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LEADERSHIP - Essay Example

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4. Save the completed assessment booklet with a file name consisting of your student number (without leading zeros), last name (lower case), and the booklet’s tracking code—the 4-digit alphanumeric designator appearing on the cover just below the title—(all caps),…
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LEADERSHIP
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Download file to see previous pages ording to the case study, "each had their own primary spheres of responsibility, but they all worked very closely together, doing whatever it took to get the job done" (Suesse 79).
Todd Krasnow, in particular, seemed to embody three elements that were present and necessary for the effective evolution of this particular team: 1. optimism, 2. dedication, and 3. perspective. As Suesse phrased it, "Krasnows optimism, exceptional dedication, and "big picture" perspective often helped keep even the most heated debates substantive, rather than personal" (79).
A major element that influenced the effective functioning of this core team can be designated under Bartolomés number one guideline for building and maintaining trust--communication. According to Professor Bartolomé, one needs to "Keep team members and subordinates informed by explaining policies and decisions and providing accurate feedback" (Kreitner 408). Looking at Staples background, one sees that according to Suesse, "they [the founders core team] hashed out virtually every decision together, early on developing the discipline to back up their intuitions with hard data" (79). Other important guidelines for building trust among team members include support, respect, fairness, predictability and competence (Kreitner 408). One can see respect in the shared decision-making authority within this team, fairness in their willingness to "hash out" important decisions as equals, instead of a timeframe getting imposed from above, and competence in each members consummate professionalism.
One mistake that Lewis made with her transition to the marketing merger team fall under category number two: failed to build group cohesion and trust. This is often a problem when a manager makes a lateral transition into a new department. People within the new department have their own culture, rituals, and expectations. Lewis demonstrated a lack of sensitivity to these cultural variables when she challenged a marketing ...Download file to see next pagesRead More
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