Executive Leadership in Public Organizations - Assignment Example

Executive Leadership in Public Organizations Question 1 a) Sunroof community undertaking Sunroof community has a populace with diverse knowledge and culture from whom a fresh cadre of leaders can be obtained to replace the former group since the community is unwilling to obtain leaders from the outside community. The community should commit to training a new cohort of leaders to press forward the leadership activities of the community. The community should focus on empowering the new group of leaders to perform the community tasks (Wart, 2012) by disseminating knowledge nurturing creativity and advancing science and cultural values. They should not obtain external leaders who may not be able to understand to diverse needs of the community or who might lack zeal to serve the community. b) Criteria for organizing performance success The Sunroof community performance will be determined by multiple experiences of leaders, and the outcome reflected at individual and community level (Wart, 2012). In order to achieve better performance the community should build the capacity of new leaders by provides sufficient information through utilization of wisdom of the older generation (Cleveland, 1985). The community should inspire the new generation of leaders by building their capacity and matching individual goals with community goals so that individual leader’s achievement can translate to community advancement. The leadership performance can be determined by the community standards (Wart, 2012). Therefore, Sunroof community should utilize the leadership programs to impart the new generation of leaders with relevant knowledge and use those programs as a benchmark for measuring performance standards in all community aspects such as social, cultural and economic aspects (Cleveland, 1985). In order to surpass the previous leadership performance, the community should make a review of the leadership programs and modify the components that did not work according to the community expectations. The community should involve a diversified team of leaders who can identify and solve various issues affecting the community (Wart, 2012). c) Characteristics to consider The aim of the community is to train a new class of leaders that will take place of the former group and maintain the status quo of the Sunroof City as a community model for advancing science, innovation, culture and knowledge. As a diversified community and a role model in performance, the community should ensure they obtain leaders from various cultural and intellectual backgrounds to promote unity of the community and retain creativity. The community should ensure they obtain new leaders from all cultural and intellectual background in order to achieve the organizational goals (Cleveland, 1985). d) Developing and evaluating a new generation of leaders In order for the Sunroof community to establish a new generation of leaders that can maintain the status quo of that city as a role model, the community should be able to equip the new leaders with relevant leadership skills. The trainers should specify the community goals and define strategies the new leaders should pursue in order to meet those specific goals (Wart, 2012). The community should build the leadership capacity and motivate them to work in groups in order to promote social cohesion. The leaders should be assigned relevant tasks based on their qualifications and suitability for the task and encourage them to interact with one another and the external community in order to advance leadership skills (Wart, 2012). In addition, the community should build leaders capacity to achieve better output. Furthermore, the community should inspire leaders by collaborating with them, giving the appropriate tools and by giving them incentives based on their performance. The trainers should engage the new generation of leaders in a rigorous process of identifying and solving community issues and ensure each leader is accountable for their conducts (Cleveland, 1985). Evaluating the new generation of leaders should involve assessing individual, team and community performance (Wart, 2012). The participants in leadership evaluation should examine the achievement of the individual leader, achievement of the entire leadership and achievement of community goals. The individual achievement is determined by personal confidence, ability to make a decision, ability to influence others and other leadership skills (Wart, 2012). The trainers should assess the efficiency with which participants applied information acquired in various issues as a measure of knowledge transfer. Evaluation of community achievement can be done by assessing the feedback from the public and external sources and by matching community development programs with performance attained (Cleveland, 1985). Question 2: Self-interest Question How could cultural diversity influence selection of intellectual leaders in a community with cultural diversity such as sunroof community? Question 3 The city of Rasht has very few employees and yet it has excellent performance. Probably the reason for having two communication and information technology directors was because most of the management operations are automated thus there were enormous data and system administrative and maintenance activities that cannot be handled by one person. Also, the executive secretary was a male while the manager and her assistant were ladies. Management task involves decision-making and sharing of duties with the assistant manager since assistant manager takes over managerial tasks in the absence of the manager (Wart, 2012). However, in most communities men are perceived to be superior to women in managerial powers. Therefore, it is likely that the assistant manager was also a lady to ensure efficiency of operations by avoiding conflicts that would arise; as a result, in the case of powerful female manager and less powerful male assistant. However, the executive secretary was a man probably due to the issue of gender equity. Secretaries take orders from managers without options thus probably the secretary was a male in order to avoid creating impression that the city was purely managed by female. Also, there is a sense of safety in the presence of men thus since secretary always accompanies managers in meetings it was convenient to have a male secretary who would accompany the manager or her assistant to the meetings (Cleveland, 1985).   References Cleveland, H. (1985). The Knowledge Executive: Leadership in the Information Society. Truman Talley Books: 55-172. Wart, M. V. (2012). Leadership in Public Organizations: An Introduction. USA: M.E. Sharpe: 244-285. Read More