How Did Your Leader Display Or Not Display Aspire

Specifically How Did Your Leader Display Or Not Display Aspect

Specifically, how did your leader display (or not display) aspects of Leading and Managing Change (Unit 7), Problem Management and Decision Making (Unit 8), and Consensus Building and Negotiation (Unit 9). Please include citations and references to Units 7, 8, and 9 reading materials that support your answers.

How can you apply the conclusions of your assessment and analysis to leadership roles and responsibilities in your organization?

Paper For Above instruction

Effective leadership is pivotal in shaping organizational success, especially when it involves navigating change, problem-solving, and fostering consensus. Analyzing my leader's behavior concerning these aspects, supported by academic insights from Units 7, 8, and 9, reveals strengths and areas for improvement that can inform my own leadership development within my organization.

Leading and Managing Change (Unit 7)

My leader demonstrated a commendable ability to lead and manage change, aligning with Kotter’s (1998) influential model that emphasizes establishing a sense of urgency, creating guiding coalitions, and communicating vision effectively. Specifically, my leader fostered a culture receptive to change by clearly articulating organizational objectives and involving key stakeholders early in the process. This approach aligns with Lewin’s (1947) change management model, which advocates unfreezing current behaviors, implementing change, and refreezing new practices. However, there were moments when the leader's overemphasis on maintaining established procedures hindered swift adaptation, underscoring the need for increased agility and openness to emergent strategies, as discussed by Burnes (2017).

Problem Management and Decision Making (Unit 8)

In the realm of problem management and decision-making, my leader employed a participative approach that aligns with Vroom and Yetton’s (1973) normative decision model, which advocates involving team members when complex issues are at play. My leader created an environment of open dialogue, encouraging diverse perspectives to inform decision-making, consistent with the principles outlined by Simon (1960). Nonetheless, at times, decision bottlenecks emerged due to excessive consultation, illustrating the delicate balance between inclusive decision-making and timely action, as highlighted by Eisenhardt (1989). The leader’s reliance on logical analysis and data-driven approaches facilitated sound decisions but occasionally overlooked emotional and cultural factors, which are increasingly recognized as vital in contemporary problem-solving contexts (Miller, 2005).

Consensus Building and Negotiation (Unit 9)

Regarding consensus building and negotiation, my leader demonstrated strength in fostering collaborative relationships and understanding differing viewpoints. This aligns with Fisher and Ury’s (1981) principled negotiation framework emphasizing mutual gains and objective criteria. The leader effectively used active listening and empathetic communication to reconcile conflicting interests, which helped in reaching consensual outcomes. However, instances of confrontational negotiation tactics occasionally surfaced, indicating a need for further development in managing power dynamics and emotional intelligence in negotiations, as discussed by Goleman (1998). Overall, the leader’s approach promoted trust and commitment, crucial for sustainable organizational change.

Application to Organizational Leadership Roles and Responsibilities

Assessing my leader’s strengths and limitations informs my approach to leadership in practical terms. First, embracing change management methodologies, such as Kotter’s eight-step process, will enable me to lead organizational transformations more effectively (Kotter, 1998). Second, fostering an inclusive decision-making environment, while balancing timeliness, can improve problem-solving outcomes by integrating diverse perspectives and expertise, supported by the works of Vroom and Yetton (1973). Third, developing advanced negotiation skills grounded in principled negotiation and emotional intelligence will enhance my ability to build consensus and sustain collaborative relationships, as emphasized by Fisher and Ury (1981) and Goleman (1998).

Furthermore, applying these insights involves cultivating a flexible leadership style that adapts to specific situations, acknowledging the importance of both task-oriented and people-oriented behaviors. Leadership development initiatives, including training in change management, decision-making frameworks, and negotiation tactics, are instrumental for this purpose. Additionally, fostering open communication channels and promoting organizational learning are essential to sustain continuous improvement and innovation (Senge, 1990).

In conclusion, analyzing my leader’s display of key leadership aspects, supported by academic models and theories, highlights practical pathways for enhancing leadership effectiveness within my organization. By adopting evidence-based practices in change management, problem-solving, and consensus building, I can contribute more effectively to organizational success and resilience.

References

• Burnes, B. (2017). Kurt Lewin and the Planned Approach to Change: A Re-appraisal. Journal of Change Management, 17(4), 328-352.
• Eisenhardt, K. M. (1989). Making Fast Strategic Decisions in Highly Complex Environments. Academy of Management Journal, 32(3), 543-576.
• Fisher, R., & Ury, W. (1981). Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books.
• Goleman, D. (1998). Working with Emotional Intelligence. Bantam Books.
• Kotter, J. P. (1998). Leading Change. Harvard Business Review Press.
• Lewin, K. (1947). Frontiers in Group Dynamics. Human Relations, 1(2), 5-41.
• Miller, C. C. (2005). Making the Most of Conflict. Harvard Business Review, 83(11), 62-71.
• Senge, P. M. (1990). The Fifth Discipline: The Art & Practice of The Learning Organization. Doubleday.
• Vroom, V. H., & Yetton, P. W. (1973). Leadership and Decision-Making. University of Pittsburgh Pre.
• Simon, H. A. (1960). The New Science of Management Decision. Prentice-Hall.