This Will Be Finals Need This Assignment Done In APA Format

This Will Be Finals Need This Assignment Done In APA Format With 3 Ref

This will be Finals need this assignment done in APA format with 3 references and 3 full pages must be an original fresh work will pay$15 You are employed at a large global high-tech company that has offices worldwide in such places as Tokyo, London, Bombay, Toronto, Mexico City, Chicago, and Seattle to name a few. Although the sales has been reasonable these past few months even with the global economic crises, an internal crises exists related to employee morale being at an all-time low. There are many different beliefs on what is right and what is wrong across the board, especially when it comes to the cultural and communication differences and the technological equipment challenges. There are also concerns regarding the selfishness of the employees; where the employees do not enjoy working as a team.

You supervisor has tasked you as the as the VP of the Service Department to prepare a research paper that will communicate information and solutions as well as provide a foundation of knowledge so that you can work with your peers and employees to solve these problems. At a minimum, your research paper must: Analyze and evaluate the different leadership theories and behavior approaches, including the Tuckman four stages of group development model. Evaluate the importance of the internal environmental factors that include the cultural, language, political, and technological differences. Apply the necessary steps to overcome the identified challenges with the different sources of power that must be taken into account.

Present your findings as a 4-5 pages Word document formatted in APA style . Submit your assignment. Submitting your assignment in APA format means, at a minimum, you will need the following: TITLE PAGE. Remember the Running head: AND TITLE IN ALL CAPITALS ABSTRACT. A summary of your paper…not an introduction. Begin writing in third person voice. BODY. The body of your paper begins on the page following the title page and abstract page and must be double-spaced (be careful not to triple- or quadruple-space between paragraphs). The type face should be 12-pt. Times Roman or 12-pt. Courier in regular black type. Do not use color, bold type, or italics except as required for APA level headings and references. The deliverable length of the body of your paper for this assignment is 4-5 pages. In-body academic citations to support your decisions and analysis are required. A variety of academic sources is encouraged. REFERENCE PAGE. References that align with your in-body academic sources are listed on the final page of your paper. The references must be in APA format using appropriate spacing, hang indention, italics, and upper and lower case usage as appropriate for the type of resource used. Remember, the Reference Page is not a bibliography but a further listing of the abbreviated in-body citations used in the paper. Every referenced item must have a corresponding in-body citation. This assignment will also be assessed using additional criteria provided here. Please submit your assignment. For assistance with your assignment, please use your text, Web resources, and all course materials. Unit Materials

Paper For Above instruction

In today's interconnected and multicultural business environment, effective leadership and team cohesion are crucial elements for organizational success, especially in large, geographically dispersed companies. The current internal crises of low employee morale, cultural and communication gaps, and technological challenges require a comprehensive approach rooted in leadership theory, understanding of internal environmental factors, and strategic application of influence sources to inspire teamwork and enhance organizational performance.

Leadership Theories and Behavior Approaches

Leadership theories provide essential guidance in understanding how leaders can influence their teams effectively. Transformational leadership, for example, emphasizes inspiring and motivating employees, aligning well with efforts to boost morale (Bass & Riggio, 2006). This approach fosters trust, innovation, and commitment, which are vital for overcoming the existing communication and cultural barriers. Conversely, transactional leadership—focused on rewards and penalties—might address immediate performance issues but may not sustain long-term engagement or cultural integration (Burns, 1978). A balanced application of these theories, tailored to the multicultural context of the organization, can facilitate a more inclusive and motivated workforce.

In addition, the behavioral approach underscores the importance of specific leadership styles and behaviors, such as participative or supportive leadership, which have been shown to improve employee satisfaction and team cohesion (Lewin, Lippitt, & White, 1939). Leaders must adapt their behaviors to foster an environment of trust, collaboration, and open communication across diverse cultural backgrounds.

Tuckman’s Four Stages of Group Development

Bruce Tuckman’s model (forming, storming, norming, performing) provides a valuable framework for understanding team development stages. Recognizing these stages allows leaders to implement targeted interventions to foster effective team building, especially in a multicultural setting. During the forming stage, establishing clear goals and roles can mitigate misunderstandings stemming from cultural differences. The storming phase, often characterized by conflict, can be managed through open communication and conflict resolution strategies emphasizing cultural sensitivity (Tuckman & Jensen, 1977). In the norming stage, developing shared norms promotes cohesion. Finally, the performing phase signifies a mature team capable of high productivity, which can be accelerated by continuous leadership support and feedback.

Internal Environmental Factors

Cultural, linguistic, political, and technological differences significantly impact organizational dynamics. Cultural diversity enriches the workplace but may also lead to misunderstandings and misinterpretations unless proactively managed (Hofstede, 2001). Language barriers can weaken communication channels, leading to feelings of alienation and decreased morale. Political differences, especially in global offices, may influence decision-making processes and organizational unity. Technological disparities, such as varying access to or proficiency with communication tools, can hinder seamless collaboration.

To address these issues, organizations need to implement cross-cultural training, promote inclusive communication practices, and ensure equitable access to technological resources (Mor Barak, 2017). Building cultural competency among leaders and employees helps in understanding and respecting diverse perspectives, ultimately fostering a cohesive organizational culture.

Overcoming Challenges Through Power Dynamics

The effective use of power sources—legitimate, expert, referent, reward, and coercive—can transform organizational challenges into opportunities for growth. Leaders with legitimate power—derived from formal authority—must couple it with expert power (knowledge and skills) and referent power (trust and admiration) to motivate teams universally. Reward power involves recognizing cultural sensitivities to ensure fairness and motivation. Coercive power, if misused, can damage trust; hence, its application should be cautious and strategic.

Empowering employees by distributing shared power, encouraging participative decision-making, and fostering a sense of ownership can mitigate selfish behaviors and promote teamwork. Transformational leaders, in particular, leverage multiple power bases to inspire collective effort and develop an inclusive organizational culture.

Conclusion

Addressing low morale and cultural disconnects in a global organization demands an integrated approach combining leadership theories, awareness of internal environmental factors, and strategic use of power. By fostering transformational leadership, guiding teams through Tuckman’s stages, and actively managing cultural and technological differences, organizations can cultivate a resilient, motivated workforce capable of overcoming internal crises. Future initiatives should prioritize cultural competency, inclusive communication, and employee engagement to sustain organizational health and competitive advantage in a complex global landscape.

References

• Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Erlbaum Associates.
• Burns, J. M. (1978). Leadership. Harper & Row.
• Hofstede, G. (2001). Culture's Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations. Sage Publications.
• Lewin, K., Lippitt, R., & White, R. K. (1939). Patterns of aggressive behavior in child medicine. Journal of Social Psychology, 10(2), 271–299.
• Mor Barak, M. E. (2017). Managing diversity: Toward a globally inclusive workforce. Sage Publications.
• Tuckman, B. W., & Jensen, M. A. (1977). Stages of small-group development revisited. Group & Organization Management, 3(4), 419–427.
• Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384–399.