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Globalization and leadership
Managing Cultural Diversity in Principles of Management
Managing Cultural Diversity in Principles of Management
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Humility is a vital virtue in leadership roles today. There are other qualities of leadership and many businesses could gain by hiring humble leaders into their facility. Humility is not egotistical, lazy, or dominant, it recognizes that one does not know it all and is able to make mistakes. The virtue of humility is what can transform a good leader into a great member of a successful organization. Some people may see humility as an undesired personality trait, and consider the trait to be a sign of vulnerability. There are many traits that are needed for a leader to successfully command a company and this trait is often overlooked in today’s business model. Humility can give a business an advantage in today’s competitive market, and can help the corporation enter into the global marketplace of the future. Humility can be an asset in the leadership roles of the workplace, because humility can benefit the employees, the corporation and, even be rewarding to the leader that employs the trait.
Operating duties of employment under an effective leader is what many pursue in their desired occupation. Working in an unfavorable environment can decrease productivity and stifle employees to reach their full potential. Employees that work under a humble boss are often inspired to achieve a higher understanding of the duties preformed. Managers that lead with arrogance often provoke a hostile environment, where employees often lack motivation and are discouraged from progression. A superior with an inflated-ego is harder to approach and employees form a distrust of the leader, and can create unresolved issues within the working atmosphere. It is fair to say that un-checked resentments and hostile work can lead to stress, and even serious medi...
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...he competitive market demands that employers search out new and intuitive routes to insure they are progressing in the right direction. Many employers are already benefitting by seeking humble leaders within their organizations. When a team of employees is exceeding job expectations, surpassing goals, and working to evolve the employer, they are facilitating the company’s ability to expand and compete in the competitive markets of today. Humility is crucial when considering the type of leadership within a company, and may just be what is needed to propel corporations into the global marketplace.
Works Cited
Porath, Christine, and Christine Pearson. "The Price of Incivility." Harvard Business Review. N.p., Jan.-Feb. 2013. Web. 06 Feb. 2014.
Savage, Rhonda. "Are You Stuck In The Middle?." Supervision 71.3 (2010): 17-19. Business Source Premier. Web. 5 Feb. 2014.
The workplace is a very sensitive place, especially in businesses. The workers need to be motivated by their bosses to do work properly. Otherwise, they get demoralized. The managers should not be harsh in correcting mistakes since mistakes are bound to happen in any scenario. The manager should have a democratic way of communicating with the employees, this way they become free and the job environment becomes conducive. It is evident in job-friendly environments that jobs are well done and profits increase.
Knapp, M. L., Putnam, L. L., & Davis, L. J. (1988). Measuring interpersonal conflict in organizations: Where do we go from here? Management Communication Quarterly, 1(3), 414-429. doi: 10.1177/0893318988001003008
According to Dr. Karlene Kerfoot, “research tells us that the leadership traits of the person in charge work either as a magnet to attract, retain, and inspire or as a force that repels” (Kerfoot 2006, p. 25) and in support of this statement she makes reference to the fact that many persons go to work for a specific company with enthusiasm and eagerness and ultimately leave disappointed because of the management. “People are generally hungry for personalized leadership that speaks to their hearts”, says Dr.Kerfoot and this type of leadership motivates them to accomplish task and complete projects they deem difficult or impossible (Kerfoot 2006, p. 25)
In Patrick Lencioni: Team-building lessons from the NBA (HSM Global, 2013o) Lencioni states, “People that have humility are more interested in sharing credit than getting it”. I am a firm believer in giving credit when credit is due regardless of how I may feel about an individual or group. Everyone should be recognized for their efforts, ideas, and work done to fulfill a goal. For example, I work with another team on patient engagement initiatives for the patient portal. Although we may often disagree, I give them praise for organizing meetings, facilitating presentations, and providing my team with the clinical questions from the enterprise teams. In addition, I exercise humility through the transfer of knowledge. For instance, I know that I am adept in public speaking, problem solving, and marketing. However, I am not analytical nor an expert in Microsoft Excel or information technology. I utilize the skills of my peers and associates to better understand these areas in exchange for sharing my own skills. I view my team members as peers with a goal of working collectively. As Robert E. Kelley (1988) states, “Good followers see coworkers as colleagues rather than competitors”
An authentic leader must be inspirational, compassionate and should be self-reflective and must establish clear communication channels from all ends. The authentic leaders are aware of his weaknesses and strengths, is aware of his environment and are very resilient and confident. The main focus of an authentic leadership is that that a leader must be well-aware of his personal weakness and strengths and develop them accordingly. It is essential that an authentic leader must have self-awareness and must expand to develop his strengths and work to improve his weaknesses (Avolio,
Pruitt, Dean G, and Sung Hee Kim. Social Conflict: Escalation, Stalemate, and Settlement. 3rd ed. 2004. New York: McGraw-Hill Higher Education, 2004.
Ravitch, Diane. "Moving Past the Blame Game." Editorial. NJEA Magazine Nov. 2013: n. pag. Print.
Emotional intelligence operates under four theoretical domains and their respective competencies that are essentially classified under two divisions: personal competence and social competence (Goleman, et al, 2002, pg. 39). These broader competencies do not describe leadership talents, but learned abilities that describe how effectively the leader manages intrapersonal and interpersonal relationships (Goleman, et al, 2002). The assumption is that if the leader is thoroughly competent in an intrapersonal sense---meaning, among other factors, he or she is appropriately self-aware, transparent and adaptable---the leader will have better interpersonal insight into his or her subordinates (Goleman, et al, 2002). This social competence delineates more specific qualities including a strong sense of empathy, service, influence, and collaboration (Goleman, et al, 2002). In terms of leadership effectiveness, these competencies are not only ideal,...
The experience with my negative leader I will name Mohammad Smith the Authoritarian. I have learned as much from this poor leader as I have from strong leaders. This negative leadership style decreases the motivation of employees because it makes them feel as though they can’t respond with any initiative or creativity. This leader did not like the team to attempt questioning his directives, because he then puts on the defensive front. This leader was worried more about his status and saw his team members as subordinates or lesser people. When working projects with his team, he would tell them what he wanted done and how to accomplish and not discuss and receive advice from them. A bad supervisor is the leading cause of job dissatisfaction with jobs.
Dr. Sutton highlights what it takes to be a good boss. People that work for a good boss are 20 percent less likely to have a heart attack (Sutton, 2010). Dr. Sutton wrote that teams with stronger leaders cost the company less money and achieved their work better (Sutton, 2010). Engagement and performance of employees were based upon their direct boss and not if the company was good or bad (Sutton, 2010). Most bad bosses have employees who have check-out: actively disengaged, and undermine their co-workers accomplishments. Managers have to find the balance between performance and humanity to be successful. Performance is about doing everything possible to help followers do great work; while humanity is about employees experiencing dignity and pride. Treating managerial work as an endurance race instead of a sprint race with small wins will lead one to becoming a good boss called grit by Sutton. Sutton believes that good bosses walk a constructive line between being assertive and not assertive enough with guidance, wisdom, and feedback that he called Lasorda’s law (Sutton, 2010).
Donovan, J. H. (1998). Butting heads in the workplace. Quality Progress, 31(5), 33-35. Retrieved April 3, 2011, from ABI/INFORM Global.
Experiencing incivility in today’s society is a relatively common occurrence. When faced with it, most people tend to try to just shrug it off, not taking too much offense to it, and definitely not confronting the problem. Although this may not seem like too much of an issue, studies have shown that incivility causes a variety of individual, social, and organizational problems.
Thomas, K. W. (1992). Conflict and conflict management: Reflections and update. . Journal Of Organizational Behavior, 13(3), 265-274.
Shmoop Editorial Team. "Death of a Salesman Respect and Reputation Quotes Page 1."Shmoop.com. Shmoop University, Inc., 11 Nov. 2008. Web. 16 Feb. 2014.
When having Humility, we tend to try and not minimize our work, but we do observe it by thinking of things in a "big picture? point of view. If one is a successful businessperson, one may wonder if he has a duty to be reasonable and truthful as a witness to others.