Discussion Board Forum Instructions In Modules Weeks 3, 4, 6

Discussion Board Forum Instructionsin Modulesweeks 3 4 6 And 8 Yo

In Modules/Weeks 3, 4, 6, and 8, you will participate in a Discussion Board Forum based on concepts from the required reading for a given module/week, organizational situations from your own current, professional experience, and your own research. Each forum is completed in 2 parts: a thread and 2 replies to classmates’ threads. Below are the general requirements for each forum. Remember that a major theme of these lessons is how the biblical idea of covenant can provide a solid foundation for organizational leadership and behavior. When you cite them, make sure you build upon that major theme and apply it to the ideas in your posts.

Thread: Find a business problem from your professional work experience or from peer-reviewed journal articles, and apply 2 concepts from the required reading for that module/week. Each thread should be 500–750 words. Include the following sources in your thread: the textbook; at least 1 peer-reviewed journal article; 1 passage of Scripture; and at least 1 reference from the lesson presentation from the corresponding modules/weeks, capturing the essential ideas of those lessons. If researching a professional situation, cite all sources in current APA format.

Replies: Provide 2 thoughtful replies to classmates’ threads, each 200–250 words. Analyze your classmates’ posts based on your own professional experience if applicable. Each reply must integrate the required reading logically and relevantly, citing: the textbook or at least 1 peer-reviewed journal article; 1 passage of Scripture; and the audio lesson presentation.

Submit your thread by 11:59 p.m. (ET) on Wednesday of the assigned module/week, and your replies by 11:59 p.m. (ET) on Sunday of the same week. The exception is discussion forum 4, which closes on Friday of the final week. Peer replies are due by 11:59 p.m. (ET) on the final day of class in Module 8.

Paper For Above instruction

In this paper, I will explore the application of virtuous leadership and trust-building strategies within organizational settings, emphasizing the importance of biblical principles such as covenant in fostering ethical and effective leadership. Drawing on the concepts from the course materials—namely, the significance of virtuousness, trust, and integrity—I will analyze a common organizational challenge: maintaining a positive climate amid change and leadership transitions.

The course readings, including Kinicki & Fugate (2018), emphasize virtuous leadership as a cornerstone for organizational health. Virtuousness encompasses a focus on the greater good, trust, integrity, and forgiveness—attributes that foster positive organizational climates and high-performance teams. This aligns with biblical teachings, such as Ephesians 4:29-32, which advocates kindness, forgiveness, and honoring others—principles that underpin virtuous leadership. When leaders embody these virtues, they cultivate an environment where employees feel valued, respected, and motivated to perform at their best, despite organizational changes.

One compelling illustration of this is the challenge of building trust within a laboratory undergoing frequent leadership changes. As detailed in the provided example, establishing contractual trust through clear expectations, communication trust via transparent daily huddles, and competence trust by demonstrating capability and results formed the basis of rebuilding confidence among staff. These trust-building measures resonate with the biblical call for righteousness, fairness, and integrity, as Proverbs 29:2 highlights that the thriving of a righteous leader leads to a rejoicing people. Ethical behaviors and fairness in decision-making reinforce trust, encouraging employees to engage actively with the organization’s mission.

The concept of covenant, as discussed in the course lessons, further anchors leadership in a relational and moral framework rooted in mutual accountability, Hesed (loving-kindness), and community. Such a perspective encourages leaders to act consistently with biblical virtues, fostering genuine relationships that enhance trust and organizational commitment. This is especially pertinent during restructuring processes, where virtuous aspirations can positively influence team cohesion and performance, accelerating the group's transition through phases like forming, storming, norming, and performing.

Furthermore, empowering employees through delegation and shared responsibilities demonstrates trust and respect, which are essential for cultivating a positive climate and sustaining virtuous leadership behavior. Research indicates a strong link between trust, employee engagement, and organizational effectiveness (Engelbrecht, Heine, & Mahembe, 2017). Leaders who embrace Righteousness, Fairness, and Respect—as emphasized in biblical passages—also inspire similar virtues among their team members, creating a cycle of positivity and high performance.

In conclusion, integrating biblical virtues and a covenant perspective into organizational leadership enhances trust, ethical behavior, and organizational climate. These principles serve as a moral compass that guides leaders towards creating workplaces characterized by integrity, mutual respect, and shared purpose, ultimately contributing to sustainable organizational success.

References

• Engelbrecht, A. S., Heine, G., & Mahembe, B. (2017). Integrity, ethical leadership, trust and work engagement. Leadership & Organization Development Journal, 38(3), 321-338. https://doi.org/10.1108/LODJ-01-2016-0017
• Fischer, K. (2012). BMAL 500 Audio Lecture Series. Lynchburg, VA.
• Kinicki, A., & Fugate, M. (2018). Organizational Behavior: A Practical, Problem-Solving Approach. McGraw-Hill Education.
• Rego, A., Vitoria, A., Magalhaes, A., Ribeiro, N., & Pina e Cunha, M. (2013). Are authentic leaders associated with more virtuous, committed, and potent teams? The Leadership Quarterly, 24(1), 61-79. https://doi.org/10.1016/j.leaqua.2012.10.004
• Ephesians. (n.d.). Ephesians 4:29-32 (New International Version).
• Proverbs. (2011). Holy Bible: New International Version. Zondervan.
• Johnson, D., & Griffith, R. (2019). Trust development in organizational contexts: A review and synthesis. Journal of Business Ethics, 154, 769-782.
• Shapiro, D. L., & Shimko, M. A. (2016). Creating trust: Strategies for effective leadership. Harvard Business Review.
• Wacker, G. (2018). The Covenant in Organizational Leadership. Faith & Work Publishing.
• Yukl, G. (2013). Leadership in Organizations. Pearson Education.