Final Project 35in: Students Will Complete

Final Project 35in The Final Project Students Will Complete The Ca

In the final project, students will complete the case study provided as a comprehensive leadership plan analysis, applying concepts learned throughout the course. This paper continues the saga of Joseph Dunn’s leadership at Dunn’s Ski Emporium and The Deli. You are to help Dunn address his role as relationship builder. Interface the plan you have created in Assignment #1—leader vs. manager assignment—with a plan for Dunn’s need to address potential threats to workforce harmony. Emphasize his role as a leader and what he can do to build his relationship with his employees so that he empowers his managers and workforce to implement his vision for the company.

The goal of this paper is to have students link the concepts of Dunn as a social architect, change agent, and individual to Dunn as a relationship builder. Think of a relationship builder as a leader who aligns people to his or her vision. Students will write from the leader’s perspective. To determine strategic direction, the leader must look inward, outward, forward, and beyond. Students will create a Leadership Plan that includes:

  • Discussion of Dunn’s role as a leader to motivate, empower, create followers, and promote communication;
  • Strategies for Dunn to address cultural diversity within the organization;
  • Identification of areas in the original plan that require change to accommodate Dunn’s role as a relationship builder;
  • How Dunn can leverage John’s knowledge of The Deli business to his advantage;
  • Application of course concepts to expand Dunn’s environment and leadership role creatively yet realistically.

The context involves Dunn’s Ski Emporium’s growth, the acquisition of The Deli from George, and existing workforce tensions, including trust issues, resistance to change, and cultural differences among employees, notably the new South American staff. Specific challenges include managing the progression of innovation in the ice cream business led by John Levitz, conflicts between new and existing staff, and communication barriers caused by language differences. Additionally, Dunn plans to implement new software for staff scheduling and business monitoring, which will require structural and operational adjustments. Your leadership plan should address these multifaceted issues, considering Dunn’s organizational culture, vision, and mission, and propose strategies to enhance his leadership effectiveness and organizational harmony.

Paper For Above instruction

In the dynamic environment of Dunn’s Ski Emporium and The Deli, effective leadership is paramount to steering the business through growth, cultural diversity, and operational changes. As a leader and relationship builder, Dunn must harness his influence to foster a cohesive, motivated, and innovative workforce aligned with his strategic vision. This paper explores specific strategies that Dunn can employ, rooted in leadership theories and practical applications, to motivate employees, address diversity, and manage organizational change effectively.

Leadership as Motivation, Empowerment, and Communication

At its core, Dunn’s leadership must emphasize motivation and empowerment. Recognizing individual strengths and fostering a shared vision is essential to engender loyalty and commitment. According to transformational leadership theory, leaders inspire followers by articulating a compelling vision, providing intellectual stimulation, and offering individualized consideration (Bass & Riggio, 2006). Dunn can adopt these principles by engaging employees in decision-making processes, recognizing their contributions, and communicating transparently about business goals. Regular team meetings and open-door policies can facilitate trust and foster a culture of collaboration and shared purpose (Northouse, 2018).

Moreover, effective communication is crucial in bridging cultural differences and ensuring that all employees understand organizational expectations and goals. Dunn should implement multilingual communication strategies, such as employing bilingual supervisors or providing language training, to improve understanding among staff. These efforts support inclusivity and help reduce misunderstandings that can undermine teamwork (Schein, 2010).

Addressing Cultural Diversity

Handling diversity requires both sensitivity and strategic action. Dunn must recognize cultural differences as an asset rather than a liability. Cultural competence involves understanding the values, customs, and communication styles of the South American employees while fostering mutual respect (Cox & Blake, 1991). Dunn could establish cultural exchange initiatives—such as shared meals or storytelling sessions—that promote understanding and camaraderie. Additionally, diversity training programs can sensitize staff to cultural differences, reducing prejudice and building a more inclusive environment (Page, 2007).

Creating inclusive policies that accommodate diverse backgrounds is also vital. For example, Dunn might consider flexible scheduling during cultural or religious observances, demonstrating respect and support for employees’ individual needs. Recognizing and celebrating cultural events can reinforce a sense of belonging and community (Mor Barak, 2015).

Adapting Organizational Structure and Culture

The original organizational plan needs modification to support Dunn’s role as a relationship builder. Central to this is empowering managers and employees with decision-making authority, fostering decentralization, and promoting a culture of trust. Dunn should shift from a top-down control approach to one that encourages collective responsibility, empowering staff to contribute ideas and innovations (Kotter, 1998). Redefining roles—such as formally promoting Esteban Enrique to shift leader—can enhance cohesion, provide clear pathways for advancement, and motivate staff to work collaboratively.

Similarly, integrating feedback channels—like suggestion boxes or employee forums—can enhance participative leadership, signaling that employee voices matter. This participatory approach aligns with evidence that employee engagement directly impacts productivity and job satisfaction (Harter, Schmidt, & Hayes, 2002).

Leveraging John’s Knowledge and Innovation

John Levitz’s innovative ideas and enthusiasm are assets that Dunn should leverage strategically. Dunn can empower John to lead formal projects—such as cooking classes and flavor-making workshops—that not only expand business offerings but also foster a sense of ownership and pride. Recognizing John’s expertise, Dunn should provide opportunities for skill development and leadership roles, transforming him into a change agent who can bridge generational and cultural gaps among staff (Avolio & Bass, 2004).

By integrating John’s creativity within the broader organizational strategy, Dunn can promote a culture of innovation while reinforcing loyalty among staff who see their ideas valued. Mentoring programs or innovation teams can further stimulate collaboration and sharing of best practices across departments (Dweck, 2006).

Managing Organizational Change and Personal Leadership Skills

Implementing new software and restructuring will induce resistance; thus, Dunn must manage change effectively. Applying Kotter’s (1996) eight-step change model—establishing urgency, forming guiding coalitions, developing vision, communicating, empowering action, generating wins, consolidating gains, and anchoring new approaches—can facilitate smooth transitions. Transparency about the benefits and involving staff in planning will reduce fears and foster buy-in.

From a personal skills perspective, Dunn must develop active listening, emotional intelligence, and cultural sensitivity. These skills enable him to understand employee concerns, resolve conflicts, and motivate diverse teams (Goleman, 1995). Regular feedback sessions and coaching can build trust and improve his leadership presence.

Furthermore, as a relationship builder, Dunn should foster a shared vision that emphasizes inclusivity, innovation, and respect. This requires aligning organizational policies, fostering open communication, and modeling behaviors consistent with organizational values (Schein, 2010). The commitment to continuous learning and adaptation will position Dunn as a resilient, responsive leader capable of navigating complexities of a growing, diverse organization.

In conclusion, Dunn’s leadership success hinges on his ability to motivate, empower, and communicate effectively across cultural boundaries, while managing organizational change with empathy and strategic insight. By adopting transformational leadership practices, promoting inclusivity, leveraging innovation, and demonstrating personal emotional intelligence, Dunn can strengthen workforce harmony and propel his business toward sustained growth.

References

  • Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire Manual. Mind Garden.
  • Brown, P., & Leigh, T. (1996). A new Look at Psychological Barriers to Organizational Change. Journal of Organizational Change Management, 9(2), 4-19.
  • Cox, T., & Blake, S. (1991). Managing Cultural Diversity: Implications for Organizational Competitiveness. Academy of Management Executive, 5(3), 45-56.
  • Dweck, C. S. (2006). Mindset: The New Psychology of Success. Random House.
  • Goleman, D. (1995). Emotional Intelligence. Bantam Books.
  • Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-Unit-Level Relationship Between Employee Satisfaction, Employee Engagement, and Business Outcomes: A Meta-Analysis. Journal of Applied Psychology, 87(2), 268-279.
  • Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
  • Kotter, J. P. (1998). The Heart of Change: Real-Life Stories of How People Change Their Organizations. Harvard Business School Press.
  • Mor Barak, M. E. (2015). Managing Diversity: Toward a Globally Inclusive Workplace. SAGE Publications.
  • Northouse, P. G. (2018). Leadership: Theory and Practice. Sage Publications.
  • Page, S. E. (2007). The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies. Princeton University Press.
  • Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.

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