This Is A Graded Discussion 30 Points Possible Due Aug 23

This Is A Graded Discussion 30 Points Possible Due Aug 23unit 1 Dis

This is a graded discussion: 30 points possible due Aug 23 Unit 1: Discussion 9 9 Introduction In each Units 1-6 and 8, you will respond to a case study from the text. The discussion assignments are designed to help you apply the concepts from the chapter. You will respond individually to the following questions and to the postings of your fellow classmates. 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. Displays an exceptional familiarity with the text and topics being covered, and utilizes text/lecture note/PowerPoint references. Initial post: 300+ words 2. 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 take from Chapter 2 the textbook. See the reference citation at the bottom of the page. This Unit's Case Study and Questions Case Study Developing Leaders at UPS UPS is the nation’s fourth-largest employer with 357,000 employees worldwide and operations in more than 200 countries. UPS is consistently recognized as one of the “top companies to work for†and was recently recognized by Fortune as one of the 50 best companies for minorities. A major reason for UPS’s success is the company’s commitment to its employees. UPS understands the importance of providing both education and experience for its next generation of leaders—spending $300 million annually on education programs for employees and encouraging promotion from within. All employees are offered equal opportunities to build the skills and knowledge they need to succeed. A perfect example of this is Jovita Carranza. Jovita Carranza joined UPS in 1976 as a part-time clerk in Los Angeles. Carranza demonstrated a strong work ethic and a commitment to UPS, and UPS rewarded her with opportunities— opportunities Carranza was not shy about taking advantage of. By 1985 Carranza was the workforce planning manager in metropolitan Los Angeles. By 1987 she was district human resources manager based in Central Texas. By 1990 she had accepted a move to district human resources manager in Illinois. She received her first operations assignment, as division manager for hub, package, and feeder operations, in Illinois in 1991. Two years later, she said yes to becoming district operations manager in Miami. In 1996 she accepted the same role in Wisconsin. By 1999 Carranza’s progressive successes led UPS to promote her to president of the Americas Region. From there she moved into her current position as vice president of UPS Air Operations, based in Louisville, Kentucky. The $1.1 billion air hub she currently oversees sprawls across the equivalent of more than 80 football fields. It can handle 304,000 packages an hour, its computers process nearly 1 million transactions per minute, and it serves as the lynchpin for the $33 billion business that has become the world’s largest package delivery company. Carranza attributes much of her success to her eagerness to take on new challenges: “The one error that people make early on in their careers is that they’re very selective about opportunities so they avoid some, prefer others,†she says. “I always accepted all opportunities that presented themselves because from each one you can learn something, and they serve as a platform for future endeavors.†It has also been important, she says, to surround herself with capable, skilled employees who are loyal to the company and committed to results. After nearly 30 years with UPS, Carranza says teamwork, interaction, and staff development are the achievements of which she is proudest: “Because that takes focus, determination, and sincerity to perpetuate the UPS culture and enhance it through people.†Carranza’s corporate achievements, determination, drive, innovation, and leadership in business have earned her the distinction of being named Hispanic Business Magazine’s Woman of the Year. She credits her parents, both of Mexican descent, with teaching her “the importance of being committed, of working hard, and doing so with a positive outlook‗principles she says continue to guide her personal and professional life. These principles mirror those of the company whose corporate ladder she has climbed nonstop, an organization she says values diversity and encourages quality, integrity, commitment, fairness, loyalty, and social responsibility. Among Carranza’s words of wisdom: “Sit back and listen and observe,†she says. “You learn more Replies are only visible to those who have posted at least one reply. Search entries or author î©’ Reply by not speaking. Intelligent people learn from their own experiences; with wisdom, you learn from other people’s mistakes. I’m very methodical about that.†Discussion Questions Consider the spiral of experience that Jovita Carranza has traveled. How has her experience affected her ability as a leader? What are the major skills Jovita Carranza has demonstrated in her career at UPS that have made her a successful leader? References Hughes, R. L., Ginnett, R. C., & Curphy, G. J. (2015). Leadership: enhancing the lessons of experience (pp. 79-80). New York, NY: McGraw-Hill Education.

Paper For Above instruction

The career trajectory of Jovita Carranza at UPS exemplifies the profound impact of experiential learning and strategic leadership development. Throughout her 30-year journey with the company, her diverse roles fostered the growth of essential leadership skills, shaping her into a highly effective leader capable of managing multimillion-dollar operations and inspiring her teams toward excellence. Her experience underscores the significance of embracing opportunities and continuous learning as key drivers of leadership success.

Jovita Carranza’s extensive experience has significantly influenced her leadership capabilities by enabling her to acquire a broad spectrum of skills—ranging from human resources management to operational oversight. Her progression from a part-time clerk to vice president illustrates her adaptability, resilience, and commitment to personal and professional growth. This career span embodies the concept of experiential learning, as described in Hughes et al. (2015), where knowledge is gained through direct involvement in varied roles and responsibilities. Carranza’s willingness to accept diverse challenges allowed her to develop a comprehensive understanding of UPS’s operations, culture, and strategic priorities. Such experience fosters critical thinking, decision-making, and strategic vision, essential qualities for effective leadership.

Moreover, Carranza’s ability as a leader is reinforced by her demonstrated skills in several key areas. First, her strong work ethic and commitment to excellence are evident from her early career, setting a foundation of reliability and dedication that earned her increased responsibilities. Second, her adaptability and openness to new opportunities illustrate her flexibility—traits vital for navigating the dynamic logistics industry. The statement by Hughes et al. (2015) emphasizes that effective leaders exhibit resilience and agility, qualities Carranza exemplifies through her career moves.

Third, her emphasis on teamwork, interaction, and staff development highlights her skills in relationship-building and human capital management. She recognizes that fostering a positive, inclusive work environment enhances productivity and innovation—principles aligned with transformational leadership theories. Carranza’s proactive approach to surrounding herself with capable, loyal employees demonstrates her skills in talent development and empowerment, which are crucial for sustainable success within an organization.

Furthermore, her emphasis on observation and listening, as noted in her words of wisdom, reflects emotional intelligence—another vital leadership competence (Goleman, 1995). Emotional intelligence enables leaders to understand and manage their own emotions while effectively navigating interpersonal relationships. Carranza’s methodical approach—learning from her own experiences and from others’ mistakes—exemplifies reflective practice, which is essential for continuous growth and effective decision-making.

In conclusion, Jovita Carranza’s career development exemplifies how accumulation of varied experiential learning enhances leadership effectiveness. Her skills in strategic thinking, stakeholder engagement, talent development, and emotional intelligence have played a vital role in her rise to senior leadership. Her story underscores the importance of embracing opportunities, fostering inclusive teams, and continuously learning—principles that resonate with contemporary leadership theories and best practices. Through her journey, she demonstrates that effective leadership is cultivated through experience, resilience, and a commitment to growth.

References

• Goleman, D. (1995). Emotional intelligence. Bantam Books.
• Hughes, R. L., Ginnett, R. C., & Curphy, G. J. (2015). Leadership: enhancing the lessons of experience (pp. 79-80). McGraw-Hill Education.
• Northouse, P. G. (2018). Leadership: theory and practice (8th ed.). Sage Publications.
• Bass, B. M., & Bass, R. (2008). The Bass handbook of leadership: Theory, research, and managerial applications (4th ed.). Free Press.
• Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2019). Organizational behavior: Improving performance and commitment in the workplace (6th ed.). McGraw-Hill Education.
• Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson.
• Schunk, D. H. (2012). Learning theories: An educational perspective (6th ed.). Pearson.
• McCollum, B. (2010). Leadership development in contemporary organizations. Journal of Business and Leadership, 2(1), 45-59.
• Yammarino, F. J., & Dansereau, F. (2008). Leadership in teams: A multisystem perspective. The Leadership Quarterly, 19(6), 704–717.
• Goldman, D. (1998). Emotional Intelligence: Why it can matter more than IQ. Bantam Books.