To access this unit’s assigned reading for the article critique, click on Unit IV in the course navigation, and then select Amazon’s Bruising, Thrilling Workplace.

In a minimum of three pages, analyze the influence tactics being utilized at Amazon. In your critique, you should address the elements listed below.

• What is the main premise, and what are the supporting points of the article?
• What specific tactics do the leaders at Amazon utilize to motivate their employees? [Unit Learning Outcome 2.1]
• How are these tactics used to promote the corporate culture at Amazon? [Unit Learning Outcome 2.1]            
• Do you think the leadership tactics employed by Amazon leaders are effective? Why, or why not? [Unit Learning Outcome 2.1]
• Provide at least two recommendations on how to improve both the leadership tactics and the corporate culture at Amazon. [Unit Learning Outcome 2.2]

You must include at least two additional scholarly sources to support your critique, one of which may be your textbook. Click

here

to access a video from the CSU Online Library to learn how to find peer-reviewed articles. Be sure your submission is double-spaced and includes a title page. All sources cited must be in APA format and listed in an accompanying reference page.

Resources

MSL 6000, Psychological Foundations of Leadership 1

Upon completion of this unit, students should be able to:

2. Assess influence tactics used by leaders.
2.1 Analyze methods used by leaders to motivate employees.
2.2 Recommend improvement for leadership methods used by a company.

Course/Unit
Learning Outcomes

Learning Activity

2

Chapter 12
Chapter 14
Chapter 15
Unit IV Article Critique

2.1

Unit Lesson
Chapter 12
Chapter 14
Chapter 15
Unit IV Article Critique

2.2

Unit Lesson
Chapter 12
Chapter 14
Chapter 15
Unit IV Article Critique

In addition to a physical copy of the textbook, each unit contains the eTextbook version of the assigned
reading chapters. If preferred, click on Unit IV in the course navigation menu to access the online version of
the assigned chapters.

Chapter 12: Leadership Power and Influence, pp. 361–383

Chapter 14: Shaping Culture and Values, pp. 429–434, 440–449

Chapter 15: Leading Change, pp. 463–474, 481–485

Unit Lesson

In previous units, we focused on the psychological aspects of leadership, including leaders’ perceptions,
values, and beliefs as well as their engagement with their followers. One of the main goals of leadership is to
implement change in an organization. Building upon the need for change, we focus on the tools that leaders
will use to convey their vision and strategy so their followers will have a better understanding of the reasons
for change. The leader should focus on the human capital factors and keep in mind that each person has
evolved a bit differently and might function at different levels. Reflect back on a time when a leader told you to
make a change, yet he or she did not give any reasoning or explanation for that change. Did it leave you in a
state of concern? By focusing on relationships and relationship building, the leader can create a climate of
openness and communication that will assist acceptance of change initiatives. If the followers understand the
change and reasoning behind the change, they are more likely to accept it and work toward achieving the

UNIT IV STUDY GUIDE

MSL 6000, Psychological Foundations of Leadership 2

UNIT x STUDY GUIDE

Title

stated goals. This unit’s lesson covers leadership power and influence tactics and how they impact the
corporate culture, vision, values, and change processes within an organization.

Vision

One responsibility of a leader is to create a vision: a vivid picture of the future that people can see, follow, and
attain. A leader’s vision is a picture that links the present to the future, and strategic leaders realistically
provide a map of how an organization will get there. The vision is imperative to an organization’s standard.
Making the work meaningful and challenging pushes each individual to perform, and “to co-create a vision,
leaders share their personal visions with others and encourage others to express their dreams for the future”
(Daft, 2018, p. 406). In addition, many leaders view a vision as a dream that is shared among all that links a
commonality of values, ideas, and power. This common ground binds a shared vision throughout the
organization.

The steps leaders use to co-create a vision are:

A vision is a futuristic dream, and a vision statement, simply explained, is where and how you are going to get
there: the dream! Once the vision statement is set, an organization will then set forth goals that define the
business—often referred to as a mission (statement). Interestingly, vision and the mission are separate
entities within the organization, yet they are both compatible. Remember that the vision is foreseeing where
an organization is going, and the mission defines the purpose of the organization and why the organization
exists.

A mission statement should not just describe an organization’s products or services, it should also include
why that organization exists (Daft, 2018). Vision and mission are a collaboration where both are translated
into a strategy that adheres to the organizational goals. Most mission statements “proclaim a noble purpose of
some type” (Daft, 2015, p. 410). A noble purpose sets the stage and inspires the organizational purpose to
include discovery (synergy), excellence (being the best), altruism (servant leadership), and heroism (strong,
aggressive, and effective). Each purpose aims to tap into an employee’s desire to contribute and feel
appreciated by the organization.

Vision begins with the leader.

“Target a vision for a
desired future”

Leaders will research and implore others creating the vision.
“Co-create the vision”

Rely on current internal strengths.
“Identify strengths”

Write from the heart, and be meaningful.
“Write a first draft”

Allow each person the opportunity to share their thoughts and feedback.

“Solicit feedback and
create a final vision

statement”

Use every communication channel to share the vision.

“Share the vision
widely”

(Daft, 2018, p. 407)

MSL 6000, Psychological Foundations of Leadership 3

UNIT x STUDY GUIDE
Title

Culture

A core element in attaining the goals set forth
is creating the right culture. Daft (2018)
defines culture as “the set of key values,
assumptions, understandings, and norms
that is shared by members of an organization
and taught to new members as correct” (p.
431). The stronger the organization’s culture,
the higher the probability of cohesiveness
and commitment amongst employees.

Research indicates that outstanding
organizational performance complements the
leader’s emphasis on cultural value.
However, if an organization’s values are not
aligned with the needs and strategy, a
cultural gap will occur due to the desired
values and behaviors not aligning with the
actual ones that exist. Cultural leaders may
use ceremonies (planned activities), stories
(narratives), symbols (objects or acts),
specialized language (slogans), and selection
and socialization (processes) to strengthen
the needed cultural values (Daft, 2018).

Note that each type of culture emphasizes
different values, but organizations may have values that fall into more than one category.

Change

With businesses and people continually changing, a key trait of successful leaders is being the role model of
change—otherwise known as a change leader. These courageous leaders are more than capable of
managing the unknown and complex problems, have a strong purpose and vision for individuals, and learn
from each mistake to continuously improve. A change leader understands that due process is inevitable. John
Kotter developed an eight-step navigational model to assist in the change process:

1. “Light a fire for change. Leaders communicate the urgency for change in a way that touches people’s
emotions—in other words, they help people feel the need for change rather than just giving them
facts and figures” (Daft, 2015, p. 467).

2. “Get the right people on board. For successful change, leaders build a strong coalition of people with
a shared commitment to the need for and possibility of change” (Daft, 2015, p. 467).

3. “Paint a compelling picture. People need a clear vision and strategy to inspire them to believe that a
better future is possible and they can achieve it through their actions” (Daft, 2015, p. 468).

4. “Communicate, communicate, communicate. Change leaders model the new behaviors needed from
employees” (Daft, 2015, p. 468).

5. “Get rid of obstacles and empower people to act. Leaders give people the time, knowledge,
resources, and discretion to take steps and make the change happen. This might mean revising
structures, systems, or procedures that hinder or undermine the change effort” (Daft, 2015, pp. 468-
469).

6. “Achieve and celebrate quick wins. To keep the momentum going, leaders identify some short-term
accomplishments that people can recognize and celebrate” (Daft, 2015, p. 469).

7. “Keep it moving. At this stage, leaders confront and change any remaining issues, structures, or
systems that are getting in the way of achieving the vision” (Daft, 2015, p. 469).

8. “Find ways to make the changes stick. At this stage, leaders look for ways to institutionalize the new
approach, striving to integrate the new values and patterns into everyone’s work habits” (Daft, 2015,
p. 469).

Types of
Cultures

Adaptability
Culture

Achievement
Culture

Consistency
Culture

Involvement
Culture

The four types of cultures as they relate to the values of an organization
(Daft, 2018)

MSL 6000, Psychological Foundations of Leadership 4

UNIT x STUDY GUIDE
Title

David Cooperrider co-created a similar approach to Kotter’s navigational model called AI (appreciative
inquiry). Instead of looking at negative, disruptive situations, AI focuses on reinforcing the positive through the
four stages of discovery, dream, design, and destiny. This is critical to leaders due to the potential increase in
leading creativity “by facilitating brainstorming, promoting lateral thinking, enabling immersion, allowing
pauses, and nurturing creative intuition” (Daft, 2018, p. 475).

Regardless of the change, it is ultimately the leader’s responsibility to be the change agent and lead the
change. Taking charge of the emotions of change and providing a supportive relationship can help employees
accept change.

Leadership Power and Vision

Not all leadership power is dependent upon job title or authority. Power is the ability of one person to
influence other people (Daft, 2018). Some leaders have what is known as hard power that stems from their
position. For example, a shift supervisor has the hard power to lead his or her shift crew. Other leaders have
soft power, which is the power they receive by having a specific knowledge or skill. An example would be a
computer programmer who is the only one in their department who knows how to program in C++.

Leaders have the power to influence people through their personal style, their relationships, and their
personalities. The leader’s style will affect how change is brought about and the type of change that is
created. Transformational leaders have the ability to bring about significant change in an organization such as
the corporate vision, strategy, and even the culture. Transformational leaders are able to create a grand
vision for their followers and use their charismatic skills to motivate and inspire their followers. Transactional
leaders bring about change based on the processes they put in place. For example, a transactional leader
might reward a follower who meets his or her sales quota or comes to work on time every day. Transactional
leaders put more emphasis on rules and regulations while transformational leaders strive to bring out the best
in their followers, so they are motivated to bring about productive changes themselves. Effective leaders will
incorporate both transactional and transformational characteristics in their leadership approach. There is no
right or wrong way to lead, but good leaders will find tactics that align with their followers’ values, needs, and
objectives.

Leaders can use a myriad of tools to influence their followers. Sometimes they appeal to a vision or a higher
purpose; other times they may use persuasion or other influential tactics to motivate their followers. Leaders
often use a combination of tactics to get things done. Harry Truman once said, “Leadership is the ability to get
people to do what they don’t want to do and like it” (as cited in Daft, 2018, p. 382). In this unit, we will explore

There are seven key characteristics that apply to leaders who
are successful at implementing and managing change projects.

These leaders:

Identify
themselves
as change

leaders

Are not risk
averse

Believe in
holding

employees
accountable

Are flexible
and

adaptable

See
mistakes as

learning
opportunities

Recognize
that change
is complex

and
ambiguous

Understand
that change

initiatives
should start
with a clear

vision

(Daft, 2018, p. 465)

MSL 6000, Psychological Foundations of Leadership 5

UNIT x STUDY GUIDE
Title

how leaders use their influence to accomplish their goals. Regardless of the tactic used, a leader’s success is
usually tied to the relationships established with his or her followers. As you review the concepts in this unit,
think about which leadership tactics most closely align with your personality and individual goals, and think
about how you will apply these tactics the next time you are in a position to lead others.

Reference

Daft, R. L. (with Lane, P. G.). (2018). The leadership experience (7th ed.). Boston, MA: Cengage Learning.

Nongraded Learning Activities are provided to aid students in their course of study. You are not required to
submit these to your instructor but are encouraged to keep a copy for your personal files. If you have
questions, contact your instructor for further guidance and information.

Apply the Concepts: Take the Self-Assessment!

The Unit IV readings require you to step back and look at the foundations of leadership: culture, vision, and
power. Why might these concepts be important to you as a leader? There are six self-assessments located in
this unit. Take a look at the list below, and decide what is important to you. To complete these, click on Unit IV
in the course navigation menu, and then click on Nongraded Learning Activities.

What’s Your Mach?
Your Leadership Orientation
Working in a Responsive Culture
Culture Preference Inventory
Resistance to Change
How Innovative Are You?

Course Learning Outcomes for Unit IV
Reading Assignment
Unit Lesson
Vision
Culture
Change
Leadership Power and Vision
The Leader as a Social Architect
Learning Activities (Nongraded)
Apply the Concepts: Take the Self-Assessment!