The Leadership Style of a Senior Executive - Assignment Example

? Leadership Assessment al Affiliation Leadership Assessment Analysis of the Leadership Style(s) of a Senior Executive (CEO, CFO, COO, Director) in Current or Previous Organization who made a Positive or Negative Impact One remembers a Director of a significant program (the Business Research and Development Program) in an academic institution where one was previously affiliated with, who made a significantly positive impact for several reasons. For one, the Director possesses personal characteristics which manifest charisma, innate people skills, innovativeness, humor, and genuine concern for the personal and professional growth of the people under his jurisdiction. Secondly, he assumes a flexible leadership style depending on the personalities of his subordinates, as well as the demands of the situation. Third, he is unselfish, warm, kind, committed to the ideals of the organization and the program he heads; as well as pursues endeavors that ensure growth and development of all his constituents, while achieving the identified program goals (which are also consistent with the mission, vision, and values of the academe). These collaborative personality traits, style, commitment and adherence to the ideals and philosophies of the program and of the organization made him an effective and successful leader. Initially, he was only assigned as the program director, but his charisma and people skills eventually made him the Dean of the College of Business of the academic institution one was previously part of. His approachable stance made communicating with him easy and readily accessible from various levels of the organizational hierarchy. As such, he could address the most trivial information or attend to the most challenging issue with ease and determination. The most memorable positive impact he made was to earmark a career plan for all subordinates for professional growth through suggesting pursuing higher education or taking higher courses to hone respective knowledge, skills, and abilities in chosen endeavors. 2. Analysis of the Organizational Structure and Culture of the Company to Determine its Approach to Team Development, and whether that Approach Helped to Enhance Relationship Skills in the Workplace. The organization mentioned was an academic institution where in the Director spearheaded the Business Research and Development Program (BRDP) of which one was a research associate. There were two other research associates aside from me who report directly to the Director (and eventually who became Dean of the College of Business). Therefore, the Dean and Director of BRDP head the college and oversees all functions including Administration, Faculty, Student Affairs, Affiliate Programs (of which BRDP is part of), Finance and Accounting. Thus, the organizational structure was explicitly communicated and disseminated to all personnel to assist in identifying the chain of command and the respective authorities of power. Likewise, since this is an academic institution, the culture was predominantly collaborative and participative; where professional growth and development of all personnel and students are of paramount concern. The approach to team development commences from the mission and vision statement, values and philosophies, as well as focus on members’ advancement in knowledge, skills, and abilities through regular training and attending various educational programs (through the BRDP). As such, there is an annual performance evaluation that gauges the personnel’s skills and competencies in their respective roles and responsibilities. Each is required to undergo continued training and development, undertake advanced courses, delve into various research studies, and pursue higher education. Thus, relationship skills are further developed and cohesiveness and teambuilding was appropriately established. 3. Evaluation of the Performance of Selected Leader based on Ethical Conduct and Effective Communication to determine if this Leader was Successful in Motivating and Empowering People to Improve on Work Performance. Explain your answer. The selected leader exemplifies adherence to ethical, moral, and legal standards expected of his profession as an educator. Aside from being the Director of BRDP, and Dean of the College of Business, he was also a Finance Professor of the College. He obtained his doctorate degree from The Wharton School of the University of Pennsylvania. Therefore, he had gained formal education and specialization in the field of management where motivating and empowering people had been a significant part of the course modules. Likewise, since an annual performance evaluation program had been implemented in the College which he headed, it was evident that any weaknesses which were identified in any of the personnel would have had due recommendations for improvements. Usually, the proposed improvements included training and development programs and pursuing higher course modules or higher degree programs with tuition fees and related educational expenses partially subsidized by the college. Likewise, through the organizational structure, specific roles and responsibilities were noted in the employees’ job description. Aside from being aware of each of the employees’ duties and goals, the leader was successful in motivating and empowering people through delegation of tasks, assignment of challenging endeavors, acknowledge exemplary performance, holding fun activities and events that recognize extraordinary skills and attaining identified goals. In addition, greater responsibilities and accountabilities were assigned to motivate people to surpass that which had already been attained. Through constant renewal of endeavors on a more challenging depth and scope, employees are encouraged to think outside the box and to apply innovative and creative thinking that motivate them more to achieve higher growth levels. 4. Three (3) Best Practices Organizational Leaders can Use to Motivate Employees and Discuss their Potential Benefits One practice that was evidently proven to be effective in motivating employees is the creation of an awards program. According to the Department of Human Resources of the University of Colorado Boulder, “involving staff in creating departmental awards is a great opportunity to engage them in defining “what makes a good employee.” By creating awards that relate to the mission of your area, you increase awareness and motivation among staff” (p. 11). Usually, when people are involved in the design of endeavors, including reward systems and performance appraisals, there is little potential for resistance or conflicts. As such, encouraging people to suggest, recommend, propose and design various incentive programs; and even a system for sanctions in violating regulations, the more that employees would openly adhere to the designed program and systems, as collectively proposed. Another best practice to motivate employees is the provision of challenging and meaningful work (Holmes, 2012). Any endeavor that is routinary or lacks appropriate challenges to entice workers to surpass what they have already learned becomes monotonous. As Maslow (1954) has asserted through his hierarchy of needs, “a want that is satisfied is no longer a want. A satisfied need is not a motivator. Only ungratified needs motivate and organize behavior” (Martires & Fule, 2004, p. 8). Thus, organizational leaders must be able to design challenging responsibilities and tasks to make work motivating. The third best practice which was emphasized to be instrumental and contributory to effectively motivating employees is to develop alternate work schedule for different work units (University of Colorado Boulder, 2012). It was explicitly disclosed that “alternate work schedules (flex schedules) provide a powerful tool for management that can be used to fulfill business needs, accommodate a changing workforce, assist with recruitment and retention, and help employees achieve a better work-life balance” (University of Colorado Boulder, 2012, p. 9). This practice is most applicable in contemporary settings where work could actually be undertaken at the comforts of one’s home through the use of the electronic medium and technological applications. Whatever best agreements could be worked out between employees and organizational leaders within a stipulated time frame and according to the defined goals, a flexible work schedule is deemed effective in motivating contemporary personnel. 5. Discussion of Some of the Challenges Leaders Encounter when Managing Diversity and How Diversity Helps Business Organizations Better Compete in Global Markets When managing diversity, there have been some challenges that were clearly noted. In an article written by Green, Lopez, Wysocki, & Kepner (2002), the challenges actually involve “recognizing the value of differences, combating discrimination, and promoting inclusiveness. Managers may also be challenged with losses in personnel and work productivity due to prejudice and discrimination and complaints and legal actions against the organization (Devoe, 1999)” (p. 2). On the other hand, diversity helps organizations better compete in global markets through the positive corporate image created and projected. By supporting a diverse workforce, organizational leaders are perceived to be “creating a fair and safe environment where everyone has access to opportunities and challenges” (Green, Lopez, Wysocki, & Kepner, 2002, p. 3). Likewise, it was also cited that diversity enables organizations to “reduce lawsuits and increase marketing opportunities, recruitment, creativity, and business image (Esty, et al., 1995)” (Green, Lopez, Wysocki, & Kepner, 2002, p. 2). The overall effect is sustained financial success on a longer time frame. 6. Effective Business Strategy to Address the Challenges and Issues Identified Above To address the challenges and issues identified in managing diversity, the effective business strategy is the design of an explicit organizational policy and procedure with code of conduct and behavior focusing on anti-discriminatory regulations. The organization must openly promote adherence to the stipulated equal employment opportunities regulations that outline regulations against prejudices and discrimination on the basis of race, age, gender, disabilities, and other work-related factors. Likewise, the organizational policy should focus on enhancing camaraderie, collaborative efforts, teamwork, and promotion of diversity. Sanctions for violating regulations must be explicitly designed and clearly enforced. In addition, aside from the stipulations in the organizational policies and code of discipline, another business strategy to address issues in managing diversity is the promotion of rewards for exemplary personnel who would manifest and exemplify support and genuine commitment to the ideals of diversity in the workforce. Some recognition for the support could be regularly undertaken, with commensurate promotions or provisions for sought after benefits (rewards, company-wide acknowledgement, emphasizing the value that diversity accords). As above mentioned: motivating workers to support diversity could make use of the best practices which were above noted: to involve employees in designing an award program which is linked to the support for workforce diversity; to design work that is more challenging and invigorating; as well as recognizing that the benefits gained from supporting diversity far outweighs any perceived costs or disadvantages that could have been initially noted. References Devoe, D. (1999). Managing a diverse workforce. San Mateo: California: InfoWorld Media Group. Esty, K., Griffin, R., & Schorr-Hirsh, M. (1995). Workplace diversity. A managers guide to solving problems and turning diversity into a competitive advantage. Avon, MA: Adams Media Corporation. Green, K., Lopez, M., Wysocki, A., & Kepner, K. (2002, June). Diversity in the Workplace: Benefits, Challenges, and the Required Tools. Retrieved from University of Florida: http://edis.ifas.ufl.edu/pdffiles/HR/HR02200.pdf Holmes, S. (2012). Here Are The Top 5 High Performance Employee Motivation Techniques. Retrieved from Leadership-and-Motivation-Training.com: http://www.leadership-and-motivation-training.com/employee-motivation-techniques.html Martires, C., & Fule, G. (2004). Management of Human Behavior in Organizations. Quezon City: National Bookstore. Maslow, A. (1954). Motivation and Personality. New York: Harper & Row Publishers, Inc. University of Colorado Boulder. (2012). Guide to Motivating Employees. Retrieved from Human Resources Department: hr.colorado.edu/es/recognition/documents/motivation%20guide.doc? Read More