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Answer the 3 questions below and reply to each student.

Student Reply must be over 200 words.

Make sure all student replies you start it with Hello (Student Name),

Please upload each question in different word documents.

*****QUESTION 3 IS A POWER POINT******

Question 1:

Prior to beginning work on this discussion, read Chapter 3 of The Leadership Experience.

Kevin McCarthy is the manager of a production department in Alvis Corporation, a firm that manufactures office equipment. After reading an article that stressed the benefit of participative management, Kevin believes that these benefits could be realized in his department if the workers participated in decision making. The first decision involved vacation schedules. On the vacation issue, the group was deadlocked and Kevin had to resolve the dispute himself. The second decision involved production standards. It proposed new equipment that would make it possible for workers to earn more by working more. The savings from higher productivity would pay for the new equipment. The workers recommended keeping production standards the same. The spokesman explained that their base pay had not kept up with inflation and the pay incentive simply restored their base pay to its prior level.

Analyze this situation using the Hersey-Blanchard model and the Vroom-Jago model. What do these models suggest as the appropriate leadership or decision style? Explain your reasoning.

Student Reply 1: Nancy Resmini

Kevin McCarthy is the manager of a production department in Alvis Corporation, a firm that manufactures office equipment. After reading an article that stressed the benefit of participative management, Kevin believes that these benefits could be realized in his department if the workers participated in decision making. The first decision involved vacation schedules. On the vacation issue, the group was deadlocked, and Kevin had to resolve the dispute himself:

For this scenario, I would use the Vroom-Jago model. The group was asked and could not come up with a decision. This was then left in the hands of Kevin McCarthy, the manager of production. This process can be found in the Company handbook and allowed Kevin to review the handbook about vacation time off. He also spoke with the Head of HR to clarify things in case more than one person wanted to take time off at the same time. Seniority ruled in this favor. The Vacation decision was decided by Kevin and put into force for the group.

The second decision involved production standards. It proposed new equipment that would make it possible for workers to earn more by working more. The savings from higher productivity would pay for the new equipment. The workers recommended keeping production standards the same. The spokesman explained that their base pay had not kept up with inflation and the pay incentive simply restored their base pay to its prior level:

For this decision I would use the Hersey-Blanchard model. This type of model is used to help encourage followers to let the manager know what they are looking for in the production of their work and easier ways to make things run smoother. This allowed Kevin to listen to what everyone had to say and consider all the factors before choosing the way the team would go with the new equipment.

Analyze this situation using the Hersey-Blanchard model and the Vroom-Jago model. What do these models suggest as the appropriate leadership or decision style?

Hersey-Blanchard model: This model suggest that no single leadership style is better than another. This model suggests that leaders adjust their style to their followers and their abilities to do things. With this model a successful leadership can be task and relationship relevant. This is adaptable, has a flexible style, leaders encourage the followers whether it’s a team or an individual. The leader considers all the factors in the work environment before choosing the way they will lead the team. The Hersey-Blanchard model uses an individualistic approach, rather than a group due to the fact in depends on a leader’s decision-making skills (Daft, R. L. (2018).

Vroom-Jago model: This model is used by leaders to determine if they should decide on their own or involve a group. The Vroom-Jago allows for better discrimination in choosing a process. It tells the leader precisely the correct amount of participation by subordinates to use in making a particular decision (Daft, R. L. (2018).

Reference:

Daft, R. L. (2018). The leadership experience (7th ed.). Retrieved from https://content.ashford.edu/

Student Reply 2: Michael Dawson

First, to further analysis our discussion, it important to understand and define Hersey and Blanchard’s Situational theory and The Vroom–Jago contingency model, to apply the best practices for this prompt.

The Situational theory developed by Hersey and Blanchard is an extension of the Leadership Grid that was discussed in chapter2 of our text. This approach focuses on the characteristics of followers as the most important element of the situation and consequently of determining effective leader behavior. The point of Hersey and Blanchard’s theory is that subordinates vary in readiness level. People low in task readiness, because of little ability or training, or insecurity, need a different leadership style than those who are high in readiness and have good ability, skills, confidence, and willingness to work. According to the situational theory, a leader can adopt one of four leadership styles, based on a combination of relationship (concern for people) and task (concern for production) behavior. The appropriate style depends on the readiness level of followers. Utilizing the diagram in our text can elaborate each of the four Follower Readiness (Daft, 2018).

Next, the Vroom–Jago contingency model focuses specifically on varying degrees of participative leadership and how each level of participation influences the quality and accountability of decisions. A number of situational factors shape the likelihood that either a participative or autocratic approach will produce the best outcome. This model starts with the idea that a leader faces a problem that requires a solution. Decisions to solve the problem might be made by a leader alone or by the inclusion of a number of followers. The Vroom–Jago model is much applied, which means that it tells the leader precisely the correct amount of participation by subordinates to use in making a particular decision. It is important to note, the model has three major components: leader participation styles, a set of diagnostic questions with which to analyze a decision situation, and a series of decision rules (Daft, 2018).

Based on the first decision that involved vacation schedules, the group was deadlocked and Kevin had to resolve the dispute himself. Clearly, this situation a lines more with the Vroom–Jago contingency model. First, Kevin is facing a problem and he decides to take an approach to include the workers to participate in decision making. Also, by applying this it tells Kevin (who is the leader), precisely the correct amount of participation by subordinates to use in making a particular decision. For this problem, a decision was not made and Kevin made the decision. Additionally, moving forward in the future, Kevin knows that in regards to vacations schedules it would be best left for him or possibly a few other individuals input to make the decision. Even though this issue fits more of the Vroom–Jago contingency model, it does not completely rule out the Situational theory. I believe it is noticeable that the workers (followers) displayed a Lower Readiness for this particular situation, resulting in a deadlock amongst each other. In the end, this theory would not have much significance for this particular issue as the Vroom–Jago contingency model.

Regarding the second issue involving production standards. It proposed new equipment that would make it possible for workers to earn more by working more. Ultimately, the savings from higher productivity would pay for the new equipment. The workers recommended keeping production standards the same. The main reason why is, a spokesman explained that their base pay had not kept up with inflation and the pay incentive simply restored their base pay to its prior level. I believe for this issue, the Situation theory ideally fits the mold because this highly affects the workers (followers) and consequently will determine Kevin (the effective leader) behavior, as well as, the organization. Also, the workers would have a pretty good understanding of the production standards, and for this reasoning, they also would have a Higher Readiness for this situation. Furthermore, when it comes to the Vroom–Jago contingency model, Kevin again is facing a problem and he decides to take an approach to include the workers to participate in decision making. Kevin gains the knowledge from the amount of the team’s participation with production standards and can also ask for input in future decision making from his subordinates.

One significant note Daft makes in the text is, Hersey and Blanchard’s contingency model focuses only on the characteristics of followers, not those of the larger situation. The leader should evaluate subordinates and adopt whichever style is needed. Using an inappropriate style can hurt morale and performance (Daft, 2018). In this case for Kevin, it would have been a different outcome if the workers agreed to the new production standard and was not informed that their base pay had not been kept up with inflation and the pay incentive would have simply restored their base pay to its prior level. This could have potential harm the organization. We can also make an inference if there was a deadlock again, then Kevin would be left to make the decision.

Reference

Daft, R. L. (2018). The leadership experience (7th Ed.). Retrieved April 30, 2019, from https://content.ashford.edu/ (Links to an external site.)Links to an external site.

Student Reply 3: Jamal Norris

Analyze this situation using the Hersey-Blanchard model and the Vroom-Jago model. What do these models suggest as the appropriate leadership or decision style? Explain your reasoning.

The first model that I would is the Vroom-Jago model because it promotes the participation of the leader and decision making of the followers. Decisions to solve the problem might be made by a leader alone or by the inclusion of a number of followers (Daft, 2018). Even though Kevin had to solve the problem anyway it gave him an idea of what his employees were looking for when it came to vacation schedules.

Second, I would initiate the Hersey-Blanchard model when dealing with production standard and assessing the performance of employees. Based on Daft, a leader can adopt one of four leadership styles, based on a combination of relationship (concern for people) and task (concern for production) behavior, and the appropriate style depends on the readiness level of followers (Daft). The four styles listed in the situational leadership offers the employee multiple support levels to perform on a higher-level while getting clarity of each step of the way know what each completion of task does as a team and for the goals set in place. It would help with the performance need to work the new equipment and gain more pay for the employee, which is a plus for the company and the individual.

Daft, R. L. (2018). The leadership experience (7th ed.). Retrieved from https://content.ashford.edu/

Question 2:

Prior to beginning work on this discussion, read Chapter 3 of The Leadership Experience and the In a Rapidly Changing Workplace, One Surprising Skill Helps You Stay Adaptable (Links to an external site.)Links to an external site.article.

Based on the content presented in the article, what does it mean to be empathetic as a leader? Do you agree that empathy correlates to how leaders understand new contexts or changes in contexts? Why is it important for a leader to understand the context and culture in a leadership situation?

Student Reply 4: Diana Squire

According to Hoffman (2001), empathy is the feeling of being reasonable to people’s feelings, thoughts, emotions and putting themselves in the other person’s shoes. It is a form of showing sympathy and being liberal to people’s opinions. Empathy is a necessary skill in leadership as it balances one’s feelings to thoughts. Being empathic in leadership is drawn by having strong emotional muscle and intelligence. Leaders who portray empathy are considered as excellent workmates, and they tend to achieve more, socially and in their respective disciplines. An empathetic leader is characterized as someone who is sensitive to people’s emotions and the risk by which they are not willing to take from the other person’s perspective. In a business environment, an empathic leader understands his or her employee’s social and economic aspects and tries to create new and better solutions to create a better team in the workplace (Hoffman, 2001). Empathetic leaders perform marvelously in sales and marketing.

In my opinion, I agree that empathy links the way leaders comprehend current ideas and modifications in the surrounding business environment. Broadly, there are two essential types of empathy in business, Talent based empathy, and Market-based empathy. Market-based empathy enables the leader to observe the current changes in consumer demand, rather than looking at how the firm has been performing or the primary goals of the company. Talent-based empathy is all about employee’s skills and talent. A good leader should look at the employees’ strengths and compare them to the changing customer demand, to suit the employee accordingly (Howe, 2013). This non-retrogressive ways of looking at changes in consumer needs will propel the company to higher frontiers.

It is necessary that a leader should comprehend the trends in the market. The reason for this is to choose the appropriate clients to serve and to understand the commodities clients deserve, since clients differ in various ways that are socially, economically and culturally. Understanding trends assist the leader to obtain the right employees into the business, to have fresh perspectives of examining business. An eminent leader ought to exercise empathy in business.

References:

Hoffman, M. L. (2001). Empathy and moral development: Implications for caring and justice. Cambridge, U.K: Cambridge University Press.

Howe, D. (2013). Empathy: What it is and why it matters.

Student Reply 5:Pollyanna Petty

Based on the content presented in the article, what does it mean to be empathetic as a leader?

Empathy is one’s ability to understand and share someone else’s feelings, and in a time where machines replacing people in the workforce has become quotidian, stands out as uniquely, and beautifully human. A simply acknowledging how someone else feels and sees things can help that person see your side of things, thus enabling people to reach a fair outcome to a dispute. Leader empathy is also necessary for building a loyal culture because it shows that leaders care about employees as people (Daft, 2018). On the basis of the article empathy means that a leader is able to go beyond his own personal agendas or organizational mission. Complying with foresight and compassion for the needs of others is equivalent to leadership empathy.

Do you agree that empathy correlates to how leaders understand new contexts or changes in contexts?

I agree empathy correlates to how leaders understand new contexts and changes. Leaders should understand and provide the right support for the emotions of a person during changing and adverse times. By taking an active part in understanding the context by listening to the concerns of others or influence their decisions in a non-threatening manner makes a leader more personable.

Why is it important for a leader to understand the context and culture in a leadership situation?

Leaders should understand the contexts and cultures, as there are diverse people in all teams and organizations. It is essential to lead to an understanding of how differences can strengthen an organization. Each individual has its own values that motivate decision-makers. Therefore, the understanding of motivators and individuals creates effective leadership in organizational culture.

References:

Daft, R. L. (2018). The leadership experience (7th ed.). Retrieved from https://content.ashford.edu/

Katona, J. (2014, April 22). In a rapidly changing workplace, one surprising skills helps you stay adaptableLinks to an external site.. Forbes. Retrieved from http://www.forbes.com/sites/ashoka/2014/04/22/in-a… (Links to an external site.)Links to an external site.

Student Reply 6: Leathia Woods

Based on the content presented in the article, what does it mean to be empathetic as a leader?

Based on the article by Katona, (2014, April 22) being empathetic as a leader means thinking about the needs of the market, understanding the employee’s skills and ambitions, and connecting them both to make company decisions. Companies need good employees to help the company succeed and achieve their goals. Leaders have to know what their employees are good at so they can use these strengths for the broader purpose of the company. If the employees lack the required skills, maybe some additional training is needed. The leader should have a connection with his or her employees and have a contingency plan in place depending on the situation.

Do you agree that empathy correlates to how leaders understand new contexts or changes in contexts?

Yes, I agree that empathy correlates because whenever there are changes or something new to the process, companies have to make changes accordingly to remain competitive in the industry. With changing innovations, companies might need employees with different skill sets in the workplace. Therefore, leaders should have empathy skills to understand how these changes might affect the employees.

Why is it important for a leader to understand the context and culture in a leadership situation?

It is essential for leaders to understand the context and culture because the workplace is changing and more companies are opening global locations. Since companies have multiple locations, it takes a collaboration of employees working across different geographies and different cultures to complete various jobs. Leaders have to know and understand the context and culture they are working in to lead in these different situations.

Daft, R. L. (2018). The leadership experience (7th ed.). Retrieved from https://content.ashford.edu/

Katona, J. (2014, April 22). In a rapidly changing workplace, one surprising skills helps you stay adaptableLinks to an external site. (Links to an external site.)Links to an external site.. Forbes. Retrieved from http://www.forbes.com/sites/ashoka/2014/04/22/in-a…

Question 3:

Prior to beginning work on this PowerPoint assignment, read Chapter 3 and Chapter 4 of The Leadership Experience.

For this assignment, you will construct a PowerPoint presentation that contains an introduction slide, eight reflective paragraphs (one paragraph per slide), and a conclusion slide at the end, making the presentation at least 10 slides total (not including title and references slides). Appropriate visuals are highly encouraged and require APA citations.

The eight reflective paragraphs should pertain to what you learned from the Leader’s Self-Insight activities in Chapters 3 and 4 (Chapter 3 contains three Leader’s Self-Insight activities, and Chapter 4 contains five Leader’s Self-Insight activities). Each reflective paragraph should be well thought out and at least 200 words, focusing on how the leader’s self-sight contributes to the learner’s leadership development.

In addition, each reflective paragraph should expand upon a concept that pertains to the subject matter contained in the corresponding Leader’s Self-Insight activity. Explain how you will use that concept in your own leadership development. Format and cite your sources within your paragraphs using APA style as outlined in the Ashford Writing Center (Links to an external site.)Links to an external site., and utilize your textbook to support each reflective essay.

*Note: You are encouraged to integrate any feedback from your instructor and upload the assignment to Portfolium. For assistance using Portfolium, review the Portfolium Student Guide.

In your presentation,

  • Reflect on the eight self-insight activities from The Leadership Experience
  • Explain how the self-insight activities will lead to your own leadership development.

The Leader’s Self-Insight presentation

Carefully review the Grading Rubric (Links to an external site.)Links to an external site. for the criteria that will be used to evaluate your assignment.