Learning Activity 1 Augustina Artos, 25-Year-Old Female Grad

Learning Activity 1augustina Artos A 25 Year Old Female Graduate Of H

References the scenario where Augustina Artos, a 25-year-old female graduate of Harvard Business School, has been appointed as Director of Finance in a medium-sized business. Her immediate junior, Jacob Jones, is a 53-year-old long-term employee who was passed over for her position. The assignment involves creating an opening interview between Artos and Jones on her first day, identifying potential issues suggested by this situation, and demonstrating how Artos can address these issues using her leadership relationship building skills. The focus is on understanding and managing workplace dynamics, authority, experience, and building rapport in a transitional leadership context.

Paper For Above instruction

Introduction

The appointment of Augustina Artos as the new Director of Finance in a medium-sized enterprise marks a significant leadership transition, especially considering her age, gender, and relatively recent graduation from Harvard Business School. Her interaction with senior employee Jacob Jones, who has been with the company for many years and was passed over for promotion, presents a complex scenario involving issues of authority, experience, gender dynamics, and organizational loyalty. This paper explores the potential issues arising from this situation and demonstrates how Artos can effectively employ leadership relationship building skills to navigate her initial days and foster a positive working relationship.

Potential Issues in the Scenario

Several core issues can be inferred from this situation. First, there is the challenge of authority and credibility. Jones, with decades of experience and a long tenure, might question Artos’s legitimacy or authority, especially given her youth and recent graduation. Second, gender dynamics could influence perceptions and interactions, possibly affecting how Jones perceives and responds to Artos’s leadership. Third, the history of organizational loyalty and resistance to change could pose hurdles if Jones feels undermined or marginalized. Fourth, there might be underlying issues of ageism or bias against a young woman in a senior position. Lastly, emotional responses such as jealousy or resentment from Jones could threaten a constructive working relationship, potentially impacting team cohesion and organizational effectiveness.

Addressing Issues through Leadership Relationship Building Skills

To effectively address these issues, Artos must employ strategic leadership relationship building skills during her initial meeting with Jones. First, she should establish credibility by acknowledging his experience and contributions while positioning herself as a collaborative leader rather than a challenger. Her tone should be respectful, warm, and confident to foster trust. Second, she needs to demonstrate active listening skills, allowing Jones to voice concerns, which can help in preemptively addressing resistance or doubts. Third, demonstrating transparency about her vision, expectations, and respect for organizational hierarchy will help in reducing perceived threats. Fourth, she should aim to create shared goals for the department, emphasizing teamwork and mutual success. Fifth, addressing gender and age biases directly, where appropriate, can help in breaking down barriers and fostering an inclusive environment. Lastly, she can show her commitment to supporting Jones’s expertise and integrating his insights into her strategic thinking, thereby reinforcing her leadership partnership.

Conclusion

In conclusion, the initial interaction between Augustina Artos and Jacob Jones is crucial in setting the tone for their ongoing professional relationship. By recognizing potential issues such as authority dynamics, gender and age biases, and organizational loyalty, and addressing them with skillful relationship-building techniques, Artos can foster mutual respect, trust, and cooperation. Her ability to lead with emotional intelligence, respect, and strategic communication will determine her success not only in her first day but in establishing a resilient and effective leadership team.

References

• Goleman, D. (1998). Working with Emotional Intelligence. Bantam Books.
• Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.
• Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson.
• McCauley, C., & Van Velsor, E. (2004). The Center for Creative Leadership Handbook of Leadership Development. Jossey-Bass.
• Hogg, M. A., & Vaughan, G. M. (2018). Social Psychology (8th ed.). Pearson.
• Freeman, R. E. (2010). Strategic Management: A Stakeholder Approach. Cambridge University Press.
• Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2015). Organizational Behavior: Improving Performance and Commitment in the Workplace. McGraw-Hill Education.
• Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.
• Maxwell, J. C. (2007). The 21 Irrefutable Laws of Leadership. Thomas Nelson.
• Antonakis, J., & Day, D. V. (Eds.). (2017). The Nature of Leadership: Approaches, Theories, Skills, & Cases. Sage Publications.