Option #2: Modern Leadership in a Mid-Sized Company You are an organizational development (OD) professional for ABC Company in the role of human resource strategist working across several lines of bus
Running head: MODERN LEADERSHIP 1 Modern Leadership Cori White CSU Global MODERN LEADERSHIP 2 Meeting Plan Purpose To deal with the decreasing amount s of organizational development experts and other demanding situation s company experts are going through . An Organizational development professional acts as the supervi sor of tasks that increase productivity , strengthens employee expertise and skills, improve leadership and protects the wellbeing of the organizat ion . O.D. professionals work alongside the company’ s management in sifting through hard situations and setting goal s for the organization . After that they create suitable training programs to reach the goals set , typically integrating behavioral components to make certain employe es are productive and satisfied as well. The y try their best to walk alongside their employees and staff to help them through the transition through the changes being made. Attendees Chairman of the board The primary task of the chairman is to extend leadership and direction to other board members and the entire organization. The y answer to the board and stands in as the connection from the board to the company’s management. In addition, the y pass along any decisions that the board made. Along with the organization’s CEO , the chairman creates the agendas for many board meetings. Vice Chairman The vice chairman performs many of the same tasks as the chairman except that the they have less authority to make pivotal deci sions. The y conduct the meetings that the board of directors have and stands as the board when communicating decisions to th e management of the organization. MODERN LEADERSHIP 2 Treasurer The treasurer takes care of all movements financially for the company. T he treasurer is entrusted with the task of making sure that all moneys that the company has are used appropriately by providing proof of documents for all moneys going out and coming into the company . The y also provide financial s both every quarter and yea rly to verify the operations of the company . Secretary The secretary takes on the task of drawing up a to -do list for the board meeting along with taking minute s at the meeting and all meetings prior. The role of secretary is vital to the company as all components talked about in meetings are recorded by the secretary who generates and files them in case they are need in the future. Schedule The meeting will be held on April 8, 20 20, from 11 A.M . to 4 P.M ., at the Cambridge Inn , so that people that are arriving from the Toronto airport will be able to get there easily. Pre -reading material Individuals that are a part of the organizational development association must read over the report that includes the t endencies of the decreasing ran ge of new organizational development professionals . Th ose that are attending the meeting will need to be accustomed to the trends that will be talked about during most of the meeting . Th ese required readings will be sent out via email to all attending a week prior to the meeting . Histor y of Leadership MODERN LEADERSHIP 2 Leadership is a historical sensation that is researched because of its worldwide importance in nearly all facets of life . Leadership is a complex and varying sector to examine, which makes it hard to understand and research all areas of leadership. Many different models of leadership have been created since the early 90s. Notably , leadership critics have had a hard time, over the past 100 years, coming up with a universal formal idea of what leadership is (Landis et al , 2014) . Currently, the sphere of leadership is moving in a more positive direction, as more components are being studied and they are seeing similarities in their studies. Since early 1990, leadership has been explored evolving from the assumption that it plays a critical role for society and companies to adequately perform . Most individuals that are exploring the leadership arena acclaim the belief that leadership is defined as inclination to manipulate different procedures and their outcomes among the leader and their workforce. (Landis et al , 2014) .Leade rship in the early 90s , they concentrated on exploring the idea of t he Great Man and trait theories . Great Man theory indicates that specific peopl e were created to take on a leadershi p position so whenever situations come about, they step up . The trait theory is very similar, and states that it is only people that are born with leadership traits can become great leaders (Sethuraman and Suresh , 2014) . Some of these traits or characteristics involve ; being motivated , goal oriented, wanting to be innovative, being willing to make mistakes and learn from them, and being able to endure stressful times . The goal of the trait theory was to survey the intellectual, physical, and relational traits of a person to figure out the traits that were similar throughout the majority of the leaders (Zehnder et al , 2017) . In 1939 , scholar Kurt Lewin claimed that there were three leadership styles that were customarily found in a number of companies . One of t he leadership styles was : Laissez Faire MODERN LEADERSHIP 2 leadership , which means that the top, executive has very little authorization in making decisions (Naw az and Khan, 2016) . Another style being; a utocratic leadership style , which refers to a case where the manager decides things on their own without gathering advice from others within the company . Democratic leadership style means that the leader includes all individuals of t he organization when they are trying to make decisions regarding company (Sethuraman and Suresh , 2014) . Throughout the 1940s and 1950s, the behavioral theories were customary among many of the greatest examiners. There were two groups of behavioral th eories; one that concentrated on positions and the other concentrated on people. These theories bring about another viewpoint; MODERN LEADERSHIP 2 that of which focuses on behaviors and how the leaders act instead of intellectual abilities, or how they look. The takeaway from this time period; people that act the correct way could be given leadership roles that prior to now were only for people that were born with leadership abilities . With that being said, the behavioral theories did not agree with the idea that leaders are born (Naw az and Khan , 2016) . During the 1960s , the contingency theories were predominant, these theories believe that leadership styles are not limited to specific conditions or situations, meaning that some people work better in certain conditions or situations than others. Looking closer at this theory , the contingency theory has components that agree with the trait theory , with the thinking that the traits of individuals are aligned with situations where leaders can be in control. The c ontingency theory assumes that leaders are more willing to utilize their role if they think that their followers will accept their leadership (Western , 2013) . In the 1970s, t he transactional theories were useful . Th is type of theor y is founded on the idea that in order for leaders to be eff ective, they must find a way to reward their subordinates when they perform jobs that were delegated to them. Transactional leaders are productive when they create conditions so that the employee’s goals are aligned with the organizations . Theorists claim that individuals work towards increasing good and decreasing bad (McCleskey , 2014) . Therefore , often people will keep company with others who inspire them. T ransformational leadership theories also came abo ut during this same time period. These theories imply that through socializing with others; strong, trusting, relationships are created, this brings about motivat ion which is advantageous for all. The main idea the of tr ansformational theori es is that the leaders hip can influence their people by motivating them (McCleskey , 2014) . MODERN LEADERSHIP 2 Explanation of modern leadership with relevance to the situation The foundation of modern leadership is the contingency theory, also called situational theory. The contingency theory is made up of four leadership styles which are : coaching, supporting, delegating and directing. Directing encompasses the nature of the title and how the leader issues numerous tasks to individuals . In th is case , the ODPA board should be able to comprehend their positions , when to execute their tasks and how to do their tasks within the association given that the tendencies show a decrease in the amount s of new members (McCleskey , 2014) . Coaching is another component of Modern lead ership , which involves directing people in a caring way . The leader s should be willing and open to the ideas of others on the team. For example , in the situation of ODPA , the executive director must be open to the thoughts and ideas that other individuals on the board from other countries have. Given that modern leadership tends to focus on transformation and innovation rather than being authoritative, it would be a MODERN LEADERSHIP 2 good idea for the directors of ODPA to get together and gather ideas alongside each other t o create an efficient plan to avoid the fall of the association (Beer et al , 2016) . Supporting , another component of modern leadership, requires leaders to delineate the actions in a relationship due to motivation of subordinates . It also requires leaders to involve their subordinates when deciding on how to eliminate certain issues . (Zehnder et al , 2017) . There is a possibility that the member is unhappy with the ODPA because the directors on the board have chosen not to include board in making important decisions. Communication to the members should be top p rio rity regarding growing issues like the decrease in the amounts of new people wanting to be a part of the group (Beer et al , 2016) . The last component of modern leadership is the delegation of responsibility . This component requires the leader to let the subordinates make the decisions. Delegating requires the followers to be able and willing to act on the assigned tasks . It may take more time for some tasks to be handled without a supervisor of sorts (Humphre y et al , 2016) . Leaders must be willing to involve followers in the goals and purpose of the company . Allowing o rganization, vision, mission , and goals to be seen and known for both leaders and followers enables them to work alongside each other which creates a healthy foundation for success in the organization. As far as t he case with ODPA , it appears that most individuals involved in the board of direc tors do not clearly understand the goals of the company . The current leaders of the company are not wanting to take on the task of moving the association forward (Brown and Treviño , 2014) . It is a good idea for leadership to understand that their positions are not forever, and that eventually they will be letting go of them as someone else will take that role. Knowing this, leadership at ODPA must work on create something that will last and succeed, which will create a desire for other individuals to be a p art of the association. MODERN LEADERSHIP 2 Critical analysis of a current leadership book The four f orms of critical inquiry in leadership are; emancipation, network analysis, looking awry and depth analysis. The main goal of emancipation is to make sure that there is integrity , standards , freedom and an empowering condition . Leadership is known to question the concept of fairness and principals (Western , 2013) . Leadership is connected with biased operations that use authority to distract individuals all the while giving rewards to others unjustly. In th e situation of the ODPA , the board of director does not practice emancipation because they have not been involving their followers in decision making (Humphrey et al , 2016) . The goal of a d epth analysis is to reveal unknown components based on expertise. The goal of depth analysis is to expose the unseen components and allow for creat ive ways to encourage change. In this situation , depth analysis will allow us to find out why there is a decline in people joining the association. This will also provide us with ways to make changes to the leadership so that the board members will better comprehend the idea of modern leadership.
Performing a depth analysis will enable the director to encoura ge members to be committed (Western , 2013) . A n etwork analysis ’ main focal point is to try to comprehend the impact leaders have on a company. The analysis attempts to shine a light on the political, social and economic challenges that companies are up aga inst. The reason why ODPA is seeing low er amounts of new people joining the association , a long with organizational development, is up against numerous issues that are compromising the productivity of the company (Western , 2013) . MODERN LEADERSHIP 2 Facilitation questions What is provoking the decreasing amount of new people joining ODPA ? Name some issues affecting the efficien cy in production of the board of directors at ODPA ? What could the leaders do to increase the trust of subordinates with in the company? MODERN LEADERSHIP 2 References Beer, M., Finnstrom, M., & Schrader, D. (2016). Why leadership training fails --and what to do about It. Harvard Business Review, 94(12), 19 -20 Brown, M. E., and Treviño, L. K. (2014). Do role models matter? An investigation of role modeling as an antecedent of perceived ethical leadership. Journal of Business Ethics, 122(4), 587 -598. es for future research. Business Ethics Quarterly, 20(4), 583 -616 . Retrieved from https://link.springer.com/article/10.1007/s10551 -013 -1769 -0 DeConinck, J. B., DeConinck, M. B., & Moss, H. K. (2016). The Relationship among Ethical Leadership, Ethical Climate, Supervisory Trust, and Moral Judgment. Academy of Marketing Studies Journal, 20(3), 89. Retrieved from https://www.abacademies.org/articles/amsjvol20no32016.pdf#page=93 http://journal.frontiersin.org/article/10.3389/fpsyg.2016.01022/full Humphrey, R. H., Burch, G. F., & Adams, L. L. (2016). The benefi ts of merging leadership research and emotions research. Frontiers in Psychology, 7, 1022. Retrieved from Landis, E. A., Hill, D., & Harvey, M. R. (2014). A synthesis of leadership theories and styles. Journal of Management Policy and Practice, 15(2), 97. Retrieved from http://www.m.www.na -businesspress.com/JMPP/LandisEA_Web15_2_.pdf McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and leadership development. Journal of Business Studies Quarterly, 5(4), 117. Retri eved from https://pdfs.semanticscholar.org/f584/807652909f1c90c5a647ebcea142d2260d9a.pdf Naw az, Z. and Khan I. (2016). Leadership theories and styles: A literature review. Leadership. Journal of Resources Development, vol 16, 1 -7. Retri eved from MODERN LEADERSHIP 2 https://www.re searchgate.net/profile/Allah_Nawaz/publication/293885908_Leadership_T heories_and_Styles_A_Literature_Review/links/56bcd3ad08ae9ca20a4cdea2.pdf Sethuraman, K., & Suresh, J. (2014). Effective leadership styles. International Business Research, 7(9), 165. Ret rieved from http://www.ccsenet.org/journal/index.php/ibr/article/download/39790/22086%3E%5B02 Western, S. (2013). Leadership: A critical text. (second edition). London, Sage Publishers Limited. Zehnder, C., Herz, H., & Bonardi, J. P. (2017). A productive clash of cultures: Injecting economics into leadership research. The Leadership Quarterly, 28(1), 65 -85 . Retrieved from https://www.econstor.eu/bitstream/10419/149262/1/cesifo1_wp6175.pdf
