...Running head: LEADERSHIP STYLES 1 Leadership Styles Student Name LET1 (Task 2) WGU August 21, 2013 Course Mentor Name LEADERSHIP STYLES 2 Abstract Leadership is a series of actions by which an individual inspires others to achieve a task and leads the corporation to make it more coherent and cohesive. Leadership means the willingness and ability to lead and influence others. A leader can be the CEO of a corporation, or a leader who leads his or her team to success behind the scenes. The ability to lead effectively is based on a number of key skills (Xaxx, n.d.). Three styles of leadership will be discussed, identified, and evaluated to understand these styles better and to decide which style would best replace a retiring CEO of a corporation. LEADERSHIP STYLES 3 Leadership Styles Leadership styles have substantial effects on the corporate world. These styles can affect every person from higher management to the most recent employee. They generate the culture of a corporation that can influence the corporation’s operations. The culture of a corporation is normally an effect of the leaders’ personalities. Corporations need to be aware of the type of leadership they are presenting if they desire to manage the types of activity and communication they produce in their corporations. Leadership styles have strong influences on corporate culture because employees seem to mirror their leaders in their actions. The expression "the way we do things"...
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...Let1 Task 1 The expectancy theory of motivation consists of three parts; Effort-Performance Relationship (Expectancy), Performance-Reward Relationship (Instrumentality) and Reward-Personal Goals Relationship (Valence). The expectancy theory is based on the argument that an individual will act in a certain way and be motivated to do something at a high level if the individual’s actions will benefit in a favorable outcome for the individual. Part A Effort-Performance Relationship (Expectancy) The first part is about expectancy, it focuses on the effort-performance relationship that goes on in within the person’s mind when that person is deciding on how much effort to put has in the task that they are doing and the difficulty in the task. An example of questions that a person might ask them self is “If I put out more effort than anyone else will I produce more”? Performance-Reward Relationship (Instrumentality) The second part is about instrumentality, it focuses on the performance-reward relationship. This is the theory that the person has, if they produce more effort doing their job there will be a reward for that effort. If the person’s performance is better than everyone rather they have rewarded for seniority, the skills that they have in the job that they are doing and how they interact with the boss. A question that the person might ask themselves is “If I put forth the more effort in this job will I be rewarded for my effort? Or will the rewards go to the...
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...LET1 Task 317.1.1-06 The Expectancy Theory of Motivation Expectancy theory argues that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. Listed below are three relationships derived from the Expectancy Theory of Motivation that was created by Victor Vroom at Yale University in 1964. The first relationship is Effort performance. What is the likelihood that the individual's effort be recognized in his performance appraisal? It can be viewed by the individual as personal recognition by someone in management, or another person. In the scenario, the company could use this relationship by motivating their supervisors about the task so they can pass it over to their employees. They can also educate their employees on what to expect and let them know how performance will lead them to rewards and praise. The second relationship is Performance-reward relationship. The definition of this relationship is an employee who believes that getting a good performance appraisal will lead him to organizational rewards, such as a salary increase and bonus. In the scenario, the company can create a reward program that is directly tied to the employee's performance. With a positive performance from the employee, it will reward them with bonuses that would motivate and encourage the less productive employees in achieving the same goals...
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...LET1 317.1 Behavior and Leadership There are many forms of leadership style used among top companies today. Within the given scenario we are given three different leadership styles among three different leaders. Within this scenario we will look at transactional, transformational, and level 5 leadership. We will identify what type of leader each person is, and also how the style of each new leader might affect the performance of the company. Executive A is a “level 5” leader. A level 5 leader is someone that is focused on the good of the company. They will be very ambitious to make the company a success; however they will not take credit for the success. A level 5 leader points towards the other leaders within the company when they are successful, just as Executive A does. However when the company fails or makes mistakes, he takes full responsibility. These are all traits of a “level 5” leader. Leader B would be classified as a transactional leader. Leader B feels that effort and accomplishments should be given a reward. Leader B also would be considered a passive manager. Leader B hands out tasks and the full responsibility of that task falls on the person it is given too. Leader B has clear goals established and rules and a chain of command for obtaining these goals. Leader C is a transformational leader. Leader C encourages employees to problem solve issues. Leader C also provides vision and clear goals. Leader C encourages employees to put self-interests...
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...LET1: Leadership Concepts and Applications SUBDOMAIN 317.1 - ORGANIZATIONAL BEHAVIOR & LEADERSHIP Competency 317.1.5: Leadership - The graduate can analyze leadership theories, methods, and tools in given situations and select the appropriate behavior of the leader. Objective 317.1.5-10: Identify the five bases or sources of power within a given organization. Objective 317.1.5-11: Define the relationship between power and dependency in an organizational setting. [pic] Introduction: Corporation A was founded in 1989 and focuses on creating marketing programs for the real estate industry. The corporate mission of Corporation A is to help clients improve their real estate sales. The Corporation A team is comprised of professionals with varied backgrounds and experience levels. The company prides itself on fostering a team environment throughout the organization. Given: Employee 1 has worked in the marketing department at Corporation A for 12 years. In the marketing department, employees who earn a superior rating on their yearly performance evaluation receive a large bonus at the end of the year. Employee 1 often comes into the office on weekends or stays late to ensure the work is complete and accurate. The marketing manager encourages employees to work beyond the requisite 40 hours a week by reminding them of the yearly bonus for receiving a superior rating on their next evaluation. Employee 1 is planning to use the bonus for a well-deserved vacation that would be...
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...317.1.6-03-10 Upon review of the current appraisal process I have 3 main concerns. Firstly the form seems to focus on simply behaviors and traits. I do not see any emphasis on the task outcome being evaluated. It appears that the company is more concerned with if the worker is getting along with others that if he is doing the job assigned to him. Actually I see no reference to his job performance at all. Secondly this appraisal seems to be focusing more on the manager’s impression of the worker. All of the statements in the appraisal are how the worker seems to be by the manager. There doesn’t appear to be any input from others than a few coworkers. They stated a 360º approach to the appraisal process but are missing a couple of the groups such as customers and other managers that have interacted Kaplan, R. E. (1993). And I do not see any direct input from the coworkers, just what the manager has inferred. Thirdly, and probably most important, it seems the manager is somewhat prejudiced by a past experience in appraising this employee. It does not appear that the employee has been made part of the appraisal process and instead just gets it sprung on him during an annual review. This worker has lost all trust in this process for he was not involved and his skill set was not evaluated. I believe that the best way to resolve this is to give some empowerment to the employee by making him part of the appraisal process. The most commonly used sets of criteria for...
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...After examining the incident, there are some key things that stick out as major risks, these include: • Accounts existed before EHR system was deployed. • Accounts were undocumented. • Non Authorized remote users had access to the EHR application. • Undocumented account was created/added to a new system. • Method or Vulnerability to gain privilege escalation outside of change control policy. This led me to propose three policies, each address some of these key issues from separate fronts. The three policies include a Remote Access Policy, Application Deployment, and a Routine Maintenance policy. The Remote Access policy aims to correct the issue that non-authorized users were able to access the EHR system. HIPAA has included provision in the Security Rule that allows for remote access, but with certain limitations. I have included provision that restricts remote access based on Job Role and Job Necessity(ISO 27002:2005, 7.1.1), and restricted to assets that are owned by the hospital which have enhanced security (ISO 27002:2005, 7.1.1) (NIST, 164.312(a)(1))(ISO 27002:2005, 11.4.2). The Application Deployment policy aims to close security loop holes that appear to have been open for months before the EHR system was even deployed. There were no check on accounts when importing, and no alerts when permissions were escalated. Some of the key standards that I see as aiding in creating this policy is better change management (ISO 27002:2005, 10.1.2) (NIST, 164.308(a)(5)(ii))...
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...The Expectancy Theory of Motivation Part A: The expectancy theory of motivation states that employees are motivated by three components: expectancy probability, instrumental probability, and valance. These three things are defined by how employees sees the links between goals, effort, rewards, and performance. An employee’s belief on their ability to perform at a certain level is defined as expectancy probability. It is a fact that if an employee feels they are not able to meet a set standard of performance they lose are not as motivated. If the employee is very confident in themselves or a lot of experience in their field of work, their expectancy probability will be higher than that of an employee who is not as confident or has less experience in the work they are doing. The next component is instrumental probability. This is how the employee views how their performance will pay off. Employees are motivated to perform at a level that meets business demands because they are rewarded for their hard work. By experience, the theory is extremely accurate. The factory I work in rewards us with a bonus every quarter if certain business goals are achieved. This motivates us to meet all of our targets in safety, quality, cost and performance. The last component is valance or how much the rewards employees are given is worth to them. The employee’s goals and values play a very big role in valance. Employees are more motivated to perform if they value the reward given to do so...
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...Angel Harris LET 1 Task 317.1.1-06 According to the expectancy theory of motivation, in the workplace an employee’s willingness to work is dependent upon the end result of working and how important the end result is to the employee. An employee will be more compelled to put forth more effort if it is believed that the consequence of doing so will be a positive performance evaluation. The employee must believe that by achieving a positive performance evaluation, an incentive will be achieved. The incentive, whether it is monetary or advancement, must benefit the employee (Robbins, 2012). In the first relationship of the expectation theory of motivation, the effort-performance relationship, the employee’s belief that recognition or praise for a job well done will lead to recognition or praise. If the employee believes working hard will result in a positive performance evaluation, the employee will exert more effort into doing a good job. However, if the employee believes working hard will go unnoticed, the motivation to work hard will be less (Robbins, 2012). The second is the performance-reward relationship. In this relationship, the employee believes that the recognition or accolades received by working hard will lead to a desired organizational result. The employee will work harder to attain a positive performance if there is a positive outcome to be gained, such as compensation or advancement. If the employee believes there is nothing to be gained by working hard...
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...What Is Leadership? 1 Define leadership and contrast leadership and management. We define leadership as the ability to influence a group toward the achievement of a vision or set of goals. The source of this influence may be formal, such as that provided by managerial rank in an organization. But not all leaders are managers, nor, for that matter, are all managers leaders. Just because an organization provides its managers with certain formal rights is no assurance they will lead effectively. Nonsanctioned leadership—the ability to influence that arises outside the formal structure of the organization—is often as important or more important than formal influence. In other words, leaders can emerge from within a group as well as by formal appointment. leadership The ability to influence a group toward the achievement of a vision or set of goals. Organizations need strong leadership and strong management for optimal effectiveness. We need leaders today to challenge the status quo, create visions of the future, and inspire organizational members to want to achieve the visions. We also need managers to formulate detailed plans, create efficient organizational structures, and oversee day-to-day operations. Trait Theories 2 Summarize the conclusions of trait theories of leadership. Throughout history, strong leaders—Buddha, Napoleon, Mao, Churchill, Roosevelt, Reagan—have been described in terms of their traits. Trait theories of leadership thus focus on personal qualities...
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...Developed by Victor Vroom in 1964 the expectancy theory seeks to define employee and work motivation by using different criteria. According to Vroom’s theory, employees are motivated by three factors: Valence, Instrumentality, and Expectancy (Van Eerde, 1996). Each one of those factors has a causal relationship: effort-performance, performance-reward and reward-personal goals. I will seek to define the components for the model and their associated relationship (Robbins, 2007). Vroom conveyed valence as the emotional orientations which people hold with respect to outcomes (Van Eerde, 1996). Simply put it is how important it is for the individual to complete the task at hand and what the value of the task’s outcome to the individual performing it. The reward for completing the task can be extrinsic such as a bonus, a promotion or more time off or the reward can be intrinsic such as learning a new language because you simply enjoy learning. If the reward for being successful in the task such as completing your degree then it is worth more than not completing it, the valence is positive. If the person would rather avoid the outcome such as missing a project deadline, the valence is considered negative. Expectancy is presented by Vroom as the person’s internal belief or will that a person can complete a project or task (Van Eerde, 1996). This is highlighted clearly when a person does not believe they have the skills to complete a task. If they don’t believe they have the ability...
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...| LET1 Task 1 (317.1.1-06) Behavioral Influences | | First Name Last Name Student ID# 00000000 My Mentor: First Name Last Name Program and Start Date: Bus.Mgmt.- IT 01/01/01 | | 12/30/2011 | Apply the concepts of the expectancy theory of motivation as an approach to improving performance in a given workplace situation. | In today’s workforce there are many reasons why individuals get up every day and go to work. For most it is because they have bills to pay and thus their motivation to work is for the outcome of a paycheck. That is true for most, but how does motivation apply to an individual once they are at work and must perform their daily duties? Whether that is bolting doors on cars in an assembly line or web developers working on the next big internet company, these individuals’ performances are based on their expectations of something in return. Some may work harder or more efficiently than others for many reasons. How does a manager, supervisor or foreman improve this behavior in order to achieve optimal production? The Expectancy Theory of Motivation was first conceived by Victor Vroom at Yale University in 1964. This theory explains the behavioral process of why individuals choose one behavioral option over another. It also explains how they make decisions to achieve the end they value. Vroom introduces three variables within the expectancy theory which are valence (V), expectancy (E) and instrumentality (I). The three elements are important...
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...Expectancy Theory The Expectancy Theory of Motivation includes three parts: Expectancy (Effort-Performance), Instrumentality (Performance-Reward), and Valence (Rewards-Personal Goals). The theory was developed on the basis of an argument that a person will be further motivated to improve if they believe that those efforts will result in better performance or perhaps they will be given better rewards for the work they may do. Task A). Expectancy (Effort-Performance) The first part of this theory, expectancy, focuses on the effort-performance relationship. This is the perception that an employee will think about how much effort they should put into a project or work. They believe that in doing so that effort is going to result in them gaining that sought after performance. An example of this thought may be: “If I put my best effort into this job does that mean I can out-perform my fellow coworkers?” Instrumentality (Performance-Reward) The second part of this theory, instrumentality, focuses on the performance-reward relationship. In this part of the theory the person puts all of their effort into reaching or exceeding the performance expectations set for them in hopes that it will result in some type of reward. This generally tends to be a bigger raise, promotion, or bonus in the work place. An example of this may be: “If I go above and beyond the performance expectations will I be rewarded with a bigger raise then a fellow co-worker who has worse performance, but they...
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...LET1 Task 1 A. The three components of Expectancy Theory are the Effort-performance relationship, the Performance-reward relationship and the Rewards-personal goals relationship. (Robbins, Judge, 2013) The effort-performance relationship says that the individual perceives the amount of effort exerted will result in a higher performance achieved. If the skill level or ability of the individual is low (or perceived as low), the performance may not be as high as expected. The employee may need additional training or knowledge to be more efficient in his position to reach the desired performance level. The performance-reward relationship says that the individual can be rewarded in other ways besides performance, such as seniority, being a ‘team player’ or other benchmark. This can lead to lower performance as the rewards for the effort exerted are not as beneficial to the individual. By giving an employee performance based rewards, their productivity is increased. The rewards-personal goals relationship says that the individual weighs the rewards in regards to their personal goals. If an individual is looking for a pay raise, but rather gets a few words of praise and a ‘ap on the back’, it might be less motivating than a raise or a promotion. By having a clear rewards system and path, employees will be motivated to obtain those rewards through higher performance. B. The company in the given scenario could improve the motivation of doing several things. First, increase...
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...LaTonya Walker LET1 Task 2 Organizational Leadership Styles In the Scenario described concerning the printing corporation that is expanding. There are 3 different executives described and each of their leadership styles are detailed and discussed. It appears that the background of the corporation is that it values its customers while creating a quality product that is needed. According to the description the company has done this by using team work and creativity, which are both great methods for an organization to excel in the corporate world. In addition to having a great creative business model, the company also has executives that are tasked with leading the employees to increase the market share of the company. In doing this there are three executives and three distinct leadership styles that are used by each executive. The first executive, Executive A, has been credited with much of the companies success over the years. He has been credited as taking the company to the “next” level so to speak, due to the fact that the market share has risen by 128% under his authority, and other successes have been accredited to him as well. It appears as though Executive A is a “Level 5 leader“ , these leaders are regularly demonstrate humility while still having determination and intense professional will. In addition to being humble and determined , level 5 leaders self confident and do not mind setting up successors’ for their own success. They have “unwavering resolve”...
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