Leadership Concepts Worksheet
Donna A. Ray
University of Phoenix
December 14, 2009

Leadership Concepts Worksheet
|Concept |Application of Concept in the Scenario or Simulation |Reference to Concept in Reading |
| |GeneOne leadership team developed a technology that kills diseases found in |Performance is the acceptability of |
|Performance |tomatoes and potatoes. With this new technology farmers will no longer have |output of output to customers within |
| |to use pesticides that will taint their crops. This technology helped GeneOne|or outside the organization who |
| |to mature into a multi-million dollar business within a short period. |receive team products, services, |
| | |information, decisions, or |
| |Performance relates to satisfying the needs and expectations of outsiders |performance events (Kreitner & |
| |such as clients, customers, and fans (Kreitner-Kinicki, 2003, p. 451). |Kinicki, 2003, p. 451). |
| |GeneOne’s leadership team lacks a sense of togetherness. A lack of |Cohesiveness is a process whereby “a |
|Cohesiveness |cohesiveness among the team was displayed in the meeting that was held on |sense of ‘we-ness’ emerges to |
| |March 8, 2005. During the meeting, some of the team members were very |transcend individual differences and |
| |hostile because of different opinions that were exhibit in the meeting. Some|motives.” (Kreitner & kinicki, 2003, |
| |team members seem to be happy about the IPO transformation process, while |p 459). |
| |others showed concern about the process. After the meeting, several members | |
| |of the team started to have informal meetings to discuss the future of the | |
| |company. | |
| |Geneone has all of the required attributes to be a high-performance team. |High Performance teams consist of , |
|High Performance Teams |All the team members want the same thing and that is continual growth. For |participative leadership, shared |
| |the company to continue to grow, high communication must continue between all|responsibility, aligned on purpose, |
| |team members. |high communication, future focused |
| |Disagreements are normal in teams. The teams need to work through their |for growth, focused on task, creative|
| |issues to reach the best scenario. |talents applied, and rapid response |
| | |(Kreitner & Kinicki, 2003, p 471). |
| |The team at GeneOne must reevaluate their current goals to so if they meet |Organizational culture is the basic |
|Organizational Culture |and align with the core values of the organization and make sure that they |pattern of shared assumptions, |
| |can maintain the same growth trend it has had over the last eight years. |values, and beliefs governing the way|
| | |employees within an organization |
| | |think about and act on problems and |
| | |opportunities (McShane & Glinow, |
| | |2004, p. 476). |
| |GeneOne must perform market research and benchmarking to determine the best |Organizational learning is the |
|Organizational learning |practices within the market in order to maintain growth and profit while |knowledge management process in which|
| |implementing its IPO transformation. |organizations acquire, share, and use|
| | |knowledge to succeed (McShane & |
| | |Glinow, 2004, p 24). |
| | | |
| | | |

References
Kreitner, R. & Kinicki, A. (2003). Organizational Behavior: Teams and teamwork for the 21st Century. New York: The McGraw-Hill Companies.
McShane, S. L., & Von Glinow, M. (2004). Organizational Behavior: Introduction to the Field of Organizational Behavior. New York: The McGraw-Hill Companies.
McShane, S. L., & Von Glinow, M. (2004). Organizational Behavior: Organizational Culture. New York: The McGraw-Hill Companies.