Chat with us, powered by LiveChat GBA500 The Leadership Challenge How to Make Extraordinary Things Happen | All Paper
+1(978)310-4246 credencewriters@gmail.com
  

-An initial 250 word discussion in APA format with one refrence from course material and at least one peer reviewed article-two response discussions to other students initial post with at least one peer reviewed article reference, I have attached the post I would like to respond to.I would like to work with someone who may be able to do the discussions for this class over the next 6 weeks as well, the work is usually due on tuesday for initial and thursday for response but i fell behind this week which is why i am looking for short notice….i put 1 day for this one but if it could be done now it would be even better.books:The Leadership Challenge: How to Make Extraordinary Things Happen by James M. Kouzes; Barry Z. PosnerSpinelli, R. J. (2006). The applicability of Bass’s model of transformational, transactional, and laissez-faire leadership in the hospital administrative environment. Hospital Topics, 84(2), 11-18.Nye, J. S. (2014). Transformational and transactional presidents. Leadership, 10(1), 118-124.
respond_to_discussion_2.docx

Unformatted Attachment Preview

Respon to Kimberly
The U.S. Census Bureau estimates that by the year 2050, the minority population of the
United States will make up fully half the total U.S. population (Terry, 2007, p. 37). It is critical
for companies to understand the benefits that can be yielded from a multicultural
workforce. Members of a diverse team will evaluate and interpret information based on their
individual principles and cultural experiences. This encourages innovative thought which
translates into better overall results. In order for these benefits to be realized, companies
must be willing to take the initiative to create a culture where everyone feels accepted and
that their contributions are acknowledged regardless of their ethnic background.
Managing a multicultural team is not something that can be easily mastered by reading a
book. Similar to emotional intelligence, managers must develop the skills over time and
learn by experience but be cautious not to offend any member in the process. Companies
often hire executive coaches to help leaders progress in areas where they may not be as
strong such as diversity. Alternatively, mangers may benefit from interactive training
programs that enable them to become more cognizant of their own behavior so they can
effectively manage the behavior of the team as a whole.
Other ways of encouraging a positive work environment for the multicultural workforce is to
ensure that the executive management displays a positive, enthusiastic attitude toward
incorporating diversity into the workplace. The culture of a company starts at the top and
lack of executive support may make it difficult to drive any type of change in behavior.
Additionally, there must be open communication and emphasis on building trust not only
between the manager and the employee but also between the employees themselves.
Multicultural teams are more likely to experience miscommunications due to cultural and
language barriers (Terry, 2007, p. 43). They may also differ in their expectations of their
leader and the level of encouragement and support they require.
One approach that is becoming more widely known is called “F.U.N. Management”. The
components of F.U.N. are fun, unique, and nurturing. Terry describes fun as being able to
look at things in a positive manner and not taking oneself too seriously. He goes on to
define unique as encouraging others to bring out their unique qualities and nurturing as
giving back to society by nurturing others around you. Companies that embrace the
opportunity to build a multicultural workforce now will undoubtedly have the upper hand
over their competitors in the near future.
References
Terry, J. (2007). New techniques for training and motivating your company’s multicultural
management team. Employment Relations Today (Wiley), 34(1), 37–45. https://doiorg.centhsally. After reviewing the Introduction to Leadership Theories PowerPoint
presentation, I learned some of the history of past leadership theories, and how they
evolved into the current transformational leadership philosophy. Transformational
leadership is a complete turn-around from the initial Great Man Theory from the early 20th
century, wherein great leaders were superior people who were born that way. Over time,
people discovered that leadership skills could be taught, learned, and , most importantly,
practiced. Along the way, different theories were developed that can be used alongside the
transformational leadership style. For example, situational leadership can certainly be used
along with the other modern types. Customizing your leadership type to the different types
of people you oversee can mean that everyone is being acknowledged in their preferred
way in addition to providing everyone with the appropriate level of support or
independence that best suits their work style.
Today, there are many leadership studies based on empirical data. One such study used
multiple regression and correlation analyses to determine that transformational leadership
qualities in a hospital’s CEO increased the willingness to exert extra effort, leader
effectiveness, and satisfaction in the hospital’s middle-level managers (Spinelli, 2006).
As for the future, I predict that leadership style trends will evolve somewhat based on
further multiple regression studies. I am not sure that there will be huge shifts in theories,
but I do foresee more specific guidance being published to allow the leader to customize
their style with each employee. Studies, structured similarly to Spinelli’s, could be conducted
among a specific subordinate character type (possibly determined from a personality test)
to determine which of the various transformational styles such as authentic, heroic, Five
Practices Model, etc. has the most positive correlation on various desirable outcomes like
increased productivity and increased willingness to struggle for the shared goal with that
type of employee. The study could be repeated on other types of employees. From there, it
should be possible to find that for a self-motivated employee, the best transformational
leadership style is spiritual, whereas with an employee who follows the script, the best
transformational leadership style is resonant. Clearly, I have not actually performed these
studies so I am not sure what the actual results would determine. However I think that
something like this could change the future of leadership studies. Perhaps in lieu of
subordinate personality types, something unearthed in the understanding of the human
psyche could be the variables at play.
Also, tying into the mobility discussion, I can foresee further developments in leadership
theory specific to the manager of subordinates who telecommute or work remotely in
another way. Not having in-person interactions with their teams present new challenges to
today’s leaders. I think there will be many studies to research the best way to foster
relationships and trust in the digital age. This will be the key to the modern leader truly
leading a cohesive team, as opposed to managing a group of people that rarely, if ever,
meet in person. As Spiegelman (2016) questioned “often, when employees are remote, it
can be hard for them to connect to the culture and feel engaged. What does a leader need
to have in his company toolbox in order to effectively manage remote teams?”
References
Spiegelman, P. (2016, July 18). Building a great culture with remote teams. Forbes Media.
Retrieved from https://www.forbes.com/sites/paulspiegelman/2016/07/18/building-a-greatculture-with-remote-teams/#1ce4c704587b
Spinelli, R.J. (2006). The applicability of Bass’s model of transformational, transactional, and
laissez-faire leadership in the hospital administrative environment. Hospital Topics, 84(2), 1118.
.edu/10.1002/ert.20140
Respond to Michele
After reviewing the Introduction to Leadership Theories PowerPoint presentation, I learned
some of the history of past leadership theories, and how they evolved into the current
transformational leadership philosophy. Transformational leadership is a complete turnaround from the initial Great Man Theory from the early 20th century, wherein great leaders
were superior people who were born that way. Over time, people discovered that leadership
skills could be taught, learned, and , most importantly, practiced. Along the way, different
theories were developed that can be used alongside the transformational leadership style.
For example, situational leadership can certainly be used along with the other modern types.
Customizing your leadership type to the different types of people you oversee can mean
that everyone is being acknowledged in their preferred way in addition to providing
everyone with the appropriate level of support or independence that best suits their work
style.
Today, there are many leadership studies based on empirical data. One such study used
multiple regression and correlation analyses to determine that transformational leadership
qualities in a hospital’s CEO increased the willingness to exert extra effort, leader
effectiveness, and satisfaction in the hospital’s middle-level managers (Spinelli, 2006).
As for the future, I predict that leadership style trends will evolve somewhat based on
further multiple regression studies. I am not sure that there will be huge shifts in theories,
but I do foresee more specific guidance being published to allow the leader to customize
their style with each employee. Studies, structured similarly to Spinelli’s, could be conducted
among a specific subordinate character type (possibly determined from a personality test)
to determine which of the various transformational styles such as authentic, heroic, Five
Practices Model, etc. has the most positive correlation on various desirable outcomes like
increased productivity and increased willingness to struggle for the shared goal with that
type of employee. The study could be repeated on other types of employees. From there, it
should be possible to find that for a self-motivated employee, the best transformational
leadership style is spiritual, whereas with an employee who follows the script, the best
transformational leadership style is resonant. Clearly, I have not actually performed these
studies so I am not sure what the actual results would determine. However I think that
something like this could change the future of leadership studies. Perhaps in lieu of
subordinate personality types, something unearthed in the understanding of the human
psyche could be the variables at play.
Also, tying into the mobility discussion, I can foresee further developments in leadership
theory specific to the manager of subordinates who telecommute or work remotely in
another way. Not having in-person interactions with their teams present new challenges to
today’s leaders. I think there will be many studies to research the best way to foster
relationships and trust in the digital age. This will be the key to the modern leader truly
leading a cohesive team, as opposed to managing a group of people that rarely, if ever,
meet in person. As Spiegelman (2016) questioned “often, when employees are remote, it
can be hard for them to connect to the culture and feel engaged. What does a leader need
to have in his company toolbox in order to effectively manage remote teams?”
References
Spiegelman, P. (2016, July 18). Building a great culture with remote teams. Forbes Media.
Retrieved from https://www.forbes.com/sites/paulspiegelman/2016/07/18/building-a-greatculture-with-remote-teams/#1ce4c704587b
Spinelli, R.J. (2006). The applicability of Bass’s model of transformational, transactional, and
laissez-faire leadership in the hospital administrative environment. Hospital Topics, 84(2), 1118.

Purchase answer to see full
attachment