The Key Leadership Issues Involved Here

Chapter four will define the plan of action to interview Chad Brake, the first shift Senior Supervisor for the Equipment/Component Preparation departments at Pfizer Corporation in McPherson, Kansas. The interview will be designed to pinpoint three key objectives based on the three leadership principles brought together in chapter two and chapter three. The purpose of the interview is to obtain responses from Chad Brake that will validate the importance of the objectives from a leader’s perspective. And lastly, this chapter will demonstrate the objectives that will be presented and documented as quantifiable analyses.

Being a leader is always a challenge, and assuming a new command is challenging. There are a lot of expectations to me as a leader. The organization has selected me to a new position, and they believe I fulfill their standards for their leaders. The organization trust and expect me to lead, develop and achieve. My superiors and subordinates have a lot of expectations. They expect me to lead them in the best way to solve our assigned missions. In my new assignment as commander of 4th Armor Brigade Combat Team (ABCT), the main critical leadership problems are the lack of cohesive teams, ethical and work standards and the level of stress. I will through analyze explain and defend my selection of critical leadership problems and apply a model for solving them, including implementing and measuring my vision as the new brigade commander.

Leadership can been described as a process of social influence in which a person can enlist the aid and support of others in the

The situation regarding the team in South America was difficult for me, due to the fact that I did not want to undermine my female staff member, sticking her with a male chaperone. At first I thought I should have compromised on the issues and explained it to her of why I needed to send a male assistant with her based on the cultural needs. Instead I decided to contact the customer and ask him what he expected from a leader and that I would handle it if she had failed to meet the expectations.

The management problem is about a Chief Executive Officer (CEO) of Precision Imaging Centers (PIC), which affects the corporate guidance, display ineffective communication skills, lack of employee motivation, presents questionable actions of moral leadership, and inspire the need for corporate change. First of all, the CEO does not present a mission for the PICs corporation and no vision can be formed; therefore, lacks corporate direction and lacks supportive communication within the organization. Secondly, the officer displays ineffective communication skills with department managers and the actions prove to be an obstacle, which effect interpersonal and conceptual skills throughout the company. In addition, the

Think of a time that you or a leader you know Challenged the Process. Describe what happened.

Leaders who participate in dishonest practices regularly make an environment of recompense inside of the association that is helpful for deviant worker conduct that parallels that of the pioneer (Trevino and Brown, 2005). Employees will watch the moral judgment of their CEO or overseeing chief and are frequently liable to mirror, regardless of the possibility that such impersonation constitutes acting unscrupulously. Generally, regardless of whether a pioneer is compensated for his or her conduct will likewise help focus the probability of representative impersonation. A few powers make despicable comments, verbally ill-use, exclude, and put down their subordinates. Exploration and media reports recommend that turning into a casualty of leaders ' coldhearted treatment is a negative ordeal for workers, impeding to their prosperity and the proficiency of the association. Abuse by leaders has been alluded to in a few ways, including interpersonal shamefulness, oppressive supervision social undermining, oppression, and tormenting (Hoel & Cooper, 2001). Albeit every conceptualization has unpretentious contrasts, they all include workers ' observations that some of their principal mental needs are hindered by a power figure. Abused workers react contrarily to pioneer abuse and are more prone to take part in freak conduct, damaging standards of thoughtful behavior and of productive creation (Bennett & Robinson, 2000). These standard

Ms Maria is the supervisor of Australian Hardware Retail. She is very strict as everyone obeys her instructions and works through lunch or after work if necessary to complete their tasks for no extra pay. Her team have a great reputation in the industry. She always reminds staff at weekly meetings if anyone have problems, they are welcome to meet her at office and she will assist them. Recently, there have been a few staff sick absences and Maria has heard through the grapevine that two of her staff have been applying for other jobs.

Read Ch. 7's Leadership Case Problem A - "Ray, The Empowered Athletic Club Director" pp. 242-243.  Analyze Questions 1-3.

At the time, work seemed like the perfect idea and storming through the forward strategy plan worked a treat, it kept her focused and she started to believe that maybe, just maybe this report would finally get her somewhere; that maybe someone would admit the wrong call was made and that she should be CEO.

Last week, I had an opportunity to be a part of ISA Leadership Retreat 2015 hosted by the International Student Association. It was an amazing experience because I had a chance to get involved in a group of people from vast number of countries. One of the sections that inspired me the most is “ The power of integrity and Vulnerability in leadership –Amber Cordell”. In this section, each of us will choose a favorite quote from quotes given. We also have a chance to be on stage to tell what quote we chose and why we chose this quote. The quote that I chose was “You can choose courage or you can choose comfort but you cannot have both-Brene Brown”

Hicynthia works for a consulting company called SACG (South African Consulting Group) and is part of a team consisting of nine other employees. Each member of the team has a specific role to fulfill such as marketing/branding, research, event planning, corporate relations and other such roles. Hicynthia’s job is to ensure that everyone is playing their part and completing tasks on time, she is the team’s manager. Hicynthia is supposed to have the freedom to make executive decisions for her team and give them a sense of direction in the tasks they perform. They are meant to be accountable to her alone. However, Hicynthia’s boss Bridgette (the senior partner of SACG) fails to acknowledge Hicynthia’s role and disagrees with her whenever the opportunity presents itself. Bridgette uses her position to intimidate Hicynthia and turn her team against her by overriding the decisions she makes. This makes the other employees lose respect for Hicynthia and therefore they do not perform the tasks she assigns them and as a result they are constantly losing clients or getting bad reviews from wealthy, influential clients. When this happens the blame falls on Hicynthia alone as she is the team leader, this leaves Hicynthia feeling helpless and as though she is failing at her job which further demotes

To be an affective sales manager at Phoenix, Mrs. Richardson needed to be able to bring together this group of insubordinate employees who seemingly did not work well as a team. Of these employees, only a few had been meeting or exceeding expectations of the organization. More so the attitudes of the employees were so far from acceptable that there is question as to why they held the positions that they did. Alex Hoffman, top sales representative, showed little respect for Mrs. Richardson, however as he consistently brought in sales he was not a candidate to let go. Although, Mrs. Richardson still should have had a discussion with Mr. Hoffman about his actions and the fact that when other employees perceive his disrespect then they may in turn do the same. On top of that, Sarah Vega continuously showed up for work late and even missed one day per week on average. These actions are unacceptable in the workplace and worthy of termination. A third employee, Chelsea Peterson, showed absolutely no respect for her new sales manager. These sorts of actions do not deserve to go unnoticed or unpunished. Melissa Richardson should have scheduled a mandatory meeting for all employees in order to lay down the law. She needed to tell them all together as a team exactly what her expectations for

There is a need to look at the leadership of the institution to ensure that all the departmental leaders are providing an active leadership. Firstly, the leadership of the institution should embark of a fact-finding mission that will involve all their junior employees. All the suggestions should permanent platform where all the junior employees will be allowed to air their concerns and discuss issues concerning the operation of the institution. In addition, such employees should be allowed to participate in suggesting solutions to the problems. This idea should be implemented in three phases, each involving a particular group of employees working in the same hierarchy. Firstly, the top management should share the idea. At this level, the focus will be how the junior employees can be involved without necessarily breaking the chain of command. The management will also provide the guidelines for the implementation of the strategy. The second level of employees to be considers is the departmental leadership. AS workshop meant for that job group will be held, where the employees will not only be informed on how to involve their junior but also the benefits of embracing the idea. The third step is to inform the junior employees of the changes and encouraging them to participate fully in the strategy. At this level, junior employees will be informed on the procedures that should be followed while contributing.

When an employee of an organization feels their performance and achievements do not matter, that organization may ultimately suffer. Genuinely recognizing the value of your employees will help stop a leader from falling into the pitfalls of leadership, and having their employees enter into a dimension known as the ‘critter state”. An employee that falls into this state is known to have their ideas and skills fall short while they focus on a single question: “What will keep me safe?” (Comaford C., 2013). Below, I will explore the leadership pitfalls and how to possibly avoid them.