer in what is done in the dark will come to the light, so sure enough, the Regional Center got wind of what was going on and the matter was contested, and the company was told they were in violation of their program design. What does the VP and RD do? They come to me and say that they didn’t understand why I was paying my staff $14.00 when they should be at $16.00. Well, I had written proof that it was the VP’s idea and she put her foot down about her decision. In the end, things came tumbling down and the staff eventually received their right pay because as I stated, the program design had outlined a specific rate that needed to be honored.

As a consultant, I would review all documents pertaining to the company. I would want to ensure that the company is not operating on motivational blindness and make sure to understand there is such a thing as powerful conflicts of interests and be aware of them as they may fester unethical behavior or decision-making (Bazerman & Tenbrunsel, 2011).

Anique Lynch

Reference:

Bazerman, M. H., & Tenbrunsel, A. E. (2011). Ethical breakdowns. Harvard Business Review, 89(4), 58-65. [Retrieved from EBSCOhost.]