Organizational Challenge - Race, Equity, Diversity & Inclusion

MGT 460: Leadership Priorities & Practice

COURSE DESCRIPTION Leadership Priorities and Practice is a capstone course that requires students to

reflect on and synthesize the major insights gained in their study of

organizational management. A substantive paper is developed to illustrate how

these insights can be applied effectively in the student’s work environment.

Students choosing the personal program of study must show how their chosen

concentration relates to organizational management and include insights from

each academic area in their synthesis and application.

COURSE LEARNING OUTCOMES Upon successful completion of this course, students will be able to: 1. Examine how values and ethics are reflected in professional

practices and behaviors. 2. Evaluate situations from a multidisciplinary perspective. 3. Apply systematic and innovative approaches to decision-

making and problem solving. 4. Integrate leadership theory and professional practice through

applied problem-solving activities. 5. Analyze the role of the leader in promoting organizational

effectiveness, efficiency, and sustainability.

MGT 460 TEXTBOOK

London, M., & Mone, E. (2012). Leadership for today and

the future. (1st. ed.). San Diego, CA: Bridgepoint

Education, Inc.

This textbook is a

Constellation textbook

This week students will: 1. Explain strategic approaches to leadership. 2. Define the leadership role in developing and

engaging others in the components of the organization’s strategic plan.

WEEK FIVE LEARNING OBJECTIVES

WEEK FIVE ASSIGNMENTS

CREATING A STRATEGIC PLAN “Efforts and courage are not enough without purpose and direction” – John F Kennedy

(“Business Strategic-Planning,” 2014)

STRATEGIC PLANNING

(London & Mone, 2012)

General steps in strategic planning. 1. Develop Core Values 2. Develop Mission Statement 3. Develop Vision Statement 4. Develop Strategies

a. Define the current business b. Perform internal and external audits c. Formulate a new direction d. Translate the mission into strategic goals e. Implement strategies f. Evaluate performance

THE BURKE-LITWIN TYPES OF CHANGE

(BASED ON TABLE 5.2 OF THE TEXT)

(SlideShare, 2015)

TRANSACTIONAL

EVOLUTIONARY

TRANSFORMATIONAL

REVOLUTIONARY

EMPLOYEE ENGAGEMENT Macauley (2015) described the importance of employee engagement as Engaged employees care about the future of their organization, have a strong emotional bond to their organization, are vested to ensure the success of their organization, and have both their hearts and heads engaged in their work. 5 This commitment and bond with their organization leads to higher productivity, increased profits, improved safety, and lower absenteeism. (p. 298).

CREATING EMPLOYEE ENGAGEMENT

(Chiappetta, 2014)

ADAPTIVE LEADERSHIP

Adaptive leadership is defined as a form of leadership that encourages and builds upon the interactive relationships within an organization (Sharpe & Creviston, 2013). “Adaptive leaders succeed because they are able to accurately diagnose the situation and vary their behavior and the behavior of their subordinates accordingly” (Sharpe & Creviston, 2013, p. 6).

(“Adaptive Leadership,” 2011)

ADAPTIVE LEADERSHIP AND CHANGE

Myatt, 2015

Please read the Forbes article (link below). The article gives a great summary of how adaptive leadership can aid in employee engagement and solving organizational challenges. X-Factor

If you have issues with the link, please use the

web address

http://www.forbes.com/s ites/mikemyatt/2015/12/

01/the-leadership-x- factor-that-can-fix-any-

business/

KEY TERMS FOR WEEK 5

• Strategic Planning

• Corporate Social Responsibility

• Ethics

• Ethical Culture

• Servant Leadership

• Situational Leadership

• Transformational Leadership

You may be asked to use these terms in Discussion Board responses or your assignment for the

week.

FSB APA GUIDANCE Please use the FSB APA Guidance located in your classroom.

REFERENCES Adaptive leadership – Leading adaptive change. (2011, May 15). Retrieved from http://www.slideshare.net/GeoffatPerformancePeople/adaptive- leadership-leading-adaptive-change Chiappetta, M. (2014, June 13). Could private exchanges increase employee engagement. Retrieved from https://www.linkedin.com/pulse/20140613011435-129082290-could- private-exchanges-increase-employee-engagement London, M., & Mone, E. (2012). Leadership for today and the future. (1st. ed.). San Diego, CA: Bridgepoint Education, Inc. Macauley, K. (2015). Employee engagement: How to motivate your team? Journal of Trauma Nursing, 22(6), 298-300. Sharpe, J. D., & Creviston, T. E. (2013). Adaptive leadership: The way ahead for sustainment leaders. Army Sustainment, 45(1), 5-9.

REFERENCES CONTINUED Myatt, M. (2015, December 1). The leadership ‘X’ factor that can fix any business. Forbes. Retrieved from http://www.forbes.com/sites/mikemyatt/2015/12/01/the- leadership-x-factor-that-can-fix-any-business/ Sharpe, J. D., & Creviston, T. E. (2013). Adaptive leadership: The way ahead for sustainment leaders. Army Sustainment, 45(1), 5-9. Myatt, M. (2015, December 1). The leadership ‘X’ factor that can fix any business. Forbes. Retrieved fromhttp://www.forbes.com/sites/mikemyatt/2015/12/01/the- leadership-x-factor-that-can-fix-any-business/

RECOMMENDED READINGS

Gavetti, Giovanni. (2011). The New Psychology Of Strategic Leadership. Harvard Business Review, 89 (7/8)118-125. Retrieved from EBSCO (Business Source Complete). Prokesch, Steven. (2009). How GE Teaches Teams to Lead Change. Harvard Business Review, 87(1) 99- 106. Retrieved from EBSCO (Business Source Complete).

ANY QUESTIONS?

Please post your questions in the Ask the Instructor thread.