For The Unit III Case Study, Read The Article Below

For The Unit Iii Case Study You Will Read The Article Below And Answe

For the Unit III Case Study, you will read the article below and answer the instructions that follow. In order to access the following resource, click the link below: Schindler, J. H., & Rogers, S. (2016). Diversity, inclusion, and followership. In R. Koonce, M. C. Bligh, M. K. Carsten, & M. Hurwitz (Eds.), Followership in action: Cases and commentaries (pp. 83–90).

In a minimum of two pages (not counting the title and reference pages), address the following points:

1. Do you believe Carl is aware that he is a follower as well as the first shift supervisor?
2. If you were the vice president (VP) of operations, how would you ensure that Carl understands what needs to be done to improve morale on the first shift?
3. If you were the VP of finance, and you were aware that the company should hire a more diverse workforce at various levels of the organization, including supervisory positions, what could you do in a short-term period of time to remedy the situation?
4. What could you do in a long-term period of time? Develop a plan for each.
5. If you were the CEO of the Jamson Manufacturing Company, how would you begin to create an atmosphere where all workers feel that they are accountable yet valued and appreciated in a way that supports organizational growth and excellence?

Paper For Above instruction

The following paper explores key leadership and organizational strategy considerations pertaining to follower awareness, morale improvement, diversity initiatives, and fostering an inclusive corporate culture. Drawing insights from the article "Diversity, inclusion, and followership" by Schindler and Rogers (2016), this discussion critically evaluates the responsibilities of organizational leaders at various levels in cultivating an environment of engagement, accountability, and diversity.

Firstly, it is essential to assess whether Carl, the first shift supervisor, is aware of his role as both a leader and a follower within the organizational hierarchy. In many cases, supervisors perceive their responsibilities as solely directing subordinates; however, effective leadership requires recognition that managers are also followers of organizational policies, culture, and strategic goals. Carl’s awareness of himself as a follower—someone who adheres to organizational norms and learns from their superiors—can significantly influence his ability to motivate his team. If Carl does not recognize this dual role, there might be a disconnect that impairs his capacity to foster morale and teamwork.

As the vice president of operations, promoting clear communication and leadership development initiatives would be vital in helping Carl understand what needs to be done. Regular coaching sessions, feedback mechanisms, and leadership training can help emphasize the importance of leadership behaviors that promote morale. It is important to clarify expectations regarding communication, recognition, and team engagement. For example, implementing a system where leaders like Carl are held accountable for team satisfaction and morale metrics can underscore their role as both followers and leaders, encouraging a mindset of continuous improvement and shared responsibility.

Addressing diversity from a financial leadership perspective involves short-term and long-term strategies. In the short term, immediate actions could include targeted recruitment efforts aimed at underrepresented groups and providing diversity and inclusion training for hiring managers. These actions can help enhance the diversity of new hires and elevate awareness around biases that may hinder inclusive hiring practices.

Long-term strategies should focus on institutionalizing diversity through organizational policies and culture shifts. Developing comprehensive diversity and inclusion policies, establishing affinity groups, and creating mentorship programs for marginalized employees foster sustainable change. Additionally, embedding diversity metrics into performance evaluations ensures accountability and progress measurement over time.

Creating an organizational culture where all employees feel valued and accountable requires visionary leadership from the CEO. Initiatives should include transparent communication from top management about organizational values emphasizing respect, inclusion, and appreciation. Establishing employee recognition programs that celebrate diversity and individual contributions fosters a sense of belonging. Moreover, promoting inclusive decision-making processes and leadership development opportunities for underrepresented groups can cultivate a culture focused on organizational excellence, where accountability and respect coexist.

Ultimately, leadership at every level plays a crucial role in shaping a cohesive, diverse, and motivated workforce. By recognizing the interconnectedness of personal awareness, strategic initiatives, and cultural development, organizations like Jamson Manufacturing can thrive and sustain high performance, driven by employees who feel valued, supported, and responsible for organizational success.

References

• Schindler, J. H., & Rogers, S. (2016). Diversity, inclusion, and followership. In R. Koonce, M. C. Bligh, M. K. Carsten, & M. Hurwitz (Eds.), Followership in action: Cases and commentaries (pp. 83–90).
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• Cox, T., & Blake, S. (1991). Managing cultural diversity: Implications for organizational competitiveness. The Executive, 5(3), 45–56.
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