High –Performance Work Practices

There are many models of leadership that exist across a range of fields (e.g. social work, education, psychology, business, etc.). The ability to transform an organization successfully requires a different set of attitudes and skills. Transformational leadership is an approach where a leader utilizes inspiration, charisma, individualized attention, and intellectual stimulation with their employees (Iachini, Cross, & Freedman, 2015, p. 651). Transformational leadership helps to clarify organizational vision, inspires employees to attain objectives, empowers employees, encourages employees to take risks, and advocates the seeking of alternative solutions to challenges in the workplace (Transformational Leadership, 2015). It allows the leader to engage and motivate each follower identify with the organization’s values and goals.

The foundation of leading an organization is the motivation of the leader. An organization sets the vision, but unfortunately, people have their own agendas. Narcissism places the priority of the person over the agenda of the team. As a leader in the Air Force, I admit that there are times when leaders look at the opportunity of promotion and awards over the needs of the subordinates. You have mentioned that as Airman, we are taught to trust our leaders. This is difficult when we trust leaders that only trust themselves.

Candace, your discussion and definition of narcissism reminded of a former leader who embodied many of the same points. To make matters worse, I was a member of the interview committee who recommended hiring the person. During the interview, he was loud and confident of his skills but, at the same time, expressed how he wanted to grow into a leadership role and how he could improve himself to achieve such a goal. After much deliberation, he was offered and accepted the position of Chief Executive Officer of technology. It took only a couple weeks to realize our mistake.

The book The Heart of Change shows the practical side of the theories that are taught in the course textbook. It presents stories of successes and failures based in the application of concepts discussed in Organizational Behavior and Management and in class. Although we talked about several different concepts the ones that are evident in the examples in The Heart Of Change are the more progressive and individual centered approaches. The leadership characteristics that are important to successful change in an organization are those that are espoused in the transformational theory of management. It makes sense that ideals in line with the transformational management theory

One way of looking at this is that at the heart of leadership lies narcissism (REF) – which Freud (1914/57) summarised as behaviours that range from normal self-interest to a pathological self-absorption. Narcissism offers leaders the conviction about the righteousness of their cause, which in turn inspires loyalty and group identification. Narcissism can either be constructive or reactive (REF): constructive or healthy narcissists tend to make well balanced, introspective and empathetic leaders; on the other hand reactive or excessive narcissists are fixated on issues of power, prestige, status and superiority.

The relationship between employees and their managers is changing. This essay critically assesses high performance work systems (HPWS) and how it effects an organization. Before proceeding to critically assess high performance work systems it is necessary to clarify exactly what these systems consist of. After investigating the foundations of high performance work systems the essay will be extended to contrast the gains and the shortcomings, which arise as a result of these highly contemporary managerial systems. High performance work systems can be familiarly explained as an

Seth Spain, author of The Dark Side of Work, argues that narcissists have advantages when it comes to their take charge personality in which it helps them to get ahead. Spain implies, “They are motivated to seek positions of power and influence, because those positions are consistent with their views of themselves as special and important” (Spain). However, studies have proven that narcissists do not do well in workplace environments specifically because of their inability to form relationships with fellow co-workers. Spain counters his argument by explaining, “In long-term interactions, other people often come to view the narcissist as hostile and arrogant. Excessively narcissistic behavior is likely to contribute to the derailment of a successful career” (Spain). Narcissists have a large amount of charisma which often times pleases people in the beginning. However, it is crucial to remember that it will nearly always back-fire in the end. So being narcissist is not needed and will end up catching up to the individual and end in

The very essence of this theory is the leaders should change their decisions and responses according to the situation. This means that one common approach is not ideal for all situations. Now a day the management follows Current leadership theories. Those are interactional theory and transformational theory. Interactional theory relay upon the decision making ability of the leader and the situation of the case. The People in itself are complex in nature and their motives are changing from time to time. The leadership exchange or delegation of authority and responsibility involves a lot of variables such as personality, perceptions, and the skills and abilities of leader and the employee, as well as the probable changes in a specific situation. In Transformational leadership, it raises each person to a greater level of morality and motivation. The basic of this theory is Vision and environment. What the Transformational leaders do is to forecast the path of the upcoming events and guide others to attain this with a greater standard of performance.

Which principles of high-performance work systems have you witnessed in your own workplace? If possible, note specific examples from your experience to support your analysis.

However, unlike groupthink and aversive behaviors, which depend on the exercise of power in social interactions with others, destructive narcissistic behaviors arise from within the construct of a leader’s individual personality traits (Maccoby, 2004; Rosenthal & Pittinksy, 2006). According to Rosenthal and Pittinksy (2006), “Narcissistic leadership occurs when leaders’ actions are principally

The narcissistic leader is one who is only interested in himself and puts his interest. He exercises supremacy, arrogance and hostility in his governance. He considers himself self-reliant and is unable to take criticism hence those who dare to voice negative opinion are dealt with quite abrasively. This leader has a great desire to be admired coupled with a gift of attracting followers. He is also ruthlessly competitive and can do whatever it takes to win as he relents in quest of victory.

Transformational leadership comprises four components: inspirational motivation, idealized influence, individualized consideration and intellectual stimulation. The transformational leadership style can create positive outcomes for followers, which is a positive reflection of their leadership style. The transformational leadership style also has its dark side. Schuh, Zhang, & Tian (2013) describes two types of transformational leadership style, the first type of transformational leadership focus on altruistic goals and common good and behavior characterized by high moral and ethical standards. The second type of transformational leadership style is self-centered, focuses on their own status, authority, power, and position at the expense of

The factors in narcissism are exhibit as a person who has the love for themselves, desire for power, exploitive, arrogance, and self - entitled (McBride, 2015; Nahavandi, 2014). The traits of a narcissistic leader appear as if there is a borderline of personality disorder considering the extreme individual desire for attention, power and control (McBride, 2015; Nahavandi, 2014). However, leaders who are narcissistic can be mentally stable enough and can exhibit the best characteristic in their leadership role provided that they have a good sense of balance (Chan, 2014). Such as being likable, shy, and quiet in drawing followers acceptance in a good leader who may have a lower self-assessment narcissism score (Chan, 2014; Nahavandi, 2014).

Narcissistic individuals have inflated views of themselves; have fantasies of being in control of everything, and like to attract the admiration of others (Kinicki & Fugate, 2016). Considering the nature of the organizational culture, leadership has to maximize its efficiency and effectiveness (Fischer, 2107), and having someone who is unable to achieve this task because they are focused on

Transformational leadership is a leadership style that emphasizes change and inspiration by motivating employees through visions and values. It fosters openness to new approaches and personal growth due to intellectual stimulation, individual coaching and support. Transformational leadership comprises four dimensions namely idealized influence, inspirational motivation, intellectual stimulation, and individual consideration. Idealized influence reflects the degree to which the degree of the leader is perceived as a charismatic role model from employees. Inspirational motivation can