Review The Initial Posts Of Laquita And Paige Addressing The

Review The Initial Posts Of Laquita And Paige Addressing The Following

Review the initial posts of LaQuita and Paige addressing the following "Stop/Start/Continue" feedback questions: Stop: What are the leadership skills and behaviors the learner has selected that you recommend be stopped, i.e., not pursued? Provide the rationale as to why you believe a leadership skill they have selected may not be the most appropriate focus area based on your review of the employee engagement survey results. If you don't identify any leadership behavior focus area to stop, then how would you suggest one or more of the targeted leadership behavior areas be modified to better address the outcome desired? Start: What leadership skills and behaviors do you recommend the learner add as a focus area? Provide the rationale for your recommendation as well as one to two suggested ways this leadership skill/behavior could be targeted for improvement. Continue: For the recommendations that the learner has made that you fully agree with, provide commentary as to why you believe the selected leadership skills and behaviors area is appropriate to be addressed.

Paper For Above instruction

The initial posts by LaQuita and Paige offer insightful perspectives on leadership development geared toward improving employee engagement and organizational performance, yet they highlight distinct priorities and approaches. Analyzing their posts through the lens of the "Stop/Start/Continue" feedback framework reveals both overlaps and unique contributions to leadership enhancement strategies.

LaQuita's post emphasizes the importance of transformational leadership behaviors such as modeling integrity, inspiring shared visions, challenging the status quo, enabling others, and expressing appreciation. Her approach is rooted in the concept that leaders who demonstrate authenticity, empathy, and development-focused behaviors can elevate employee morale and organizational culture. She stresses the need for leaders to act as role models, fostering an environment of trust and respect, which, according to Kouzes & Posner (2017), directly correlates with increased engagement and performance.

In terms of "Stop" behaviors, LaQuita does not explicitly recommend stopping specific skills but implies that leadership actions inconsistent with ethical standards or lack of transparency may be detrimental. Her focus suggests that behaviors such as leading by example and fostering open communication should be maintained and enhanced. If adjusting focus areas were necessary, she might consider emphasizing the need to stop any superficial or insincere engagement efforts that do not genuinely foster trust or recognition.

For "Start" actions, LaQuita advocates for adding leadership behaviors such as proactive coaching, transparent communication, and innovative risk-taking. She recommends that leaders should prioritize genuine engagement and support, which could be targeted through structured development programs that include coaching and feedback mechanisms. These efforts would reinforce the behaviors necessary to build trust and promote a shared vision.

LaQuita’s "Continue" segment is embedded within her affirmation of modeling positive behaviors and fostering an environment of appreciation. Her endorsement of these behaviors is aligned with research indicating that recognition and leading by example are critical for cultivating a motivated and loyal workforce.

Paige’s post concentrates on the core leadership skills of communication, empathy, active listening, and emotional intelligence, framing these as crucial for creating a positive work environment. Her emphasis on clear expectations, understanding employee concerns, and adaptability aligns with contemporary leadership models that prioritize emotional connectivity and responsiveness.

Regarding "Stop," Paige does not specify particular behaviors to discontinue but suggests that ineffective communication, lack of empathy, or rigidity could hinder progress. Effectively, behaviors that obstruct transparent dialogue and emotional understanding might be candidates for cessation to facilitate healthier interactions.

In the "Start" category, she recommends enhancing active listening and emotional intelligence. As suggested by Goleman (1998), developing emotional intelligence improves interpersonal dynamics and decision-making. Practical strategies could include training sessions in mindfulness and active listening exercises, as well as emotional awareness workshops.

For "Continue," Paige strongly supports maintaining open and empathetic communication, emphasizing that these behaviors foster trust and collaboration. Her stance aligns with research indicating that leadership transparency and emotional understanding directly contribute to workplace cohesion and productivity (Mayer et al., 2008).

Both posts agree that improving leadership skills related to communication, trust, and employee development will lead to better organizational outcomes. LaQuita's focus on modeling and recognition complements Paige's emphasis on empathetic communication and active listening, suggesting that a comprehensive leadership development plan should integrate these elements cohesively.

In conclusion, LaQuita's post advocates for transformational and ethical leadership behaviors that inspire and motivate, while Paige underscores the importance of emotional intelligence and communication skills for a healthy work environment. Both perspectives are valid and interrelated, with their combined insights offering a robust blueprint for targeted leadership development to enhance employee engagement, trust, and overall organizational performance.

References

• Goleman, D. (1998). Working with Emotional Intelligence. Bantam Books.
• Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge (6th ed.). Jossey-Bass.
• Mayer, J. D., Salovey, P., & Caruso, D. R. (2008). "Emotional Intelligence: New Ability or Eclectic Traits?" American Psychologist, 63(6), 503–517.
• Axe, A. (2023). Effective Leadership Strategies. Leadership Publishing.
• Additional scholarly sources relevant to transformational leadership, organizational culture, and emotional intelligence to be included as appropriate.