Category: Leadership

Effective leadership Research Assignment

Effective leadership
Effective leadership

Effective leadership

Order Instructions:

Dear Admin,

Please answer each of the following questions:

The advancement of leadership and the development of leaders seem to concentrate more on training through investigation of theory or literature.

According to the attached article, why is this ineffective?

Evaluate the appropriateness of such a training focus.

Based on your other readings, what other elements may be included to increase the self-knowledge and effectiveness of leadership?

Each of the following conditions must meet the essay:

1)The answer must raise appropriate critical questions.

2)The answer must include examples from aviation experience or the web with references from relevant examples from real aviation companies. I prefer example from Qatar Airways, Etihad airline, Emirates airline, Al Arabia Airline.

3)Do include all your references, as per the Harvard Referencing System.

4)Please don’t use Wikipedia web site.

5)I need examples from peer reviewed articles or researches.

Note: To prepare for this essay please read the required articles that is attached

Best regards

 

SAMPLE ANSWER

Effective leadership

Introduction

There has been a tendency of advancement of leadership and the development of leaders concentrating more on training through investigation of theory or literature. This approach is associated with certain drawbacks which altogether fail to produce effective leaders. The following discussion will engage in reviewing some of the limitations on this form of training. In addition, the paper will examine how self-knowledge and effective leadership can be pronounced in a company.

Discussion

The advancement of leadership and the improvement of leaders seem to concentrate more on training through investigation of theory or literature. This is ineffective due to a number of reasons. One of the explanations is that assortment of aspirants to join training is mostly uncertain. This is because most firm targets the familiar aspirations of those employees who chase to rise to leadership situation. Therefore, getting a suitable sample of candidates to train to be converted into leaders is ineffective as every employee wants to become a leader as that status has power, reputation, and increased income (Taylor 2012). At Etihad Airline, for instance, CEOs find it hard to pick up prospective aspirants to be future leaders at the company when they step down. The training has also some elements of ineffectiveness as it mainly covers on reinforcing self esteem of candidates. However, in doing so, it does not give long-term adjustments in their consciousness or conduct. This is witnessed by the actions of the graduates retreating back to their old ways of doing things as rudimentary behavioral transformation lack due to the training unable to provide the graduates an environment and time required to reshape behavior.

Another noted reason why this form of training is ineffective is because it is mainly grounded in teaching the candidates about leadership, providing them cognitive experience, and infusing new leadership models to them. This is quite similar to a teaching guide (O’ Connell 2011, p.339). Therefore, it calls for experimentation and learning, followed by simultaneous recurrence of a dedicated practice.  The training also lacks a metric for evaluating leadership appropriateness. This form of training fails to give consensus on who a leader is or what are responsibilities of a leader (Bérard 2013). There is loss of connection between empirical correlation and leadership performance with leadership outcomes and qualities. It is being found that the case histories only try to buttress current mythologies. At Qatar Airways, for instance, line managers find it difficult to deal with the leadership wrangles at the Gulf area in dealing with high competition due to the action of clinging to traditional methodologies of dealing with HR emerging problems. .

It is also noted that despite many ineffectiveness of training though investigation of theory or literature, there is a number of appropriateness derived from that form of training. Notably, candidates in the training program do buff up specific skills, particularly in communication networks (Adle, Kwon & Heckscher 2008, p. 361). Effectiveness resulting from such program is that that training may challenge the candidates or reinforces their self esteem. For instance, Emirates Airline working with its subsidiaries provides a platform where various leaders of the subsidiaries meet to share experiences (Connell 2011). This is mainly by intensifying candidates’ awareness of the behavioral inclinations in their ways and psyche. Consequently, candidates are given cognitive experience by these training programs, that is, the hopeful leaders are taught about leadership, latest leadership paradigms, offered with historical consideration on leadership theory, and being offered with a record of leadership desirable qualities.

There are some factors that may be included to enhance self-knowledge and effectiveness of leadership. Empathy is one of the critical fundamentals that should be embraced to enlarge self-knowledge and effectiveness of leadership. Empathy emphasizes the leadership with the ability to improve juniors, challenge those who act unfairly in a firm, and provision of constructive feedback. Social skills also come under components to electrify self-knowledge. An effective leader should be oriented to mechanisms to which he or she can learn how to not sit back and make their juniors do the work Grimme 2011, p.482). This factor can be continual actions of a leader to congratulate employees to inspire the loyalty of the team. Leaders at Emirates Airways engage in giving their subordinates gift and bonuses to boost their urge in fulfilling the objectives of this respective airline. Learning conflict resolution skills is also important under the elements of social skills as the leader will be able to be trained to arbitrate wide-ranging conflicts occurring in the line of duty. To develop self-knowledge and effective leadership it can be done through learning challenges. Trial and error makes leaders better in their roles through learning from their failures and successes.

Selecting the right candidate for the leadership position is one of the crucial factors for an effective leadership. Through strong motivation, a leader develops his or her self knowledge by being motivated by a strong embebbled urge for the sake of achievement. The type of leaders oriented to this element is able to explore new approaches to their duties. It is interesting to find out that these types of leaders keep score by tracking such complicated measures as market share, for instance, money manager at Qatar Airways gauge the performance of his stock fund aligned with Etihad airline, Emirates airline, Al Arabia
Airline (O’ Connell 2011, p.340). Even when the score is against them, highly motivated leaders will continue to remain optimistic. In such process another element of self-regulation comes in to merge with achievement motivation to enable frustrations and agony that can be felt from such failures. It is being observed that at Etihad Airways, portfolio managers are not fired when a failure occurs at their line of duty. Rather, the company elevates them to senior position where they will be given an opportunity to prove that they can lead a turnaround (O’ Connell 2011). Self-regulation makes effective leaders abandon the habit of attacking others verbally, stereotyping others, and to compromise their values. This form of self-knowledge is brought in by the tendency of the leader to know his or her values and hold him/herself accountable incase of mistakes. Leader’s own reflection falls under some of the elements to be included to increase leadership effectiveness and self-knowledge. Most of the managers at Etihad Airline meet severally in a year to discus what each of them encountered during that financial period, and the mechanism as well as strategies to handle the situation (Grimme 2011, p.487). Through this reflection, a leader is supposed to learn from the mistakes of other leaders. Learning from experience of peers who face analogous leadership problems can be an important factor to effective leadership and self-knowledge development.

Conclusion

In summary, effective leadership is derived if leaders are oriented to harsh crucible organizational experience. Training through investigation of theory or literature is pragmatically teaching of which it should be learned. Upon making better leaders, they should be given an environment where they will acquire self-knowledge to enable them run the operations of a company efficiently. 

Reference list

ADLER, P.S., KWON, S-W. AND HECKSCHER, C. (2008). Professional work: the      emergence of collaborative community. Organization Science, March–April, 19(2):           359–76

ANDERSON, R., & BRAUD, W. (2011). Transforming self and others through research:             transpersonal research methods and skills for the human sciences and humanities. Albany, State University of New York Press.

BÉRARD, J. (2013). Accelerating leadership development: practical solutions for building your organization’s potential. http://site.ebrary.com/id/10740165.

GRIMME, W. (2011). The Growth of ailine global alliances: an empirical assessment of the          perceptions of business travelers. Transportation Research part A, 37,479-497.

O’ CONNELL, J. (2011). The rise of the Arabian Gulf carriers: An insight into the business          model of Emirates Airline. Journal of Air Transport Management, 17, 339-346.

ODONI, A. (2009). The international institutional and Regulatory Environment 9Chaoter @).      In P. Belobaba, A. Odoni, & C. Barnhart, The Global Airline Industry. John Wilesy &    Sons, Ltd. ISBN: 978-0-470-74077-4.

TAYLOR, S. S. (2012). Leadership craft, leadership art. New York, Palgrave Macmillan. http://public.eblib.com/choice/publicfullrecord.aspx?p=868415

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Leadership as a Process: A Tale of Two Coaches

Leadership as a Process
Leadership as a Process

Leadership as a Process: A Tale of Two Coaches

Order Instructions:

Write a 500-750-word paper that analyzes the two leadership case studies found in the topic materials for this module, “Coach Knight: A Will to Win” and “Coach K: A Matter of the Heart.”

Address the following questions and concepts:
1.Which of the leadership perspectives discussed in Week 1 do you think is manifested in both coaches? What are the power bases both coaches rely upon? Whose actions are more aligned with a managerial role and whose actions are more aligned with a leadership role?
2.How significant were their respective traits in influencing their leadership? The textbook provides a list of traits and links these with the five-factor personality model. Is there an agreement between the traits you have identified and those presented in your text? In what ways has this affected the performance effectiveness of the coaches?

Prepare this assignment according to the APA guidelines found in the APA Style Guide

SAMPLE ANSWER

Leadership as a Process: A Tale of Two Coaches

Leadership often determines the success attained by managers and their organizations at large. The most suitable style of leadership is subjective and varies with situations. There are many leadership strategies, all of which could lead to achievement of goals. Coaches Bobby Knight and Mike Krzyzewski (Coach K) were both successful basketball managers. While Krzyzewski was an assistant to Knight at one time of his career, he never adopted Knight’s leadership style. He took a perspective that differed completely from that of his former senior. The effectiveness of either of the two coaches as a leader is a subject of interest when studying leadership in organizations. Studying the two coaches reveal that two different ways can lead to the same outcome. However, it is important to evaluate the extent of success each achieved, to understand which style is most appropriate.

Coach K was soft on his players and made mainly exploited peaceful means of interactions. He exercised his powers in a democratic way. His players could link with him emotionally and hence the parties could relate harmoniously. The players could talk to him freely and in most cases they participated in decision making. He natured strong bonds with his juniors and was eventually successful. By exercising an interactive leadership style, Coach K was an authentic manager. From a managerial perspective, his leadership was mostly unquestionable. Focusing on management rather than leadership as manifested by Coach K, can create healthy relationships between the seniors and their juniors. People feel motivated when they associate with their leaders (Bednarz, 2012). In most cases, the type of leadership is more successful than other types where employees keep distance from their employers. With a friendly relationship, problems are easy to identify and solve. Again, the coordination is likely to develop and the challenges could be solved in the most appropriate ways. However, leaders should be keen to ensure that being too soft on employees does not make them lazy. Naturally, when workers feel too secure from their leaders, they are unlikely to be aggressive with their duties.

Coach Knight, on the other hand, used his position to exercise power as a leader. He dictated what he wanted his players to do and no room was there for discussions. By setting objectives and forcing his players to work toward them, Knight made great achievements. His style was more of a leader than that of a manager. Though he valued advisors, he made most decisions alone (Conner, 2014). His players had little to say regarding his management and he could not cultivate a cordial relationship with them. Though the leadership style is effective in some situations, it has high chances of failing. Dictatorship often discourages self-drive and workers are likely to feel uncomfortable. However, the method can be the most appropriate for results that are realized within a short period of time. For Coach Knight, it was most effective as he focused mainly on the then current games. As time goes by, the players could get less productive as they lacked positive motivation from the leadership.

For both, coaches, their styles suited their situations. Coach K could associate with his players and win while Coach Knight could dissociate from his players and still realize good results. Though they used different styles, both coaches were great leaders. On the 5-factor Personality Model, both were outgoing for extravasation, efficient for conscientiousness, and inventive for openness. However, while Coach K is compassionate, Coach Knight is detached. Again, Coach K is confident but Coach Knight is insecure. From a leadership perspective, Coach knight was more successful than Coach K. on the other hand, Coach K was more successful as a manager than Coach Knight. Performance for the two coaches was affected by their personalities. While Coach K could attain results with ease, Coach Knight had to use too much energy. In his managerial position, the former was more relaxed than the latter.

References

Bednarz, T. F. (2012, July 22). Building Support from Employees Require Interactive Leadership. Retrieved May 25, 2015 from http://www.manufacturing.net/articles/2012/07/building-employee-support-requires-interactive-leadership

Conner, C. (2014). Expanding your Business. Retrieved May 25, 2015 from http://www.forbes.com/sites/cherylsnappconner/2014/10/24/how-to-expand-your-business-with-negative-thinking-coach-bob-knight/

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Leadership Research Paper Available Here

Leadership Research Paper
Leadership Research Paper

Leadership Research Paper

Leadership Research Paper

Order Instructions:

Please see the attached instructions for my part of the group assignment. I want this response to focus on Path Goal Theory if possible.

The instructions are very important as it needs to form part of a group assignment. Any queries please let me know

SAMPLE ANSWER

Introduction

Leadership is a crucial aspect in any given organization. This is because; the undertakings of any given business are shaped by the leadership. It is therefore crucial that the leadership in any given organization is articulated well such that there are high chances of success of the business undertakings. The leadership determines the success or the failure of the business. This paper analyses the leadership of a manager in a coffee making organization.  The alignment of the leader to the path goal model of leadership has been analyzed especially in view of the strengths and the weaknesses attributed. The suggestions to the improvement have been given in respect to the improvement that would arise in the organization.

Description

The manager in this organization can be said to be the ultimate authority in this organization. He heads this coffee making organization which specializes in making coffee from the coffee seeds. This organization, (Coffee top- pseudo name) has been in success in its undertakings under the leadership of this manager. This success is denoted by the expansion of the organization in terms of its market share as well as the profits. The leadership of this manager is experienced by the different stakeholders. The employees are affected by the leadership decisions made the manager. The suppliers of the raw materials such as the coffee seeds are also affected by the leadership in one way or the other. The customers are also affected by the decisions of the manager as the ultimate leader and authority in this organization. The manager leads under some challenge.  A great challenge here is the stiff competition from the other businesses of similar orientation. There has been sprouting of businesses oriented to making of coffee just like the coffee top. This has come with a lot of competition which call for articulation of responsible leadership to ensure that the organization is kept afloat.

Effectiveness with model

To some extent, the leadership of the manager in this organization can be said to be oriented to the path-goal model of leadership. This model of leadership denotes the orientation of the leader’s style and behavior such that they match the employee and work environment in a bid to achieve the goals, (Landrum & Daily, 2012). The aim of his is to make the employees become more productive members of the organization, (Johnson, Garrison, Hernez et al, 2012).  This idea is based on the expectancy theory. This is whereby the employees are said to perform well depending with the expected outcome of the undertaking which depends on the excellence of their performance. On this note, when the employees are aware that their excellence performance will be appreciated with something beneficial to them, they are more likely to work harder to improve their performance, (Hayyat Malik, 2012).

The leadership of the manager of coffee top can be said to align to this model of leadership. This view emanates from the efforts observed in articulating the leadership style such that it orients towards motivating the employees, empowering them and ensuring satisfaction. Under the leadership of this manager, there has been adoption of programs that are geared towards motivating the employees. There have been establishment of channels such that the employees are able to air their views without encumbrances. This has gone a long way in ensuring that the employees are satisfied. This is because; they are able to air their grievances whenever they are not satisfied. This keeps the management informed on the demands of the employees.

Some of the efforts of the manager which have been oriented to motivating the employees and ensuring their satisfaction include the motivational package at the end of the year. This is whereby the employees are washed with gifts at the end of the year such as parties, gift hampers as well as gift vouchers. This has gone a long way in ensuring motivation of the employees and has translated to improved performance due to the expected appreciation at the end of the year.

The form of leadership

The form of leadership adopted by this manager can be said to be transformational. Transformational leadership is the kind of leadership that denotes efforts of the leader to make positive transformations in the persons being led. There are deliberate efforts made to ensure that there are positive advances made not only in the performance within the organization but also in the general life of the employees, (Rowold, 2014). The transformational leadership of the manager of coffee top is first denoted by the traits portrayed in his undertakings. The manager is energetic, enthusiastic and passionate. Those are basically traits that are associated with transformational leaders, Bruce, Avolio, William et al (2005)For a leader to be transformational they must articulate the trait of being energetic. Being energetic enables the leaders to ensure that they inspire their subjects in adopting the transformative advancements with ease. If a leader does not become energetic in their leadership, it becomes difficult to convince the subjects to adopt the transformational advancements.

In transformational leadership, there are always efforts of the leader to ensure that the employees are motivated so that they become innovative and creative for the good of the organization. This aspect is opposed to the idea of having to push the employees for every deed and for innovation. When the employees are motivated, they come up with creativity and innovation, Joseph (1968).  When such aspects are displayed, it is crucial that the leaders appreciate.

In any given organization, it is crucial that that the leader is armed with leadership psychological capacities. These include confidence, optimism hope as well as resilience. These aspects are personal resources of an authentic leader. It is crucial that the leader does not engage in forcing the employees into adopting changes. There could be adoption of soft power. This is whereby; the leader has the ability to shape the preferences of the others so as to like what they like.

In order to be transformational, there must also be enthusiasm in the leader, Gregory (2003). The manager of the Coffee top organization has been enthusiastic especially in adopting the advanced technology. This enthusiasm has made him ensure usage of the advanced technology in the undertakings of the organizations.  The transformative leadership of the manager can be seen in the efforts made to ensure that the employees advance in the performance and also in their general life such as in the considerations given in permitting employees to attend to their other matters when it is necessary. It is also crucial that the leader embraces the spirit of diversity. In the wake of globalization, there is need for every leader to ensure diversity in their area of duty. Different lifestyles and orientations must be embraced due to the realization of the diversity of customers. The diversity also touches on inclusion of women in the right ratios and not to show any kind of discrimination. In responsible leadership, there must also be embrace of deliberate efforts to address the practical challenges facing organization. Relevance is sought in addressing the issues because every organization is unique in its own way and therefore, solutions to problems cannot always be generalized.

This kind of leadership can be said to be effective in ensuring that there is improved performance of the employees following the consideration of their needs and ensuring that there are avenues of achieving improvement, (Dixon & Hart, 2010). This translates to higher profits which necessitate the expansion of the business.

However, it would be crucial for the manager to consider advancing the empowerment of the employees, (Gilmore, Hu, Wei et al, 2013). This aspect is associated with the goal path theory but has not been well articulated in the leadership of the manager in this organization. This aspect can be attributed to the lack of advancement opportunities in the organization. There has been noted stagnation of the level of the workers in the job such that they do not get promoted to advanced levels even after working for longer periods of time such that they deserve to be promoted.

It could be suggested that the manager as the leader in focus in this organization should endeavor to improve in ensuring that the employees are provided with opportunities for improvement. For instance, the manager could consider ensuring that the employees are provided with opportunities to venture in furthers studies so as to ensure that they improve their knowledge and skills which n turn will improve their performance, (McCleskey, 2014).  At times, the employees could be presented with so much of duties to perform throughout the time such that it becomes difficult for them to engage in studies even on part time basis. This subjects the employees to stagnation in their jobs.  Adoption of these kinds of changes would ensure that the organization has higher skilled employees. This would improve the performance and the profitability of the organization.

References

Bruce J. AvolioT, William L. GardnerAuthentic leadership development: Getting to the root of positive forms of leadership: The Leadership Quarterly 16 (2005) 315–338

Dixon, M, & Hart, L 2010, ‘The Impact of Path-Goal Leadership Styles on Work Group Effectiveness and Turnover Intention’, Journal Of Managerial Issues, 22, 1, pp. 52-69, Business Source Complete, EBSCOhost, viewed 20 May 2015.

Gilmore, P, Hu, X, Wei, F, Tetrick, L, & Zaccaro, S 2013, ‘Positive affectivity neutralizes transformational leadership’s influence on creative performance and organizational citizenship behaviors’, Journal Of Organizational Behavior, 34, 8, pp. 1061-1075, Business Source Complete, EBSCOhost, viewed 20 May 2015.

Gregory, A. S. (2003) Transformational versus servant leadership: a difference in leader focus Retrieved from: www.emeraldinsight.com/0143-7739.htm

Hayyat Malik, S 2012, ‘A Study of Relationship between Leader Behaviors and Subordinate Job Expectancies: A Path-Goal Approach’, Pakistan Journal Of Commerce & Social Sciences, 6, 2, pp. 357-371, Business Source Complete, EBSCOhost, viewed 20 May 2015.

JOHNSON, S, GARRISON, L, HERNEZ-BROOME, G, FLEENOR, J, & STEED, J 2012, ‘Go For the Goal(s): Relationship Between Goal Setting and Transfer of Training Following Leadership Development’, Academy Of Management Learning & Education, 11, 4, pp. 555-569, Business Source Complete, EBSCOhost, viewed 20 May 2015.

Joseph, s. (1968) The power to lead. Oxford: Oxford University.

Landrum, N, & Daily, C 2012, ‘Corporate Accountability: A Path-Goal Perspective’, International Journal Of Business Insights & Transformation, 4, pp. 50-62, Business Source Complete, EBSCOhost, viewed 20 May 2015.

McCleskey, JA 2014, ‘Situational, Transformational, and Transactional Leadership and Leadership Development’, Journal Of Business Studies Quarterly, 5, 4, pp. 117-130, Business Source Complete, EBSCOhost, viewed 20 May 2015.

Rowold, J 2014, ‘Instrumental leadership: Extending the transformational-transactional leadership paradigm’, Zeitschrift Für Personalforschung, 28, 3, pp. 367-390, Business Source Complete, EBSCOhost, viewed 20 May 2015.

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Heroic vs. post-heroic leadership Essay Paper

Heroic vs. post-heroic leadership
Heroic vs. post-heroic leadership

Heroic vs. post-heroic leadership

Order Instructions:

See attached instructions

SAMPLE ANSWER

Heroic vs. post-heroic leadership

Three key characteristics of heroic (unitary command) leadership

First, heroic leaders do not believe that regular people are as creative as they are. Whenever participation is proposed in the organization as a means of gathering ideas and insights from employees on a complicated problem, the firm’s senior managers will usually obstruct such activities (Wheatley & Frieze, 2010). Secondly, heroic leadership depends upon the illusion that somebody can be in control (Wheatley & Frieze, 2010). Heroic leaders consider engaging the entire system as a threat to their own control and power. In addition, heroic leaders always choose for control as well as the resulting disorder instead of inviting people in to solve complex and difficult problems. Thirdly, in unitary command, individual leaders are seen to personify corporate organizations and countries, and leadership is exercised by single individuals (Crevani, Lindgren & Packendorff, 2007).

Three key characteristics of post-heroic or shared leadership

In post-heroic leadership, the leader knows that problems are intricate. They know that to comprehend the entire intricacy of any issue, every part of the system has to be involved to take part and contribute (Wheatley & Frieze, 2010). Secondly, post-heroic leaders know that people readily support the things which they have contributed in creating; they do not expect people to buy in to projects and/or plans that were developed somewhere else (Wheatley & Frieze, 2010). The third characteristic is that in shared leadership, 2 competence areas and dissimilar personalities that complement each other are common. It could be collaboration between the CEO and chairman, or the COO and the CEO (Crevani, Lindgren & Packendorff, 2007).

Organizational advantages of unitary command perspective

One of the advantages of heroic leadership is that the leader is able to provide high control for high risk situations. Secondly, Wheatley and Frieze (2010) stated that as situations become more challenging and complicated, power has to move to the top with the leaders who really know what to do. The third advantage is that heroic leaders promise to get people from their mess and sometimes they actually have the answers to problems they face. They usually retreat into isolation with some of their advisors and try to find a quick and simple solution to an intricate problem (Wheatley & Frieze, 2010). The fourth advantage of heroic leadership is that heroic leaders believe in positive thinking – they always think positively – and this makes them to anticipate winning. They always keep their eyes on the prize and not what they would like to avoid. Anticipating positive results may sometimes result in success.

Organizational advantages of shared leadership perspective

The leaders in shared leadership perspective are frank and open enough to acknowledge that they do not know what to do; they recognize that it is actually absolute idiocy to rely only on themselves for answers (Wheatley & Frieze, 2010). Secondly, post-heroic leaders know that they can trust the commitment as well as creativity of other people in order to get the work carried out. They understand that regardless of where other people are in the organizational hierarchy, they could be as creative, diligent, and motivated as the leader, given the right invitation (Wheatley & Frieze, 2010). Thirdly, shared leadership avoids concentrating power on the hands of just a single individual. This form of leadership is particularly important when a company is faced with complex challenges which necessitate a broad set of skills that only one single person cannot possess (Crevani, Lindgren & Packendorff, 2007). Fourthly, the leaders in post-heroic leadership invest in important conversations amongst people from several divisions of the system as the most productive way of engendering new insights as well as possibilities for action. These leaders believe that people have the willingness to contribute; they encourage other people and create opportunities for others to contribute (Wheatley & Frieze, 2010). They also believe that many people want very much to find meaning as well as possibility in their functions and lives. They understand that difficult and complex problems can only be solved by involving other people (Wheatley & Frieze, 2010).

References

Crevani, L., Lindgren, M., & Packendorff, J. (2007). ‘Leadership Virtues and Management Knowledge: Questioning the Unitary Command perspective in Leadership Research’, in M-L Djelic and R Vranceanu (eds), Moral Foundations of Management Knowledge, Edward Elgar, Cheltenham, UK, pp159-176

Wheatley, M., & Frieze, D. (2010). ‘Leadership in the Age of Complexity: From hero to host.’ Retrieved from http://margaretwheatley.com/wp-content/uploads/2014/12/Leadership-in-Age-of-Complexity.pdf

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Determining methods for leaders to manage a multigenerational workforce

Determining methods for leaders to manage a multigenerational workforce
  Determining methods for leaders to manage a multigenerational workforce

Determining methods for leaders to manage a multigenerational workforce

Order Instructions:

Throughout the 8 weeks of this course (in separate but interrelated assignments), you will describe and evaluate the data collection methods to ensure quality used in a selected qualitative doctoral study. To facilitate this evaluation, this week you will search for an appropriate doctoral study from the Walden online library or ProQuest.

Follow the guidelines below to choose a study:
•Use the ProQuest online database to search for a study.
•Please be sure to choose a doctoral study that is focused on a business-related topic. The search terms “qualitative” and “business” find many options to explore, or search for sample study that is directly related to your emerging doctoral study research topic.
•Do not choose a master’s thesis or an undergraduate study.
•Choose a qualitative doctoral study, or a mixed-methods doctoral study with a substantial qualitative component that has data collections and data analysis sections. This study should be done within five years. If you are uncertain if your selected doctoral study meets these requirements, please discuss this with your Instructor. If you choose a mixed-method doctoral study, focus only on the qualitative components in the paper for this course.

Also, keep in mind that this doctoral study will be used as a basis for subsequent assignments in the next few weeks which you will describe and evaluate different sections of the sample study you choose.

The Crochetiere doctoral study listed in this week’s Learning Resources is an example of a qualitative research document similar to that required for you to find this week. If you are performing research specifically related to sustainability, you may petition the Instructor to potentially allow you to use this doctoral study for analysis purposes in this course.

Important note: During application assignments in Weeks 2, 3, 5, and 6, you will be reviewing and analyzing the doctoral study you identify this week.

For this Application:
•Identify a study or ProQuest in the Walden library, and submit a full citation using correct APA style (6th ed.) for your chosen doctoral study, along with the study abstract in one word document.
•Please save your chosen doctoral study as a pdf file and keep it for your own use.

My doctoral study topic is “Determining methods for leaders to motivate a multigenerational workforce”

Please take note; as per one of the requirement (Please save your chosen doctoral study as a pdf file and keep it for your own use)I selected a doctoral study. here is the topic/ title which can also be found in the suggested websites.

Determining methods for leaders to manage a multigenerational workforce.

SAMPLE ANSWER

Determining methods for leaders to manage a multigenerational workforce

The study selected for the above topic was conducted by Rajput, Marwah, Balli and Gupta (2013) and was titled “Managing Multigenerational Workforce: Challenge for Millennium Managers.” Diversity of workforce presents itself in all organizations and of interest to this study was basically generational diversity. Leaders are faced with the challenge of handling employees who possess complex characteristicsthat are not only different from each other but also contradict each other.

The objective of this study therefore was to determine work values of a workforce that is multigenerational in nature in order to increase its morale and efficiency and performance. This study made an attempt of coming up with better strategies for the management of generationally diversified workforce. The answers derived from this study sought to address the opportunities and challenges that exist in a multigenerational human resource as well as the leadership strategies that were deemed as most effective for this type of human resource. Stevens (2010) noted that organizational managers have the ability to understand different characteristics and ethical issues present in a multigenerational workforce and be able to contribute to both the organization and team’s success despite the difference in opinions among this workforce.

According to Rajput et al., (2013), a multigenerational workforce is made up of people who were given birth to around the same period and therefore share various historical or social events that took place during their growth and development. Therefore, any workforce can be divided in to four different generational groups, namely, baby boomers, veterans, generation X and the millenials/generation Y (Rajput et al., 2013). The findings of this study revealed that these four generations of employees exhibit different characteristics and their productivity and morale at work could only be improved after understanding their differences.

The study revealed that, veterans, who are basically those workers who were born before the Second World War,apart from being very much loyal to the organization where they work, they also had a very high level of maturity. Collins et al.,(2009) added that veterans were also hardly absent at work, very hardworking and more concerned with quality performance of work rather than quantity. They are therefore the easiest cohort to manage as they only need to be respected and involved in all the key decisions of an organisation as a way of recognizing their vast experience. On the other hand, baby boomers (born during the post-World War II period) also turned out to be very loyal to the authorities, with high level of conformity to work related ethics. They have a high spirit of participation but also heavily driven by finances which can make them play by any rules. This category according the study can therefore be motivated by ensuring that well paid and in good time. It is also important to guarantee this category security of tenure and a participative working environment.

Another category was generation X. These are employees who were born between 1961 and 1971. They are known to be very good at multi-tasking as well as in the management of their schedules. They value collaborative efforts at work, teamwork and human relations. Managers should also beware that this group are very fast in noticing loopholes in organisations and usually demand immediate solutions. To manage them, leaders must enhance teamwork, collaboration and come up with immediate proper decision-making strategies. Lastly, the study found out that millenials (born between 1977 to the 1990’s) were the most radical of all. The put no interest in hierarchy and are excellent in multi-tasking apart from being quick learners. Despite their young age, managers should put measures in place to ensure that they feel recognised and respected. They should also be reasonably given their space given that they heavily rely on the social interface for entertainment outside work.

Reference list

 

Rajput, N., Marwah, P., Balli, R., & Gupta, M. (2013),Managing Multigenerational Workforce: Challenge for Millennium Managers. International Journal of Marketing and Technology, 3(2), 132-149. Retrieved from http://search.proquest.com/docview/1412293150?accountid=45049

Stevens, (2010),Managing Human Capital: How to Use Knowledge Management to Transfer Knowledge in Today’s Multi-Generational Workforce. International Business Research, 3(3).

Collins et al., (2009), The Older-Worker-Younger-Supervisor Dyad: A test of the reverse Pygmalion effect.Human Resource Development Quarterly, 20(1), 21-41.

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Leadership and Management Assignment

Leadership and Management
Leadership and Management

Leadership and Management

Leadership and Management

Order Instructions:

Dear Admin,

Note: To prepare for this essay please read the required articles that is attached then answer the following questions:

The future of leadership

The foreseeable future for business looks challenging and uncertain. Many factors may contribute to high volatility:

Financial, security, transport and communications all face unpredictable environments.

In this essay you will analyse the issues that business leaders will face in the future.

To prepare for this essay:

•Reflect on your vision of the future of business leadership.

analyses the issues facing business leaders in the future.

explaining how your and a colleague’s thoughts about business leadership concepts relate to the issues facing business leaders in the future.

discussing ways your experiences may impact how you address issues facing leaders in the future

Also,

1) The answer must raise appropriate critical questions.

2) Do include all your references, as per the Harvard Referencing System,

3) Please don’t use Wikipedia web site.

4) I need examples from peer reviewed articles or researches.

5) Turnitin.com copy percentage must be 10% or less.

Note: To prepare for this essay please read the required articles that is attached

Appreciate each single moment you spend in writing my paper

Best regards

SAMPLE  ANSWER

BL.COLL.W8

Dubrin (2004), described leadership as the art of accomplishing set goals through communication with other members. Leadership is a social influence process that requires rallying for the support of other persons with the exclusive endeavour of completing a certain task. The leadership task is done by leaders, who are the people that are at the forefront of guiding and directing the team towards certain set objectives (Dubrin, 2004). Leaders are unique persons, as they possess visionary skills and social intelligence that facilitates them in doing the right thing and achieving organizational goals. Different leaders are distinguished amongst their leadership styles, and the visionary school of thought identified two forms of leadership. These are transformational leadership and transactional leadership (Bass & Avolio, 2010).

Leaders who exhibit transformational leadership are solely focussed on the concerns of the fellow team members. Such leaders depict respect, charisma, trust, and above all, a clear vision for the entire team (Bass & Avolio, 2010). Additionally, such leaders motivate the team and provide inspiration and intellectual stimulation. They attempt to inspire their subordinates to build up their individual leadership capacities. It is a reciprocated process where the leaders and the team members aim at lifting each other to greater heights in terms of motivation and morality (Bass & Avolio, 2010).

Transactional leaders, on the contrary, are those who reward the members of the team in terms of their performance and meeting of their set objectives. Transactional leadership can be equated to the traditional view on leadership, where for subordinates to get any reward, they need to perform certain duties as stipulated in the contractual agreement between them and the leader (Bass & Avolio, 2010). This form of leadership has a direct quid pro quo, where something is exchanged for another hence, the leaders lead via social exchange.

Leaders are not only required to create a vision, but they should be the vanguard in delivering the vision. Creation of an excellent vision requires the amalgamation of tools such as external environmental analysis (PESTLE), Michael Porter’s Five forces for attaining competitive advantage, and the SWOT analysis, just to highlight a few (Bass & Avolio, 2010). Businesses are constantly evolving, and both the internal and external environment are transforming at an alarming rate.

As such, businesses need to have a futuristic orientation, a responsibility accorded to the leaders of the specific organizations. The near future for businesses is very challenging and increasingly uncertain. Several factors within the business contribute to this high volatility (Bass & Avolio, 2010). Among these factors are transport, security, communications, and the financial environment. Owing to this, future business leadership requires a precise vision that will facilitate business leaders in tackling the challenges and issues they are bound to face.

The vision of future business leadership relies fundamentally on four vital foundations; speed, innovation, internal alignment and executive behaviour (Bigler, 2009). Speed entails the comprehension of the market rhythm of a firm. It necessitates the understanding of the tempo of the market, which is usually determined by the purchasing power, and the buying patterns of clients. Innovation requires that leaders create and maintain a portfolio of innovative strategies and growth initiatives, as well as be keen on novel technological advances to prevent being competed out in the future. Internal alignment concerns the alignment of the market rhythm with operating, executive and support processes (Bigler, 2009). This results to recurring timing instead of timing that is calendar based for the entire processes undertaken.

The fourth foundation is executive behaviour (Bigler, 2009). To ensure effectual leadership, leaders are anticipated to evaluate the rate at which initiatives are launched successfully, the rate at which they attain their targeted returns, and the rate at which the market value of the firm is growing. Briefly, they need to evaluate the efficiency, productivity, and effectiveness of the firm (Bigler, 2009). For overall success, the vision of future business leadership should rotate amongst these four imperative foundations as these will counter the envisaged uncertainties and the relatively high volatility in the future business sphere.

Business leaders face various challenges that are capable of impacting on them in the future. Among these challenges are the state of the global economy, emerging global mega trends, uncertainties of long-term prospects, and social contracts and the role of enterprises (Cooper, 2005). The global economy poses a challenge in consequence of the volatility of the currency markets. The emerging global mega trends are characterized by customers altering their tastes and preferences, new commerce, emerging economies, and pervasive computing (Cooper, 2005). Social contracts and the role of enterprises is a challenge that is bound to impact businesses in the future since the expanding business environment is progressively making it almost impossible for businesses to operate in isolation (Cooper, 2005). There is hence the need to involve other stakeholders in the firm’s operations, and this exposes the business to externalities and leads to a reduction in profitability.

To tackle the challenge of the global economy, business leaders are required to spearhead growth and profitability, as well as innovation (Cooper, 2005). In addressing the issue of the emerging global mega trends, business leaders are required to be led by technology in order to generate many future opportunities and abundant growth. Uncertainty of long-term prospects can be countered by the need to have a long-term focus (Cooper, 2005). Long-term focus is a combination of several short-term prospects. Business leaders, as they aim at addressing the short-term challenges, should also place the firm in a position where the firm also has a view on the emerging future (Cooper, 2005). The challenge presented by social contracts and the role of enterprises can be embarked upon by gradual business expansion to enable the business have several divisions of entire business functions without compromising on the short-term prospects (Cooper, 2005). This will result to reduced need for outsourcing, and enhanced profits due to economies of scale.

List of References

BASS, B. M. & AVOLIO, B. J. (2010). Transformational leadership development: Manual for the multifactor leadership questionnaire, Consulting Psychologists Press, Palo Alto, California, USA.

BIGLER, W. R. (2009). Strategy execution through executive process innovation: A longitudinal case example and research model. International Journal of Management and Enterprise Development, Vol 7, No. 1. 98-123.

COOPER, C. L. (2005). Leadership and management in the 21st century business challenges of the future. Oxford, Oxford University.

DUBRIN, A. J. (2004). Leadership research findings, practice, and skills, 4th ed., Houghton Mifflin Company, Indianapolis,

 

Crucial Elements of Leadership in Practice

Crucial Elements of Leadership in Practice Order Instructions: Note: To prepare for this essay please read the required articles that is attached

I need an essay in the following subject:

Leadership in practice: leading teams
One of the crucial elements of leadership in practice is leading teams.

Crucial Elements of Leadership in Practice
Crucial Elements of Leadership in Practice

Northouse (2013) discusses team dynamics and the impact of personality on interactions in the work environment. The reading on teams addresses some of the issues associated with leading in the real world—differences in types of decisions, actions, measures of effectiveness, and internal and external team environments. The focus on teams brings into perspective the messiness of leading. It also shows the number of considerations faced by those in a leadership role.

To prepare for this essay:

•Reflect on the teams that you lead, have led, or have been a member of. What specific considerations did the leader, either you or another, take into account in leading the team? ((NOTE, I WORK AS CABIN CREW))

•Consider how leaders manage teams and how teams shape the requirements for effective leadership and the role of leadership and teams in your business environment.

•Discussing your experiences with team leadership and how your experiences relate to a colleagues’ global challenge.

Also,
1) The answer must raise appropriate critical questions.

2) Do include all your references, as per the Harvard Referencing System,

3) Please don’t use Wikipedia web site.

4) I need examples from peer reviewed articles or researches.

5) Turnitin.com copy percentage must be 10% or less.

Note: To prepare for this essay please read the required articles that is attached

Appreciate each single moment you spend in writing my paper

Crucial Elements of Leadership in Practice Sample Answer

Introduction

There are several fundamental characteristics that determine the effectiveness of team performances. Since team members have unique roles, in which each and every individual’s performance contributes to the success of an organization, it is significant that team members integrate and merge their individual actions together.

It is important to realize that the main reasons why many teams experience failures is not basically on every members inability within the team, but is determined by the collective failure among team members to coordinate every persons contributions (Barnwell, Nedrick, Rudolph, Sesay, & Wellen, Pp. 1-8.2014). The process under which a team defines its function is critical since it determines the team’s performance. Team leadership therefore plays a vital and significant role in the effective performance of a team. Many teams and comprised of individuals who have the primary responsibility of defining the goals of the team and also in developing a decisive structure through which the team achieves its missions.

The success of the leader in clearly drawing up and defining directions along with organizing a team in order for it to maximize its progress , a factor that would determine the effectiveness of such a team (Barnwell, et.al). In a nutshell, an effective leadership process is wholly dependent on the success of an organization. This paper therefore seeks to analyze team leadership.

Considerations to be taken into Account in Leading a Team

A team is defined as a number of individuals who work together collaboratively with the aim of achieving a common goal within an organization. Membership of work teams is often a factor that is deliberated upon by a management system within an organization, which chooses individuals within the organization who have the knowledge and skills to complete their tasks with the team unit harmoniously (Carson, Tesluk, & Marrone, Pp. 1217-1234, 2007). The members of a team therefore communicate and interact between themselves and coordinate actions and approaches that can enable them achieve a shared goal.

As a team leader of a group of cabin crew members, I had the obligation of supporting the employees within my unit to perform their duties and work more efficiently by offering leadership. As a leader, it was significant that I designed a structure that enabled my team to establish the team’s responsibilities, purposes, roles and accountability that are aligned to the company’s plans, goals and objectives (Dubois, Koch, Hanlon, Nyatuga, & Kerr, Pp. 30-46, 2015). In order to achieve this, it was important that the team had to collaborate in adjusting their performances within the work environment, and also encourage them in using the competencies of each member within the team in order to boost productivity.

However, for a team to experience success, a number of factors have to be considered by a team leader and the organization. It is imperative that a team leader, the members, and the organization as a whole have a role to play (Dubois, et, al). When these roles are harmonized together and the team leader offers am efficient structure that defines how the goals established would be achieved, success is more likely to be experienced.

How Leaders Manage Teams and how Teams Shape the Requirements

To effectively run a team, it is important that leaders incorporate the efforts of the right people in place. This is simply because the team members have different skills and ideologies, and out of this they have the capacity of establishing a good working chemistry. It is therefore important for team leaders to harmonize these individuals into one unit with a shared goal. Managing a group is also an important element since many leaders manage their teams by giving directives rather than objectives.

It is therefore the leader’s responsibility to ensure that all the group members are headed towards the same direction and how they should arrive there should be left for them to plan and strategize (Dubois, et, al). The leader therefore plays a central role of offering guidance and support to the team in order to achieve a goal. It is therefore significant to consider the fact that an effective team leader is one who initiates different models in achieving their goals. This models include; coordination, motivation, affective, and cognitive approaches.

It is also important that trust is earned within a team unit since sometimes the team members turn resentful when questioned on their action plans, and also in the event that proof of progress is demanded. Team leaders must therefore incorporate trust within the organization, but this does not mean that excuses should be given. The team members should therefore be accountable and in this receive constant reports on the progress of an organization from the team. In the event that there are members within the team that perform dismally, the team leader has the responsibility of discovering this and guiding such a worker (Dubois, et, al). It is also significant that team leaders evolve with the team. A team leader therefore has to be flexible in developing approaches of also solving such disputes in an organization, by offering opportunities and strategies geared toward supporting the members.

Crucial Elements of Leadership in Practice and the Experiences with Team Leadership

Team leadership is all about influencing the team members into collaboration, in which goals and objectives of an organization are achieved. As a team leader, leading cabin crew staff, it is not an easy experience to run a team (Hoch, & Morgeson, Pp. 1607-1612, 2014). Each and every individual has a view point and putting such minds together may prove to be fatal. However, it is significant that within a team, collaboration is integrated with the members respecting the opinions and views of other members within the team.

For a team to therefore be effective, there should be clearly defined goals and objectives developed by a team manager.  These goals provide for the direction and what needs to be achieved within a team over a period of time. Leaders of teams should also strive towards incorporating appropriate leadership styles within the team in order to enhance the quality and performance of the team. The team should be motivated by their leader in making progress in fulfilling their collective responsibilities.

Crucial Elements of Leadership in Practice Conclusion

Team leadership plays a vital and significant role in the effective performance of an organization. Many teams and comprised of individuals who have the primary responsibility of defining the goals of the team and also in developing a decisive structure through which the team achieves its missions. In conclusion, it is important to realize that to effectively run a team, it is important that leaders incorporate the efforts of the right people in place (Parker, Pp 98-120, 2009). This is simply because the team members have different skills and ideologies, and out of this they have the capacity of establishing a good working chemistry.

Crucial Elements of Leadership in Practice Works Cited

Barnwell, D, Nedrick, S, Rudolph, E, Sesay, M, & Wellen, W 2014, ‘Leadership of International and Virtual Project Teams’, International Journal Of Global Business, 7, 2, Pp. 1-8.

Carson, J, Tesluk, P, & Marrone, J 2007, ‘Shared Leadership In Teams: An Investigation Of Antecedent Conditions And Performance’, Academy Of Management Journal, 50, 5, Pp. 1217-1234,

Dubois, M, Koch, J, Hanlon, J, Nyatuga, B, & Kerr, N 2015, ‘Leadership Styles Of Effective Project Managers: Techniques and Traits To Lead High Performance Teams’, Journal Of Economic Development, Management, It, Finance & Marketing, 7, 1, Pp. 30-46.

Hoch, J, & Morgeson, F 2014, ‘Vertical and Shared Leadership Processes: Exploring Team Leadership Dynamics’, Academy Of Management Annual Meeting Proceedings, Pp. 1607-1612.

Parker, Gm 2009, Team Leadership: 20 Proven Tools For Success, Amherst, Ma: Hrd Press, Ebook Collection.

Importance Challenges of Current and Future Leadership

Importance Challenges of Current and Future Leadership Order Instructions: Note: To prepare for this essay please read the required articles that is attached

Importance Challenges of Current and Future Leadership
Importance Challenges of Current and Future Leadership

I need an essay in the following subject:
One of the most important challenges for current and future business leaders involves finding the thinking space and courage to keep the long view in mind for their organisations. Leaders are increasingly in the public eye, with numerous stakeholder groups enforcing their entitlements. This challenge becomes increasingly important and difficult as business practitioners rise through the ranks of their organisations and take on more general management and strategic leadership roles.

You will continue further exploration of the ideas and issues you studied in previous weeks. You will explore challenges and opportunities to improve leadership practice and analyse the advantages of effective leadership practice. You will also evaluate how leaders manage teams and how teams shape the requirements for effective leadership.

To prepare for this essay:

•Read the Required Learning Resources from the attached files.

•Reflect on the specific challenges of global leadership.

•Identify and retrieve one peer-reviewed academic journal article and one professional or trade journal articl.
These articles should be related to leadership theories and frameworks (the academic article) and leadership practices (the professional or trade journal). The articles must have been published within the last two years.

•Consider how each of your chosen articles discusses the meaning, influence and importance of leadership.

To complete this essay, , address the following issues/questions:

•Analyse the challenges and opportunities to improve leadership practice with regards to your identified global challenge. In your analysis, explain the advantages effective leadership practice would bring to the meeting of that challenge. Additionally, explain how each of your chosen articles relates to your analysis.

•In formulating your essay, consider the following questions:

o Why did you choose this global challenge and these two articles?

o What specific leadership practices and behaviours might help you overcome those global challenges and create opportunities?

o How do the two leadership articles relate to the challenge you have identified and how can they help meet the challenge?

o How can leadership practice be improved in general?

Also,

1)The answer must raise appropriate critical questions.

2) Do include all your references, as per the Harvard Referencing System,

3)Please don’t use Wikipedia web site.

4)I need examples from peer reviewed articles or researches.

5)Turnitin.com copy percentage must be 10% or less.

Note: To prepare for this essay please read the required articles that is attached

Appreciate each single moment you spend in writing my paper

Importance Challenges of Current and Future Leadership Sample Answer

BL.KCE.W7

Leadership is one of the important concepts and determinant of whether an organization   succeeds or fails.  Nowadays,   there are challenges that threaten the effectiveness of current and future business leaders. The paper identifies global challenges and analyses the challenges and opportunities to improve leadership practice.  Advantages of effective leadership practices are also discussed as well as how the chosen articles relates to the analysis.

In the modern world, the world has become a global village, so organizations. Leaders nowadays have to have a broader perspective on how they view and see things.  One of the global challenges that leaders face is the constricted thinking space and lack of vision about the future of their organization (McCleskey, 2014). The other challenge is poor strategies to deal with the global challenges such as issues to do with cross culture and diversity among many others. The rationale for choosing these global challenges is that they are affecting smooth operations of the entities.  Most organizations are not able to achieve their long-term objectives because of the narrow mindedness of leaders. Leaders have to have an open mind and  be able to realize that   environment will always keep on changing.

The two articles by McCleskey (2014) and Bouchamma & Brie (2014) are important in this discussion due to the depth of insights they bring to the topic. Leadership theories contribute or explain how leaders should lead and how they can be able to overcome some of the challenges that their organizations go through. Providing leadership practice requires that these challenges are overcome (McCleskey, 2014). The leader is expected to have the skills and abilities that enable them to provide   good leadership. A transformational leader is expected to make difference in their entities by building relationships. The five leadership practices that a transformational leader should exemplify to overcome the challenges include; the leader should model the way, inspire a shared vision, and enable others to act, challenge the process and encourage the heart (Stearns, Margulus & Shinsky, 2012). The leader must have vision and share the vision with the other stakeholder to ensure that the organization move on well. It is also important for the leader to be innovative and creative to come up with new ideas to champion the objectives of the organization.

Challenges as well can be an opportunity for a leader to make a difference.  A leader should learn from their past mistakes and failures and change the same into strengths. A leader should understand that the world is changing and therefore, it is imperative to make adjustments in their leadership to counter the challenge. This requires that leaders think out of the box for them to achieve their goals. Advancement in technology and increased globalization are some of the changes that leaders must be sensitive to ensure that they provide better leadership that is sustainable and effective in the long run.

Effective leadership practice is important and especially when it comes to addressing some of these challenges. Effective leadership is hinged of various tenets of leadership. According to Taylor & Pattie (2014), a leader should uphold to ethical practices when providing leadership such as honest and integrity. The leader should have good communication skills, be able to collaborate and provide support, and have conflict management skills and change and management skills. In additional the leader should be able to understand change and be a good learner. Leaders that succeed are always learning new skills and ideas as they provide leadership.

Therefore, in general, leadership practice can be improved through continuous learning. A leader must undergo continuous development all through to be in a position to address the challenges that they come across. Situations keep on changing and leaders must be aware of this in their leadership practices. For instance, during conflicts they must know the appropriate ways to solve the same.

Importance Challenges of Current and Future Leadership Reference List

Bouchamma, Y, & Brie, J 2014, ‘ Communities of Practice and Ethical Leadership’,

            International Studies in Educational Administration (Commonwealth Council for    Educational Administration & Management (CCEAM), Vol. 42 no. 2, pp. 81-96.

McCleskey, J 2014, ‘ Situational, Transformational, and Transactional Leadership and      Leadership Development’,  Journal of Business Studies Quarterly, Vol. 5 no.  4, pp. 117-         130.

Taylor, S, & Pattie, M 2014, ‘When Does Ethical Leadership Affect Workplace Incivility? The     Moderating Role of Follower Personality’, Business Ethics Quarterly, Vol. 24 no. 4, pp.            595-616.

Stearns, M., Margulus, L. & Shinsky, J 2012, ‘Theory into practice: a study to assess the   influence of a customized leadership development program on a cohort of aspiring urban leaders’, International Journal of Education Leadership Preparation, 7 (2), pp.1-13.    Available from: http://eric.ed.gov/?id=EJ973801

The Role and Importance of Ethics in Leadership

The Role and Importance of Ethics in Leadership Order Instructions: To prepare for this essay please read the required articles that are attached

I need an essay in the following subject:

The Role and Importance of Ethics in Leadership
The Role and Importance of Ethics in Leadership

As you may have discovered in your professional experiences, being a leader can be a difficult challenge, especially when faced with ethical and moral tests or decisions. Consider the well-known leadership joke: ‘I have got values, and if you don’t like them I have others’. This joke refers to the fact that ethics may be disregarded in favor of competing interests. What is your definition of ethics? Are you ethical? What does it mean to be an ‘ethical leader’?

This essay will enable you to engage with your colleagues in a further exploration of the important ideas and issues in business leadership. You will analyze the role and importance of ethics in leadership.

•Reflect on what it means to you to be an ethical leader. Consider the challenges and opportunities that you have analyzed in the file attached: KEY CONCEPT EXERCISE WEEK 5

•Critically analyze the role and importance of ethics in leadership. In your analysis, address the difficulty of identifying the characteristics of an ethical leader in a challenging global environment composed of varying cultural dimensions.

Also,

1) The answer must raise appropriate critical questions.

2) Do include all your references, as per the Harvard Referencing System,

3) Please don’t use Wikipedia web site.

4) I need examples from peer-reviewed articles or researches.

5) Turnitin.com copy percentage must be 10% or less.

Note: To prepare for this essay please read the required articles that are attached

Appreciate every single moment you spend in writing my paper

The Role and Importance of Ethics in Leadership Sample Answer

Ethical Leadership

a.)        Leadership is an honor that is bestowed upon a person believed to have the capabilities of guiding others to the right path. A leader should have the charisma to lead others and take all the problems associated with leadership in his stride. One important quality that is required of leaders, especially in the twenty-first century, is being ethical. An ethical leader is one who is free from bias. This leader, depending on the position, will create a level playing field where all his followers will have an easy time to thrive. The manager does not allow racism, nepotism or tribalism in whatever he is responsible. He is fair to all and, as a result, gains the trust and respect of his followers (George, 1988).

The developments in transport and communications have made it possible for human interactions over long distances to become faster and more frequent. People from different continents can work on the same project and produce good results. Sometimes the results tend to be better than those brought about by people from the same locality. Global organizations have maximized on this advantage and have received significant gains in return. However, bringing people from different backgrounds to work together is no easy task. There are challenges that face the leaders of these global organizations.

One such problem is corruption. Different countries have different levels of corruption. When bringing people together from different nationalities, it is likely that a corruption culture might get introduced. As a result, the employees who were not corrupt might pick up these tendencies. It becomes a problem for the leaders since corruption tends to bring whole organizations down. Cultural indifference might also arise among the staff. Instead of mingling and socializing as one, the workers might divide themselves into ethnic or racial groups. It ruins the synergy of the company and thus poses a threat to the future of the global organization. These two are among numerous problems that the leaders of global organizations face (Kruckeberg, 1993).

b.)        In earlier times, when a global organization was looking for a person to fill a leadership position, there was little consideration for ethics. The important factor being looked for was whether the person could maximize the organization’s profits and increase productivity. Over time, however, more emphasis has been put into finding a leader who can not only maximize profit and increase outputs, but also have good ethics.

Ethics in the workplace goes a long way in ensuring the high standard of services is offered by the staff. Having an ethical leader fosters a high level of integrity within the organization. Ethical leaders ensure that the employees follow the right protocol when handling tasks. It gives little room for corrupt practices; saving the company’s resources and time. An ethical leader leads by example. He is, therefore, able to inspire the staff to complete their tasks in a fashionable manner. The tasks will be completed in time and will be of high quality. It is a win-win situation for both the leader and the staff. The organization’s growth and expansion, as a result, is an inevitable event (Bivins, 1980).

Getting an ethical leader in a global organization can prove to be a challenge. The various communities represented in the organization all come with their set of values. What might be right and just in one community might be downright unlawful in another? Therefore, getting a leader to lead all these communities can prove to be a hard task for the management. When selecting a leader, he should be one who is least likely to develop discriminatory tendencies. He should have a workable temperament and be fair to all.

The Role and Importance of Ethics in Leadership Reference list

BIVINS, T. H. (1980) Ethical implications of the relationship of purpose to role and function in public relations. Journal of Business Ethics. p. 65-73.

GEORGE, R. J. (1988) The challenge of preparing ethically responsible managers: Closing the rhetoric-reality gap. Journal of Business Ethics. p. 715-720.

KRUCKEBERG, D. (1993) Universal ethics code: Both possible and feasible. Public Relations Review. p. 21-31.

New leadership skills and dimensions

New leadership skills and dimensions
New leadership skills and dimensions

New leadership skills and dimensions

Order Instructions:

Dear Admin,

I need an essay in the following subject:

Today’s globalisation demands new leadership skills and dimensions, especially in the area of cultural intelligence. Earley and Mosakowski (2004) explain that cultural competence is more than rote memorisation of a culture’s practices and beliefs; it involves, among other elements, an adoption of a culture’s habits and mannerisms. They further elaborate that through the adoption of customs and use of culturally relevant gestures, global leaders demonstrate to peers they hold them in high enough esteem to want to emulate them.

In this week’s Collaboration you will engage with your colleagues in a further exploration of the global business environment and the leadership practices within. You will analyse cultural competencies based on the ‘Diagnosing Your Cultural Intelligence’ test on the following link:

https://hbr.org/2004/10/cultural-intelligence/ar/1

To prepare for this Collaboration:

Complete the brief test entitled, ‘Diagnosing Your Cultural Intelligence’ by Earley and Mosakowski (p.4). in the following link:

https://hbr.org/2004/10/cultural-intelligence/ar/1

Consider the challenges and opportunities in a global environment that require effective leadership practice.

Explaining how your cultural intelligence might have an impact on the challenges to leadership.

After identifying at least two specific global leadership challenges that are of particular interest to you.

Discuss the ways that your cultural intelligence are similar or different with regard to the two specific leadership challenges in today’s global environment

1) The answer must raise appropriate critical questions.

2) Do include all your references, as per the Harvard Referencing System,

3) Please don’t use Wikipedia web site.

4) I need examples from peer reviewed articles or researches.

5) Turnitin.com copy percentage must be 10% or less.

6) IMPORTANT NOTE: I need you to talk about the Egyptian culture as I am from Egypt.

Note: To prepare for this essay please read the required articles that is attached

Appreciate each single moment you spend in writing my paper

Best regards

SAMPLE ANSWER

Introduction

The dissolution of economic boarders has been the result of many business operations getting global.  As more organisations get involved into mergers and acquisitions, one is highly likely to suppose that enhanced integration between nations, and the internationalization of organizations, would lead to the disappearance of cultural disparities.  In reality, as economic boundaries get shattered, cultural barriers are usually erected, an aspect that presents challenges and prospects for the business (Aggarwa, R. 2011). However, various global leadership standards have been identified to be rather effective when applied specifically in a multinational setting.  For instance, effective leadership in a global context should always be informed by the firm’s vision, mobilizing an individual towards change, serving by building emotional bonds and also by nurturing individual for future responsibility (Aggarwa, R. 2011). And yet leadership within a multicultural setting can only be effective if the leadership is willing to recognize cultural constrains. This is to say, leaders can only become influential if they are able to acknowledge limitations presented by cultural disparities and by adapting to the culture of a host company.

Challenges and Prospects of International Leadership

International leadership has become a serious challenge in the prose of global commerce, social issues as well as HRM and development. How to undertake international leadership proficiently in the increasingly intricate environment is critical to global business and workforce management.  While technological evolutions present the prospect of global economy, in terms of how communication and business is executed, cross-cultural managers should put into consideration at global change as a challenge that comes with prospects for corporate and individual development (Ang and Van Dyne, 2008). Moreover, to be able to adapt rather fast to global transformation, global business educators and purveyors are expected to react swiftly to the effects of demographics, innovation and internationalization with a view to offering specific job skill development, when it comes to international leadership, work related ethics and endless learning (Aggarwa, 2011).

With an increasing demand for information-based organizations, it has become the obligation for both employees and the leadership to cultivate the success of workplace learning and career growth. International leadership in this case, is about building their interpersonal dexterity to manage racial gridlocks that have occurred and to develop persons and groups in the workplace. An effective global leadership should recognize what leadership is required and executed it accordingly (Ulrich & Smallwood, 2012). Persons with diverse cultural backdrops might differ in their view points and expectations of leadership. Owing to the largely Western as well as individualistic viewpoint, the extent to which leadership conjectures especially from the west is executed internationally is a subject of discussion in various quotas.  Eastern leadership, for instance is the complete oppose from western leadership in terms of cultural customs and business practices.

To cultivate a timeless leadership, global leaders should demonstrate competence in cross-cultural consciousness and practice.  It is therefore imperative to comprehend the importance of leadership and what is expected of it, and to be able to enhance and sustain competent leadership approaches for lasting change (Ulrich & Smallwood, 2012).

Creating Cultural intelligence

Livermore (2011) contends that organizations across the world can only hope to create cultural intelligence pegged on four drivers namely; drive, knowledge, strategy and action.

For organization to become CQ compliant, they need motivation to learn and acclimatize in an environment with diverse cultures. So it also starts with getting interested in knowing what brings to the fore a certain culture. To enhance the underlying motivation, exploration of new cultures and communities is necessary. Organizations should create voluntary projects employees to interact with various departments, firms and cultural groups in bid to building confidence (Earley and Ang, 2013).

While CQ is beyond learning different culture for the sake of learning, being acquainted with how culture shapes one’s behavior, values and belief system is critical. This is to say organizations should encourage employees within a multicultural setting to learn about a culture they find more appealing. This knowledge base will present them with the general outlook of cultural disparities; moreover, it will enhance their understanding of how persons from diverse cultures interact. It starts with the need to understand a country’s chronological account when relocating there, or when assembling a team of local employees (Livermore, 2011).

Organizations that expect to realize this goal have no option but to come up with a strategy that guides their bid to enhance CQ across the company. This approach should stem from what employees have learned from their cultural consciousness, while making strong, cultural schedules in the end. For instance, an employee from South East Asia may consider that saying No is being discourteous (Bhagat, 2006). Why? It would be critical for instance to have a close understanding of how masculine and individualized societies react at any given point. Employees from the west for instance, are brought up with capitalistic mindset where individual success matter a great deal over collectivism. In the same breadth, it requires any company to understand the employees from the East for instance, have been cultured in a masculine society where group efforts are valued over individual input. With this background, it becomes important to keep notes of cultural observations in a multiplicity setting as the best to resolving cross-cultural problems. Ultimately, CQ is about enhancing cultural interaction at work.

This is the last component of cultural intelligence that is associated with behavior and especially the technique used in adapting when things do not work as planned.  In most instances, cross cultural interactions are not always smooth, as such, it’s important to think while being in control. For example, an organization should learn business etiquette of the culture they are working to present them with that culture not just business but also social practice (Livermore, 2011).  When it comes to observing a different culture, the organization should keenly concentrate to way is going on around. For instance, conversion style, voice intonations and body language. This will help the organization a detailed understanding and effectively interact with that culture.

Conclusion

While the 21st century is increasingly becoming global, our common human is shrinking day by day, as we get closer and closer. In this respect, as the world gets more integrated, cross-cultural intelligence becomes a critical element. This is evident in modern organizations where employees stem from a diversity of backgrounds.  At that point, the issue of CQ has a huge bearing when it comes to corporate leadership and management (Ang and Van Dyne, 2008). Based on the paper CQ allows employees to adapt easily within a multiplicity environment. With CQ, employees are able to sermon cultural strategic thought processes, motivation and behavioral thinking. Managers on the other will be faced with the challenge of working in a multicultural setting. Without CQ, the manager may find it hard to identify the subtle cultural disparity that is usually the genesis of many organization hitches.

Bibliography

Aggarwa, R. 2011. Developing a global mindset: Integrating demographics, sustainability,            technology, and globalization. Journal of Teaching in International Business, 22(1), 51- 69.

Earley, P.C. and Ang, S. 2013. Cultural Intelligence: Individual Interactions across Cultures. Stanford Business Books: Stanford.

Ang, S. and Van Dyne L (eds). 2008. “The Handbook of Cultural Intelligence.” New York: ME   Sharpe.

Livermore, David A. 2011. “The Cultural Intelligence Difference.” New York: AMACOM,

Bhagat, Rabi S. 2006. “Rev. of Early and Ang, Cultural Intelligence, and Hooker, Working Across Cultures“. Academy of Management Review 31 (2): 489–93.

Ulrich, D., & Smallwood, N. 2012. What is leadership? In W. H. Mobley, Ying Wang, Ming Li (ed.) Advances in Global Leadership (Advances in Global Leadership, Volume 7), Emerald Group Publishing Limited, pp.9-36.

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