- Leadership Identity Essay (2-3 pages, single-spaced = 150 points):
As discussed throughout this term, knowledge of one’s personality and leadership style is critical to navigating the complex system of any organization. In this 2-3 page essay, describe your leadership style as if you were writing a letter of interest for employment. You can choose the company or organization that you are applying to as well as the position that you desire. Drawing on all that you have learned in this course, including the personal inventories, and drawing insights from Brene Brown’s Book Dare to Lead, what are the strengths that will make you an asset to the company? Consider issues of diversity and power, privilege and inequity. How do you see yourself? How do you manage groups and conflict? Please reference at least two of the personal inventories that we took in class as well as Brown’s book Dare to Lead and Robbin’s & Judge text Essentials of Organizational Behavior. You do not need to use any outside sources for this essay.
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- Organizational Change Essay (2-3 pages, single-spaced = 150 points):
As organizations grow, particularly in the global space, change is inevitable. As businesses take on a more global facing model, management must be ready to facilitate the changes that ensue. This means creating plans for introducing and managing change. Lewin’s 3-Stage Model of Change and Kotter’s 8-Step Change Model are widely used to help overcome barriers to change in organizations.
CHOOSE ONE OF THE FOLLOWING PROMPTS: Drawing on what you’ve learned in this course, please choose one of the following prompts and write a 2-3 page (minimum) report to address it. You are expected to use at least 2 outside reputable sources in your essay. Please cite them using APA format.
Prompt 1
You are in upper management for a mid-sized manufacturing company. Recent economic changes forced upper management to move much of the manufacturing to a foreign country. As a result, many of the state-side employees will be forced to work directly with foreign counterparts. There is great concern that the existing employees may not embrace the change, and you’ve been tasked with creating a plan to minimize the fallout.
Develop a plan that will facilitate as smooth of a transition as possible, optimizing employee buy-in, satisfaction, and productivity. Write a report that explains the details of your plan, and be sure to integrate concrete examples and supportive reasoning for how to implement this plan following each step of Lewin’s 3-Stage Model of Change and/or Kotter’s 8-Step Change Model (refer to EOB pg. 190).
Prompt 2
You are an executive-level manager for a large marketing firm. Up until recently, your marketing executives enjoyed a myriad of perks including travel to meet with clients, laptop computers, free gym memberships, and company cars. However, after your firm lost a high producing account, marketing executives will lose some of the important benefits to which they’ve grown accustomed. It is your job to get the executives to buy into the changes. These changes include: restricted use of personal vehicles, limited travel benefits, elimination of tele-commuting and return of smartphones and tablets. You know this will not be easy.
Integrating Lewin’s 3-Stage Model of Change and/or Kotter’s 8-Step Change Model (refer to EOB pg. 190) create a change management plan that will convince the soon-to-be disgruntled executives to buy into the change. Write up your plan as a report that you will give to the CEO for approval before you implement it. Within the report, explain and justify specific steps you will take and your methods of communication with the employees about the changes.
The book that is referenced is Essentials of Organizational Behavior
ISBN 10: 0-13-452385-7
ISBN 13: 978-0-13-452385-9
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conditions a, b, and c? We next consider the Fiedler model, one approach
to isolating situational variables.
The Fiedler Model
Fred Fiedler developed the first comprehensive contingency model for
leadership. The Fiedler contingency model proposes that group
performance depends on the proper match between the leader’s style and
the degree to which the situation gives the leader control. With the
model, the individual’s leadership style is assumed to be permanent. As a
first step, the least preferred coworker (LPC) questionnaire identifies
whether a person is task-oriented or relationship-oriented by asking
respondents to think of all the coworkers they ever had and describe the
one they least enjoyed working with. If you describe this person in
favorable terms (a high LPC score), you are relationship-oriented. If you
see your least-preferred coworker in unfavorable terms (a low LPC
score), you are primarily interested in productivity and are task-oriented.
After finding a score, a fit must be found between the organizational
situation and the leader’s style for leadership effectiveness to be
predicted. We can assess the situation in terms of three contingency or
situational dimensions:
1. Leader–member relations is the degree of confidence, trust,
and respect members have in their leader.
2. Task structure is the degree to which the job assignments are
procedurized (that is, structured or unstructured).
3. Position power is the degree of influence a leader has over
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Exhibit 12-1
situational dimensions:
1. Leader–member relations is the degree of confidence, trust,
and respect members have in their leader.
2. Task structure is the degree to which the job assignments are
procedurized (that is, structured or unstructured).
3. Position power is the degree of influence a leader has over
power variables such as hiring, firing, discipline, promotions, and
salary increases.
According to the model, the higher the task structure becomes, the more
procedures are added; and the stronger the position power, the more
control the leader has. The favorable situations are on the left side of the
model in Exhibit 12-1 . A very favorable situation (in which the leader
has a great deal of control) might include a payroll manager who has the
respect and confidence of his or her employees (good leader–member
relations); activities that are clear and specific—such as wage
computation, check writing, and report filing (high task structure); and
considerable freedom to reward and punish employees (strong position
power). An unfavorable situation, to the right in the model, might be that
of the disliked chairperson of a volunteer United Way fundraising team
(low leader–member relations, low task structure, low position power).
In this job, the leader has very little control. When faced with a category
I, II, III, VII, or VIII situation, task-oriented leaders perform better.
Relationship-oriented leaders, however, perform better in moderately
favorable situations—categories IV, V, and VI.
Findings From the Fiedler Model
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