Week 4 Weekly Discussions: Each part must be at least 250 words. Clearly label each part and list references.Part 1: Leadership StyleWhat style of leadership is the most effective in leading an organi

Week 4 Guidance

Before the Industrial Revolution, it did not matter if employees liked their leader. It did not matter if one liked their job. The thought of seeking satisfaction in employment was not something discussed or studied. Employees worked to earn a wage to survive. Their opinions were not sought out or heard when given. Part of being an ethical leader is to maintain relationships with your subordinates that demonstrate dignity and respect. The largest gain in the study of management comes from the realization of human capital. Theorists determined that people form organizations; therefore, effective leaders acknowledge the investment workers represent. This understanding has brought about a social change that raises the standing of all individuals associated with formal business organizations. With leadership comes different sources of power. Power is often part of the leadership- subordinate relationship. Johnson stressed the importance of having power be recognized and appropriately used. “Workers are more satisfied and productive when their leaders rely on forms of power that are tied to the person (expert and referent) rather than on forms of power that are linked to the position (coercive, reward, and legitimate)” (Johnson, 2005, p. 11). The largest problem with power is the potential for abuse (Johnson, 2005). “Brutal bosses” are those who regularly engage in harmful behavior that abuses their power and damages the relationship with their subordinates (Johnson, 2005). Actions of brutal bosses include deceit, constraint, coercion, selfishness, inequity, cruelty, disregard, and deification. According to Johnson, the abuse of power is more likely when the level of power difference increases (2005). Hornstein (1996) authored a brutal boss questionnaire. In this questionnaire (as cited in Johnson, 2005), Hornstein used a Likert Scale to measure the abuse by supervisor(s) experienced by the interviewee. Interviewees may use the questionnaire to accomplish a self-assessment of their own opinions of their bosses’ actions. According to Hornstein (1996) and Johnson (2005), bosses scoring high on the scale are likely to cause a loss of productivity and deteriorating the mental and physical health of subordinates. Brutal bosses are those who use their rank or position to bully their subordinates. They abuse power given to them by the organization in which they work. They can be cruel and cause widespread mental and physical problems for their subordinates. Brutal bosses create hostile working conditions for their subordinates.

References

Hornstein, H. (1996). Brutal bosses and their prey: How to identify and overcome abuse in the workplace. New York: Riverhead Books.

Johnson, C. (2005). Meeting the ethical challenges of leadership (2nd ed.). Thousand Oaks, CA: Sage