Response to Sample Interview Questions in the Model of Data Reduction Process”, under “Reported Outcomes.”
Order Instructions:
Dear Admin,
I need an essay in the following subject:
After you have read this week’s required journal article (Owens and Hekman, 2012),
Modeling how to grow an inductive examination of humble leader behaviors, contingencies and outcomes
complete the following:
Respond to the three “Sample Interview Questions” on page 6, in the “Model of Data Reduction Process”, under “Reported Outcomes.”
The following conditions must meet in the paper
1) I want a typical and a quality answer which should have about 1100 words.
2) The answer must raise appropriate critical questions.
3) The answer must include examples from experience or the web with references from relevant examples from real companies.
4) Do include all your references, as per the Harvard Referencing System,
5) Please don’t use Wikipedia web site.
6) I need examples from peer reviewed articles or researches.
Appreciate each single moment you spend in writing my paper
Best regards
SAMPLE ANSWER
Model of Data Reduction Process
Introduction & Background Information
Though leader humility is still being considered to be a rare personality trait, what still remains to be unraveled about this aspect is about what this humble leadership appears in way of being and leadership posture, the kind of behaviors it entails, and the situational and personal factors determining the efficacy of such behaviors. This paper recognizes that a humble leader must possess a clear vision of where they would like the organization to be after some time. It is essential to have a vision in order to plan and budget for the activities in long and short term goals or objectives. A humble leader is the one who encourages team work in carrying out the activities. This paper is designed to provide a classical example and model of what a humble leader should be like, in whatever capacity or position in the organization.
Theoretical Implications
Leader humility is all about how leaders model their subjects on the gravity of growing and producing positive organizational outcomes by leading their subjects to believe that their own feelings and development journeys are justifiable in the work station. For a decade, as Owens & Hekman (2012, p. 792) puts it, leadership proponents have continuously focused on the essence of humility in the context of leadership. According to Roberto (2005, p. 23), this is based on the criticalness of leader humility in molding and shaping acceptable and good conduct and habits among the followers. Both participative leadership and servant leadership perspectives further stress the virtue of humility as being crucial for leader efficacy. As organizational environments shift towards becoming more unpredictable, uncertain, and dynamic, it becomes hard for any potential leader to rise to the ladder of leadership except by taking humble approaches and engaging in actions that demonstrate humility of highest order.
The Fundamental Essence of Leader Humility
There has been call from practitioners and scholars for the need for both present and tomorrow’s leaders to approach their functions with more humility. As suggested by Kotter & Cohen (2002, p. 107), leaders should overcome the common ‘hero myth’ point of view of leadership via demonstrating their humanness by being open regarding their constraints in experience and knowledge, and then aiming on how their subjects impact the process of leadership. Leadership approaches and styles can either be effective or ineffective with regard to the situation. Malcolm (2002, p. 93) hypothesizes that there may be contexts or situations in which behaving humbly as a people’s leader may be considered less effective and even jeopardize the whole situation. This implies that there should be a boundary for the application of leader humility and humble leader behaviors. As a further ado, a humble leader has to properly learn when and in what background, their exercise of humility could be associated with ineffective or weak leadership.
Overview of Conceptual Model
A humble leader believes that ethics governs their integrity and respect towards the norms of the organization. Ethics promotes honesty and commitments of a person toward the organization. Such a leader should have good strategic skills to elaborate business plans, and have relatively low interpersonal skills to negotiate on behalf of the organization. Humble leaders are expected to address mistakes once they have occurred. A humble leader should be seen as a negotiator of business deals and the one who can solve problems of workers. A true humble leader should be rated as a good speaker and one who influences many followers by using their own good speaking skills. It is also important that a humble leader exhibits aspects of being an intellectual leader who expects high performance and good results from individuals and the team.
Perceived Competence
Being humble in a position of leadership should make one’s subjects to rate you as a wise leader who is focused and determined to accomplish the mission of the firm. Followers should rate their leader as a person of splendid vision that leads to achieving the goals. Such a leader’s behavioral skills should be good and competent to keep the organization competing in the world of business. The people around should be able to judge and conclude their leader makes individuals feel a part of the organization’s family. This comes out of good transformational leadership, only when a humble leader is an ethical leader. A good leader should be able to balance leadership categories so that he can lead the organization towards its goals. A leader is the one who manifests leadership in all spheres parts of life and aspects of daily activities (Bateman & Snell, 2004, p. 102).
Perceived Sincerity
A contingent reward refers to how a humble leader appreciates the work of employees. Good leaders do not always track the errors and punish the guilty but look on the good job. Once a good job has been done, such a leader should appraise the workers through words, rewards, and even promotions (Michael, 2005, p. 35). Praised workers feel motivated and work hard to earn other rewards. The fellow workers will aim at getting the same appraisal from the manager and this will increase the production and service delivery. This skill is essential to the organization because it helps to increase morale of workers and gives high output. It is a tool that links all other leadership behaviors and acknowledges the work and efforts of employees (Kotter & Cohen, 2002, p. 25).
Nurturing Interpersonal skills
It is important to understand the backgrounds of each fellow worker to facilitate interaction with them. Respect of other people’s perceptions and beliefs creates a good working environment. A humble leader is the one who lowers their expectations and conditions to allow room for discussion with followers to create a good understanding. A good leadership is attained via how a leader persuades the workers. Persuasions in terms of helping them leave a bad attitude and perception and adopt the morale to work for the organization. It is important to give room for negotiation that works like release valve of the tensions and stress related to work. This skill acts as a link between the management and the employees. It is important to understand the backgrounds of each fellow worker to enable a leader interact with them. One should be flexible to meet other people’s standards so that one can coordinate the intended activities (Heifetz & Linsky, 2002, p. 93)
Conclusion
Humility in leadership is a subject matter that will continue growing relevant as markets continue globalizing and firms expand. This denotes that in such an environment it becomes less feasible for a person in position of leadership to capture and run everything on their own, thus drawing the need for being humble. From this paper, it is true that leaders fail not because they are not clever, bright, sharp or even informative, but because they fail to understand themselves and work with their subjects as required. Leaders across various divides should henceforth lead their organizations by humbly providing them the room for growth via modeling teachability, and recognizing the unique contributions, knowledge, and skills of those around them.
Reference List
Bateman, S., & Snell, A. (2004). Leadership management. New York: McGraw-Hill.
Fullan, M. (2005). Leadership & sustainability: System thinkers in action. Thousand Oaks, CA: Corwin Press.
Heifetz, R, A. & Linsky, M. (2002). Leadership on the Line: Staying Alive Through the Dangers of Leading, Volume 465. Boston: Harvard Business Press.
Kotter, J. P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Harvard Business Press.
Malcolm, G. (2002). The Tipping Point: How Little Things Can Make a Big Difference. Boston: Back Bay Books.
Michael, A., (2005), How Great Leaders Prevent Problems before They Happen, Harvard university press.
Michael, F., (2005), Leadership & Sustainability, New York Publisher.
Owens, B., & Hekman, D. (2012). Modeling how to grow: An inductive examination of humble leader behaviors, contingencies, and outcomes. Academy of Management Joumal, 55(4), 787-818.
Roberto, M. A. (2005). Know what you don’t know: How great leaders prevent problems before they happen. Pearson Prentice Hall.
We can write this or a similar paper for you! Simply fill the order form!
