In This Unit You Will Complete The Research Paper Tha 084216

In This Unit You Will Complete The Research Paper That You Started In

In this unit, you will complete the research paper that you started in Unit I concerning a leadership theory and how it is applied in the workforce. Part of your research paper topic assignment in Unit I was to list two possible research questions concerning application of your theory. In your research paper, choose one of those questions as the basis for your research. When analyzing your leadership theory and writing the paper, be sure to cover the following topics. What leadership roles and strengths are most important in your chosen theory?

How are these leadership approaches used to lead organizational learning and change? Evaluate leadership behavior and motivation as it is applied to your leadership theory. How are leadership skills of diagnosing, communicating, and adapting used? Analyze how leaders influence by leveraging power and politics, networking, or negotiating. Evaluate strategies for achieving mutual influence within the leader-follower relationship.

How can leaders create an ethical culture that drives innovation and change? Successful leaders are constantly working to advance their organizations and hone their leadership skills. How should leaders utilizing your chosen theory use self and action research to increase their leadership skills? Your research paper should be at least five (5) full pages in length, not including the title and reference pages, which are required as part of this assignment. You are required to use at least four outside sources, three of which must come from the Waldorf Online Library. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying APA citations. This is the research question you have to write and research about for my research paper: How can the behavioral leadership theory be used to maximize on employee productivity?

Paper For Above instruction

The behavioral leadership theory offers a distinctive approach to understanding and enhancing employee productivity by focusing on the observable behaviors of leaders rather than inherent traits or situational factors. Its practical orientation makes it especially relevant for organizations aiming to foster effective leadership that directly impacts organizational performance. This paper explores how behavioral leadership theory can be employed to maximize employee productivity, emphasizing leadership roles, behavioral strategies, and the creation of an organizational culture conducive to high performance.

Introduction

Leadership theories have evolved over decades, with the behavioral leadership theory emerging as a prominent framework in organizational management. Unlike trait or situational theories, behavioral leadership emphasizes specific behaviors and actions of leaders that influence followers. This focus facilitates practical interventions aimed at improving leadership effectiveness. Maximizing employee productivity through behavioral leadership involves understanding and implementing leadership behaviors that motivate, engage, and empower employees, fostering an environment where high performance is the norm.

Key Leadership Roles and Behaviors in Behavioral Leadership Theory

At the core of behavioral leadership theory are leadership behaviors such as task-oriented and people-oriented actions (Lewin, Lippitt, & White, 1939). Effective leaders in this framework balance these behaviors, focusing on setting clear goals, providing feedback, and recognizing employee contributions. Task-oriented behaviors ensure clarity in expectations and streamline workflows, while people-oriented behaviors foster positive relationships, job satisfaction, and motivation. Both aspects are crucial for maximizing productivity, as they contribute to creating an environment where employees feel supported and motivated to perform at their best.

Research suggests that leaders who effectively demonstrate transformational behaviors—such as inspiring shared vision, offering intellectual stimulation, and providing individualized consideration—are particularly successful in elevating employee performance (Bass & Avolio, 1995). These behaviors influence employees' intrinsic motivation, commitment, and effort, which directly correlates with increased productivity. Therefore, leadership roles emphasizing both task completion and employee well-being are essential in implementing behavioral leadership strategies to enhance performance outcomes.

Using Behavioral Strategies to Lead Organizational Learning and Change

Behavioral leadership facilitates organizational learning by encouraging leaders to adopt behaviors that promote openness, feedback, and continuous improvement (Argyris & Schön, 1978). For instance, leaders who consistently model active listening, provide constructive feedback, and celebrate small wins cultivate a climate where learning and innovation flourish. Such behaviors increase employee engagement and willingness to adapt to change, which is vital during organizational transformations.

Moreover, behavioral strategies that include significant communication, decision-making involvement, and recognition help align individual actions with organizational goals, thereby reducing resistance to change. Leaders who use these behaviors to communicate transparently and involve employees in problem-solving foster a culture of shared responsibility and proactive change management (Kotter, 1997). This approach ensures sustainable development and continuous productivity improvements.

Leadership Behavior, Motivation, and Influencing Strategies

Leadership behavior in the context of behavioral theory significantly impacts motivation. Leaders who employ behaviors such as providing meaningful feedback, recognizing achievements, and demonstrating genuine concern for employee well-being tend to foster higher levels of motivation (Deci & Ryan, 2000). Motivated employees are more likely to engage deeply with their tasks, resulting in superior performance and productivity.

In influencing subordinates, behavioral leaders leverage power and politics ethically while building networks through transparent and supportive behaviors. Negotiation and persuasion are also rooted in consistent behavioral patterns—like active listening, empathy, and clear communication—that encourage mutual influence (French & Raven, 1959). Leaders committed to behavioral consistency can effectively motivate followers, align goals, and foster a collaborative environment conducive to productivity gains.

Creating an Ethical Culture to Drive Innovation and Change

Ethical behavior in leadership begins with consistent demonstration of integrity, fairness, and transparency—cornerstones of behavioral leadership. Leaders who exemplify ethical conduct inspire trust and loyalty, which are essential for fostering an innovative environment (Brown & Treviño, 2006). An organizational culture rooted in ethics promotes openness to change and supports risk-taking for innovation.

Furthermore, behavioral leadership encourages leaders to establish clear ethical standards and integrate them into daily interactions. This approach not only sustains a positive climate but also attracts talented employees eager to work in a fair and motivating environment. Ethical behavior motivates employees intrinsically, leading to higher engagement and productivity, especially when aligned with organizational goals to innovate and adapt to market changes (Schein, 2010).

Utilizing Self and Action Research to Enhance Leadership Skills

Leaders who employ self-reflection and action research reinforce behavioral strategies to improve their leadership effectiveness continuously. Self-assessment tools, such as 360-degree feedback, provide insights into behavioral strengths and areas for development (London & Smither, 1999). Leaders can then plan targeted actions to modify their behaviors, such as improving communication clarity or demonstrating more supportive behaviors.

Action research involves systematically testing behavioral interventions in the workplace, evaluating outcomes, and refining practices. This iterative process cultivates a mindset of lifelong learning and adaptability, which is crucial for sustaining high levels of productivity and organizational success (Reason & Bradbury, 2008). Effective behavioral leaders thus use these reflective practices to fine-tune their behaviors to better motivate and elevate employee performance over time.

Conclusion

The behavioral leadership theory provides a practical and actionable framework for maximizing employee productivity in contemporary organizations. By focusing on specific leadership behaviors, fostering organizational learning, promoting ethical standards, and engaging in self-improvement, leaders can create a high-performance environment. Implementing behavioral strategies that balance task orientation with people orientation, ethical conduct, and continuous self-development is essential for driving sustained productivity and organizational success in dynamic workplaces.

References

• Argyris, C., & Schön, D. A. (1978). Organizational learning: A theory of action perspective. Addison Wesley.
• Bass, B. M., & Avolio, B. J. (1995). Leadership: Theory and practice. Free Press.
• Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. Leadership Quarterly, 17(6), 595–616.
• French, J. R., & Raven, B. (1959). The bases of social power. In D. Cartwright (Ed.), Studies in social power (pp. 150–167). University of Michigan.
• Kotter, J. P. (1997). Leading change. Harvard Business Review Press.
• Lewin, K., Lippitt, R., & White, R. K. (1939). Patterns of aggressive behavior in child and child training. Journal of Social Psychology, 10(2), 269–289.
• London, M., & Smither, J. W. (1999). Feedback orientation, feedback culture, and the effectiveness of 360-degree feedback. Human Resource Management Review, 9(3), 361–375.
• Schein, E. H. (2010). Organizational culture and leadership. Jossey-Bass.
• Reason, P., & Bradbury, H. (2008). The Sage handbook of action research. Sage Publications.
• Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227–268.