Please respond with a paragraph to the following post, add citations and references:Effective communication and effective leadership are closely intertwined and used in many organizations. Leaders need to be skilled and trained communicators in countless relationships at the organizational level, in communities, groups and on a global scale at times (Huber, 2014). When conveying an idea to upper management, one would use a formal, written type of communication. This proposal will also include an executive summary as well. The executive summary should contain enough details to convey the essence of the idea in the upward communication, including sound finical projections if there are costs involved. When writing complex, detailed proposals, bullet point are often an effective tool to use to summarize major ideas and proposals. When communicating to upper management, one have found it pays to be honest and direct, be yourself and take criticism to learn from it. Don't try to use big word to impress and let your values come through in the communication. Be clear, concise and direct with your main points!Reference:Huber, D. (2014). Leadership and Nursing Care Management, (5th ed.). Pageburst. Retrieved from https://pagebursts.elesvier.com/#/books197814557407101.

Impact of Unmet Expectations on Employee AttitudesWork expectations are conditions that employees consider likely to happen in their current or future job situation. Most employers communicate certain expectations clearly: pay, personal time off, and core work hours. Other expectations may be less clearly conveyed. For example, people may expect—but do not always find—some degree of structure, a reasonably safe and inviting work environment, or recognition for a job done well. Expectations, whether spoken or unspoken, have a profound impact on employee attitudes. Employees with clearly defined, well-communicated expectations have more job satisfaction and are thus more successful than those whose expectations are unclear or unmet. When expectations are met, employers can find more productivity and decreased attrition can result. RJPs provide applicants with a true picture of the characteristics of the job and the organization, both positive and negative. RJPs, if used properly, are a valuable tool to help reduce unrealistic expectations and lessen attrition.In this Discussion, you will explore how unmet expectations can influence job attitudes and whether RJPs can make a difference.To prepare for this Discussion:Watch the video Antecedents of Job Attitudes. Choose one Walden Sports employee from the group. Take notice if the employee expresses unmet expectations and how this might affect their job attitude. Consider the merits of an RJP for this employee.Read the article “A Historical Approach to Realistic Job Previews: An Exploration Into Their Origins, Evolution, and Recommendations for the Future.” Consider the impact of RJPs as an ethical obligation of employers and the effect it could have on job attitudes. Consider if there is a difference in formal and informal RJPs.Read the article “Employees’ Expectations and Organizational Silence.” Silence in an organization is when employees deliberately, and individually and collectively, withhold their opinion on work-related improvement or change. Consider this as a potential consequence of employee unmet expectations.Assignment Details:Post a response to the following: Provide a description of two unmet expectations experienced by the Walden Sports employee depicted in this week’s media. Then explain how this employee’s unmet expectations might affect his or her job attitudes. Finally, explain how an RJP) might have changed the employee’s experience. Use APA 7th Edition.Resources: Baur, J. E., Buckley, M. R., Bagdasarov, Z., & Dharmasiri, A. S. (2014). A historical approach to realistic job previews: An exploration into their origins, evolution, and recommendations for the future. Journal of Management History, 20(2), 200–223. https://doi-org.ezp.waldenulibrary.org/10.1108/JMH-06-2012-0046 Idowu, O. F. (2019). Employees’ expectation and organizational silence. Economics and Applied Informatics, 25(1), 93–102. https://doi.org/10.35219/eai1584040911