Professional Leadership Planning

Professional and Personal Leadership Planning

This report will detail challenges the organization is facing regarding employees and strategies to mitigate these challenges and promote a more positive, sustainable, and productive work environment. A plan will be formulated to enhance employees’ motivation, job satisfaction, and performance.

Specifically, this paper will address the following:

1. Factors that contribute to a positive, sustainable, and productive work environment.

2. Ineffective strategies employees by the organization that do not promote a positive, sustainable, and productive work environment and do not promote a strong organizational culture.

3. Effective strategies employees by the organization that promote a positive,

Especially for young employees in junior roles, there is no future growth path described for them. The company seems to hire for current needs, not future needs. This shows a lack of commitment by the organization to the employee’s future career growth.

Intrinsic and Extrinsic Motivation Intrinsic motivation as applied to individual job performance can be defined as the behavior that is driven by internal rewards (e.g. pleasure, satisfaction). The effectiveness of intrinsic motivation depends on how well self-motivated the individual is (Colquitt, Lepine, & Wesson, 2015). If an individual is not self-motivated, intrinsic motivation does not exist. However, if an individual is very self-motivated, the intrinsic motivation may be successful on increasing job performance.

Two examples that demonstrate the influence of intrinsic motivation on individual performance at the organization are:

Annual goals: the company sets annual goals so that individuals have a sense of accomplishment when they reach their goals. There are performance reviews in which the organization will recognize the accomplishment in a formal process. Employees may be motivated by that sense of

Feedback is defined as being reactive. It is corrections to be made to an error or issue (Goldsmith, 2012). An example of the feedback intervention is at the year-end performance review. This performance review looks at how the year went and gives feedback on what could have been done better, and/or praises a job well done. These do not often strengthen employee satisfaction, motivation, and emotional well-being. The feedback system basically awaits for something to go wrong, and addresses it at that point. This could leave an employee upset and feeling unguided.

Feedforward is defined as proactive. It is suggested ways of doing things before an error or issue occurs (Goldsmith, 2012). An example of feedforward intervention is the mid-year review. The mid-year review is meant to focus on coaching on goals and career guidance. It takes place in the middle of the year, when goals have started, but are in process. Feedforward is often more beneficial than feedback because it allows the employee a chance to improve upon the suggestions. Feedforward systems can strengthen employee motivation, satisfaction, and emotional well-being by giving them an opportunity to improve on things that they know ahead of