Assignment: You Decided To Go To A Coffee Shop To Work

Assignment: You decided to go to a coffee shop to work on your module 6

Analyze a scenario observed in a coffee shop where a manager is leading a team using a telling approach, and discuss how leadership strategies differ from management approaches. Address how a leader might handle this situation differently, identify behaviors the manager should improve, and suggest strategies for developing effective leadership behaviors, supported by scholarly references. The response should be a presentation with 8-10 slides, including detailed speaker’s notes, adhering to APA format with at least two scholarly references.

Paper For Above instruction

Assignment: You decided to go to a coffee shop to work on your module 6

In everyday organizational contexts, leadership and management are often misunderstood or used interchangeably, but they are distinct concepts with different implications for workplace behavior and team performance. The scenario observed in the coffee shop offers a valuable opportunity to analyze the differences between leadership and management, especially in the context of motivating a team and fostering high performance. It also highlights the importance of leadership behaviors that inspire and motivate employees versus a purely directive approach characteristic of management. This paper explores how a leader could approach the scenario differently, the behaviors the manager should work on to improve effectiveness, and strategies for developing leadership skills, supported by scholarly literature.

Leadership versus Management in Practice

The manager in the scenario employs a traditional "telling" approach, emphasizing directives and performance objectives without engaging or inspiring the team. This approach aligns with management functions such as planning, organizing, and controlling (Kotter, 1991). However, effective leadership involves motivating and inspiring team members through vision setting, trust-building, and empowering employees (Northouse, 2018). In this case, a leader might address the situation by fostering open communication, recognizing individual contributions, and encouraging collaboration. For example, instead of solely dictating objectives, the leader could facilitate a dialogue that allows team members to voice challenges and suggest solutions, thereby creating a shared sense of purpose and commitment (Goleman, 2000). This approach nurtures intrinsic motivation, enhances engagement, and ultimately leads to improved performance.

Behaviors to Improve Leadership Effectiveness

The manager’s current behaviors suggest a focus on authority and compliance, which can undermine team morale and creativity. To enhance leadership effectiveness, the manager should develop behaviors such as active listening, emotional intelligence, and transformational communication. Active listening demonstrates respect for team members' perspectives, leading to greater trust and collaboration (Salovey & Mayer, 1990). Emotional intelligence allows the leader to recognize and manage their own emotions and those of others, fostering a positive work environment (Goleman, 1994). Transformational communication involves inspiring followers with a compelling vision and encouraging innovation (Bass & Avolio, 1994). These behaviors can foster a more motivated and committed team, aligning with contemporary leadership theories emphasizing influence beyond authority (Yukl, 2013).

Strategies for Developing Leadership Behaviors

To improve leadership effectiveness, the manager might adopt specific strategies such as engaging in leadership development programs, seeking mentorship, and practicing reflective leadership. Leadership development programs focused on emotional intelligence and transformational leadership can build internal capabilities and reinforce positive behaviors (Day, 2000). Mentorship provides opportunities for feedback and learning from experienced leaders, accelerating skill development (Kram, 1985). Additionally, reflective practices like journaling or coaching help leaders evaluate their behaviors, identify areas for improvement, and experiment with new approaches (Schön, 1983). These strategies are effective because they promote continuous learning, self-awareness, and adaptive leadership—key elements in fostering effective leadership in dynamic environments (Avolio & Gardner, 2005).

Conclusion

The scenario underscores the distinction between management and leadership, highlighting the importance of adaptive, inspiring behaviors in effective leadership. A leader’s ability to foster trust, promote engagement, and develop a shared vision can significantly impact team performance. Developing such qualities requires intentional strategies such as ongoing education, mentorship, and self-reflection. By shifting from a telling to an inspiring leadership approach, managers can create a more motivated, innovative, and high-performing team, ultimately contributing to organizational success.

References

• Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. Leadership Quarterly, 16(3), 315–338.
• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
• Day, D. V. (2000). Leadership development: A review in context. Leadership Quarterly, 11(4), 581–613.
• Goleman, D. (1994). Emotional intelligence. Bantam Books.
• Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78–90.
• Kotter, J. P. (1991). What leaders really do. Harvard Business Review, 69(11), 103–111.
• Kram, K. E. (1985). Mentoring at work: Developmental relationships in organizational life. Scott, Foresman.
• Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). Sage Publications.
• Salovey, P., & Mayer, J. D. (1990). Emotional intelligence. Imagination, Cognition and Personality, 9(3), 185–211.
• Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson Education.