Sakshi Sontakke Final Assignment section 14 Ms. Cindi

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School

Conestoga College *

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Course

8761

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Management

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May 26, 2024

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docx

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Title: The Final Assignment Sakshi Sontakke Healthcare Administration and Service Management MGMT8761 (Section 14): Management and Leadership Essentials Cindi Amlin 15 December 2023

It is often said that leaders lead, and managers manage. Leaders are always looking to improve the current state and managers are tasked to make the current state work as efficiently and productively as possible . Managers make people do things while leaders inspire people to do things. The manager has a short-range view while leaders have a long-range perspective. Although different, they are linked as essential for maximizing associate performance. (Module 2 – Additional Resources – Leaders vs Managers) Individuals in management and leadership roles might modify their approaches based on organizational needs and contexts. For Example, Fiedler understood that there are key behaviours of leadership but organizations need to align manager’s behaviours to appropriate tasks that they can handle. Fiedler takes the task & relationship frameworks and looks to assess individual manager’s ability to create a ‘fit’ for each individual based on specific organizational roles. (Module 3, Slide 4) The traditional model looks to assess individual contributions where tasks are performed in exchange for rewards or punishments. It involves a clear hierarchy and follows established procedures (Module 11). Managers are tasked to tease apart each member’s role, and how well they are performing. (Module 7, slide 15) On the other hand, Inclusive leadership embraces a transformational approach, emphasizing collaboration, empowerment, and inspiring team members to go beyond their self- interests for the collective good. It values diversity and fosters an inclusive environment (Module 7). This relates to the course concept discussed in module 11 that Associates who are empowered rate their companies and bosses as more respectful & fairer than

traditional organizations. They feel as if they belong and are valued by the companies they work for and in turn, are inspired to work harder. Even more importantly highly empowered organizations, the acceptance of making mistakes outweighs the cost of the errors. The belief that learning is based on making mistakes and not wanting to repeat them inspires confidence in the workforce to take risks and increases innovation at all levels. An inclusive approach to leadership that emphasizes safety, humility, and vulnerability in the workplace, as well as open communication and active team member involvement in goal-setting and problem-solving, is what is meant by the term "Practical Coach" (MGMT8761, Module 7, p. 15). A Practical Coach actively seeks 360-degree feedback, supports the inclusion of a secure space for open communication, and encourages team members to offer suggestions for cooperative resolutions and ways to improve communication (MGMT8761, Module 7, p. 15). Emphasis on Continuous Improvement: Practical Coaches follow poor work-handling procedures and provide employees with personalized feedback to ensure a positive and inclusive workplace. They also recognize the significance of keeping an eye on ongoing projects. (MGMT8761, Module 11, p.22,23). Example: My aunt is a perfect example of a practical coach for me. She always focused on teaching me things rather than providing them to me. She always said, If I do fishing for you, you will get fish I’m here, If I teach you how to do fishing you will have them even when I'm not present’’.

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This example directly connects to the concept since her leadership style is consistent with the inclusive leadership concepts covered in the course; she focuses on the co- creation of solutions, humility, vulnerability, and active listening, reflecting an inclusive approach to leadership. (MGMT8761, Module 7, 11). ASSESSMENT STRENGTHS WEAKNESSES PERSONALITY TYPE EQ COMPONENTS MBTI Friendly, considerate, persuasive, well- organized, and sympathetic Permission seeking, oversensitive, cautious, selfless, obstinate, authoritative, and overprotective ENFJ “The Giver” -- EQ Social awareness: 8 Self- management: 6 Transformationa l Leader Self- awareness: 9 Relationship management: 7

My MBTI strengths are affectionate, empathetic, and organized, which align with the principles of effective leadership, which emphasize solid interpersonal skills and directly relate to work passion. My flaws, on the other hand, such as manipulative tendencies, overprotectiveness, and approval-seeking, indicate areas in which I need to improve. My EQ assessment, on the other hand, indicates a high level of self- awareness and social awareness. I have a solid foundation for understanding my own and others' emotions. I need to work on relationship management and self- management. Transformational leadership is the chosen leadership style. This leadership style was chosen because it matches my skills and my goal of determining positivity and success in life. It additionally demonstrates how I think and process my thoughts, as well as how empathetic and affectionate I am. To be an even more effective transformational leader, I need to improve my relationship management and self- management skills, especially in controlling emotions under pressure. These enhancements will contribute to a more positive and collaborative work environment. Transformational Leadership : According to the course materials, transformational leadership is a style that encourages and inspires followers, placing a strong emphasis on developing strong relationships and cultivating a positive organizational culture (MGMT8761, Module 5). The course strongly emphasizes the role that self-regulation plays in leadership. This includes managing emotions, making informed decisions, and leading by example for the team (Conestoga College International, 2023, 50:51).

Empathetic Leadership: In this course, empathy is an essential component of effective leadership. My high social awareness score suggests that I am sensitive to others' feelings, crucial to fostering a collaborative and encouraging work environment (MGMT8761, Module 6, p. 19). Finally, my EQ assessment results and ENFJ personality type align with transformational leadership principles. By using my strengths and addressing my weaknesses through improved relationship management and self-regulation, I can work toward becoming a more inspiring and successful leader. A traditional manager would lead the coaching conversation by concentrating only on the performance issue, offering their solution, goal achievement, attendance, performance, Turnover, return on investment, they will measure the employee on the basis of task completions, achievement and potentially showing less interest in hearing the employee's point of view. They also place more of an emphasis on directive guidance than on a collaborative approach. (MGMT8761, Module7,p.15) An inclusive manager, on the other hand, adheres to the values of humility, vulnerability, and safety, take 360 feedback, open to communicate and resolve issuers-establish the goals that improves the exceeding chances of the company (MGMT8761, Module 7, p.15). The inclusive manager also understands the importance of creating a safe space for open dialogue and continuous improvement, consistent with concepts stressed in the course material. In addition, inclusive managers also follow and maintain poor work handling and create positive environment to work, and give personal feedbacks to the

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employees to create good focus on ongoing projects and generate good revenue. (MGMT8761, Module 11, p.22,23) Safety is closely linked to inclusive leadership, which emphasizes establishing a secure and transparent atmosphere where team members can easily share their ideas and worries (MGMT8761, Module 11, p. 22–23). The Ametros Simulation offers opinions on how to create a safe environment for candid conversations and continuous improvement. Vulnerability: Open-minded, humble leaders embrace openness as a value (MGMT8761, Module 7, p. 15). Emotional Intelligence: Managing team dynamics and promoting a positive work environment involves active listening, acknowledging emotions, and co-creating solutions with team members (MGMT8761, Module 7, p. 15) In the ametros simulation, a leader can contribute to a more inclusive environment by incorporating transformational leadership characteristics such as promoting a vision, considering individual needs, and encouraging creativity. Furthermore, as mentioned in the course concepts, embracing vulnerability and demonstrating emotional intelligence will strengthen the leader's ability to connect with team members and improve a positive and inclusive workplace culture. These insights, combined with feedback from the simulation, can be used to develop a road map for improving inclusive leadership skills and, as a result, contribute to a more effective and harmonious team environment.

REFERENCES: Conestoga, (2023). Leadership Traits, Behaviours & Relationship

[Power Point Slides, Module 2,3]. eConestoga https://conestoga.desire2learn.com/d2l/le/content/877175/viewContent/18185430/View Conestoga, (2023). Responsible Leadership . [Power Point Slides, Module 4 ]. eConestoga https://conestoga.desire2learn.com/d2l/le/content/877175/viewContent/ 17690104/View4 Rbyers. (2023). Management and Leadership Essentials [Module 7 lecture Recording]. eConestoga. https://conestogac.ca.panopto.com/Panopto/Pages/Viewer.aspx?id=75767b42-db4d- 4250-a815-afae01566c5a Conestoga, (2023). Responsible Leadership . [Power Point Slides]. eConestoga https://conestoga.desire2learn.com/d2l/le/content/877175/viewContent/ 17690104/View4 Conestoga, (2023). Effective Communication. [Power Point Slides, Module 7]. eConestoga https://conestoga.desire2learn.com/d2l/le/content/877175/viewContent/17690111/View Conestoga, (2023). Leadership Values and Attributes. [Power Point Slides]. eConestoga https://conestoga.desire2learn.com/d2l/le/content/877175/viewContent/17690088/View

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Ametroslearning. (2023). Inclusive Leadership https://student.ametroslearning.com//#/learning/83394

Sakshi Sontakke Final Assignment section 14 Ms. Cindi

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