Leadership Concepts Worksheet

Leadership Concepts Worksheet

Concept Application of Concept in the Scenario or Simulation Reference to Concept in Reading

Knowledge Management The core leadership team at Gene One (University of Phoenix, 2008a) lacks experience and knowledge of IPO requirements and processes. The unofficial solution to replace some members of the team could potentially affect emotional dissonance, cohesiveness, trust, and affective commitment. The executives must determine the optimal ways to acquire the knowledge without causing other issues. “Any structured activity that improves an organization capacity to acquire, share, and use knowledge to in ways that improves its survival and success” (McShane & Von Glinow, 2004, p. 23).

Workplace values, Self-management skills, work team effectiveness There is an evident team dysfunctional relationship, as shown by the conflict between Teri and Michelle (University of Phoenix, 2008a). Teamwork and cohesion must be developed and considered a part of the problem solution for Gene One. “Emotions play an important role in workplace behavior. To understand the influence of emotions on behavior, we first need to understand the concept called attitudes. Attitudes represent the cluster of beliefs, assessed feelings, and behavioral intentions toward a person” (McShane & Von Glinow, 2004, p. 111).

Organizational Commitment The Chief Executive Officer of Gene One (University of Phoenix, 2008a) made an assumption that key personnel to product development would stay with the company during the IPO launch. Gene One scientist enjoyed pure research on their own timetables and did not want to be involved in research under time and monetary constraints. The scientists are passionate about their work and were unsure they could the deadlines that would be place upon them. “Emotional attachment to, identification with, and involvement in a particular organization” (McShane & Von Glinow, 2004, p. 125).

Role Conflict Gene One’s (University of Phoenix, 2008a) CEO did not consult with anyone regarding his choices for the leadership team. The CEO wanted to use the same leadership team that has made the company successful. Members of the leadership team voiced their opinion to the CEO regarding the expertise to launch an IPO is totally different from someone running day to day operations. The members felt two personnel did not have the experience or business knowledge required for a successful launch of the IPO. “Different members of the role set expect different things of the focal person. Managers often face conflicting demands” (Kreitner & Kinicki, 2003, p. 420.

Work Team Effectiveness Although the products satisfy the customers, Gene One (University of Phoenix, 2008a) is having issues with the viability of its work team. Michelle and Teri do not get along. One employee has already resigned. Two of the board members do not believe everyone on the leadership team has the qualifications to lead Gene One into an IPO. “Two effectiveness criteria for work teams are performance and viability. The performance criterion is met if the group satisfies its clients/customers. A work group is viable if its members are satisfied and continue contributing” (Kreitner & Kinicki, 2003, ch. 13, p. 45).

Organizational Culture Organizational culture can be defined as the values, beliefs and assumptions that direct the way an employee thinks within an organization and the way they act when faced with a problem.Greg Thomas the Chief Human Resource Officer is concerned about how to inform employees of the proposed IPO plan and the reaction to the change (University of Phoenix, 2008a). Reshaping the firm’s existing values requires corporate leaders to understand how to change and strengthen the organization’s dominant culture. Some experts believe to ensure any lasting change is to realign cultural values with those changes. �Elements of organization culture are these values, beliefs and assumptions which affect the employee’s behavior’ (McShane & Von Glinow 2004, p. 476)Corporate leaders need to make employees aware of the urgency for change (McShane- Von Glinow, 2004 p.488)

Team Building Following a leadership team meeting, members of the Gene One (University of Phoenix, 2008a) leadership team began to doubt that other team members could effectively manage the new changes the company was implementing. Team members began to suggest replacements of some team members to build a new leadership team. They believed the replacements would provide the company with a better chance of implementing the changes. This team needs to turn around to become more positive and cohesive. The members need to focus on the goals of the company and set aside their