This Is A Graded Discussion 30 Points Due Sep 13

This Is A Graded Discussion 30 Points Possible Due Sep 13unit 4 Dis

This is a graded discussion: 30 points possible due Sep 13 Unit 4: Discussion Directions 1. Read the case study. 2. Answer the discussion questions and post to the discussion: 1. Initial Post: 1. Respond to every aspect of the discussion prompt with originality. Demonstrate an exceptional familiarity with the text and topics being covered and utilize text/lecture note/PowerPoint references. 2. Respond to your initial post with at least 300 words 3. Post initial post by 11:59 p.m., Thursday, CT. 2. Response Posts: 1. Respond to peer posts with at least 100 words. 2. Respond to two or more classmates by 11:59 p.m., Sunday, CT. All posts are expected to use proper grammar and to be free of typographical errors and spelling. The following case study was taken from Chapter 7 of the textbook. See the reference citation at the bottom of the page. This Unit's Case Study and Questions Case Study Paying Attention Pays off for Andra Rush Paying attention has been a key for Andra Rush. As a nursing school graduate she was paying attention when other nurses complained about unfair treatment and decided she wanted to do something about it—so she enrolled in the University of Michigan’s MBA program so she could do something about how employees were treated. As she completed her business courses and continued to work as a nurse, she was paying attention when a patient described his experience in the transport business. The business sounded intriguing, and so, with minimal experience and minimal resources, Rush took a risk and started her own trucking business. She scraped together the funds to buy three trucks by borrowing money from family and using her credit cards. She specialized in emergency shipping and accepted every job that came her way, even if it meant driving the trucks herself. She answered phones, balanced her books, and even repaired the trucks. She paid attention to her customers and made a point of exceeding their expectations regardless of the circumstances. When the terrorist attacks of September 11, 2001, shut down local bridges, Rush rented a barge to make sure a crucial shipment for DaimlerChrysler made it to its destination on time. Rush continues to pay attention and credits her listening skills as a major reason for her success. Rush is distinct in the traditionally white male–dominated trucking industry—a woman and a minority (Rush is Native American) who credits her heritage and the “enormous strength” of her Mohawk grandmother for helping her prevail: It is entirely possible that my Native spirit, communicated to me by my grandmother and my immediate family, have enabled me to overcome the isolation, historical prejudice, and business environment viewed as a barrier to Native- and woman-owned businesses. The willingness to listen, to understand first, and act directly and honestly with integrity is a lesson and code of conduct my elders have bequeathed to me. Being an entrepreneur has reinforced those lessons again and again. Her Mohawk heritage is pervasive. Rush’s company logo is a war staff with six feathers representing the Six Nations of the Iroquois: Mohawk, Onondaga, Oneida, Cayuga, Tuscarora, and Seneca. She believes in the power of a diverse workforce; as a result more than half of the 390 employees at Rush Trucking are women, and half are minorities. Rush keeps close tabs on her company and its employees. Though the company has grown from its humble three-truck beginning to a fleet of 1,700 trucks, Rush still takes time to ride along with drivers. She has provided educational programs like “The Readers’ Edge,” a literacy program, to improve the skills and lives of her employees. Rush is actively involved in several organizations that work to improve the position of minorities—she’s on the boards of directors of the Michigan Minority Business Development Council, the Minority Enterprise Development/ Minority Business Development Agency, and the Minority Business Roundtable, and she has served as president of the Native American Business Alliance. Discussion Questions 1. As we have discussed, competency models describe the behaviors and skills managers need to exhibit if an organization is to be successful. Consider the general competencies found in Figure 7.3 and apply these to Andra Rush, providing examples of how these competencies apply. 2. How does the Leadership Pipeline apply to Andra Rush? References Hughes, R. L., Ginnett, R. C., & Curphy, G. J. (2015). Leadership: enhancing the lessons of experience (pp. ). New York, NY: McGraw-Hill Education. Replies are only visible to those who have posted at least one reply.

Paper For Above instruction

Introduction

Andra Rush exemplifies a leader who embodies essential managerial competencies and demonstrates a clear understanding of the leadership pipeline's principles. Her journey from a nursing graduate to a successful trucking industry entrepreneur provides a compelling illustration of how personal traits, professional skills, and strategic leadership contribute to organizational success and individual development. This paper discusses her alignment with the competency models outlined in Figure 7.3 and explores how the leadership pipeline concept applies to her career trajectory.

Application of Competency Models to Andra Rush

Competency models, such as those depicted in Figure 7.3, generally encompass a range of behaviors and skills including self-awareness, interpersonal skills, decision-making, and strategic thinking (Hughes, Ginnett, & Curphy, 2015). Andra Rush’s journey demonstrates mastery of these competencies. Her self-awareness is evident in her recognition of unfair treatment within the nursing profession and her proactive enrollment in an MBA program to develop her managerial skills. This decision highlights her commitment to personal growth and her understanding of the importance of managerial knowledge in driving organizational change.

Her interpersonal skills are reflected in her keen attention to customer needs and her ability to listen and respond effectively, which contributed to her success in the trucking industry. By exceeding customer expectations, Rush exemplifies customer orientation—a vital leadership trait. Additionally, her ability to mobilize resources quickly, such as renting a barge during the aftermath of 9/11, displays decisive action and strategic thinking, which are key components of effective leadership (Hughes et al., 2015).

Furthermore, her adaptability and resilience showcase her emotional intelligence and interpersonal competence, enabling her to navigate a traditionally male-dominated industry and racial barriers. Her incorporation of her Mohawk heritage and cultural identity into her company's branding demonstrates authentic leadership and cultural competence, fostering a diverse and inclusive workforce.

Application of the Leadership Pipeline to Andra Rush

The leadership pipeline concept involves systematically developing leadership capacity through various stages of an individual's career, from individual contributor to executive leader (Hughes et al., 2015). Rush’s career exemplifies progression through these stages. She began as a nurse responding to individual patient needs, then transitioned into entrepreneurship where she managed her own business—a move from individual contributor to business owner. Her continued involvement in operational aspects of her company, such as riding along with drivers and engaging in community and organizational leadership roles, indicates her development across several pipeline stages.

Her active participation in community organizations and her focus on mentoring and empowering minority and female employees demonstrate her evolution into a broader transformational leader who influences beyond her organization. The fact that she still rides along with drivers and manages her enterprise closely aligns with the “Leading Others” stage of the pipeline, where leaders develop the ability to inspire and manage teams effectively (Hughes et al., 2015).

Moreover, her strategic vision for diversity and inclusion, emphasized through her employment practices and cultural representation, reflects the higher stages of the leadership pipeline—shaping organizational culture and fostering leadership development among others (Hughes et al., 2015). Her career exemplifies the importance of intentional development and the role of experience, relationships, and self-awareness in progressing through the leadership pipeline stages.

Conclusion

Andra Rush’s story exemplifies how the core competencies outlined in leadership models and the stages of the leadership pipeline are essential for organizational success and personal growth. Her self-awareness, strategic decision-making, resilience, authentic leadership, and commitment to diversity demonstrate that cultivating these competencies and understanding pipeline progression are vital for effective leadership. Her journey underscores the importance of paying attention, cultural identity, and integrity in fostering successful, inclusive organizations.

References

• Hughes, R. L., Ginnett, R. C., & Curphy, G. J. (2015). Leadership: enhancing the lessons of experience. New York, NY: McGraw-Hill Education.
• Goleman, D. (1998). What makes a leader? Harvard Business Review, 76(6), 93-102.
• Northouse, P. G. (2016). Leadership: Theory and Practice. Sage publications.
• Day, D. V., & Dragoni, L. (2015). Leadership development: An outcome-oriented review based on time and levels of analysis. Annual Review of Organizational Psychology and Organizational Behavior, 2, 133–156.
• McCall Jr, M. W. (2010). High flyers: Developing the next generation of leaders. Harvard Business Press.
• Collins, J. (2001). Good to Great: Why Some Companies Make the Leap and Others Don’t. HarperBusiness.
• Bass, B. M. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 33-66.
• Daft, R. L. (2016). The Leadership Experience. Cengage Learning.
• Goleman, D., Boyatzis, R., & McKee, A. (2013). Primal Leadership: Unleashing the Power of Emotional Intelligence. Harvard Business Review Press.
• Kets de Vries, M. F. (2001). The leadership mystique: Leading behavior in the human enterprise. European Journal of Work and Organizational Psychology, 10(2), 151-154.