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This assignment will be submitted to Turnitin®. Instructions BMGT 365 -

This assignment involves analyzing a crisis leadership scenario involving a company’s recent echinacea product crisis. You will assess leadership styles, competencies, emotional intelligence, authenticity, and organizational culture based on a provided case. Additionally, you will recommend strategies to develop a crisis-ready culture within the organization, supported solely by course material. Your report must integrate case facts with course concepts, demonstrate critical analysis, and be formatted according to specified guidelines, including APA citations. The report should be no longer than seven pages, double-spaced, excluding cover page, references, and appendices. Your response must include a thorough discussion of each question, supported by relevant course materials, with proper in-text citations and a final reference list, all formatted in APA style.

Sample Paper For Above instruction

The recent echinacea crisis at Biotech presents a compelling case study on the importance of effective leadership, organizational culture, and emotional intelligence in crisis management. This analysis explores the leadership styles demonstrated during the crisis, evaluates pertinent leadership competencies, assesses emotional intelligence and authenticity, and discusses how organizational culture influenced the events. Finally, actionable recommendations are provided to cultivate a crisis-ready culture within Biotech.

I. Leadership Styles Demonstrated in the Recent Echinacea Crisis

The crisis depicted in the scenario reveals a predominantly authoritarian leadership style, especially exemplified by CEO Max Barney’s immediate decisive actions. When Michael Brown reported the crisis, Barney responded swiftly by halting sales and firing Henrietta Higgins upon discovering her unilateral decision to switch suppliers (Northouse, 2019). Such a commanding approach prioritized quick decision-making but lacked collaborative input, characteristic of authoritarian leadership. This style can be effective in crises demanding rapid responses but may inhibit open communication and team engagement, which are vital for long-term resilience (Hersey & Blanchard, 2013).

Conversely, Michael Brown, as described, appears to operate with a more consultative or participative style, seeking to brief Barney on the crisis and possibly involving team members in crisis response planning. The scenario suggests a mixture of command and consultative leadership, which might have contributed to organizational stress, especially given the lack of prior crisis preparedness.

In terms of leadership styles most beneficial in a crisis-ready culture, transformational leadership stands out. Transformational leaders inspire and motivate teams, foster innovation, and promote a shared vision resilient to crises (Bass & Riggio, 2018). Developing such leadership at all levels helps organizations proactively anticipate and manage crises, rather than merely react to them.

II. Leadership Competencies Evident and Needed in a Crisis

The scenario displays competencies such as decisiveness, accountability, and risk management. Barney’s quick decision to halt sales and fire Higgins demonstrates decisiveness, critical in crises to prevent escalation (Uhl-Bien & Marion, 2020). The ability to quickly analyze risk and take corrective actions is vital (Zaccaro & Banks, 2020). Moreover, the scenario reveals a deficiency in competency related to proactive crisis planning, which could have mitigated the severity.

Essential competencies for a crisis-ready organization include emotional resilience, communication skills, ethical judgment, and adaptability (Goleman, 2011). The failure to recognize the potential dangers of a new supplier and to establish rigorous vetting processes indicates gaps in strategic thinking and risk management capabilities. Developing these competencies would enable the organization to respond more effectively in future crises (Plessis, 2014).

III. The Role of Emotional Intelligence in the Crisis

Emotional intelligence (EI) profoundly influences crisis outcomes. In this case, Barney’s swift decision might demonstrate emotional resilience, maintaining composure under pressure. However, the scenario indicates a potential lack of EI in Higgins’s unilateral decision-making, possibly driven by overconfidence or poor judgment without empathy or stakeholder consideration (Goleman, 1990).

In a crisis, high EI facilitates effective communication, empathy, and conflict management (Salovey & Mayer, 1990). Leaders with high EI can better gauge public sentiment, support employees, and foster trust. The lack of EI—such as Higgins operating without consultation—may have exacerbated tensions and diminished organizational cohesion (Mayer, Salovey, & Caruso, 2004).

In cultivating a crisis-ready culture, emphasizing EI training enhances leaders’ and employees’ capacity to manage stress, communicate transparently, and demonstrate empathy, which ultimately stabilizes the organization during turbulent times (Côté, 2014).

IV. Authentic Leadership and Its Impact

Authentic leadership, characterized by transparency, ethical behavior, and consistency, could have played a significant role in preventing or mitigating the crisis. Barney’s decisive yet possibly reactive action—firing Higgins without a thorough investigation—might reflect a lack of authentic leadership. Authentic leaders foster trust and open dialogue, which are crucial during crises (Walumbwa et al., 2010).

Applying authentic leadership principles entails transparent communication and alignment with core values, which bolster organizational resilience (Avolio & Gardner, 2005). Had Higgins’s actions been scrutinized with an authentic leadership perspective, the focus might have been on understanding the reasons behind her decision and providing coaching or guidance, rather than immediate punitive measures (Luthans & Avolio, 2003).

Embedding authentic leadership into the organizational culture encourages ethical decision-making, openness, and trust—critical attributes for a crisis-ready organization, enabling it to recover more swiftly and maintain stakeholder confidence (Kernis & Goldman, 2006).

V. Organizational Culture and Alignment for Crisis Readiness

The current organizational culture at Biotech appears reactive and hierarchical, emphasizing rapid decision-making without necessarily fostering dialogue or shared learning. The unilateral decision by Higgins exemplifies a culture lacking in accountability and collaborative risk assessment.

To develop a crisis-ready culture, Biotech must realign its strategy, culture, and organizational structure to promote agility, transparency, and continuous learning. Cultivating a culture that values ethical practices and open communication can improve crisis detection and response (Schein, 2010). Strong leadership development programs, a flatter organizational structure, and emphasized ethical standards are critical in this transformation (Denison & Mishra, 1995).

Organizational strategies should integrate crisis simulation exercises, foster cross-functional communication, and embed crisis management into daily operations. These steps enable the organization to respond swiftly, adapt to unforeseen challenges, and build resilience (Schultz et al., 2017).

VI. Specific Recommendations for Developing a Crisis-Ready Culture

1. Implement Leadership Development Programs Focused on Crisis Management and Ethical Leadership. Training should include modules on emotional intelligence, transformational leadership, and authentic leadership, supported by case studies and simulation exercises. This fosters leaders’ capacity to respond ethically and empathetically during crises (Drucker, 2006).

2. Establish a Cross-Functional Crisis Response Team and Regular Simulation Drills. Empower teams across departments with clear protocols and conduct periodic simulations to build preparedness, adaptability, and collaboration in real crisis scenarios. This aligns with the best practice of proactive crisis planning (Mitroff & Anagnos, 2001).

3. Foster an Organizational Culture that Promotes Transparency, Ethical Behavior, and Learning. Develop policies and communication channels that encourage reporting and discussion of potential risks, lessons learned from past crises, and continuous improvement initiatives. Recognizing and rewarding transparency and ethical conduct reinforce these values (Cameron & Quinn, 2011).

References

  • 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.
  • Bass, B. M., & Riggio, R. E. (2018). Transformational leadership (3rd ed.). Routledge.
  • Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework. Jossey-Bass.
  • Côté, S. (2014). Emotional intelligence in organizations: A review of the literature. Journal of Organizational Behavior, 35(1), 23-39.
  • Drucker, P. F. (2006). The effective executive. HarperBusiness.
  • Denison, D. R., & Mishra, A. K. (1995). Toward a theory of organizational culture and effectiveness. Organization Science, 6(2), 204-223.
  • Goleman, D. (1990). Emotional intelligence. Bantam Books.
  • Goleman, D. (2011). What makes a leader? Harvard Business Review, 89(11), 94-102.
  • Kernis, M. H., & Goldman, B. M. (2006). Social psychological perspectives on authenticity and self-consciousness. In R. F. Baumeister (Ed.), Are we free? Psychology and free will. 147-164.
  • Luthans, F., & Avolio, B. J. (2003). Authentic leadership: A positive development approach. Positive Organizational Scholarship, 241-260.
  • Mayer, J. D., Salovey, P., & Caruso, D. R. (2004). Emotional intelligence: Theory, findings, and implications. Psychological Inquiry, 15(3), 197-215.
  • Mitroff, I. I., & Anagnos, G. (2001). Managing crises before they happen: What every executive and manager needs to know about crisis management. AMACOM.
  • Northouse, P. G. (2019). Leadership: Theory and practice (8th ed.). Sage Publications.
  • Plessis, P. du. (2014). Building resilience in organizations: A systematic review and synthesis of the literature. International Journal of Disaster Risk Reduction, 9, 150-164.
  • Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
  • Salovey, P., & Mayer, J. D. (1990). Emotional intelligence. Imagination, Cognition and Personality, 9(3), 185-211.
  • Schultz, M., Huy, Q. N., & Hauenstein, N. (2017). Strategic agility: Managing strategic change in turbulent environments. Long Range Planning, 50(2), 237-251.
  • Uhl-Bien, M., & Marion, R. (2020). Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 31(2), 101-113.
  • Zaccaro, S. J., & Banks, D. (2020). Leadership competencies and strategies for effective crisis management. Journal of Management, 46(4), 612-640.

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