Write A 3-4 Page Paper In Which You Create Five

Write A Three To Four 3 4 Page Paper In Which Youcreate Five To Sev

Write a three to four (3-4) page paper in which you:

Create five to seven (5-7) questions to ask your chosen leader to determine his or her views of motivation, ethical leadership, and performance. Then, conduct the interview based on your selected questions. Consider questions such as: How would you define leadership? How do you address team members not meeting expectations? What are some of your greatest leadership challenges, and how did you handle them? How would you describe your communication style, and can you share an example of effective interpersonal communication? How do you demonstrate that ethics and ethical behavior are priorities for you, and how has this impacted your staff? Can you describe a situation where you had to clarify ethical expectations? After conducting the interview, analyze the leader’s views on leadership, motivation, and ethics, and assess how these influence organizational ethical performance. Summarize the interview answers and compare the leader’s perspectives with your own understanding of leadership and ethics.

Use at least two (2) credible academic resources found via the Strayer Library databases. Ensure all citations and references follow APA format. The paper should be typed, double-spaced, using Times New Roman font size 12, with one-inch margins on all sides. Include a cover page with the title, student’s name, professor’s name, course title, and date. The cover page is not part of the 3-4 page count. The reference page is also excluded from the length requirement.

Paper For Above instruction

The core aim of this assignment is to explore leadership, motivation, and ethics through a direct interview with an experienced leader. Developing a set of thoughtful questions allows for an in-depth understanding of how leaders perceive their roles in motivating staff, maintaining ethical standards, and enhancing organizational performance. This paper begins with the creation of seven well-considered questions designed to probe the leader’s views on motivation, ethical leadership, and organizational performance. The subsequent interview provides qualitative insights, which are then analyzed and compared against established leadership theories and personal perceptions.

When constructing the interview questions, it’s vital to focus on leadership definitions, challenges faced and strategies used, communication styles, and the leader’s commitment to ethics. For example, one might ask: “How would you define leadership in your own words?” or “Describe a situation where your communication style contributed to organizational success.” These questions enable the interviewee to express their leadership philosophy, problem-solving skills, and ethical priorities. Further, inquiries about ethical behavior—such as “How do you demonstrate that ethics are a priority for you?”—help reveal the leader’s values and their influence on organizational culture.

The analysis of the interview responses involves summarizing the key points, then contrasting these perspectives with academic theories related to motivation, leadership, and ethics. For example, if a leader emphasizes transformational leadership qualities, this can be compared with Burns’ (1978) and Bass’ (1985) theories. Similarly, the leader’s approach to ethical dilemmas can be assessed against Kohlberg’s (1981) stages of moral development or the principles of ethical leadership proposed by Brown and Treviño (2006). By synthesizing interviews and scholarly literature, we obtain a comprehensive understanding of how leadership practices shape organizational ethics and performance.

In terms of motivation, various theories such as Maslow’s Hierarchy of Needs (1943), Herzberg’s Two-Factor Theory (1959), and Self-Determination Theory (Deci & Ryan, 1985) offer frameworks to interpret leadership behaviors aimed at motivating staff. The leader interviewed may demonstrate intrinsic motivation strategies, aligning with Self-Determination Theory, by fostering autonomy, competence, and relatedness. Conversely, extrinsic motivators like rewards or recognition may reflect Herzberg’s hygiene factors. Comparing these approaches with academic models provides clarity on the effectiveness of different motivational strategies within organizational settings.

Furthermore, the assessment of ethical leadership involves examining how the leader models ethical conduct, communicates ethical expectations, and enforces standards. Brown and Treviño (2006) argue that ethical leaders serve as moral role models and establish organizational climates rooted in integrity. The leader’s actions—such as transparency, fairness, and accountability—are critical indicators of ethical commitment. The interview data, combined with scholarly insights, reveal how such behaviors promote a culture of trust and ethical performance.

Finally, this analysis underscores the importance of aligning leadership styles and ethical values with organizational goals. Ethical leadership is linked to positive organizational outcomes, including higher employee engagement, trust, and organizational citizenship behaviors (Walumbwa et al., 2010). Leaders who demonstrate authentic concern for their staff and uphold ethical principles positively influence organizational culture and performance. The paper concludes by reflecting on personal perceptions of leadership and ethics, and how these compare with the insights gained from the interview, emphasizing the ongoing importance of ethical considerations in effective leadership.

References

• Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616.
• Burns, J. M. (1978). Leadership. Harper & Row.
• Bass, B. M. (1985). Leadership and performance beyond expectations. Free Press.
• Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. Springer Science & Business Media.
• Herzberg, F. (1959). The motivation to work. John Wiley & Sons.
• Kohlberg, L. (1981). Essays on moral development: Vol. I. The philosophy of moral development. Harper & Row.
• Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370-396.
• Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2010). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.
• Note: Additional credible references may include scholarly journal articles on motivation and leadership theories found via Strayer Library.