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Using Leadership to Improve Ethical Performance

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Using Leadership to Improve Ethical Performance

Regardless of the growing body of research in corporate ethics, scenarios of unethical practices are rampant in organizations. The essay attempts to assess leadership and ethical performance by interviewing a leader of organization ABC. Then the essay compares and contrasts the leaders’ perspective on leadership with my views.

Interview questions

How would you describe ethical leadership?
What is your take on ethical leadership and job performance?
Describe your personal actions by which you convey to your staff that ethics/ethical? behavior is a high-priority for you and that you also expect it to be a high priority for your staff?
Illustrate how your individual actions have affected your employees about the previous question?
How would you describe your communication style?

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Summary of interview findings

Ethical Leadership

Moral leadership is a procedure whereby a person influences other peoples to realize a common objective. Individuals can become leaders in various ways including trait leadership, great event and process leadership theories. On trait theory, is a scenario where particular personality traits can lead individuals naturally into leadership. Great event theory involves a crisis or significant case that causes a person to rise and take up the leading role while leadership process theory involves learning leadership skills.

Ethical Leadership and Job Performance

Workers are valuable organizational assets, such that without them, corporate vision cannot be realized. Ethical leadership takes the center stage when it comes to mediating between organizational culture and worker outcomes. In any case, moral leadership can contribute to the efficiency of a leader, workers willingness to work extra hard, workforce job contentment and an environment for ethical leadership to succeed that eventually result in enhanced employee performance.

Personal action

The development of ethical leadership in an organization is a lengthy procedure, and ethical strategies are developed to prepare the staff with fundamentals for efficient management. Personally we focus on training our employees. Ethics in an organization applies to all employees irrespective of their position. Thus, we have implemented a mechanism for ensuring that all personnel helps in the sustainable survival of the operations.

The action is centered on developing workers with ethical competence, role models and empowering others to ensure organizational goals are achieved. Nonetheless, training programs must concentrate on personal reflection directed by concepts that improve the relevance of ethical values as well as management insights.

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Effects of personal actions on employees and colleagues

Individual actions have been an eye opener from senior executives to formulate shared dialogue and conception concerning the way in which ethical leadership can be executed. This has acted as a platform for the management to understand the need for “challenge meeting” regular procedure that allow every employee to the organization to give views whether the organizations leaves up to its values or not.

Communication style

Communication is the basis of increasing performance of the organization. The communication style is centered on promoting the association employees develop in their workstations with colleagues and senior managers demonstrate workers roles and performance.

Analysis: comparison

Much as my interview believes that people can become leaders through trait leadership, great event and process leadership theories, I think leadership can be transformational or transactional. Transformational headship involves developing a vision that aims at informing as well as an expression the firm’s mission and presents the basis for organizational strategies, guidelines, and procedures.

Transformational leadership employs strategies and approaches to empower others, increase their self-reliance and change their practices, attitudes that are consistent with the leader’s objectives. Additional transformation leaders use inspirational stimulation, individualized reflection, idealized authority and psychological motivation to meet organizational goals efficiently.

I support my interviewee’s views regarding ethical leadership and employee performance. Nevertheless, I firmly believe that moral leadership is linked to positive impacts on the performance of workers, motivation, and their readiness to report issues. Moreover, moral leaders are likely to influence “task importance” and “independence” of employee readiness to work hard to ensure objective is realized.

If workers perceive senior executive’s good morals, ethics can be seen as a crucial aspect of the organization. This can be converted into appreciating of senior executives by workers. While information from the interview show that ethical leadership is responsible for mediating between organizational culture and worker outcomes, trust and commitment are important parameters for increasing workers performance (Piccolo et al., 2010).

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Much as training is an important strategy for ensuring that employees prioritize ethics/ethical behavior; it is necessary to recognize the importance of ethical leadership; ways in which the company benefits its shareholders and values. It is also essential to invest time in raising concerns regarding the impacts of ethical behavior on primary shareholders, or the organization’s values as well as morals. Like the interview findings, the organization has actions for developing ethical behaviors among employees. However, these measures should be reinforced by integrating ethical leadership. It’s not essential to utilize specific principles, although the organization can involve employees in a manner that it considers moral.

The effects of personal actions have provided new insights into management; it’s of great importance to recognize that familiarity of both leadership and ethics presents a theoretical structure for comprehending the practice of ethics particularly when leading. Furthermore, they offer opportunities for exercising leadership responsibilities in cases that call for shared action whereby the learner has certain duties for results that are important to others.

In any case, it’s essential to reinforce personal ethics that integrates fundamental values like loyalty and integrity. The developed of actions that prioritize ethical behavior the codes should be clear and implementation of appropriate guidelines to make sure that employees recognize their roles and expectations. Additionally, an organization should exhibit moral leadership during selection and recruitment procedure; training while giving incentives to workers that embrace ethical behaviors.

Based on research outcomes, I agree that communication style can increase organizational performance. On the other hand leader’s communication style can adversely affect the organization’s operations. This is because effective communication is largely reliant on leadership qualities, which enable open communication between workers and management. Nevertheless, effective communication style that fosters worker output is challenging (Pirraglia 2012). Communication style of the organization is affected by leadership approach.

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By and large, ethical issue is an overall concept; especially in organizations as such leaders should take necessary measures. Ethical managers are considered as people with a wide ethical understanding and concern for stakeholders. For that reason, they should create ethically conducive workplace for workers, convey ethical aspects, act as role models and implement strategies for developing qualified workers.

Leaders that demonstrate ethical behavior put into consideration not only the needs but also workers rights and fair treatment. Without a doubt, each worker prefers working with a truly and responsible organization. Therefore, senior managers have to meet ethical issue commitments.

References

Pirraglia, W 2012; The Effects of leadership styles on the Organization Retrieved from http://smallbusiness.chron.com/effects-leadership-styles-organization-10387.html

Piccolo, R.F., Greenbaum, R., Den Hartog, D.N. & Folger, R. (2010) „The Relationship between Ethical Leadership and Core Job Characteristics‟, Journal of Organizational Behavior, Vol.31, pp.259–278

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Leadership Experience UC Admission Application Essay

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Leadership Experience UC Admission Application Essay

INSTRUCTIONS:

Describe an example of your leadership experience in which you have positively influenced others, helped resolve disputes, or contributed to group efforts over time.

Conflict management is defined as the ability to identify and handle conflicts efficiently and fairly. Leaders must deal with conflict management on a daily basis. It is important for leaders to remember to deal with the situation and be tempted to become involved in nonrelated issues. Leaders must ensure they continuously communicate with their team as well as articulate a vision. The impact of conflict in the workplace can result in a disruption of the effectiveness of employees and slow the achievement of organizational goals. Leaders are often challenged with navigating seamlessly through conflict. Identification of the conflicting source using a thorough assessment of the situation is essential.

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UC Leadership Insight Question Admission Essay

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UC Leadership Insight Question

Answer the following UC Leadership Insight question for the admission essay.

Describe an example of your leadership experience in which you have positively influenced others, helped resolve disputes or contributed to group efforts over time.

Things to consider: A leadership role can mean more than just a title. It can mean being a mentor to others, acting as the person in charge of a specific task, or taking the lead role in organizing an event or project. Think about what you accomplished and what you learned from the experience. What were your responsibilities?

Did you lead a team? How did your experience change your perspective on leading others? Did you help to resolve an important dispute at your school, church, in your community or an organization? And your leadership role doesn’t necessarily have to be limited to school activities. For example, do you help out or take care of your family?

UC Leadership Insight Question Admission Essay

Start early.

Give yourself plenty of time for preparation, careful composition and revisions.

Write persuasively.

Making a list of accomplishments, activities, awards or work will lessen the impact of your words. Expand on a topic by using specific, concrete examples to support the points you want to make.

Use “I” statements.

Talk about yourself so that we can get to know your personality, talents, accomplishments and potential for success on a UC campus. Use “I” and “my” statements in your responses.

Proofread and edit.

Although you will not be evaluated on grammar, spelling or sentence structure, you should proofread your work and make sure your writing is clear. Grammatical and spelling errors can be distracting to the reader and get in the way of what you’re trying to communicate.

Solicit feedback.

Your answers should reflect your own ideas and be written by you alone, but others — family, teachers and friends — can offer valuable suggestions. Ask advice of whomever you like, but do not plagiarize from sources in print or online and do not use anyone’s words, published or unpublished, but your own.

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Corporate Personality Essay Paper

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Corporate Personality

The concepts of separate corporate personality have provided the ground for companies to survive even in the absence of its original owners, provided they adhere to the companies act. Despite this, the company is limited in that it cannot enter a contract ultra vires. The global economy and businesses are built on the separate corporate personality. However, it has been established that corporate personality has been the vital cause of several frauds and a legal shield in the courts of law (Mohanty & Bhandari, 2011).

To achieve a compensation for a fraud, the fraudster needs to be identified together with the company that the perceived fraudster controls. Usually such a process is referred to as piercing the corporate veil. Currently, the Supreme Court has reviewed the ruling in relation to corporate personality. Of particular interest is the case in Prest v Petrodel, where the supreme courts provided a new definition to the law in respect to the corporate personality.

Whereas the courts have limited powers to ignore the limited corporate personality, the courts acknowledge that many other English law doctrines can be used to provide an alternative interpretation and enhance the justice system. This essay illustrates how the ruling in the case of Prest v Petrodel altered the law and its effect on the meaning of corporate personality.

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The background of the case can be traced from a man by the name Prest. He shared the matrimonial home with his wife and the operations of his businesses were limited to owning residential properties. When the marriage failed and they decided to divorced, his wife sued. However, he denied that the wealth in the company was solely his and she should not be sharing with anybody.

In the first ruling, the court applied the clause in the Matrimonial Cause Act to treat the assets of the company as if they belong to the man (Stockin, 2014). Therefore, the companies could not be ordered to transfer the property to the woman since they belonged to the man. Having lost the case at the courts of the appeal, the woman took the issue to the Supreme Court.

The Supreme Court overturned the court of appeal decision that and ordered that the properties be transferred to the women since the first judge had erred in his judgment. The courts could only transfer the assets that are actually owned by the husband.

Unlike the appeal court, the Supreme Court discussed the concept of the corporate veil at length while delivering the justice. The concept of corporate veil in this ruling provides the precedent that may be formally binding to future cases (Daehnert, 2007). Immediately after the landmark ruling, the courts of appeal had already indicated that attempts to widen the scope of the doctrine would be difficult or even impossible.

Despite the supreme courts attempt to pierce the corporate veil, it is associated with some limitations as the application of law is concerned. The first limitation of this attempt to pierce of corporate veil is that it will only be applied of the when there is no other legal method of achieving justice. This means that this precedence may not apply if there exist other mechanisms of achieving equivalent results.

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In this regard, it is only necessary to pierce the corporate veil if it is appropriately to do so. One of the supreme courts judges asserted that it is only necessary to pierce the corporate veil when all other legal remedies cannot be applied to provide justice in the courts (Hargovan, 2007). The other limitation to the courts power to pierce corporate veil is possible when the claimant fails to establish an alternative way to identify the company with its controller.

It was evident before the supreme courts that the accused had already established his company several years before he divorced his wife. In this regard, the evasion principle was not applicable in his case and this limited the ability of the judges to pierce the corporate veil. On the other hand, the existence of the resulting trusts also limited the ability of the judges to pierce the corporate veil.

Corporate personality is a legal concept where an organization acquires separate legal personality that is an organization is a separate legal person from its members (Hargovan, 2007). Therefore, an organization is able to have legal obligations and rights. Consequently, an organization can sue and be sued, own property, continue its existence despite change in membership, shareholders can entrust management to directors, right to sell, purchase and mortgage its property in its own name, and enter into contracts. In international law, legal personality is a prior condition for an organization to use its own name in signing of international treaties (Ross 2008).

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This concept of corporate personality has consequences to both the company and its members (French, Mayson, & Ryan, 2015). These consequences are a member’s liability is limited to the share amount they fully paid or the fixed amount a guarantee pays. As a result, a company cannot claim additional contribution from the members. The members are also not liable to cover debts that the company incurred as a separate legal person (Gray, 1997).

A company is at liberty to sue third parties, and even its shareholders. Members are not capable of suing on behalf of the company since it is a separate person with its own legal rights. A company’s property is its own, hence neither creditors nor members have any legal or interest in its possessions. Another consequence in this concept is that a company has liabilities and rights occasionally claiming human rights. The artificial personality does not go as far as giving it human rights, for example, it cannot claim compensation for hurt feelings (McAdms 2014).

Piercing the corporate veil has been a tight rope for the courts as they have to deviate from existing liabilities to do so. However, the cases such as the one Trutor AB v Smallbone provided the need for the courts to pierce the corporate veil. The Canadian courts have the power to pierce the corporate veil in their pursuit for justice. Such a concept is complete contrast to other legal concepts in the common law world.

However, it is emerging that Canada has moved from the British legal system and is slowly influencing the American legal system on corporate matters (Hargovan & Harris, 2007). The North American country has added a conceptual fog of veil piercing jurisprudence through their indiscriminate use of the agency concept. According to Daehnert (2007), the English and the German legal systems are largely based on the limited liability and the separate legal entity philosophies.

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Piercing the corporate veil is a situation in which a court does not abide to the limited liability law and holds a company’s directors or shareholders legally responsible for the company’s statement, debts, or actions. This situation arises when there has been a serious misconduct such as engaging in fraud, undercapitalization at time of incorporation, and other criminal activities (McAdms 2014).

For a long time, the case in Salmon still holds true due to its widely accepted concept of limited liability. Therefore, most English and the American courts have adopted the approach that permits companies to order the affairs by the use of subsidiaries as they claim for limited liability. However, such a concept prejudiced the creditors on the basis that they should not know the state of affairs before transacting with the company (Ruane, 2005).

Throughout the evolution of legal practice, the yardstick of prevention of injustice continue to hold much power in the courts as the judges continue to lean in favor of the decision that favors justice(Mohanty & Bhandari, 2011).

The case in Salomon provided the benchmarks that have been used for years to deal with the issue of corporate personality and liability of directors. The courts established that a member is a legal entity that is separate who is not liable for the debts of the company and his personal assets cannot be used to offset the company debts (Walters, 1998).

The case in Bottrill was one of the numerous attack on the virtues held in Salomon. This ruling in this was fair but left the sole director of the company vulnerable to legal consequences. Whenever other directors of the company are absent, the sole director is left exposed to claims to the claims that his company is operating in a sham contract of employment (Howell, 2000). Therefore, the principle in Salomon can be denied on the policy grounds.

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The rationale for lifting the veil has been observed by law experts for some time. According to Krishnaprasad (2011), lifting corporate veil is a rare and unprincipled legal concept that is often left to jurists. From the policy perspective, the concept of trading with the enemy might form the rationale of lifting the veil. However, the corporate veil is usually lifted to stop people from abusing the legal privileges of the corporate form such as the case of fraud.

However, it is hard to determine whether established company can abuse the concept of corporate form through breaking out hostilities. Theretofore, corporate personality is a privilege that is superimposed on the agreement between the company shareholders that is cloaked in corporate veil and can only be lifted in the case of abuse (Ruane, 2005).

Traditionally, the courts were very reluctant to pierce the corporate veil, unless there exist a compelling issue to do so. However, the courts are increasingly to disregard the autonomous personality of the companies to facilitate the course of justice. In order to uphold the public interest, the courts have strongly relied on the strict rule in Salmon v Salmon to preserve the veil (Nakajima, 1996). The courts have observed the principle of separate personality by noting that the body corporate lacks the basic characteristics of human beings.

There are several corporate structures around the world with different legal consequence. However, most justifications for limited liability no longer apply when the creditor requesting to lift the veil is an involuntary creditor or when there exists a controlling shareholder.

According to Krishnaprasad (2011), the burden of the cases entailing an involuntary creditor and controlling shareholder should be put on the shareholder having potential control of the company to show that he exercises actual control. Such a system is likely to create incentives on the shareholders to invest in socially productive monitoring that activates the social sensitivity of corporations.

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The law in Salomon provided the basis cornerstone of the corporate personality. However, it is evident that the law has been evolving over the years as the court seeks justice. The extent by which the courts will pierce the corporate veil depends whether they are applying the common law of the statutes. For the courts applying the common law, they would only pierce the veil on exceptional circumstances.

On the other hand, there are statutory provisions where the veil can be pierced. From the case laws, it is evident that the courts have the power to pierce the veil or even lift the veil. The recent decision by the Supreme Court in Prest to revisit the issue of corporate veil brought a new concept with consequences in legal practice. In this case, the courts addressed the controversial issue of corporate personality by concealment and evasion principles.

The Supreme Court decision brought the concept that the remedy can be sought from a different position and provides alternative legal base on which equivalent remedy can be provided. In this regard, the courts will have alternative legal routes to make decisions in the vast majority of the corruption and fraud cases. The implication is that the courts should be left free to pierce or lift the veil upon observing certain criteria that falls within the evasion principle and if it is necessary to do so.

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Bibliography

French,D., Mayson, S. and Ryan, C. (2015) Mayson, French & Ryan on Company Law. 32^nd edn. United Kingdom: Oxford University Press

Sneha Mohanty & Vrinda Bhandari, (2011) “The evolution of the separate legal personality doctrine and its exceptions: a comparative analysis”, Comp. Law. 2011, 32(7), 194-205

Krishnaprasad, K.V (2011) “Agency, limited liability and the corporate veil”, Comp. Law. 2011, 32(6), 163-165

Marc Moore, (2006)”A temple built on faulty foundations”: piercing the corporate veil and the legacy of Salomon v Salomon, (Journal of Business Law), J.B.L. ,Mar, 180-203.

Christopher Ruane, (2005) “Metaphysics and the corporate veil”, (Company Lawyer), Comp. Law. 2005, 26(2), 62-64.

Claire Howell, (2000) “Salomon under attack”, (Company Lawyer), Comp. Law., 21(10), 312-314.

Adrian Walters, (1998) “Corporate veil”, (Company Lawyer), Comp. Law.,19(8), 226-227.

Gray, (1997), “SIB attempts to pierce the corporate veil”,(Company Lawyer),Vol 18 No 7,page 217).

Anil Hargovan, (2007) “Piercing the corporate veil in Canada: a comparative analysis”, (Company Lawyer), Comp. Law, 28(2), 58-62.

Alexander Daehnert, (2007), “Lifting the corporate veil: English and German perspectives on group liability”, (International Company and Commercial Law Review), I.C.C.L.R. 2007, 18(11), 393-403.

Laura Stockin (2014), “Piercing the corporate veil: reconciling R. v Sale, Prest v Petrodel Resources Ltd and VTB Capital Plc v Nutritek International Corp” Comp. Law. 2014, 35(12), 363-366

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The Influence of Leadership Styles on Employee Satisfaction and Productivity

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Abstract

This study sought to identify the types of leadership styles exhibited by management, the impact of leadership styles on employee satisfaction, productivity and staff perception of leadership styles. The study will adopted a descriptive survey of non-experimental research design to investigate the influence of leadership style on employee satisfaction and productivity. The study will rely on simple random and purposive sampling techniques in selecting a total of 120 respondents for the study.

The study will also expose that leaders who exhibited democratic (participative), people-oriented or transformational leadership characteristics for that matter, enhanced staff productivity. Leadership is a process influence between leaders and subordinates where a leader attempts to influence the behavior of subordinates to achieve the organizational goals. Organizational success in achieving its goals and objectives depends on the leaders of the organization and their leadership styles. By adopting the appropriate leadership styles, leaders can affect employee job satisfaction, commitment and productivity.

Background to the study

In recent times, organizations are going through dramatic changes, including flatter and looser structures, downsizing, and horizontal approaches to information flow. On the one hand, these changes are due to rapid technological developments, global competition and changing nature of the workforce. On the other hand, these organizational transformations and innovations are triggered by interventions such as total quality management and business process re- engineering.

Leadership is regarded as a critical factor in the initiation and implementation of the transformations in the organizations. In the past, leaders were identified, selected and installed based on the trait approach. The trait theory argues that leaders have certain personalities, social and physical characteristics, known as traits, which influence whether the person acts as a leader. Proponents of this view assert that qualities such as intelligence, knowledge and expertise, dominance, self-confidence, high energy, tolerance for stress, integrity and maturity were inborn.

The approach thus, rests on the assumption that some people were born to lead due to the presence of these qualities in them while others are not. This approach has witnessed a lot of criticisms from researchers and practitioners as a result of certain inconsistencies associated with it.

Effective leadership and employee job satisfaction are two factors that have been regarded as fundamental for organizational success. A capable leader provides direction for the organization and lead followers towards achieving desired goals. In similar vein, employees with high job satisfaction are likely to exert more effort in their assigned tasks and pursue organizational interests. An organization that fosters high employee job satisfaction is also more capable of retaining and attracting employees with the skills that it needs (Mosadegh Rad & Yarmohammadian, 2006).

Several studies have also examined the relationship between the two factors and concurred that leadership has significant impacts on job satisfaction and organisational commitment (William & Hazer, 1986). High job satisfaction enhances employees’ psychological and physical wellbeing (Ilardi, Leone, Kansser, & Ryan, 1983) and positively affects employee performance (Vroom, 1964).

According to Mosadegh Rad and Yarmohammadian (2006), employee job satisfaction refers to the attitude of employees towards their jobs and the organization which employs them. In particular, leaders within organizations can adopt appropriate leadership styles to affect employee job satisfaction, commitment and productivity.

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Previous studies have examined the relationship between employee job satisfaction and leadership behavior in various settings such as healthcare, military, education and business organizations (Chen & Silversthorne, 2005). Consistent with this, the present study intends to examine the relationship between leadership styles, job satisfaction and in the public sector. Two types of leadership styles will be examined, namely, transactional and transformational leadership.

General Objective

The overall aim of the study is to investigate the influence of leadership style on employee satisfaction and productivity.

Specific objectives:

1. To determine the relationship between aspects of transactional leadership such as contingent reward, active management by exception and passive management by exception with job satisfaction among employees.

Research Questions

What is the relationship between aspects of transformational leadership such as idealized influence, intellectual stimulation, individual consideration and inspirational motivation with job satisfaction among employees?
What is the relationship between aspects of transformational leadership such as idealized influence, intellectual stimulation, individual consideration and inspirational motivation with job satisfaction among employees?
What is the type of leadership styles that exists in the chosen organization?
What is the impact of leadership styles on staff productivity?
What is the impact of leadership styles on employee satisfaction?

Significance of the study

The research will be of great value to firms that need to improve staff productivity and employee satisfaction The research will also be of benefit to the research community in by suggesting areas that scholars can venture into. Thus it will act as a background research for future studies.

Research methodology

This section will provide the process of collecting the, outline the research design and the population and sample of the study. Study parameters such as the study setting, the type of data to be collected, the time of conducting the study and the limitations of the study will discussed as well.

Research Design

This study is quantitative in nature and descriptive research will be used incorporating the case study design in the study. A case study is concerned with investigating a given phenomenon in great detail. The main reason behind using this design is to establish the extent to which the variables under study influence of leadership styles on employee satisfaction, productivity and staff perception of leadership styles.

The study will adopted descriptive survey for the data collection in order to answer the research questions because the researchers did not control factors that might influence the behavior and performance of subjects under study thereby reporting the outcome as they are (Smith, 1975).This study adopted qualitative method to assess the effects of leadership styles on staff productivity and employee satisfaction.

Target population

The target population will involve the total number of all units from in the organization. This study will be conducted among the various units of the institution where selected heads and other members of staff of were sampled to obtain in-depth data on how leadership style affected staff productivity and employee satisfaction.

Sample Size Determination

The target population will indicate above as 515 and a sample of 120 will be drawn for the study. The research will considered this sample size as a representation of the total population. Nwana (1992) suggests that if the population is a few hundred, a 40% or more sample size will do, if several hundred a 20% or more sample size will be suitable, if a few thousands a 10% sample size will do. Based on this criterion, 23.3% of 515 will equal to 120 and hence the sample size drawn for the study.

Procedure for Data Collection

The research will begin the study with a visit to all the various units and departments and also interacted with a number of staff. With this, the researcher will get to know members of staff well and better understood the institution and its structures. The objectives of the study will be made known to the respondents and also assured them of treating their information with utmost confidentiality. Assurances from a researcher to respondents of confidentiality of information being sought will make the interviewees more relaxed and open in their responses.

Data Presentation and Analysis

Computer data analyses software such as the Statistical Package for Social Sciences (SPSS version 17) and other relevant software such as Microsoft Excel were the main tools employed to analyze. The justification for the choice of these programs was that, these techniques facilitated word processing and data analysis very easy and accurate.

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Strategic Planning in Leadership Case Study

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Strategic Planning

Strategic planning is a detailed step by step, formulation and implementation of processes that are to be followed by top management of an organization in order to realize the long time objectives. Jhpiego, is an NGO that involves in dispensation of medical services globally aiming much on gynecological aspect. Being an organization which has roots everywhere in the world, its success much be drawn from formulation and implementation of a strategic plan (Rothwell, 1998). Dr. Leslie Mancuso is the foundation’s CEO. Being on the top management of the organization, she has a lot to do with success of Jhpiego’s strategic plan.

Dr. Leslie Mancuso has presented some paramount roles of leaders in strategic planning and management. During the drafting of the strategic plan, leaders need to spearhead crafting of the strategy, setting goals and objectives, formulate the mission and vision, executing the strategy, evaluating performance and also monitoring. In addition, Leslie displays a lot of involvement in any activity that relates to strategy implementation which has enhanced her success in the global organization (sadler, 2003). A leader need to be interested with the implementation of a strategy and hence guide the juniors. Leaders should again should communicate a message of organizational values to the juniors. Such values include justice, fairness and equity.

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In today’s health organizations, strategic planning has a long list of importance. Firstly, the future cannot be predicted therefore, a strategic plan act as a seer in how well organization will be managed for tomorrow (Government of USA, 2005). Secondly, it gives the overall direction to the management, especially to departments such as finance, human resource, marketing and organizational development, strategy. Thirdly, strategic planning provides a benchmark on what is being done now and what ought to be done. These guarantees a brighter future of nay health organization.

Leaders should display their competence using the SWOT analysis strategy (Upvall & Leffers, 2011). They need to strengthen their strengths which will in return appear to override their weaknesses. Some of the talents that should be presented to juniors are visionary, inspirational, strategic and tactical.

References

Government of USA. (2005). Foreign Operations,export financing, and Related Programs Approximations for 2006. New York: U.S. Government Printing House.

Rothwell, W. J. (1998). Linking HRD Programs with Organizational Strategy: Twelve Case Studies from Real world of Training (2nd ed.). New York, USA: ASTD.

sadler, P. (2003). Strategic Management. London, UK: Kogan Page Limited.

Upvall, M. J., & Leffers, J. (2011). Global Health Nursing: Building and Sustaining Partnerships. New York: INU Publishers.

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Culturally Responsive Leadership in Action

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Culturally responsive Leadership

1. Introduction:

Briefly summarize the multiple perspectives represented in the vignette, and describe your perspective on why the dialogue is relevant to culturally responsive education practices

The vignette comprises of different perspectives including policies, practices, and leadership principles that lead to creation of all-encompassing learning environments for not only learners but also families from ethnic and cultural varied backgrounds. The dialogue is important for culturally responsive education practices because it highlights the high expectations for learners’ achievement; integrates history; values and culture of learners’ community in the curriculum.

In addition, the dialogue encourages collaboration in developing critical understanding among the educators and learners to address inequality in the society (Garza et al. 2014). This is important in terms of developing organizational systems in schools as well as district level to empower parents and learners from diverse ethnic and racial societies. The discourse will promote educator leaders, school administrators and district level to lead diverse cultures while working with parents, teachers and the community to create curriculum s structures, education practices and organizational systems in line with cultural values of racially diverse learners as well as their families (Klar & Brewer, 2014).

The dialogue will also be important when it comes to incorporating classroom practices and school leadership. By and large, the dialogue will present deeper insights of cultural and racial inequity. Additionally, the discussion will act as the platform to communicate actions for education leaders can utilize in a transformative manner to promote change in a strength-oriented and enhance equity course in education.

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2. Strategic Leadership Approach:

Describe the immediate response you would have at the Leadership Team meeting, and what leadership theory(ies) supports your immediate response.

Institute Inclusion

I would first start off by instituting inclusion by putting more emphasis on the human determination of what is being learned and its connection to the learners’ experience. I would also champion the need for unity of purpose where the teaching staff, students and other stakeholder team up on all fronts. With this approach, the institution will hopefully transition into an environment that fosters change.

Treatment of diverse groups equally will form the basis of my strategy. In this regard, practices that foster discrimination will be curtailed through shared learning methods, peer-teaching and discussion groups (Klar & Brewer, 2014).. The leadership team and learner will be governed by statutes.

2. Develop Positive Attitude Towards creating a mental shift, the leadership would reiterate the need to relate teaching and learning activities to learners experience or previous information. The institution as informed by the curriculum should encourage students to make choices in content and analytical approaches based on factors such as past experiences, values, needs and competences (Klar & Brewer, 2014).

Moreover, the procedure should support clear learning and problem resolution objectives; impartial and transparent benchmark of evaluation; significant learning concepts; instructional flexibility anchored on style and experiential learning. The need for conferences or meetings between teachers and students will play an imperative role when it comes to fostering culturally responsive educator versus student synergies (Klar & Brewer, 2014).

3. Enhance Meaning – The institution should provide thought-provoking learning experiences that include higher level thinking and critical probe that highlight tangible issues in an action-oriented way. Discussions of pertinent experiences should not just be advanced but students’ dialect should be used in classroom dialogue (Klar & Brewer, 2014). Through a project and problem resolving approach, students should be allowed to question historical occurrences critically regardless of whether or not the topic is popular.
Engender Competence – The analytical process of groups should be related to their world view, ethos and reference point. Moreover, this may also include having in place various approaches for representing knowledge and dexterity that allows for realization of outcomes at diverse forms (Presley, 2014). This then calls for a feedback mechanism and contextualized review.

Then, describe how culturally responsive leadership theory would inform your long-term strategy to advance culturally responsive education practices with the Leadership Team. Your long-term strategy may include identifying what additional information you would need to proceed effectively.

Culturally responsive leadership theory would be at the core of the long-term strategy in the sense that its principles will inform objective facilitation. In turn, this will have the ability to contribute to the development of practical equity structures to address the types of intricate inequities that involve attainment and other associated gaps in education system (Presley, 2014).

Owing to the fact that cultural responsive leadership use transformative principles, the theory would assist me to promote education equity of all learners regardless of their ethnicity, language or race (Garza et al. 2014). Nonetheless, to proceed effectively, I would require these extra information such as critical multiculturalism and also understand leadership actions of persons of color and champion education equity.

3. Synthesis:

Explain how you would use what you have learned from this exercise to address the culturally responsive education needs in the context you serve or hope to serve as an education leader.

I will use lessons learned from this exercise to create awareness among education leaders about the ways of moving their schools from basic understanding about equity to practical action with immediate use leading to changes in education practices. In addition, the lessons will be important in understanding all the vigenetes of culturally responsive leadership while taking into account gender, race, culture and language (Garza et al. 2014).

Besides, the lessons will help me to work towards attaining consciousness among leaders and faculty; instutionalizing organizational systems to help empower underserved learners, their families and the larger society. The exercise will also be a foundation upon which I will use to facilitate procedure to conceptualize equity agendas via meaningful organized activities to ensure schools understand ethnic and cultural differences leading to attainments and associated gaps.

Furthermore, I would use the lessons to comprehend the elements of transformative leadership and multiculturalism as influential strategies to tackle academic and factors separating students can be conceptualized. I would also use this exercise to explore culturally responsive leadership actions of underserved communities who depict a number of intersecting features from discernible; including language, ethnicity, and race to hidden like gender.

References

Klar, H., W., & Brewer, C., A. (2014). Successful leadership in a rural, high-poverty school: The case of county line middle school. Journal of Educational Administration, 52(4), 422. Retrieved from http://search.proquest.com/docview/1660746084?accountid=45049

Presley, S. P. (2014). How leaders engage in complexity leadership: Do action-logics make a difference? (Order No. 3611483). Available from ABI/INFORM Collection. (1502794919). Retrieved from http://search.proquest.com/docview/1502794919?accountid=45049

Garza, J., Encarnacion, Drysdale, L., Gurr, D., Jacobson, S., & Merchant, B. (2014). Leadership for school success: Lessons from effective principals. The International Journal of Educational Management, 28(7), 798. Retrieved from http://search.proquest.com/docview/1662671136?accountid=45049

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Alphabet Inc Leadership Model and Organizational Structure

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Leadership Model and Organizational Structure

Background Information

Organizations today have recognized that their success and competitive nature relies on the need to heavily depend on information technology (IT) in enhancing their management practices. This has resulted in a demand for qualified IT leaders and professionals who have the capacity to increase the performance of an organization; an aspect that confronts the element of boundary spanning that requires the collaborative efforts of different users in ensuring the success of projects.

Alphabet Inc is one of the multinational conglomerates in America that was founded in October 2015. The company is an affiliate of Google among several other entities that bases its portfolio on life sciences, technology, research, and investment capital (Eshaq et.al. 2015).

Alphabet Inc Leadership Model and Organizational Structure

Alphabet Inc has a cross-functional organizational structure that uses the element of function as an approach in grouping its employees. The company has a developed engineering and design team, sales operators, and project management teams.

On the other hand, Alphabet also uses products as a form of grouping its employees and achieves this by grouping its employees in developing Nexus products and devices (Eshaq et.al.2015). Lastly, the employees of the organization are also grouped on the bases of its fiber business, an aspect that depicts the flatness of the company’s structure. This clearly indicates that the employees, groups and teams of this company have the capacity to bypass the management team and directly report to the CEO.

Alphabet’s structure is developed to prosper through its strong leadership systems that give its management independence in conducting the functions of the organization (Vaccaro, et.al.2012). Generally, the company’s model is based on an approach that gives the CIO an opportunity to run the business of the company. The CEO is assisted by manager’s who are tasked with handling the company’s capital allocations. They also ensure that the business functions of the organization are executed.

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Comparison and Contrast of Two Leadership Theories

The transactional leadership approach as employed in Alphabet Inc is a style that primarily maintains a normal flow of functions within an organization. Transactional leaders within this organization keep shifts afloat by incorporating disciplinary powers and incentives in an approach aimed at motivating employees to achieve their goals.

Alternatively, the transformational leadership approach incorporates approaches aimed at crafting strategies directed towards improving the performance and success levels of an organization, an aspect that draws its strength from collaboration, motivation and team-building within employees (Vaccaro, et.al.2012). It is imperative to acknowledge that both the transactional and transformational leadership styles ensure that leaders set their goals and motivational approaches aimed at ensuring subordinates achieve their goals while ensuring that opportunities are available in advancing their personal growth.

On the other hand, transactional leaders are not driven towards guiding an organization to a market position of leadership since the leaders are primarily focused on ensuring an organization flows in a smooth way daily (Zhiqiang Liu, et.al.2012). However, transformational leaders apply the element of charisma as an approach of inspiring their subordinates to achieve goals. This aspect is inspired by the inclusion of ideals, values, and morals in the process.

Table 1: Transaction and transformational leadership styles

	Transformational Leadership	Transactional Leadership
1	Encourages change and thinking outside the box	Works to maintain things the same, tends to avoid change
2	Private and public acknowledgment of accomplishments – higher-level needs	Punishments and rewards – low-level needs
3	Concerned with ideas over processes	Concerned with processes over ideas
4	Delegates tasks for members to act in small groupings or independently	Micro-manages teams to make sure that the set standards are attained
5	Inspires followers	Does not inspire followers. Improves productivity

It is essential to establish that these two leadership theories are applicable to IT management leadership since transactional leaders have the capacity to address small operational details efficiently. In this case, it is essential to ascertain that transactional leaders build strong reputations within a marketplace through their efforts of ensuring the employees are productive (Zhiqiang Liu, et.al.2012).

However, a transformational leadership approach remains effective in IT management since it aids an organization to achieve its goals through a well-developed strategy that incorporates the element of team-building within the functions of an organization.

Leadership Theory Used In Alphabet Inc

Alphabet Inc believes in the transactional leadership model, an aspect that results in its leaders basing their style on transactions with their subjects. In this case, the leaders of this organization view their human relations as transactions, and thus rewards, reciprocates, and punishes their subjects as a basis of this approach (Norshima&Vimala, 2015). This approach gives the leaders of this organization an opportunity to emphasize on the importance of meeting their short-term goals. The employees are consequently required to adhere to the procedures and standards that are set by the organization.

In addition to this, the leaders of Alphabet invest in efforts aimed at enhancing the employee’s creativity, an aspect that has enabled the organization to improve its productivity and cut its costs. This leadership model is evident in the company’s functions since it makes its followers empowered, satisfied, and self-motivated in achieving their goals more than what is contained in their job descriptions (Norshima&Vimala, 2015).

Comparison and Contrast of Two Organizational Structure Models

The organizational structure of Alphabet Inc influences the manner in which the company conducts its functions. In accordance to how the company is organized, the organization incorporates the functional and product structure in order to meet its goals. In this case, it is essential to establish that an organization that is developed around a functional structure delivers its tasks based on the aligned skills and training of team’s and employee’s (Clegg, Kornberger, Pitsis, 2011). This structure remains simple to explain to employees, customers, and suppliers while incorporating effective approaches of communication and problem solving since knowledge is identified and shared.

Figure 2: Functional Organizational Structure

In comparison to the product structure model, companies are attracted by responsive changes that occur as a result of the new trends in technology. This aspect enables such organizations to group employees and groups on the basis of skills and expertise, and is additionally supported by infrastructures within a unit.

On the other hand, the functional structure helps in the development of leaders and functional leaders, superiors, and peers that can be accessed within the functions of an organization (Clegg, et.al.2011). In contrast to this, the product structure ensures that the aspect of skill expansion and diversification can be incorporated within an organization. However, this model has the capacity to initiate unnecessary competitions internally between particular product groups and business units, an aspect that may be detrimental to the functions of an organization, and an aspect that may inhibit a negative implication in the IT industry.

Figure 3: Product Organizational Structure

Alphabets organizational structure allows the interaction between employees and their leaders, an aspect that makes them feel free to share their opinions and ideas. Innovation remains the centre piece of Alphabet Inc, thus requiring every employee to contribute innovative ideologies towards the development of the company (Clegg, et.al.2011). In this case, the company is structured in a manner that supports the element of excellence and innovation through an approach that enables the employees to share their capabilities and ideas within the organization.

Organizational Structure Model used in Alphabet Inc.

Alphabet Inc is developed on the foundations of a simple organizational structure that is comprised of hierarchical functions consisting of executive leaders who have the capacity to delegate authority and responsibilities down to the leaders within the organization (Strese, et.al. 2016). This approach is effectively implemented in the company and allows the founders of the organization (Google) to direct its operations to the leadership of the organization in regulating the manner in which the organization operates.

This approach ensures the initiation of tight compliance approaches that requires the leaders within the organization to adhere to procedures and policies. The structure remains effective in Alphabet since it coordinates activities through its line of authority and slowly reacts of external factors since information travels up the chain of command in the organization and instructions are expected to travel back down (Strese, et.al.2016). This critically impacts the manner in which decisions are processes and the application of an efficient leadership style that matches the structure of the company.

The Relationship between Leadership Style and Organizational Structure

Alphabet Inc builds its competitive advantage is critically seen in its approach to enhance and enlarge its functions through the company’s organizational structure. In this case, it is important to note that Alphabets IT governance changes require that the company makes its decisions to organize its processes and efficiently define its organizational culture (Strese, et.al.2016).

The leadership style of Alphabet Inc influences the culture of the organization as detailed in its vision. On the other hand, the leadership element shapes the manner in which values and morals are instilled within the organization that defines the manner in which employees conduct themselves.Decisions within the company are made by the leaders who make consultations from teams, an aspect that is evident in the top down system in which decisions are made by the senior management and the implemented down (Strese, et.al.2016).

For instance, when the company undergoes some management problems, the leaders within the organization conduit a solution to such a problem and additionally acts as adapters to these factors. Once the decisions are arrived at, the company dispenses the solution to the bottom leaders who are expected to implement these solutions within the organization.

References

Clegg, S., Kornberger, M., Pitsis, T. (2011).Managing & Organizations: An Introduction to the Theory & Practice, 3^rd Edition, London: Sage Publications Ltd Cunliffe. Retrived From: http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=3985839&site=ehost-live

Eshaq M. Al Shaar, Shadi Ahmed Khattab, RaedNaserAlkaied, &Abdelkareem Q. Manna (2015). The Effect of Top Management Support on Innovation: the Mediating Role of Synergy between Organizational Structure and Information Technology. Leadership Quarterly.Retrived From:www.irmbrjournal.com

NorshimaHumaidi&VimalaBalakrishnan (2015): Leadership Styles and Information Security Compliance Behavior: The Mediator Effect of Information Security Awareness. International Journal of Information and Education Technology, Vol. 5, No. 4, April 2015

Strese, S., Meuer, M. W., Flatten, T. C., &Brettel, M. (2016). Organizational antecedents of cross-functional coopetition: The impact of leadership and organizational structure on cross-functional coopetition. Industrial Marketing Management, 5342-55. doi:10.1016/j.indmarman.2015.11.006. Retrived From: http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=112743859&site=ehost-live

Vaccaro, I.G., Jansen, J.P., Van Den Bosch, F.A. J., and Volberda, H.W.(2012). Management innovationand leadership: the moderating role of organizational size. Journal of Management Studies, 49(1), 28-67

Zhiqiang Liu, ZhenyaoCai, Ji Li, Shengping Shi &Yongqing Fang (2012): Leadership style and employee turnover intentions: a social identity perspective. Retrived From: www.emeraldinsight.com/1362-0436.htm

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Establishing an effective POLC Framework

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Establishing an effective POLC Framework

Introduction

Outdoor recreation or activity refers to the pursuit of leisure activities that appeal to the lovers of natural or unnatural activities in remote village settings or towns. These are largely team sports that attract hardened individuals who are risk takers and love challengers. The sporting activity maybe canoeing, waterskiing, rock climbing, surfing, fishing, hunting, sailing or even horseback riding among other sports events.

The management of such an event provides a complex test of organization skills and a web of complicated decision-making that stem from clear understanding of business operations. The complex situations demands for skillful and competent managers who have clear business strategies and vision for successful business operations (Davidson & Stebbins, 2011).

The management of Outdoor Adventure Paintball Park (Outdoor Adventure) and as per the wishes of the three family members, who own the company but are not experienced on handling complex outdoor sporting activities, seeks to establish an effective POLC framework. The company strategically resolved to:

1). Reaffirmed the need to develop and share a strong and motivating mission statement.

2). Change the personnel in charge of resource organization

3). Implement new measures to ensure effective training of manpower, recruitment and development of sound employment policies and job descriptions (Miska & Mendenhall, 2015).

4). Find new ways of improving leadership and motivating employees to work hard.

5). Enumerate the critical aspects of adopting measures of standard performance, balance score cards and effective feedback systems that reflect the company’s vision and mission.

6). To implement the POLC framework and weigh its impact on organizational growth.

Planning

Mission and Vision

The mission of the outdoor facility is to provide fun activities that are safe and which are designed to enhance rich outdoor experience for children, teenagers, young adults, team building work groups that target relaxation and also holiday making. The vision of the facility is to provide unrivalled Outdoor experience that would be an entertainment destination for thousands of professions throughout the country and other fun lovers. The number of visitors currently visiting the facility out-numbers the resources available and mishandling of customer bookings have been noted severally due to staff incompetence and lack of clear operations structure. The result has been loss of potential customers and sales.

Goals, Objectives and Strategy

The company seeks to develop and set goals that are consistent with the management strategies as espoused by the company’s mission and goals. The operations of the company have been organized to develop targets that would ensure that the goals of the company have been achieved. The Outdoor Adventure’s management team has ensured that the operational strategies that had been earmarked to improve performance have been fully implemented in an effort to increase sales and improve customer experiences. The strategies are addressed during the initial POLC framework planning to ensure that the crucial concepts are also captured in the POLC framework.

Organizing

Organization Culture

Outdoor Adventure was established b three owners who shared a dream of developing a first class outdoor facility that would provide memorable experiences to all its customers. However after several years in existence the owners are not on the same page regarding the management of the Outdoor sports center. The management wants to institute a new organization culture that would enhance more team work and create more production and sales.

Organization Structure

The organization lacks a clear organization structure which is making the company to be ineffective in its role as a first class facility. The current structure provides no job definitions or roles. The company needs to adopt a clear organization structure that has clear hierarchy order as depicted below. The major advantage of hierarchal organization structure is that it provides an appropriate centralized structure that is consistent with the nature of the business that needs a strong management presence in most of its operations.

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Job Profiles, Descriptions and Responsibilities

John Thomas oversees most of the company’s general operations and is also responsible for making key organizations changes and business operations. Carl Thomas is also responsible for general business operations together with Joe.

Phillips is responsible for daily operations at the company while also coordinating and assigning duties at the park. Roberts is in charge of sales and marketing and works directly under the three directors. Finesse is in charge of the human resource and is responsible for hiring competent staff. The stores department is manned with Smith who also oversees the work of other store’s supervisors while also controlling the inventory. She reports to Phillips. The concepts of POLC are meant to equip the organization with qualified personnel who can steer the company in the right direction.

Leadership

The lack of a clear organization structure in Outdoors Adventures led to ineffective leadership which also trickled to other departments and eventually affected the customers (Miska & Mendenhall, 2015). Poor communication among the owners resulted in ineffective business operations. To promote innovation at the park, the management ought to consider knowledge-based leadership as a way of promoting innovation (Doh and Quigley, 2014).

Knowledge based leadership would provide better and well informed judgment on the part of the three owners given that some employees are concerned on what are the real objectives of the park from the owners perspective. Leadership skills form one of the major components or pillars of POLC framework (Conway, n, d).

Control

Balanced Scorecard

The best way to implement strategic controls in a company is through the use of balance scorecard that has aligned the four major functions with the company’s strategy that has also incorporated the company’s mission and vision. The balance scorecard (BS) translates a company’s vision and strategy into reality.

The BS identifies the relationship between a company’s operations control and the strategic controls of a company. What the customers are exposed and what the management wants the customers to see. How the company’s financial resources match the shareholders expectations and the best way to grow (Kaplan & Norton, n, d).

Strategic Human Resource Management

The human resource management plays a critical role in POLC framework. The HR department must hire competent employees to ensure that the services provided by the company are above the average standards and qualities of all the company’s services are universally acceptable and are consistent with the company’s objective.

References

Conway, C. (n, d) Leadership Skills Approach retrieved July 11, 2016 from http://users.jyu.fi/~naabouck/paper/Leadership_Chapter3.pdf

Davidson, L., & Stebbins, R.A. (2011) Serious Leisure and Nature: Sustainable Consumption in the Outdoors. Hound mills, UK: Palgrave Macmillan.

Doh, J. and Quigley, N. (2014) Responsible Leadership and Stakeholder Management: Influence Pathways and Organizational Outcomes. Academy of Management Perspectives, 28(3), pp.255-274.

Kaplan, R.S. & Norton, D.P. (n, d) Putting the Balanced Scorecard to Work, Harvard Business Review, retrieved July 11, 2016 from https://web.archive.org/web/20140202115133/http://www.theclci.com/resources/5HBR-PuttingTheBalancedScorecard.pdf

Miska, C., & Mendenhall, M.E. (2015) responsible Leadership: A Mapping of Extant research and Future Directions, Journal of Business Ethics retrieved July 11, 2-16 from http://link.springer.com/article/10.1007/s10551-015-2999-0

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