Assignment 2: Discuss Effective Versus Ineffective Managers

Assignment 2 Discussioneffective Versus Ineffective Managersin The P

Assignment 2: Discussion—Effective Versus Ineffective Managers In the previous discussion, you explored characteristics of managers that get the best performance out of you. The traits you identified are motivation and management traits managers use that make them more effective managers. In this assignment, you will explore effective and ineffective management traits. Research traits of effective and ineffective managers using your textbook and the Argosy University online library resources. Think about your experiences with managers. Perhaps some of them have been better than others. Draw from these personal experiences for this assignment, Complete the following: Identify one example each of an effective manager and an ineffective manager. Identify and describe at least two traits the effective manager has that makes him or her a good manager and at least two traits the ineffective manager has that makes him or her a poor manager. Review your own management style. What effective and non-effective management traits do you possess? Give reasons for your assertions. Write your initial response in 1–2 paragraphs. Apply APA standards to citation of sources.

Paper For Above instruction

Effective management is rooted in particular traits that foster employee motivation, productivity, and organizational success. Conversely, ineffective managers often display traits that hinder teamwork, decrease morale, and impede progress. Reflecting on personal experiences and academic literature, an example of an effective manager I encountered demonstrated strong communication skills and emotional intelligence. This manager frequently provided clear directives while listening empathetically to team concerns, fostering an environment of trust and collaboration. These traits are supported by research indicating that effective communication and emotional awareness are critical for leadership success (Goleman, 2013). On the other hand, an ineffective manager I experienced lacked transparency and inconsistency. This individual would often withhold crucial information and display unpredictable decision-making, leading to confusion and frustration among team members.

The traits of the effective manager—namely, clarity in communication and emotional intelligence—are essential because they promote understanding and engagement. Clarity ensures that team members know what is expected, aligning efforts with organizational goals, while emotional intelligence allows the manager to respond adaptively to team needs (Cherniss & Goleman, 2001). Conversely, the ineffective manager’s lack of transparency creates suspicion, and inconsistency diminishes trust and morale, ultimately undermining team cohesion (Luthans & Youssef, 2007). Personally, I strive to embody traits of effective management, such as active listening and accountability, which contribute to a positive work environment. However, I recognize that I occasionally demonstrate traits of impatience during high-pressure situations, which can hinder effective communication and decision-making. Being aware of these traits enables me to refine my management approach continuously, promoting better leadership practices aligned with scholarly insights.

In conclusion, the contrast between effective and ineffective management traits significantly impacts team dynamics and organizational outcomes. Cultivating traits like clear communication and emotional intelligence enhances managerial effectiveness, whereas traits such as secrecy and inconsistency hamper performance. By reflecting on personal management styles and aligning with research-based traits, individuals can develop more effective leadership capabilities, ultimately fostering a productive and motivated workforce.

References

Cherniss, C., & Goleman, D. (2001). The emotionally intelligent workplace: How to select for, measure, and improve emotional intelligence in individuals, groups, and organizations. Jossey-Bass.

Goleman, D. (2013). Emotional intelligence: Why it can matter more than IQ. Bantam Books.

Luthans, F., & Youssef, C. M. (2007). Psychological capital: Developing the human competitive edge. Oxford University Press.