Discussion: We Have All Known Supervisors Or Co-Workers

Discussionwe Have All Known Supervisors Or Co Workers Who Think They W

We have all known supervisors or co-workers who think they were bosses; some displayed admirable leadership traits, and others may have needed a refresher course on how to manage people. Pursuing an undergraduate degree at Trident could open up doors for you to supervise a team or find yourself at a higher level of management. Based on your experience and course module readings, what leadership traits would you like to embrace, and which ones should have no part in your repertoire? Module 1 Discussion Resources Managerial Roles (2021) Managerial Skills (2021) Trends in Management and Leadership (2021) Habits of Highly Successful Managers (2021) Qualities of a Successful Manager (2020) The Six Common Characteristics of Successful Managers (2019) Module 1 Discussion Share at least two leadership characteristics that are appealing to you and provide a rationale or background as to why you believe these traits will be beneficial to you and your future employees. (Research Support Required) On the flip side, share a supervisory nightmare you may have experienced or heard about. Make sure we understand why you deem it a negative experience for workers. (No Research Required) Assignment Expectations To receive full credit for the discussion, you must complete the following: Enter a minimum of 3 quality posts: Your initial/original post of 150 words or more and responses of at least 100 words to 2 classmates. Also, be sure to cite at least one source in your initial post. Provide a References section at the bottom of your original post in APA 7 style.

Paper For Above instruction

Leadership traits are essential in shaping effective managers and supervisors who can inspire teams and foster a positive working environment. Based on my experiences and module readings, I am particularly drawn to traits such as emotional intelligence and integrity. Emotional intelligence, which involves understanding and managing one’s emotions along with recognizing and influencing others', is crucial for creating a harmonious workplace. Leaders with high emotional intelligence can navigate conflicts more effectively, promote open communication, and build trust with their teams, ultimately leading to improved productivity and morale (Goleman, 1998). Integrity is another vital trait that ensures honesty, ethical behavior, and consistency in actions, which establishes credibility and fosters a culture of trust within the organization. Leaders who prioritize honesty are more likely to earn the respect and confidence of their employees, resulting in a loyal and motivated workforce (Luthans & Youssef, 2007).

Conversely, traits such as authoritarianism or micromanagement can hinder team cohesion and innovation. Supervisors who excessively control or micro-manage their teams often create an environment of distrust and frustration. I have observed or heard about situations where micromanagement led to decreased employee motivation, high turnover, and a lack of initiative among staff members. Such behaviors can stifle creativity and hinder professional growth, which ultimately affects organizational success. Recognizing these negative traits helps me aspire to foster a management style rooted in empowerment, empathy, and integrity, aligning with contemporary leadership models that emphasize employee development and participative decision-making (Northouse, 2018).

In conclusion, embracing emotional intelligence and integrity will contribute to my growth as a leader capable of motivating and guiding teams effectively. Avoiding authoritarian tendencies and micromanagement will help create a positive and innovative work environment conducive to organizational success and employee satisfaction.

References

• Goleman, D. (1998). Working with emotional intelligence. Bantam Books.
• Luthans, F., & Youssef, C. M. (2007). Emerging positive organizational behaviors. Journal of Organizational Behavior, 28(2), 193-210.
• Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.