Please Reply To Both Posts: Jowh 2bloom Was Clearly Acting O

Please Reply To Both Postsjowh 2bloom Was Clearly Acting Out Of Charac

Both posts analyze Bloom's leadership behavior and suggest strategies for improvement. The first post highlights that Bloom's shift from being fair and distant to a more scrutinizing, disciplinary figure caused organizational inefficiencies and low employee commitment. It recommends that Bloom enhances her self-awareness by assessing her emotional intelligence, ethical standards, communication style, and personality traits through testing. This self-awareness could lead to better employee engagement, possibly through group training or feedback sessions, and ultimately improve organizational effectiveness aligned with the diamond leadership model.

The second post emphasizes the importance of self-awareness and feedback. It suggests that Bloom should be transparent about the impact of her leadership style on morale and consider personal development through enrichment classes. The author stresses that acknowledging shortcomings is crucial and recommends a reflective approach from Bloom’s side, emphasizing that she should evaluate her fit within the work environment and make necessary adjustments to foster a more positive workplace culture.

Paper For Above instruction

Effective leadership in any organizational context hinges significantly on self-awareness, emotional intelligence, and the ability to adapt one’s leadership style to foster a positive work environment. The scenario involving Bloom illustrates the importance of these attributes. When a leader shifts abruptly from being perceived as fair and distant to becoming overly scrutinizing and strict, it can have detrimental effects on employee morale and organizational effectiveness. Therefore, understanding the root causes of such change and implementing strategic self-improvement measures are crucial for fostering a healthy organizational culture and improving employee commitment.

Bloom’s behavioral shift, as described, reflects a potential lack of self-awareness, which can stem from insecurities or misperceptions about her role and perception by others. Leadership models, such as Daniel Goleman’s emotional intelligence framework, emphasize that self-awareness is foundational to effective leadership. Leaders who understand their emotional triggers, perceptions, and biases are better equipped to manage their behavior and maintain positive relationships with their team members (Goleman, 1998). Bloom’s tendency toward over-scrutinization and strict disciplinary measures might be a defensive mechanism or a response to perceived pressure to demonstrate authority, which ultimately undermines trust and engagement among employees.

To address this, Bloom should engage in comprehensive self-assessment measures aimed at understanding her emotional intelligence quotient (EQ), core values, communication style, and personality traits. Such assessments can include standardized tests and feedback mechanisms like 360-degree evaluations. Research indicates that leaders who actively seek feedback and reflect on their behaviors are more likely to exhibit transformational leadership qualities that inspire trust and high performance (Avolio & Bass, 2004). Through this process, Bloom can identify gaps between her self-perception and how others perceive her, which is crucial for authentic leadership development.

Further, Bloom should consider instituting strategies to foster open communication and feedback within her team. Regular team meetings, anonymous feedback surveys, and coaching sessions can provide valuable insights for both Bloom and her team members. Encouraging dialogue about perceptions and expectations can help tailor her leadership approach, making her more approachable and supportive (Goleman, 2000). This approach aligns with the transformational leadership model, which promotes inspiration, individualized consideration, and intellectual stimulation—elements critical for improving organizational climate.

Implementing training programs focused on emotional intelligence, conflict resolution, and communication skills can also be effective. These programs can help Bloom develop empathy, patience, and a balanced approach to discipline. For example, restorative justice circles and behavioral coaching emphasize understanding the underlying reasons for infractions and guiding employees toward positive change rather than punitive measures (Braithwaite, 2002). Such initiatives not only improve individual performance but also build a culture of trust and accountability.

From an organizational perspective, the impact of Bloom’s behavioral change is evident in the exodus of transfer requests and low employee morale. These symptoms indicate that her leadership style may be misaligned with the organizational culture or the needs of her team. It is essential to recognize that leadership effectiveness is context-dependent; what works in one environment may be detrimental in another (Hersey & Blanchard, 1988). Therefore, Bloom needs to adapt her style to fit the team’s dynamics and organizational goals.

Incorporating team-based development activities can also be beneficial. For instance, facilitated workshops on shared goals, team problem-solving, and conflict management can help align perceptions and foster a collaborative spirit. According to Tuckman’s stages of group development, teams evolve through forming, storming, norming, and performing phases, and effective leadership facilitates this evolution (Tuckman, 1965). Bloom’s role should shift from a disciplinarian to a facilitator and coach, emphasizing shared values and collective success.

Additionally, organizational interventions such as mentorship programs and leadership coaching can support Bloom’s growth as a leader. These interventions provide ongoing feedback and guidance, reinforcing positive behavioral changes and enhancing her capacity for empathetic leadership. Evidence suggests that ongoing coaching is associated with improved leadership effectiveness, employee satisfaction, and organizational commitment (Ely et al., 2010).

Ultimately, Bloom’s success hinges on her willingness to reflect, accept feedback, and adapt her leadership approach. Developing her emotional intelligence and soft skills will enable her to rebuild trust with her team, increase engagement, and improve overall organizational effectiveness. This process requires a deliberate combination of self-assessment, continuous learning, collaborative team development, and supportive organizational systems. Such comprehensive strategies align with contemporary leadership theories emphasizing authenticity, emotionality, and transformational change (Avolio & Gardner, 2005).

References

• Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire manual. Mind Garden.
• Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338.
• Braithwaite, J. (2002). Restorative justice and the possibility of transforming the criminal justice system. In J. Braithwaite (Ed.), Restorative justice and civil society (pp. 1-14). Cambridge University Press.
• Goleman, D. (1998). Working with emotional intelligence. Bantam Books.
• Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.
• Hersey, P., & Blanchard, K. H. (1988). Management of organizational behavior: Utilizing human resources. Prentice Hall.
• Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384-399.
• Ely, R. J., Ibarra, H., & Kolb, D. M. (2010). Taking leadership questions seriously. Harvard Business Review, 88(10), 59-66.