Read The Weekly Assigned Chapters And View The Lectures Befo

Read The Weekly Assigned Chapters And View The Lectures Before Beginni

Read the weekly assigned chapters and view the lectures before beginning the assignment. Read the case study titled “A Successful Downsizing: Developing a Culture of Trust and Responsibility” before starting this assignment. Write a seven to ten (7-10) page paper in which you: Describe specific practices that successful project managers apply in exercising their leadership and management roles overall. Be sure to actually define the practice before you start narrating on it. Don’t simply “look-up” the definition but demonstrate a thorough understanding. Evaluate Judy Stokley’s level of success in developing a culture of trust while implementing her drawdown plan as Eglin Air Base’s new Advanced Medium Range Air-to-Air Missile (AMRAAM) program director. Provide three (3) specific examples to support the response. First, define the success and why in fact it is success. Then offer “real” evidence as to why it is success. Indicate three (3) key learning and behavior modification strategies that Judy Stokley used in order to address AMRAAM’s organizational problems and gain the trust of project team members. Provide three (3) specific examples to support the response. Behavior modification is successfully influencing change in your followers. Nothing matters more than supporting your response. Analyze three (3) actions that Judy Stokley took in order to change the project team’s culture and create a relationship of trust, mutual support, and teamwork between the government and contractors. Support the response with three (3) specific corresponding examples. Now focus on the climate change of the organization. What’s new “in the air” as a direct result of Judy Stokley’s actions. Now focus on the climate change of the organization. What’s new “in the air” as a direct result of Judy Stokley’s actions. Again, nothing matters more than supporting your claims. Create a personal leadership development plan for Judy Stokley so that she may be eligible for future promotions to leadership roles beyond program director. The plan should, at a minimum, focus on promoting key leadership behaviors, designate specific strategies to promote a higher level of performance relative to the position, and specify actions that Judy could take to promote the AMRAAM culture in her new role. Naturally this plan should do two things: 1) Reinforce the desirable behaviors already noted and 2) address any areas for improvement. Your assignment must follow these formatting requirements: Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions. Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length. Worry about quality not quantity.

Paper For Above instruction

The role of effective leadership and management practices in project success is a well-explored area in contemporary organizational literature. Successful project managers employ specific practices rooted in leadership theories, organizational behavior, and strategic management. These practices include effective communication, emotional intelligence, strategic vision, stakeholder engagement, and fostering organizational trust. Understanding these practices requires a thorough comprehension beyond mere definitions, emphasizing their application and impact within organizational contexts.

In analyzing Judy Stokley's leadership as the AMRAAM program director at Eglin Air Base, her success in cultivating a culture of trust became evident through her strategic initiatives and interpersonal actions. Success, in this context, is defined as the establishment of an environment where team members—from government officials to contractors—collaborate effectively, demonstrate mutual respect, and are committed to shared goals. Three specific examples of her success include her transparent communication approach that minimized misunderstandings, her consistent acknowledgment of team contributions fostering a sense of value, and her proactive conflict resolution that maintained team cohesion during challenging phases of the project.

Judy Stokley's success can also be attributed to key learning and behavior modification strategies she employed. Among these, her active listening practices allowed her to understand diverse perspectives, thereby tailoring her leadership approach to individual team members. Additionally, her emphasis on accountability reinforced a culture of reliability and trustworthiness. Finally, her efforts in modeling organizational values encouraged team members to embody similar behaviors, thereby internalizing a culture of integrity and professionalism.

To influence change effectively, Stokley took deliberate actions to foster a culture of mutual trust and support. One such action was introducing team-building activities that promoted personal connections beyond professional roles. Second, she implemented a shared decision-making process that empowered team members, increasing their investment in project outcomes. Third, her commitment to transparency regarding project status and challenges helped build credibility and reduce organizational silos. Each of these actions contributed significantly to creating a collaborative climate conducive to high performance.

The organizational climate, shaped by these actions, has witnessed noticeable positive shifts. ‘In the air’ now is a sense of collective ownership, openness to dialogue, and an overall increase in morale. These cultural shifts have made organizational communication more effective, fostered innovative contributions, and enhanced the resilience of the team under pressure. Such climate change is a testament to Judy Stokley's transformative influence on her organization.

Looking ahead, Judy Stokley’s leadership development plan must address both reinforcing her existing effective behaviors and targeting areas for growth. Key strategies include advanced leadership training focusing on strategic management, emotional intelligence, and conflict resolution. Specific actions for her to promote the AMRAAM culture in new roles include mentoring emerging leaders, expanding her influence to cross-functional teams, and engaging in organizational strategic initiatives. This plan aims to prepare her for higher leadership roles, ensuring continuous development aligned with organizational needs.

References

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