Discussion Prompt For This Week's Episode Of Saving Sara

Discussion Promptin This Weeks Episode Ofsaving Sara You Saw That Ge

Discussion Prompt In this week’s episode of Saving Sara, you saw that getting a job promotion doesn’t necessarily create a leader. Sara took a management approach and a leadership approach to handle a situation. Watch both examples and describe the differences between management and leadership. Then, focus on one leadership trait that Sara exhibited. What advice would you give Sara to improve on that specific trait? All prompts require a reference cited from a scholarly source using APA format that strongly supports the information in your post with the key concepts being discussed for the week. Please note that all work submitted should now be using APA 7th edition.

Paper For Above instruction

The distinction between management and leadership is a foundational concept in organizational behavior and is crucial to understanding effective workplace dynamics. In the episode of "Saving Sara," Sara exemplifies both management and leadership approaches in handling a critical situation, providing a valuable case study for analyzing these roles. Management typically involves planning, organizing, directing, and controlling resources to achieve organizational goals efficiently (Kotter, 2012). It emphasizes maintaining stability, implementing policies, and ensuring tasks are completed as prescribed. Conversely, leadership focuses on inspiring, motivating, and guiding individuals toward a shared vision, often fostering innovation and change (Northouse, 2018).

In the episode, Sara's management approach was apparent when she relied on procedures, structured guidelines, and authority to address the problem at hand. She prioritized adhering to protocol, assigning tasks, and monitoring progress to ensure immediate resolution. On the other hand, her leadership approach was evident when she sought to understand the underlying concerns of her team, communicated a compelling vision, and motivated her team members to collaborate beyond mere compliance. This dual approach highlights how effective managers often integrate leadership qualities to inspire commitment and foster a positive work environment.

One notable leadership trait exhibited by Sara was her emotional intelligence, specifically her empathy towards her team members’ perspectives and concerns. She demonstrated an ability to listen actively and understand emotional cues, which helped build trust and rapport. According to Goleman (1998), emotional intelligence is vital for effective leadership because it enhances self-awareness, empathy, and social skills, enabling leaders to manage relationships judiciously and empathetically. Sara’s empathetic approach facilitated open communication and collective problem-solving, which contributed significantly to team cohesion during a turbulent situation.

To improve on her emotional intelligence, particularly in the area of self-awareness, Sara could benefit from reflection and feedback mechanisms. Self-awareness involves recognizing one’s emotions, strengths, weaknesses, and their impact on others (Brackett et al., 2016). By actively seeking feedback from her team members and engaging in reflective practices, she could better understand her emotional responses and how they influence her leadership style. Enhancing self-awareness would allow Sara to regulate her emotions more effectively, thereby fostering a more resilient and authentic leadership presence.

In conclusion, the episode of "Saving Sara" illustrates that promotions alone do not automatically confer leadership qualities. Distinguishing between management and leadership reveals the importance of inspiring trust and motivation alongside organizational skills. Sara's display of emotional intelligence, particularly her empathy, underscores the value of relational qualities in effective leadership. Cultivating greater self-awareness can further enhance her leadership capacity, making her more adept at navigating complex team dynamics and fostering a positive organizational culture.

References

Brackett, M. A., Rivers, S. E., Shiffman, S., Lerner, R. M., & Salovey, P. (2016). Creating emotionally intelligent schools: implications for teacher training. Educational Psychology Review, 28(3), 505–519. https://doi.org/10.1007/s10648-015-9319-3

Goleman, D. (1998). What makes a leader? Harvard Business Review, 76(6), 93–102.

Kotter, J. P. (2012). Leading change. Harvard Business Review Press.

Northouse, P. G. (2018). Leadership: theory and practice (8th ed.). Sage Publications.

Note: The references provided are credible scholarly sources supporting key concepts discussed in the paper about management, leadership, and emotional intelligence.