It Is Not Unusual For Organizations To Have Several P 025313

It Is Not Unusual For Organizations To Have Several People In Leadersh

It is not unusual for organizations to have several people in leadership roles who participate in collaborative decision making for the benefit of the entire organization. Leading teams of diverse individuals is a significant challenge, and negotiating individual strengths, weaknesses, and personalities can be difficult. Nonetheless, as managers it is your responsibility to effectively lead teams through establishing expectations designed to motivate individuals, fostering critical decision-making skills, and improving communication and collaboration among teammates. For the assignments in Topics 4 and 5, as part of the management team at a successful, regional airline, Southwest Transit, you have been directed to form a team for a high-stakes, high-pressure project.

Together, the management team will come to a consensus and a recommendation will be delivered to the director. Begin by reading "Southwest Transit Company Profile" and "Southwest Transit Team Member Profiles." In your assigned group, each CLC group member, will recommend a team of six people from the given Southwest Transit team member profiles, ensuring to provide an explanation for their choices. After reviewing the candidate recommendations from the other CLC group members, the CLC group as a unit will negotiate and agree upon a Southwest Transit team that will eventually be presented to the director. Based on your understanding of the company, the project, and the people involved propose your team selection.

Your proposal should be accompanied by a 1,000-1,250 word explanation that addresses the following:

Paper For Above instruction

1. Team Selection Rationale: Why did your team select the six team members? Why did you decide against the others? Consider the specific skills, experiences, and personalities that each selected member brings to the team. Discuss how these choices align with the project’s demands and organizational goals. For instance, selecting members with diverse technical expertise and collaborative skills can enhance problem-solving capabilities. Conversely, exclude members whose backgrounds may not complement or support the team’s objectives based on their profiles.

2. Motivation Factors and Strategies: Identify the diverse factors that may influence the behavior of the selected team members, including individual personality traits, cultural backgrounds, and professional motivations. Apply relevant motivation theories—such as Maslow’s Hierarchy of Needs, Herzberg’s Two-Factor Theory, or Self-Determination Theory—to explain how the management team can motivate these individuals effectively. For example, team members motivated by recognition and achievement may respond well to performance-based incentives, while those driven by purpose may need opportunities for meaningful contribution. Discuss why these strategies are likely to work and which approaches might be ineffective, providing scholarly citations to support your reasoning.

3. Anticipated Challenges and Conflict Management: Anticipate potential challenges the team may encounter, such as communication barriers, differing work styles, or conflicting goals. Highlight possible conflicts based on team members’ profiles and propose strategies for managing them. Incorporate conflict management approaches such as collaboration, compromise, or accommodation, citing relevant research. These strategies should aim to foster a cooperative environment and maintain focus on team objectives. Speculate on issues that might arise and how proactive conflict resolution strategies can mitigate negative impacts.

4. The Management Team’s Vision and Leadership Strategies: Summarize the overarching vision for the team’s success as envisioned by the management. Based on the identified strengths and weaknesses of the team, discuss specific leadership theories—such as Transformational Leadership, Servant Leadership, or Situational Leadership—that can be employed to motivate, guide, and develop the team effectively. Explain why these strategies are appropriate given the team’s composition and project goals, and cite academic sources to justify your choices.

References

  • Amabile, T. M., & Kramer, S. J. (2010). The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work. Harvard Business Review Press.
  • Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
  • Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. Springer Science & Business Media.
  • Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The Motivation to Work. John Wiley & Sons.
  • Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370–396.
  • Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.
  • Robbins, S. P., & Judge, T. A. (2019). Organizational Behavior (18th ed.). Pearson.
  • Schaufeli, W. B., & Bakker, A. B. (2004). Job Demands, Job Resources, and Their Relationship with Burnout and Engagement: A Multilevel Study. Journal of Organizational Behavior, 25(3), 293–315.
  • Stone, A. G., & Patterson, K. (2005). The Oxygen of Leadership: The Principles that Turn Managers into Leaders. Leadership Journal, 2(2), 13–21.
  • Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson.

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