...with specified roles interacting adaptively, interdependently, and dynamically toward a common goal (O’Leary et al., 2012). Teamwork consists of main principles of equity, accountability, and ownership where each member contributes a unique set of talents to achieve common on goal (Grossman and Valiga, 2017). The purpose of this paper is to look at the case study where a Quality Improvement (QI) team is working on the strategies to improve discharge teaching. This paper highlights the main issue with the case, uses transformation leadership theory to approach the concerns, and introduces strategies to solve the problem. Key issue The case study highlights the issue of the team where one of...
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...[pic] |Leadership and Organizational Behavior – BUS 520 | |Student Course Guide | |Prerequisite: None | |Quarter |Fall 2010 | |Meeting Days/Time |Wednesday 6pm-10pm | |Instructor |Karmetria Burton | |Instructor Phone |678 362 0842 | |Instructor E-mail |Karmetria.burton@strayer.edu | |Instructor Office Hours/Location |5-6 pm Wednesdays or by appointment | |Academic Office Phone Number | | |INSTRUCTIONAL MATERIAL - Required ...
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...Abstract The purpose of this research is to discover ways for effective leadership and the impact it has on employee satisfaction. Leadership, management and supervision are terms which mean the same but are used similarly. A leader/manager/supervisor is a person who sees something that needs to be done, and knows that they can help make it happen. A leader, manager, or supervisor sees opportunity and captures it. He/she sees future that can be different and better and help others see that picture too. He/she is a coach, an encourager and is willing to take risks today for something better for tomorrow. A leader/manager/supervisor is a communicator, coordinator and listener. There are several types of leadership styles and they will be discussed in this paper. Additionally, this paper will discuss case studies to deliberate the role of leadership between employees using the different leadership styles. The results of the findings showed effective leadership does have an impact on employee satisfaction. The main recommendations are for leaders to practice the “Golden Rule”. Introduction Leadership is a process influence between leaders and employees where the leader attempts to inspire the workers to achieve organizational goals. Leadership plays an important role to ensure the achievement of desired outcomes in both formal and informal groups. Effective leadership and employee satisfaction are two terms that are equally important. A great...
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...Leadership in Educational Institutions Leadership responsibilities for heads of educational institutions play a key role in addressing the problems that face these institutions. The learning process in most high schools fails to deliver the expected results due to poor leadership. Today, many educational institutions seek to implement the evaluation process for public school principals based not only on leadership skills, but responsibilities, accountability, and professionalism (Szczesiul and Huizenga 166). The evaluation system seeks to address increasing issues of high school dropout rates, discipline, academic performance, and development of interpersonal skills among students. Appropriate leadership should be based on student growth and development, unlike earlier systems that rated students based on their academic performances. High school principals need to have the right skills required to address emerging issues such as the curriculum and teacher-student relationship evaluations (Katterfeld 344). Strategic high school leaders understand the needs of the students, teachers, and the non-teaching staff. The evaluation process seeks to determine whether high school principals adopt strategic measures to engage in professional dialogs with the teachers concerning teaching and learning process that occurs in classrooms. Transformational leadership remains critical due to changes in technology, globalization, and diversification, which play a crucial role in the success...
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...Vol 4. No. 1 Mar 2009 Journal of Cambridge Studies 6 Why Do Change Management Strategies Fail? ---Illustrations with case studies Xiongwei SONG∗ Department of Politics, University of Sheffield ABSTRACT: Change management is crucial to the survival and development of organizations, the more effectively you deal with change, the more likely you are to thrive. However there are a large number of failures of change management. Organizational change itself is a considerably complex activity; any tiny mistake in change management could lead to the failure of organizational change. Consequently this paper is impossible to encompass all factors that could result in the failure of change management. This paper attempts to explain why change management strategies fail from four perspectives (leadership, culture, people issues and quick response) that are major factors to determine whether change management is successful or not. INTRODUCTION Change for organizations both large and small, whether in the private, public or voluntary sectors has been inevitable for the past decades or so. Such trends of organizational change are increasing in frequency, pace, complexity and turbulence under current situation, and there appears to be no sign of abatement. The concrete purposes of change management for different organizations are probably not the same, but the ethos of change management is the same, that is, making the organizations more effective, efficient, and responsive...
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...Causality, Change, and Leadership Gill Robinson Hickman Hickman, G. & Cuoto, R. (2006) Causality, Change, and Leadership. Chapter in Goethals, G. & Sorenson, G. The quest for a general theory of leadership. Northhampton, MA: Edward Elgar Publishing, Inc. The chapter will be posted in the Course Resources section of this course. We will discuss this case as part of our Unit 4 cohort meeting. The key question to discuss is, "What two chapters from the Sage handbook on leadership best help one frame and understand the leadership issues presented by this case?". As you think about and discuss your answer(s) to this key question also think about these sub-questions: 1. Who in the Prince Edward County school desegregation case is a leader? Explain your choice(s). 2. What leadership was missing in the case? What would have been different had that leadership occurred? Support your thinking with reference to the Sage Handbook. 3. What leadership is represented in the case that is not well-captured or addressed in chapters from the Sage Handbook? 4. How did the analysis of the case affect your thinking after initial reading of the case? 5. What implications about causality and change do you now believe are important in our study of leadership? 6. Generally speaking, what does this case tell us about leadership? Who in the Prince Edward County school desegregation case is a leader? Barbara Rose Jones- led the students to meet after getting principal out...
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...| Leading Quietly Case Study | Organizational Behavior | | Summary Traditionally, we think of great leaders as people who bring about change by their charisma, passion, and dedication to a noble cause. Thus, most of us think of leaders as courageous risk takers or in other words, heroes. Yet, in our daily life, we often find that the most effective leaders are rarely public heroes. They maintain a low profile, but do what is right for themselves and their organizations unnoticeably and without casualties. Harvard Business School professor Joseph Badaracco calls them "quiet leaders"--people who choose responsible, behind-the-scenes action over public heroism to resolve tough leadership challenges. Badaracco believes that what drive the society are the millions of small but important decisions that individuals make on a daily basis. He points out in the book that everyday leadership is not so dramatic, and daily leadership decisions are rarely being made by the top management of an organization. Thus, the book focuses the study on the middle and senior-level managers who make the ordinary decisions that ultimately determine an organization's success. The book is full of practical advice as it describes eight strategies for making effective leadership decisions in murky situations where the "right" thing is far from obvious. It also describes that good leaders are those who are honest with themselves about how well they truly understand a situation and how much control...
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...BUSINESS ADMINISTRATION Fall, 2009 COURSE: MGNT 7330-SAV, “ Leadership and Motivation” INSTRUCTOR: Dr. William W. McCartney, Department of Management, Marketing and Logistics, College of Business Administration, Room 3306B, Office: 478-5272 (Statesboro), Home:912- 898-3893 (Savannah), email: bmccart@georgiasouthern.edu (GSU) or bkm1963@comcast.net (home) OFFICE HOURS: Tuesdays 1:30-3:30 pm, 5:00-6:30 pm (in Statesboro); Wednesdays 1:30-3:30 pm; Thursdays 5:00-6:30pm (in Savannah); and by appointment. I am also available by telephone and email. PREREQUISITES: Completion of the MBA Core. COURSE DESCRIPTION: A study of Leadership and Motivation. This course provides an overview of existing theories and models of leadership and motivation. Using readings, cases, discussion, and guest speakers the course explains the importance of leadership, motivation, power and influence in organizational life. Special emphasis is placed on leadership of change. |LEARNING OUTCOMES |EXPECTED RESULTS |ASSESSMENT | |Enhance leadership skills as they pertain |Express an understanding of the importance |Problem solving and decision-making skills | |to problem solving and decision-making. |of problem solving and decision making in |will be evaluated using cases and exercises| | |the leadership process. |requiring application of these...
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...Common Elements Steve Case discussed how innovation, risk taking and entrepreneurship are essential to get the economy back on track. He states that entrepreneurship is essential for the countries’ underline economic future (Case, 2010). He mentions that a successful entrepreneur has three main characteristics: People, Passion, and Perseverance. Case believes that the right people need to be aligned to the right priorities and that the underlying passion cannot survive with only the founder and CEO (Case, 2010), “Therefore, when times get tough, as they sometimes do, they will have the courage to see it through it” (Case, 2010). Case used real life examples to show how lack of innovation can be harmful to a company. One example he gave was the merging of AOL and Time Warner. He mentioned that the merger happened at the peak of the Internet frenzy and the failure of the economy. He used the three P’s to explain why the merger was a failure: People- people began to focus on their own issues rather than innovation; Passion-that AOL lost its original drive and that the innovating, pioneering people started to become more corporate; and Perseverance- they assumed that the Internet was a fleeting phenomenon and preceded to back away from it. Case then concludes with a quote by Thomas Edison, although the P’s are necessary that “vision without execution is hallucination” (Case, 2010). James Kouzes’ theory consisted of five characteristics of an effective leader and how to achieve...
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...Running head: Assignment 1: Leadership Styles of NHTSA and Toyota Recalls Leadership Styles of National Highway Traffic Safety Administration and Toyota Recalls By Michele L. Ennis, MS February 2010 Abstract The purpose of this research is to apply theoretical approaches of leadership styles and skills to the recent events of National Highway Traffic Safety Administration (NHTSA) and the Toyota automobile recall. Following a thorough examination of the issues involved in both events, the application of Blake and Mouton (1964) theory to the leadership styles will be separately applied to the NHTSA and Toyota cases in order to examine the ineffectiveness of leadership in both organizations. Toyota’s delayed and misleading consumer responses regarding the vehicle safety issues that lead up to the recent sticky accelerator recall has left consumers angry and concerned for the company’s ability to uphold its mission of producing “high-quality” vehicles (cbsnews.com, 2010; Toyota.com, 2010). Parallel to Toyota’s case, NHTSA’s failure to thoroughly investigate years worth of consumer automobile safety complaints because there was an absence of statistical trends, left consumers uncomfortable with the government agency’s ability to uphold its mission of “safety.” In both cases, the leaders’ failure to integrate task and relations orientations could be harmful to the outcome...
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...Course: Leadership in the 21st Century Date: 06/25/2014 Leaders Leadership is the driving force for any organization, region, or enterprise. Different people have different understanding on the value of leadership. There is a major concern on whether leaders are born or made. However, proper answer would mainly rely on evaluation of the various traits that a leader should possess. Proper leadership skills are vital to the success of a company. They help in making the right choices at the right time. Proper leadership is a combination of personality traits and several skills, and capabilities that an individual learn with time, and the experience that people acquire in their various occupations. Leaders have effective ability to resolve complex situations as one of their most critical traits. However, this does not dictate that they are the most knowledgeable individuals in an organization. At some point, they will require the assistance of the subordinates to handle stubborn problems. Successful leadership does not undermine the contribution of a subordinate (Kinicki 2014). Instead, the leader combines his knowledge with that of the team member to set effective directions, as well as make proper decisions. The character, personality, or attitude of a person may be extremely useful to him in assuming leadership role. However, it calls for application of a range of leadership styles by leaders to suit their personalities, and various leadership situations. In most cases, people...
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...Abstract This report seeks identify and evaluate key Organisational Development (OD) issues, suggest possible interventions and provide recommendations for a case study of traditional and nontraditional team-based patient care. The author opted to focus on the team-based operations as it initially proved to be more effective than the traditional method. Although the team based care was more effective, there were several key OD issues that were identified by using OD diagnosis tools and models. Some of the issues highlighted and is the focus of this analysis was HRM, Leadership and Culture. From the case study, one can identify the lack of proper leadership and correlate this to other OD issues such as, no cooperate strategy, no vision or mission and cultural barriers within the organisation. Several known models and strategies were use to select the appropriate intervention and relevant methods for implementation. The intervention and implementation strategies are categorized to match appropriate management of change techniques such as, hard and soft, for a better transition of change within the organisation. The methods of communicating change were also systematically defined to channel only the appropriate contents to the organisation. Strategic SMART recommendations were outlined as short, mid and long term goals to accomplish the objectives of the organisation. Additionally, as part of the recommendations and any OD strategy, there should be a measurement and monitoring...
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...The Case of the Under Cooked Chicken Abstract Prisons house thousands of prisoner; these inmates are to be clothed, feed and housed; but not feed under cooked food. The warden and assistant wardens are faced with a problem that could escalate out of control if it is not resolved. There is some information about the warden and the responsibilities the assistants are entrusted with. It explains what the leadership style means and defines the chosen style the team picked. Solutions are discussed and how the warden and assistants reached the end conclusion. The Case of the Under Cooked Chicken The correctional officers reported to the warden and the assistant wardens about the problems the inmates have in regards to chicken and other foods that are served to them. The inmate’s complaints stem from under cooked chicken; the food is bland and there are inmates who have dietary restrictions. It was also brought to the attention of the warden and the assistants that the kitchen staff is not co-operating with the issues at hand. Before these issues escalate into a full-blown problem; the warden and the assistants need to arrive at some solutions to prevent any riots or sit-ins. Background The leader (warden) and the team (assistants) are in charge of a medium to large close-security prison; they are responsible for maintaining the functions of the prison’s environment. Before proceeding to the democratic style meaning; it is important to first find out why this particular...
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...Effective Leadership Adaptive Challenge Every problem in an organizational context represents a gap between the aspirations of the management and the things that happen in practice. If the problem is related to some technical aspects it would be lot easier to solve the issues. However adaptive challenges represent a completely different dimension of organizational issues. They cannot be solved so easily as those of technical nature. The adaptive challenges require more than applying the current expertise. Even applying authoritative decision making or standard operating procedures may not really help mitigating the adaptive challenges. It must be understood that for an adaptive challenge can be found external to the current ways of operating. While it is possible to solve the technical issues by using the current expertise it may not be possible to solve the adaptive challenges in the same way. In the case of Figgie International the adaptive challenge was never identified. There have been resistances from the divisional heads for the changes mooted by the consultants. The resistances were either out of their anxiety to meet the budgeted bottom lines or out of genuine concerns about the change in the production process which ultimately would affect the quality of the output. While there can be no argument on the superiority of technical and adaptive approaches to organizational changes – since both are needed – the strategic principles of leadership are to be applied...
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...brought in by the owners of a family-owned business with complex relationship issues at a time preceding an anticipated leadership transition. Following individual and group coaching sessions, RDA was able to help the leadership separate personal issues, and codify practices through formal policies to allow the leadership group to focus on business issues without personal complications. At the end of RDA's engagement, the client was well-positioned to begin developing a transition plan. Bob, founder, CEO, and owner of a 20-year-old, closely-held business, hoped to groom his 30-year-old son, Jack to take over the business in the next five years. The firm was currently co-run by Betty, the COO and Operations Manager. She was a longtime employee of the firm, and also had been Bob's life partner for most of that time. Both Jack and the firm were at a critical juncture, if Jack and the firm did not make a mutual commitment to each other in the next year or so, Jack would likely pursue alternative career options, closing a window of opportunity. And yet Jack was not privy to many of the decisions and financials underlying the company information that would allow him to make an objective decision about his future role in the firm and no plan existed to manage the transition. Jack and Bob's personal relationship had grown estranged, and both prone to intense emotional responses to work and personal issues. In addition, Betty felt that Jack did not accord her appropriate respect...
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