Assume You Are The Manager Of Your Department ✓ Solved

Assume You Are The Manager Of The Department Where You Currently Work

Assume you are the manager of the department where you currently work. If you are not currently working, use a past situation or a hypothetical situation; be sure to describe it. Select two leadership theories that you believe will be most useful in managing your staff. Select different theories or different combinations of theories than your classmates select. Respond to the following: Assess why you think these theories will be most practical or helpful.

Evaluate how the two theories might interact with one another. Analyze whether you anticipate needing different leadership methods (based on your two selected theories) according to the ages, races, national origins, cultures, genders, educational backgrounds, or job types of your subordinates. Provide necessary illustrations and citations to justify your conclusions. Justify three best practices that emerge from your selected leadership theories (three best practices total. You do not need three best practices for each theory).

The final paragraph (three or four sentences) of your initial post should summarize the one or two key points that you are making in your initial response. Your posting should be the equivalent of 1- to 2-single-spaced pages (500–1000 words) in length.

Sample Paper For Above instruction

As the manager of a mid-sized marketing department, I would select transformational leadership and transactional leadership as the two most effective theories for managing my team. Transformational leadership focuses on inspiring and motivating employees to exceed expectations through vision and enthusiasm, fostering innovation and commitment. Conversely, transactional leadership emphasizes structured tasks, rewards, and discipline, ensuring clarity and efficiency. By integrating these theories, I aim to create a balanced environment that promotes both motivation and accountability.

The interaction between transformational and transactional leadership can be synergistic. While transformational leadership encourages creative problem-solving and high morale, transactional methods reinforce desired behaviors and performance standards. For instance, inspiring employees (transformational) can be complemented by clear reward systems (transactional) that reinforce productive behaviors. I anticipate that depending on the context, my leadership approach may need adjustments, especially considering the diverse backgrounds of my team. For example, younger staff may respond better to transformational strategies that emphasize vision, while more experienced employees might appreciate transactional methods that recognize their expertise and provide tangible rewards.

Regarding cultural, gender, and educational diversity, I believe flexible leadership methods are essential. For example, in multicultural teams, demonstrating cultural sensitivity in reward and recognition practices can enhance engagement. Similarly, acknowledging different learning styles and communication preferences enables me to tailor motivational strategies effectively. This adaptability aligns with the core principles of both leadership theories, emphasizing the importance of personalized leadership approaches that respect individual differences.

Three best practices emerging from my selected leadership theories include: 1) fostering open communication to motivate and clarify expectations; 2) recognizing and rewarding individual achievements to boost morale and performance; and 3) creating opportunities for professional development to inspire growth and innovation. These practices help ensure a cohesive and high-performing team by combining inspirational motivation with clear performance management.

In conclusion, integrating transformational and transactional leadership provides a comprehensive framework to manage a diverse team effectively. The complementarity of these theories allows for adaptable strategies that address different motivational drivers and cultural considerations, ultimately fostering a productive and engaged workforce.

References

• Bass, B. M. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 33-56.
• Burns, J. M. (1978). Leadership. Harper & Row.
• Northouse, P. G. (2018). Leadership: Theory and Practice. Sage Publications.
• Avolio, B. J., & Bass, B. M. (2004). Multifactor leadership questionnaire manual. Mind Garden.
• Podsakoff, P. M., MacKenzie, S. B., & Bommer, W. H. (1996). Transformational leader behaviors and substitutes for leadership as determinants of organizational effectiveness. Journal of Management, 22(2), 259-298.
• Hersey, P., Blanchard, K. H., & Johnson, D. E. (2012). Management of Organizational Behavior: Leading Human Resources. Pearson Education.
• Yukl, G. (2013). Leadership in Organizations. Pearson.
• Antonakis, J., & House, R. J. (2014). The full-range leadership theory: The way forward. The Leadership Quarterly, 25(1), 115-121.
• Gooty, J., Connelly, S., Lawson, R., & Ashford, S. (2010). In the eye of the beholder: Exploring employees’ perceptions of leadership and how they influence work attitudes and attitudes. Journal of Managerial Psychology, 25(7), 657-678.
• Avolio, B. J., & Bass, B. M. (2004). Multifactor leadership questionnaire manual. Mind Garden.