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Q1. Character-based approach to leadership

Simply put, character-based leadership emphasizes the significance of personal traits or characteristics in administration or any other leading role. Such leadership style defines a leader by their features. It assumes that a great leader possesses admirable qualities especially social morals rather than determined leadership strength by a result, process or authority (Anderson & Bolt, 2011). Henceforth, a description of character-based leadership appreciates various personal traits that confer effective leadership.

For a start, a leader must be charismatic or heroic. While charisma means a compelling attraction or devotion that will force followers to believe in a person/ a leader, heroism involves success following rational decision making. Most citizens will follow a politician who can rally them towards success. Such a leader has hope, is careful while addressing national economy or any other issue of significance. For example, Nelson Mandela is such a great leader and a global sensation. Mandela’s presidency and struggle against apartheid refused greed for power and championed for freedom, equality and peace. Intuitively, Nelson was peaceful, strategic and worth following.

Another important quality in character-based leadership is innovation. An innovative leader addresses challenges and effectively integrates the change in an organization. Steve Jobs for instance accrued tremendous success in Apple due to innovative ideas that lead to product differentiation and expansion of Apple market earning the company billions of dollars during his lifetime.

References

DuBrin, A. J. (2011). Leadership: Research findings, practice, and skills. Mason, OH: South-Western Cengage Learning.

Gitomer, J. H., & Hersey, P. (2011). Jeffrey Gitomer’s little book of leadership: The 12.5 strengths of responsible, reliable, remarkable leaders that create results, rewards, and resilience. Hoboken, N.J: John Wiley & Sons Inc.

 

Q2. Authentic Leadership

Genuine leadership that is honesty is the hallmark of authentic leadership. Henceforth, an authentic leadership priorities the building of an ethical foundation that confers trust between leaders and their people or employees. A genuine leader is a missionary, focused at achieving results and involves everyone in decision making for the right purpose. To add on that, authentic leadership is undermining the use of authority or subordination to gain strength or control over followers. It is an all-inclusive yet strategic leadership.

Authentic leadership relates to character-based leadership. Intuitively, an authentic leader builds a high moral fiber in any organization. Morality is entirely dependent on personality. For instance, an honest, charismatic and innovative leader will truthfully address any challenges and keep any promise to their people as well.

Authentic leadership disregards perfection but maintains a commitment to excellence. Such leaders are equally disciplinarians and not bias. For example, GM’S Ed Whitacre recovered General Motors from deep bankruptcy only in one year. Poor leadership for over fifty years rendered the company bankrupt and unpopular among company consumers (Anderson & Bolt, 2011). Through an authentic Whitacre, he disbanded moribund committee system. This system offered protection to executives and undermined accountability. The GM new CEO is divisive and makes decisions that have increased the company’s core-competencies and competitive abilities in the motor vehicle industry.

References

Anderson, L., & Bolt, S. (2011). Professionalism: Skills for workplace success (2nd ed.). Upper Saddle River, NJ: Prentice Hall.

DuBrin, A. J. (2011). Leadership: Research findings, practice, and skills. Mason, OH: South-Western Cengage Learning.

Gitomer, J. H., & Hersey, P. (2011). Jeffrey Gitomer’s little book of leadership: The 12.5 strengths of responsible, reliable, remarkable leaders that create results, rewards, and resilience. Hoboken, N.J: John Wiley & Sons Inc.

 

Q6. Workplace Communication: Phone versus Email

Communication facilitates sharing of information at a workplace. Indeed, effective communication allows for continuous working even if employees are further apart. Phone calls or messages are the most reliable fast communication gadgets that are found in many offices . The contemporary society embraces phone technology over emailing for several reasons.

Most businesses applaud telephone calls for convenience. Calling a person at workplace clarifies several issues and brings a timely understanding. However, phone etiquette risks abuse as most people takes advantage of lack of facial contact. However, phone calls are still the best in making up follow up after an initial meeting. However, emails are fast replacing phone calls as technological innovation in IT is becoming appropriate for all office tasks. About privacy, both communication media are subject to hacking. However, emails are rarely disclosed.

Emailing demands politeness and discipline. Argumentatively, a person, needs to know the recipient and accord them adequate respect through the choice of words and details of the email. While emails offer instant communications, they could create misunderstanding and a string of conversations before an agreement. Nevertheless, phone calls are still the priority in consultations and rank second in preferences during decision making or workplace conflict resolution. Of course, face-to-face communication is first.

References

Anderson, L., & Bolt, S. (2011). Professionalism: Skills for workplace success (2nd ed.). Upper Saddle River, NJ: Prentice Hall.

DuBrin, A. J. (2011). Leadership: Research findings, practice, and skills. Mason, OH: South-Western Cengage Learning.

Gitomer, J. H., & Hersey, P. (2011). Jeffrey Gitomer’s little book of leadership: The 12.5 strengths of responsible, reliable, remarkable leaders that create results, rewards, and resilience. Hoboken, N.J: John Wiley & Sons Inc.

 

Q7. Workplace Discrimination and Harassment

Workplace bias is a product of gender, social, financial, religious or political discrimination. In most instances it results from failure of enacting government or work anti-discriminatory policies. An employee could be significantly productive in preventing workplace discrimination and harassment.

For a start, every employee needs to be familiar with company/government ant-discriminatory policies or laws. This quips them with the ability to avoid illegitimate discrimination claims that damage their reputation. Additionally, championing for the enactment of such laws proceeds comprehensive knowledge of the same.

Every employee is a powerful force in mobilizing colleagues to participate in anti-discriminatory training programs. Continuous awareness of the policies is important. Such training also discuss protocols to follow after discrimination, employee discipline, and interaction with the employer (Anderson & Bolt, 2011). Above all, training generates unity and trust that encourages and fosters love to prevent one employee from harassing another.

Finally, an employee should protect further discrimination by ensuring that there is justice for victims. Uniting with victims are providing necessary support confers strength and shows the employer the consequences of discrimination (DuBrin, 2011). The necessary support after workplace harassment includes reporting to human resource department, initiating prompt investigations, selection of an investigator, considering confidentiality and preventing retaliation to maintain peace until the resolution of any case.

References

Anderson, L., & Bolt, S. (2011). Professionalism: Skills for workplace success (2nd ed.). Upper Saddle River, NJ: Prentice Hall.

DuBrin, A. J. (2011). Leadership: Research findings, practice, and skills. Mason, OH: South-Western Cengage Learning.

Gitomer, J. H., & Hersey, P. (2011). Jeffrey Gitomer’s little book of leadership: The 12.5 strengths of responsible, reliable, remarkable leaders that create results, rewards, and resilience. Hoboken, N.J: John Wiley & Sons Inc.

 

Q11. Open Door Policy

An open door policy undermines procedure that deters frequent and honest employer-employee communication. It allows employers to reach out to employees anytime and discuss business. Open door policies promote mutual respect and boots performance upon effective implementation.

An employer needs to make the plan in writing. This could be included in employee training manuals, or in orientation manuals. Communication in writing allows employees to be familiar with the policy (Anderson & Bolt, 2011). The next step involves training by HR representatives or managers. The training includes enabling employees to appreciate the importance and value of an open door policy in an organization. Training further clarifies to the employees the benefits of the policy to the organization. An employer will initiate and organize subsequent meetings where the policy is discussed and amended appropriately.

The efficiency of the above training is entirely dependent on employee feedback. Henceforth, an employer will be able to assess the level of acknowledgment of the policy and employee readiness to participate in the same. Provision of anonymous feedback on company policies, procedures, challenges and suggestions must be confidential.

The final step is the revision and constant update on an open door policy. This encourages employees to engage the employer more, increase interpersonal communication as well. Indeed, it is important to follow up all the suggestions from employees and implement the same accordingly (Anderson & Bolt, 2011). Efficient due communication and discussions with employees are necessary before implementing change.

References

Anderson, L., & Bolt, S. (2011). Professionalism: Skills for workplace success (2nd ed.). Upper Saddle River, NJ: Prentice Hall.

DuBrin, A. J. (2011). Leadership: Research findings, practice, and skills. Mason, OH: South-Western Cengage Learning.

Gitomer, J. H., & Hersey, P. (2011). Jeffrey Gitomer’s little book of leadership: The 12.5 strengths of responsible, reliable, remarkable leaders that create results, rewards, and resilience. Hoboken, N.J: John Wiley & Sons Inc.

Q12. Protecting Staff Members

A customer who regularly assault trustworthy, loyal and committed employees push an employer to take legal actions. Intuitively, protecting employees is an employer’s objective while increasing productivity. Naturally, a business must uphold employee welfare to prevent discrimination.

In such a scenario, I will initiate an investigation that gathers adequate evidence of harassment against my two employees (Anderson & Bolt, 2011). This includes photos, videos or any other way that captures the customer in the act of abuse. After that, it is necessary to invite the employees and question them on the ongoing violence. Such an action eliminates fear. After that, it is necessary to engage the employees in discussing a way forward to stop abuse. Considering available options such as filing lawsuits or local negotiations between the employees and the customer is necessary.

After selecting the best option that should be the latter above, gathering the employees and the customer to discuss the ongoing abuse is necessary (Gitomer & Hersey, 2011). The employer could outsource services of a negotiator or mediator until there is efficient conflict resolution.

A customer who assaults employees is a liability to any business. Notably, a manager should protect the employees and ensure that the client stops any future aggression. From the above simple steps, condemning employee discrimination is simple but requires skillful leadership.

References

Anderson, L., & Bolt, S. (2011). Professionalism: Skills for workplace success (2nd ed.). Upper Saddle River, NJ: Prentice Hall.

DuBrin, A. J. (2011). Leadership: Research findings, practice, and skills. Mason, OH: South-Western Cengage Learning.

Gitomer, J. H., & Hersey, P. (2011). Jeffrey Gitomer’s little book of leadership: The 12.5 strengths of responsible, reliable, remarkable leaders that create results, rewards, and resilience. Hoboken, N.J: John Wiley & Sons Inc.