Project #83320 - Business

For the Week 3 Discussion, you posted a summary of a leadership theory you determined was the most appropriate for an organization where you work or with which you are familiar.

This week, you respond to your colleagues’ posts as if you are co-workers in the same organization. You will format your response as if it were a business e-mail reply.

Reply to a colleague’s post as if you both work at the same organization. Expand on his or her post by providing input about what you learned from his or her post and how the summary of your peer is similar to or different from your own summary on leadership theory.

Respond to these two posts:

Post 1:

Dear Mr. Liniger,

It is my pleasure to present to you with the central idea of a leadership theory that is fundamentally relevant and vital to our organization. The theory has resulted from analysis of various leadership theories. The passage that is particularly relevant and important to our organization can be found in: George, B., Sims, P., McLean, A. N., & Mayer, D. (2007).

Authentic leadership starts with understanding the story of your life. Most authentic leaders report that their stories involved overcoming difficult experiences and using these events to give meaning to their lives. These leaders work hard at understanding and developing themselves. They temper their need for public acclaim and financial reward with strong key motivations. It can be possible to produce short-term outcomes without being authentic.  Authentic leadership drives long-term results. The integrity of authentic leaders helps to sustain organizational results through good times and bad (George, 2007).

The integrity of authentic leaders aids at sustaining organizational results through good times and bad. Amgen CEO and President Kevin Sharer, gained priceless experience working CEO Welch's assistant in the 1980s. He saw the snare of GE's cult persona. Everyone wanted to be like Welch. Leadership has many voices and you must be who you are to succeed. An idealistic vision can advance employee hopes, but those hopes are dashed when they realize that leadership behavior is inconsistent with the vision (George, 2007). 

For many of these leaders, vision is a mantra of new slogans and empty inanities, e.g., customer commitment, teamwork, or total quality management.  Lacking fundamental ideas and actual programs ensuring that behavior is consistent with the vision, the platitudes swiftly become a joke that invariably rebounds on the self-appointed leader. Authentic leaders exhibit a craving for their purpose, practice their values constantly, and they lead with their hearts as well as their heads. They establish long-term, meaningful relationships and have the self-discipline to get results. These leaders know who they are. In 2003, William George's, Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value, challenged a new generation to lead authentically. 





The question has been brought up to the team of how we effectively collaborate with our operation’s mission and also the leadership style we practice in our organization. 

Reflecting back to the many assignments we have endured, I took note of how these assignments were proposed to the team, the expectations of achievement or failure and their purpose.  After further understanding the various theories of leadership, this group undergoes closely through transformational then transactional leadership practices in this order.

For example, when the idea of accepting additional volume of work to our already short numbered staff was presented, many department heads had reserves concerning the morale of the employees.  The idea, however, was sold to the team with an expectation of a huge return of investment.  If any reservations or questionable doubts resurfaced, then we were no longer encouraged to continue with the idea but directed.

This style of leadership is exhausting from the department heads to the line level staff.  We are taken to a roller coaster of emotions from

becoming motivated and encouraged to losing faith that our leadership has our best interest at hand. When the emotional peaks and valleys

continue to rise and fall any future ideasare met with the attitude of “Not another idea!”.

With the multitude of personality types in the team, the most common trait of each person is that we are very independent critical thinkers.  Although we work well as a team or on our own, we do desire leadership guidance (not leadership direction) to ensure we maintain the right path. I believe the situational leadership style would best suit the dynamics of the team.

 Mike Williams (2005) explains the situational leadership theory described by Paul Hersey and Kenneth Blanchard in Leadership theories, role models – and common sense on page 34.  There are three components to identify the “functioning maturity” of a group of people to determine the best leadership approach.  These are:

  1. Competent to successfully undertake the task given them
  2. Confident to cope with the challenges posed by the task
  3. Committed and motivated to undertake the task

 With the diversity of challenges met by our day-to-day operations, not one style of approach is applicable to all situations.  Where we are strong in one aspect, we may lack in other areas.  Therefore, understanding the situation presented at the time should be compared to the capabilities of the team.  For example, there may be a situation where the tasks are easily manageable by the team therefore simple delegation is in order.  Further challenging objectives may require a more selling and telling approach to maintain the motivation and confidence of the team.   Exercising the various approaches of leadership styles allows the individual to grow and develop their weaknesses thus strengthening the team as a whole.OST 2:



Subject Business
Due By (Pacific Time) 09/23/2015 03:00 pm
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