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PSY FPX 6720 Assessment 6 Human Resources Strategic Plan for Leadership Development

PSY FPX 6720 Assessment 6 Human Resources Strategic Plan for Leadership Development Free Sample Papers Anxiety (1) BS Psychology (119) Depression (11) Essay (2) MS Psychology (19) Need writer for your Psychology Papers? Get your paper in 24 Hours. We have a team of Psychology Academic Writers who can help you quickly write plagiarism-free papers, essays, and research articles. Hire Writer PSY FPX 6720 Assessment 6 Human Resources Strategic Plan for Leadership Development Name Capella University PSY FPX 6720 Psychology of Leadership Prof. Name Date Background: Development Opportunity An online meal delivery organization has achieved significant growth in its third year of operation, resulting in the need to hire additional service representatives. These representatives are tasked with various responsibilities including handling customer accounts, processing orders and returns, addressing customer feedback and complaints, managing billing and refunds, overseeing product availability and substitutions, and responding to general inquiries. Each service area is managed by a team leader responsible for overseeing the specific category of customer response. To ensure that customer service efforts align with the organization’s values and objectives, the human resources department has collaborated with stakeholders to establish a performance management program. This program aims to provide tangible metrics for evaluating employee performance. Team leaders are tasked with implementing a continuous program of performance measurement, appraisal, and management for their respective teams. The organization emphasizes the importance of recognizing the contributions of its employees, stating that their skills, abilities, and experience are crucial for its success and competitive advantage (Armstrong, 2006). Strategic Leadership Development: Mitigating Liability The foundation of the performance rating system is derived from the organization’s employee handbook, which outlines guidelines for performance management. These guidelines establish a framework for evaluating team and organizational cultures, aligning with strategic initiatives, and ensuring fairness and objectivity in leadership perspectives on employee conduct and performance. Key elements of the program include: Leaders must manage employee performance with fairness, consistency, and justification during coaching and appraisal. Collaboration with vertical leadership is necessary to establish performance benchmarks and indicators for coaching or corrective action. Leaders are expected to exercise sound business judgment in line with organizational guidelines and compliance policies. Prior consultation with human resources is required before conducting performance appraisals or corrective actions to mitigate the risk of bias (Seibert, 2017). Documentation procedures are crucial for reducing the risk of litigation due to bias, ensuring accountability among stakeholders, and safeguarding against wrongful actions or terminations. Leaders are also required to undergo annual training and certification to comply with relevant labor legislation, further supported by cultural training to prevent issues such as sexual harassment (McKenna, 2011). Strategic Leadership Development: Action Plan Leaders will monitor employee performance through various methods including reported metrics, scheduled discussions, feedback from customers and partners, and review of verbal and documented communications. Performance indicators are collected regularly for analysis, allowing for troubleshooting, corrective actions, and identification of best practices. Recognition for good performance is emphasized to motivate employees (Hollenbeck et al., 2002). PSY FPX 6720 Assessment 6 Human Resources Strategic Plan for Leadership Development At the beginning of each measurement year, customer service representatives establish organizational goals and performance targets. A template is maintained for each staff member, accessible to leaders, employees, and human resources, facilitating transparency and progress benchmarking (Hollenbeck et al., 2002). Analysis of Implementation: Benefits, Challenges, and Limitations Effective implementation of the performance management program involves aligning organizational requirements with operational resources. Leadership plays a crucial role in fostering a collaborative environment that supports performance metrics achievement. Expectancy Theory (Vroom, 1964) can inform leader training to motivate collective engagement in the performance management process. However, challenges such as increased responsibilities for leaders and the need for additional energy in performance monitoring may arise (Coghlan & Coughlan, 2014). Plan for Post-Intervention Measurement Post-intervention measurement should include diverse exercises and data analysis to provide comprehensive feedback. A 360-degree rating system offers inclusive feedback from various sources, enabling the organization to assess the effectiveness of the performance management program from multiple perspectives (Schrauger, 1975). Conclusion Effective performance management requires a blend of intrinsic and extrinsic rewards to improve employee performance. Leadership engagement is essential in implementing human capital-centric programs and fostering a culture of continuous improvement. By prioritizing employee development and engagement, organizations can adapt to changes and achieve improved performance outcomes (Beer, Eisenstat, & Spector, 1990). References Armstrong, M. (2006). A Handbook of Human Resource Management Practice (10th ed.). Kogan Page Ltd. Coghlan, D., & Coughlan, P. (2014). Effecting Change and learning in networks through network action learning. The Journal of Applied Behavioral Science, 50(3), 375-400. Hollenbeck, J. R., et al. (2002). Structural contingency theory and individual differences: Examination of external and internal person-team fit. Journal of Applied Psychology, 87(3), 599-606. McKenna, P. (2011). Addressing Performance Issues. Of Counsel, 35(11), 5-13. Seibert, K. (2017, May 17). Performance Manager Leader Toolkit. Retrieved from HubConnect: https://hubconnect.uhg.com/docs/DOC-88456 PSY FPX 6720 Assessment 6 Human Resources Strategic Plan for Leadership Development Schrauger, S. (1975). Self-enhancement theory. Vroom, V. H. (1964). Work and motivation. John Wiley & Sons. Also Read PSY FPX 6720 Assessment 6 Human Resources Strategic Plan for Leadership Development Read More PSY FPX 6720 Assessment 5 Critical Analysis of Leadership Theories Read More PSY FPX 6720 Assessment 4 Leader Development Read More PSY FPX 6720 Assessment 3 Self-Leadership Read More Load More

PSY FPX 6720 Assessment 5 Critical Analysis of Leadership Theories

PSY FPX 6720 Assessment 5 Critical Analysis of Leadership Theories Free Sample Papers Anxiety (1) BS Psychology (119) Depression (11) Essay (2) MS Psychology (18) Need writer for your Psychology Papers? Get your paper in 24 Hours. We have a team of Psychology Academic Writers who can help you quickly write plagiarism-free papers, essays, and research articles. Hire Writer PSY FPX 6720 Assessment 5 Critical Analysis of Leadership Theories Name Capella University PSY FPX 6720 Psychology of Leadership Prof. Name Date Critical Analysis of Leadership Theories Introduction The concept of leadership has undergone significant evolution, its essence being the process of influence within groups striving for shared objectives (Northouse, 2018). Studies indicate a robust connection between employees’ job attitudes, effectiveness, and retention with their interaction with leadership (Vidyarthi et al., 2014). Despite its importance, leadership development often receives inadequate attention, yet it is indispensable for organizational success, enhancing individuals’ abilities to perform effectively in leadership roles (McCauley et al., 2010). Case Study Greg Stephens, an employee at United First Federal Bank, encounters challenges in juggling work and personal life, impacting his efficacy as a leader. Greg’s predicament underscores the significance of leadership style, focus, and personal well-being in effective leadership. Leader Ineffectiveness Greg lacks a defined leadership style, grapples with multitasking, and disregards personal needs, resulting in reduced effectiveness and diminished team morale. His conduct exemplifies inadequate leadership practices, impeding organizational progress. Leadership Theories Compared Servant and authentic leadership theories present distinct paradigms of leadership. While both prioritize leader-follower relationships, servant leadership centers on meeting followers’ needs, whereas authentic leadership accentuates leaders’ genuine self-expression and responsibility. Effective Leadership Given Greg’s circumstances, authentic leadership emerges as the most fitting, emphasizing authentic self-expression and trust cultivation. Embracing authentic leadership entails self-assessment, fostering trust within the team, and advocating for work-life equilibrium. Conclusion Authentic leadership theory presents a promising avenue to effective leadership, underscoring genuine self-expression and trust establishment. As organizations evolve, leaders must adjust their leadership approaches to nurture trust and motivation among their teams. References Bryman, A. (2011). The SAGE handbook of leadership. SAGE Publications. The Center for Creative Leadership Handbook of Leadership Development. (2010). In Van Velsor E., McCauley C. D., and Ruderman M. N. (Eds.). Hoboken: John Wiley & Sons, Incorporated. Retrieved from http://ebookcentral.proquest.com/lib/capella/detail.action?docID=484823 “Compare & Contrast.” Retrieved from http://leadingforlearningwestern.weebly.com/compare–contrast.html Day, D. V., Fleenor, J. W., Atwater, L. E., Sturm, R. E., & McKee, R. A. (2014). Advances in Leader and Leadership Development: A Review of 25 Years of Research and Theory. The Leadership Quarterly, 25(1), 63-82. doi:https://doiorg.library.capella.edu/10.1016/j.leaqua.2013.11.004 Grant, A. M. (2017a). Solution-Focused Cognitive–Behavioral Coaching for Sustainable High Performance and Circumventing Stress, Fatigue, and Burnout. Consulting Psychology Journal: Practice and Research, 69(2), 98-111. doi:10.1037/cpb0000086 Grant, A. M. (2017b). Solution-Focused Cognitive–Behavioral Coaching for Sustainable High Performance and Circumventing Stress, Fatigue, and Burnout. Consulting Psychology Journal: Practice and Research, 69(2), 98-111. doi:10.1037/cpb0000086 He, D., & Yu, E. (2020). Follower Strengths-Based Leadership and Follower Innovative Behavior: The Roles of Core Self-Evaluations and Psychological Well-Being. Revista De Psicología Del Trabajo Y De Las Organizaciones, 36(2), 103-110. doi:http://dx.doi.org.library.capella.edu/10.5093/jwop2020a8 Jones, R. J., Woods, S. A., & Zhou, Y. (2021). The Effects of Coachee Personality and Goal Orientation on Performance Improvement Following Coaching: A Controlled Field Experiment. Applied Psychology: An International Review, 70(2), 420-458. doi:10.1111/apps.12218 Kennedy, R. B., & Kennedy, D. A. (2004). Using the Myers-Briggs Type Indicator® in Career Counseling. Journal of Employment Counseling, 41(1), 38-44. doi:http://dx.doi.org/10.1002/j.2161-1920.2004.tb00876.x PSY FPX 6720 Assessment 5 Critical Analysis of Leadership Theories Kilburg, R. R., & Donohue, M. D. (2011). Toward a ‘Grand Unifying Theory’ of Leadership: Implications for Consulting Psychology. Consulting Psychology Journal: Practice and Research, 63(1), 6-25. doi:10.1037/a0023053 Kleynhans, D. J., Heyns, M. M., & Stander, M. W. (2021). Dynamic Organisational Capabilities: The Role of Authentic Leadership and Trust. SA Journal of Industrial Psychology, 47, n/a. doi:https://doi-org.library.capella.edu/10.4102/sajip.v47i0.1877 Ling, Q., Liu, F., & Wu, X. (2017). Servant versus Authentic Leadership: Assessing Effectiveness in China’s Hospitality Industry. Cornell Hospitality Quarterly, 58(1), 53-68. doi:10.1177/1938965516641515 MacKie, D. (2014). The Effectiveness of Strength-Based Executive Coaching in Enhancing Full-Range Leadership Development: A Controlled Study. Consulting Psychology Journal: Practice and Research, 66(2), 118-137. doi:10.1037/cpb0000005 Overfield, D. V. (2016). A Comprehensive and Integrated Framework for Developing Leadership Teams. Consulting Psychology Journal: Practice and Research, 68(1), 1-20. doi:10.1037/cpb0000053 Poonamallee, L., PhD. (2021). Leading Virtually with a Human Touch. Leadership Excellence, 38(8), 44-45. Retrieved from http://library.capella.edu/login?qurl=https%3A%2F %2Fwww.proquest.com%2Ftrade-journals%2Fleading-virtually-with-human-touch %2Fdocview%2F2563511408%2Fse-2%3Faccountid%3D27965 Rath, T., & Conchie, B. (2009). Strengths-Based Leadership: Great Leaders, Teams, and Why People Follow. Gallup Press. Retrieved from http://common.books24x7.com/book/id_36537/book.asp PSY FPX 6720 Assessment 5 Critical Analysis of Leadership Theories Schwartz, T. (2007a). Manage Your Energy, Not Your Time. Harvard Business Review, 85(10), 63-73. Retrieved from http://library.capella.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=26555015&site=ehost-live&scope=site Also Read PSY FPX 6720 Assessment 5 Critical Analysis of Leadership Theories Read More PSY FPX 6720 Assessment 4 Leader Development Read More PSY FPX 6720 Assessment 3 Self-Leadership Read More PSY FPX 6720 Assessment 2 Leadership and Diversity Read More Load More

PSY FPX 6720 Assessment 4 Leader Development

PSY FPX 6720 Assessment 4 Leader Development Free Sample Papers Anxiety (1) BS Psychology (119) Depression (11) Essay (2) MS Psychology (17) Need writer for your Psychology Papers? Get your paper in 24 Hours. We have a team of Psychology Academic Writers who can help you quickly write plagiarism-free papers, essays, and research articles. Hire Writer PSY FPX 6720 Assessment 4 Leader Development Name Capella University PSY FPX 6720 Psychology of Leadership Prof. Name Date Abstract Implementing strategies like delegation and mentorship is crucial for managers to prevent burnout and maintain work-life balance. Neglecting this balance not only affects individuals but also impacts their families and workplaces. Effective time and energy management are essential for physical and mental well-being. Managers need to realize the significance of these practices to achieve a more efficient work-life balance. Leader Development Assuming leadership roles demands considerable time and effort, as evidenced by Greg Stephans, a technology department worker at United First Federal Bank. Greg, after battling flu, realizes the imbalance between his work and personal life. Despite acknowledging the strain, he struggles to find equilibrium. Delegation and mentorship are vital for Greg’s improvement. Such changes alleviate stress and enhance leadership effectiveness. Research emphasizes the mutual support between leaders and followers for a balanced work environment (Muna & Mansour, 2009). Delegating tasks and mentoring employees ensure errors don’t solely burden individuals but also affect team dynamics positively. Leader Development Studies illustrate that delegation and mentoring enhance employees’ role clarity, organizational understanding, and job satisfaction (Jokisaari & Vuori, 2018). Encouraging such practices enables Greg’s team to handle situations independently, allowing him to focus on managerial duties and personal life. Time and Energy Management Balancing work and personal life is critical for individuals across all organizational levels. Prioritizing work over personal life strains relationships and diminishes satisfaction (Sturges & Guest, 2004). Delegating tasks not only lightens the managerial load but also fosters employee-manager relationships, providing valuable managerial experience (Yukl & Fu, 1999). Implementing Change Greg must initiate delegation and mentorship to improve his situation. Developing subordinates through delegation is essential as it lightens his workload and fosters a supportive work environment (Marks & Goldstein, 2005). Failure to implement such strategies not only burdens Greg but also hampers organizational performance. PSY FPX 6720 Assessment 4 Leader Development Conclusion Managers must ensure task completion while empowering their team members. Neglecting work-life balance not only affects individual well-being but also disrupts team dynamics. Delegating tasks and mentoring employees are essential for a harmonious work-life balance. References Jokisaari, M., & Vuori, J. (2018). Leaders’ resources and newcomer socialization: the importance of delegation. Journal of Managerial Psychology. Marks, M. B., & Goldstein, R. (2005). The mentoring triad: mentee, mentor, and environment. The Journal of Rheumatology, 32(2), 216-218. Mosadeghrad, A. M., Ferlie, E., & Rosenberg, D. (2011). A study of the relationship between job stress, quality of working life, and turnover intention among hospital employees. Health Services Management Research, 24(4), 170-181. Muna, F. A., & Mansour, N. (2009). Balancing work and personal life: The leader as an acrobat. Journal of Management Development. Sturges, J., & Guest, D. (2004). Working to live or living to work? Work/life balance early in the career. Human Resource Management Journal, 14(4), 5-20. PSY FPX 6720 Assessment 4 Leader Development Yukl, G., & Fu, P. P. (1999). Determinants of delegation and consultation by managers. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 20(2), 219-232. Also Read PSY FPX 6720 Assessment 4 Leader Development Read More PSY FPX 6720 Assessment 3 Self-Leadership Read More PSY FPX 6720 Assessment 2 Leadership and Diversity Read More PSY FPX 6720 Assessment 1 The Importance of Leader Values, Traits, and Context Read More Load More

PSY FPX 6720 Assessment 3 Self-Leadership

PSY FPX 6720 Assessment 3 Self-Leadership Free Sample Papers Anxiety (1) BS Psychology (119) Depression (11) Essay (2) MS Psychology (16) Need writer for your Psychology Papers? Get your paper in 24 Hours. We have a team of Psychology Academic Writers who can help you quickly write plagiarism-free papers, essays, and research articles. Hire Writer PSY FPX 6720 Assessment 3 Self-Leadership Name Capella University PSY FPX 6720 Psychology of Leadership Prof. Name Date Strength-based Assessments in Organizational Leadership Strength-based assessments play a crucial role in organizations, offering insights into an individual’s leadership strengths and weaknesses. These assessments are designed to provide valuable information about specific leadership styles, aiding organizations in effectively approaching various situations. Strategies aimed at enhancing team members’ strengths and addressing weaknesses involve utilizing strength-based assessments, seeking guidance from mentors or coaches, and fostering situational awareness to determine the most suitable leadership traits for different scenarios (Barker, 1997; Cohen et al., 2016). Self-Leadership In the domain of leadership and management, strength-based assessments serve as valuable tools for evaluating individuals’ leadership styles, identifying areas of strength, and areas needing improvement. By providing feedback and recommendations for development, these assessments assist management in evaluating leaders’ competencies encompassing internal, external, emotional, and behavioral aspects (Mackie, 2016). For example, Company A incorporates strength-based assessments into its year-end performance evaluations, facilitating a comprehensive understanding of employees’ skills and characteristics, thereby influencing their responses to diverse situations (Barker, 1997). Strategies for Future Development Continual development of leadership traits is imperative for effective leadership. Irrespective of an individual’s existing skills, there is a need to nurture both strengths and weaknesses. For instance, individuals exhibiting traits of humanity leadership should also focus on enhancing attributes of temperance leadership (Zaccaro et al., 2018). Essential strategies for fostering growth include self-assessment of strengths and weaknesses, seeking guidance from mentors or coaches, and cultivating situational awareness (Eisenbeiß & Giessner, 2012). PSY FPX 6720 Assessment 3 Self-Leadership Conclusion Strength-based assessments are invaluable tools for comprehending the strengths and weaknesses of a team within an organization. Effective strategies for enhancing team members’ capabilities encompass seeking support from mentors or coaches and fostering situational awareness. Through the implementation of these strategies, individuals can further develop their leadership qualities, thereby enhancing their effectiveness within the organizational context. References Barker, R. A. (1997). How can we train leaders if we do not know what leadership is?. Human relations, 50(4), 343-362. Cohen, M. J., Ferguson, K., Gingerich, T. R., & Scribner, S. (2016). Righting the wrong: Strengthening local humanitarian leadership to save lives and strengthen communities. Eisenbeiß, S. A., & Giessner, S. R. (2012). The emergence and maintenance of ethical leadership in organizations. Journal of Personnel Psychology. Mackie, D. (2016). Strength-based leadership coaching in organizations: An evidence-based guide to positive leadership development. Kogan Page Publishers. PSY FPX 6720 Assessment 3 Self-Leadership Zaccaro, S. J., Dubrow, S., & Kolze, M. (2018). Leader traits and attributes. Also Read PSY FPX 6720 Assessment 3 Self-Leadership Read More PSY FPX 6720 Assessment 2 Leadership and Diversity Read More PSY FPX 6720 Assessment 1 The Importance of Leader Values, Traits, and Context Read More PSY FPX 5110 Assessment 4 Educators’ Obligation to Students Read More Load More

PSY FPX 6720 Assessment 2 Leadership and Diversity

PSY FPX 6720 Assessment 2 Leadership and Diversity Free Sample Papers Anxiety (1) BS Psychology (119) Depression (11) Essay (2) MS Psychology (15) Need writer for your Psychology Papers? Get your paper in 24 Hours. We have a team of Psychology Academic Writers who can help you quickly write plagiarism-free papers, essays, and research articles. Hire Writer PSY FPX 6720 Assessment 2 Leadership and Diversity Name Capella University PSY FPX 6720 Psychology of Leadership Prof. Name Date Abstract This paper aims to examine a scenario involving leadership, diversity, and cross-cultural competence within a U.S. manufacturing company’s branch in Shanghai, China. It assesses the lack of diversity awareness and cross-cultural competence in the scenario and suggests appropriate leadership responses. Utilizing resources such as the GLOBE project, Hofstede’s model, and other relevant sources, it proposes solutions to the case study issues. The paper also discusses leadership theories promoting multicultural and ethical leadership, along with strategies to enhance leaders’ abilities in these domains. Leadership and Diversity Case Study Issue Description Leadership Challenge Lack of diversity awareness and cross-cultural competence among management in the Shanghai plant Team Composition Mix of Caucasian men from the U.S. (ages 50–65), women from Germany (ages 35–45), and men from China, India, and Pakistan (ages 22–55) Key Observations Younger team members (ages 22–35) effectively use online platforms; Key leaders Joe and John (ages 55 and 57) have hired friends from their college fraternity, leading to potential bias; Gertrude, a German team member, feels excluded from team meetings and voices concerns about being marginalized. Leadership’s Impact and Competence Effective leadership requires the ability to navigate diversity challenges and adapt leadership styles to diverse teams. Leadership competence ensures inclusive environments where individuals of all races and genders feel valued and heard, thereby enhancing organizational effectiveness. Diversity Awareness Leadership should prioritize diversity awareness to foster respect and inclusion in the organization. Understanding cultural differences, such as those measured by Hofstede’s model, enables leaders to create environments where diverse perspectives are valued and integrated. GLOBE Implementing the GLOBE project aids in understanding national cultures and leadership attributes, facilitating effective cross-cultural interactions. By assessing dimensions such as performance orientation, assertiveness, and gender egalitarianism, leaders can address diversity challenges more effectively. Leadership Theory Utilizing leadership theories such as McClelland’s and Mintzberg’s models promotes multicultural and ethical leadership. These models emphasize the importance of power, achievement, affiliation, and competency in leading diverse teams. Missed Opportunities Opportunities to address diversity issues include providing training on inclusivity, fostering team-building activities, and facilitating interactions between team members to bridge generational and cultural gaps. PSY FPX 6720 Assessment 2 Leadership and Diversity Action Plan Strategies to enhance leaders’ capacity include integrating Hofstede’s and GLOBE models to understand and address cultural diversity effectively. These models provide insights into cultural values and beliefs, guiding leaders in fostering inclusive environments. Conclusion Effective leadership in diverse environments requires awareness, competence, and proactive strategies. By implementing models like GLOBE and Hofstede’s dimensions, analyzing leadership impact, and addressing missed opportunities, leaders can navigate diversity challenges and promote inclusive cultures in organizations. References Landy, F. J., & Conte, J. M. (2016). Work in the 21st century: An introduction to industrial and organizational psychology (5th ed.). McCrae R. R., Terracciano A., Realo A., & Allik J. (2008). Interpreting GLOBE Societal Practices Scales. Journal of Cross-Cultural Psychology, 39, 805-810. PSY FPX 6720 Assessment 2 Leadership and Diversity Shi, X., & Wang, J. (2011). Interpreting Hofstede model and GLOBE model: Which way to go for cross-cultural research? International Journal of Business and Management, 6(5), 93-99. Also Read PSY FPX 6720 Assessment 2 Leadership and Diversity Read More PSY FPX 6720 Assessment 1 The Importance of Leader Values, Traits, and Context Read More PSY FPX 5110 Assessment 4 Educators’ Obligation to Students Read More PSY FPX 5110 Assessment 3 Ethical Dilemma In The Workplace Setting Read More Load More

PSY FPX 6720 Assessment 1 The Importance of Leader Values, Traits, and Context

PSY FPX 6720 Assessment 1 The Importance of Leader Values, Traits, and Context Free Sample Papers Anxiety (1) BS Psychology (119) Depression (11) Essay (2) MS Psychology (14) Need writer for your Psychology Papers? Get your paper in 24 Hours. We have a team of Psychology Academic Writers who can help you quickly write plagiarism-free papers, essays, and research articles. Hire Writer PSY FPX 6720 Assessment 1 The Importance of Leader Values, Traits, and Context Name Capella University PSY FPX 6720 Psychology of Leadership Prof. Name Date Abstract Leadership plays a crucial role in the success of any organization, and there are three essential traits that effective leaders should possess: integrity, decisiveness, and enthusiasm. These traits are achievable through a focus on followership and the adoption of appropriate management styles such as affiliative leadership and adaptive leadership. Leaders who develop these traits and adapt their styles are more successful in influencing their teams towards achieving organizational goals. The Importance of Leader Values, Traits, and Context Effective leadership goes beyond titles; it requires specific traits that contribute to effectiveness. Traits such as integrity, decisiveness, and enthusiasm are vital for leadership success. Integrity involves drive and a desire to lead, decisiveness requires facing challenges with determination, and enthusiasm fuels goal pursuit. Personal experiences shape leaders, emphasizing the importance of continuous growth (Bennis & Thomas, 2002). For instance, a former colleague exemplified these traits by prioritizing customer experience and leading by example, reinforcing trust and fostering positive relationships. Leadership significantly impacts team motivation and cohesion. Integrity, decisiveness, and enthusiasm are crucial elements of effective leadership (Hunt & Fedynich, 2019). Trust and confidence in leaders increase when these traits are evident, contributing to organizational success (Putra & Cho, 2019). Leaders influence organizational culture and team dynamics, highlighting the importance of their values and behaviors. Choices that Reflect a Leader’s Values Leadership styles, such as affiliative management, emphasize creating a harmonious work environment, enhancing team morale (Pinelli et al., 2018). Good followership complements effective leadership, promoting mutual trust and open communication (Chaleff, 2009). In a case study involving Howard Behar at Starbucks, leadership effectiveness diminished when traits deviated from followers’ expectations. Effective leadership involves understanding followers’ needs and maintaining trust (Preston et al., 2015). Adaptive leadership, similar to affiliative management, focuses on relationships and collaborative solutions (Nelson & Squires, 2017). Recognizing and rewarding employee contributions, as observed in a previous workplace, fosters morale and teamwork (Heifetz et al., 2009). Effective leadership values and actions positively influence employee morale, motivation, and retention (Randall & Coakley, 2007). PSY FPX 6720 Assessment 1 The Importance of Leader Values, Traits, and Context Conclusion Effective leadership is essential for organizational success, requiring leaders to develop traits like integrity, decisiveness, and enthusiasm. Through affiliative and adaptive leadership styles, leaders can foster positive relationships and influence their teams towards achieving common goals. Leadership is a continual learning process shaped by experiences, emphasizing the importance of ongoing growth and development. References Bennis, W. G., & Thomas, R. J. (2002). The crucibles of leadership. Harvard Business Review, 80(9), 39–45. Chaleff, I. (2009). The courageous follower: Standing up to & for our leaders. Berrett-Koehler Publishers. Heifetz, R. A., Heifetz, R., Grashow, A., & Linsky, M. (2009). The practice of adaptive leadership: Tools and tactics for changing your organization and the world. Harvard Business Press. Hunt, T., & Fedynich, L. (2019). Leadership: Past, Present, and Future: An Evolution of an Idea. Journal of Arts & Humanities, 8(2), 20-26. Nelson, T., & Squires, V. (2017). Addressing Complex Challenges through Adaptive Leadership: A Promising Approach to Collaborative Problem Solving. Journal of Leadership Education, 16(4). Preston, G., Moon, J., Simon, R., Allen, S., & Kossi, E. (2015). The Relevance of Emotional Intelligence in Project Leadership. Journal of IT and Economic Development, 6(1), 16-40. Pinelli, N. R., Sease, J. M., Nola, K., Kyle J. K., Heldenbrand, S. D., Penzak, S. R., & Ginsburg, D. B. (2018). The Importance of Authentic Leadership to all Generations Represented within Academic Pharmacy. American Journal of Pharmaceutical Education, 82(6), 637-640. Putra, E. D., & Cho, S. (2019). Characteristics of small business leadership from employees’ perspective: A qualitative study. International Journal of Hospitality Management, 78, 36-46. PSY FPX 6720 Assessment 1 The Importance of Leader Values, Traits, and Context Randall, L. M., & Coakley, L. A. (2007). Applying adaptive leadership to successful change initiatives in academia. Leadership & Organization Development Journal. Also Read PSY FPX 6720 Assessment 1 The Importance of Leader Values, Traits, and Context Read More PSY FPX 5110 Assessment 4 Educators’ Obligation to Students Read More PSY FPX 5110 Assessment 3 Ethical Dilemma In The Workplace Setting Read More PSY FPX 5110 Assessment 2 Multicultural In- Service on Addiction, Biases, & Ethics: A Case Study Read More Load More

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