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Organizational leaders

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Business
Organizational leaders are expected to create realistic visions for their companies and the
employees they guide, but these visions often have characteristics or properties that differ.
There is, therefore, the realization that there is no one best leadership style to guide employees
toward accomplishing organizational goals.
Write a six to eight (6-8) page paper in which you:
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"
1. Analyze the leadership style(s) of a senior executive (CEO, CFO, COO, Director, etc.) in your current
or previous organization who made a positive or negative impact on you.
The general manager in my current organization, who has made a positive impact on me, demonstrates
three different leadership styles in path-goal theory. The first leadership style that my GM demonstrates
is directive leadership. Directive leadership involves letting employees know precisely what is expected
of them, giving them specific guidelines for performing tasks, scheduling work, setting standards of
performance, and making sure that people follow standard rules and regulations. My general manager is
very strict and direct when it comes to rules and regulations. He always let’s all the employees what is
expected of them and how their performance should be every shift (Williams, 2013). The next leadership
style that my general manager demonstrates is supportive leadership. Supportive leadership involves
being approachable and friendly to employees, showing concern for them and their welfare, treating
them as equals, and creating a friendly climate. My GM is extremely supportive. Anyone can go to him to
talk for any reason and he is always friendly to everyone. He is always checking on every employee to
make sure they are ok and is always providing help when it is needed (Williams, 2013). The last

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leadership style my general manager demonstrates is achievement-oriented leadership. Achievement-
oriented leadership means setting challenging goals, having high expectations of employees, and
displaying confidence that employees will assume responsibility and put forth extraordinary effort. My
general manager has high expectations for the employees at my current organization. He expects the
best performance from everyone every shift. He has a lot of confidence that every employee will put forth
their best effort all the time (Williams, 2013).
2. Analyze the organizational structure and culture of the company for which you work (or would like to
work) to determine its approach to team development, and whether that approach helped to enhance
your relationship skills in the workplace.
The organizational structure of my company works like most companies. There are the employees, who
work as servers, host/hostess, cashiers, cooks, etc. Then there are the managers who work with all the
employees in the restaurants, then they’re are district managers for all the restaurants in the district. And
it goes so on and so on until you reach the CEO of the company (Rajaeepour, S., Azizollah, A.,
Mahmoud, Z., & Solmaz, S., 2012). In the company I work for, we tend to go through four stages of team
development. First is the forming. Whenever a new employee is hired, they go through the routine of
learning who everyone is and what they do. They are allowed time to get to know everyone so they know
who they are working with. This stage allows for friendships to be made (VOGUS, T. J., & SUTCLIFFE,
K. M., 2012). The next stage would be storming. Some of the employees do run into conflict with each
other due to different personalities and work styles. Although this type of conflict occurs, the employees
don’t fight for positions because we know what we were hired for and what we are supposed to do in the
positions we are in (VOGUS, T. J., & SUTCLIFFE, K. M., 2012). During the norming stage, is when
strong friendships are formed. Employees know what to expect from each other. In this stage,
employees work together and provide help where help is needed. This can make working together
easier. It can also make for a more efficient work force (VOGUS, T. J., & SUTCLIFFE, K. M., 2012). The
last stage would be performing. The performance from the employees improves and we work together as
a functional team. We become loyal to each other and stand up for each other. This can make work a
success and fun (VOGUS, T. J., & SUTCLIFFE, K. M., 2012).
3. Evaluate the performance of your selected leader based on his or her ethical conduct and effective
communication to determine if this leader was successful in motivating and empowering you to improve
on your work performance. Explain your answer.
Ethical charismatics provide developmental opportunities for followers, are open to positive and negative
feedback, recognize others’ contributions, share information, and have moral standards that emphasize
the larger interests of the group, organization, or society. My general manager is always open to positive
and negative feedback. He is always asking all the employees their opinions and how we think certain
things should work (Beeri, I., Dayan, R., Vigoda-Gadot, E., & Werner, S., 2013). He is very good when it
comes to recognizing others’ contributions. If we do something good or get good compliments, he posts
a recognition note on our bulletin to let everyone know that we did well. My general manager is also
good when it comes to sharing information. We are always caught up on any important information
whether it’s something from corporate or if it’s something things in the certain restaurant we are working
in. I think my general manager was successful in motivating me to improve on my work performance. He
pushes us to do better and gives little rewards for good work. That makes me want to be better (Beeri, I.,
Dayan, R., Vigoda-Gadot, E., & Werner, S., 2013).
4. Determine three (3) best practices organizational leaders can use to motivate employees and discuss
their potential benefits.

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Three best practices that organizational leaders can use to motivate employees are equity theory,
expectancy theory, and goal-setting theory. Equity theory states that people will be motivated when they
perceive that they are being treated fairly. Managers can use equity theory to motivate employees by
taking three steps. The first step is to start looking for and correcting major inequities. An employee’s
sense of fairness is based on subjective perceptions. These different perceptions can make it difficult for
a manager to satisfy all employees. It is important for managers to look for and correct major inequities
so that employees won’t take costly or harmful actions against the company (Williams, 2013). The
second step is to reduce employees’ inputs. Reducing employee inputs is as good of a strategy as
increasing outcomes, which is often the first and only strategy that companies use to restore equity. To
reduce the workload, managers can hire more employees so that each employee will have less work to
do and can put forth more attention to their tasks. The third step is to make sure decision making
processes are fair. Equity theory focuses on distributive justice, which is the perceived degree to which
outcomes and rewards are fairly distributed or allocated. Also important is procedural justice, which is the
perceived fairness of the process used to make reward allocation decisions (Williams, 2013).
Expectancy theory says that people will be motivated to the extent to which they believe that their efforts
will lead to good performance, that good performance will be rewarded, and that they will be offered
attractive rewards. Similar to equity theory, managers can motivate employees with expectancy theory
by taking three steps. These steps are systematically gathering information to find out what employees
want from their jobs, taking specific steps to link rewards to individual performance in a way that is clear
and understandable to employees, and empower employees to make decisions if management really
wants them to believe that their hard work and effort will lead to good performance (Williams, 2013).
Goal-setting theory says that people will be motivated to extent to which they accept specific, challenging
goals, and receive feedback that indicates their progress toward goal achievement. Managers can do
three things to motivate employees using goal-setting theory. The first is to assign specific, challenging
goals. The second is to make sure workers truly accept organizational by making the employees see the
goals as fair and reasonable and the third is to provide frequent, specific, performance-related feedback
so that employees can track their progress toward completing their goals (Williams, 2013).
5. Discuss some of the challenges leaders encounter when managing diversity and how diversity helps
business organizations better compete in global markets.
A few challenges leaders encounter when managing diversity are age and sex discrimination. Age
discrimination is treating people differently because of their age. Most victims of age discrimination are
much older workers. Many employers believe that you can’t teach older workers to use modern
technology. They also see older workers as less flexible than a new kid. It is commonly assumed that
older workers cost more. It is much harder for an older worker to get hired over a new, younger kid
because of these assumptions (Popescu, S., & Rusko, R., 2012). Sex discrimination is also a challenge
for leaders managing diversity. Sex discrimination occurs when people are treated differently because if
their sex. Sex discrimination is associated with the glass ceiling, which is the invisible barrier that
prevents women and minorities form advancing to the top jobs in organizations. Sex discrimination can
be one of the reasons for the slow progress of women entering higher levels of management (Popescu,
S., & Rusko, R., 2012).
6. Develop an effective business strategy to address the challenges and issues you have identified
above.
A strategy that companies can do reduce age discrimination is to monitor the extent to which older
workers receive training. The amount of training hours and courses and decreased dramatically when an

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Anonymous
Awesome! Perfect study aid.

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