In Assignment 3: Using Leadership to Improve Ethical Performance, you will conduct an interview with someone who you consider a leader (e.g., current or former boss, a pastor or spiritual advisor, a friend who can be considered a leader, etc.). You will then use the information that you gather during the interview to write about the leadership characteristics he / she possesses. Take a few minutes to review the specific criteria for Assignment 3before you begin creating the Leader Profile. Next, complete the following steps:
- Identify an individual in your community that you believe to be leader.
- Contact the individual to determine if he / she will be able to participate in this project for school.
- Schedule an appointment to conduct an interview. Assignment 3 is due Week 9, so please plan accordingly.
Note: As you think about the type of information you will need to gather from your chosen leader during the interview, use your outline from Assignment 2 as approved by your professor to guide your interview process.
- Submit the following information in a Word document:
- Provide a brief two  paragraph biography of the selected person, which includes a description of the individual, his / her job title, and name the organization where he / she works.
Assignment 2 paper information: This is an outline I guess you can go by.
- Factors that Improve Motivation
- Brief description of the motivation concept
- Relationship to performance
- Talent Development
It is a common understanding that every organization that seeks to be successful in the highly competitive global marketplace has no choice but to invest in its employees. Therefore, this is based on the understanding that the overall organizational goals cannot be informed or accomplished if the workforce does not meet the expected performance standards. For these performance standards to be streamlined by the organizational goals, employees have to be properly motivated. In making sure the employees are properly motivated, the organizational management has to find strategic approaches to make sure that job satisfaction is maximized, and the employees are fully engaged and committed to accomplish the goals mentioned above. While different organizations have different organizational needs, meaning that they differ in the strategies they need to adopt for enhancing employee involvement, there are general strategies that, properly tailored to meet these specific needs, will surely accomplish improved employee involvement and the overall improvement in performance.
One of the greatest factors that bring about motivation in an organization is employee empowerment. Employees want to be comfortable and satisfied with their jobs and roles. They do not always want to be directed and controlled in order for them to perform. Every employee needs to be able to make decisions because he is capable of doing so. Many employees have ideas on the various ways in which improvements in their key areas can be made better, based on the fact that it is the employees that have the firsthand experience of the problems and challenges the organization faces (Mantle &Lichty, 2012). Sometimes employees may have the best ideas solving these problems, which will make their work easier and comfortable. As a result, they will be ready to perform better and accomplish the goals of the organization as well as their own. With this understanding, every organization should establish ways to implement employee empowerment as the first recommendation for improving employee involvement.
Another important aspect of the improvement of employee involvement is employee development, talent development, and training. Of course, there are areas in which employees are not capable of making decisions, possibly because they do not have the academic background or professional training. Therefore, this does not mean that the employees should be left in positions in which they cannot make any decisions. Every employee needs to be capable so that he/she can not only make decisions but also perform in his/her role, which can be accomplished through talent development and training. As such, making it possible for employees to adopt positions of making decisions motivates them to achieve their goals and to help the organization to accomplish their goal to a higher extent, which is another way to improve their involvement.
According to (Pink, 2011), employee development, talent development, and training have been well explained with the use of Maslow’s hierarchy of needs, which explains the human motivation to meet personal needs. It is obvious that every employee has personal and professional aspirations, which every employer should be able to help employees also focus on their success as professionals. For instance, helping employees develop their careers by providing different opportunities in the organizations through different approaches to talent development further improves their involvement, which is why employers should not only provide training and development but should also let employees choose their development paths. However, this is based on the understanding that different employees have different levels of capabilities, strengths, and weaknesses.
The last recommendation is on effective communication between employees and their employers or the organizational management. As has been mentioned above, different employees have different levels of capabilities, strengths, and weaknesses. Nevertheless, effective communication is the greatest tool to create this understanding. Effective communication within the organization is supposed to be fostered in different ways, making sure that the most effective communication channels and language are used with the employees. For instance, in most organizations, managers are encouraged to use face-to-face communication with their employees, which is better and much more effective that newsletters, email, or even memos (Laroche& Rutherford, 2012). In the modern world of business, employees seek to develop positive social relationships with their employees, especially considering that workplaces are becoming increasingly diverse, which mean people are becoming increasingly different. Fostering effective communication, therefore, will help build positive relationships between employees and managers and, as a result, help in the improvement of employee involvement.
This analysis has identified three major approaches to the improvement of employee involvement as a way of improving the performance of employees and the organization at large. However, make sure that employee empowerment becomes integrated into the management practices of the organization; there are various methods that can be present. One of the most popular, which will be recommended, in this case, is the use of employee reviews. Therefore, this would involve the use of employee feedbacks on the improvements that should be made in their divisions while at the same time making these employees part of the implementation process. For instance, one would engage an employee in selecting the best channels for communicating with different types of clients and discuss with him the problems with the current channels, owning to the fact that he/she is the one that makes the direct communication with the client.
This paper has also identified employee development, talent development, and training as an additional approach to improvement of employee involvement. In an effort to makes sure that employees develop in the different areas they prefer, there are various approaches in which this can be accomplished, one of the most important being the involve of external training and talent development experts, who will call the employees to seminars, workshops, and professional conferences (Laroche& Rutherford , 2012). They have the best tools for professional training and even career counseling, after which employees will be able to make personal choices on the areas in which they would like to further their training and development. Finally, effective communication workshops should be introduced in an effort to hone employees’ communication and interpersonal skills.
Laroche, L., & Rutherford, . (2012). Recruiting, Retaining, and Promoting Culturally Different Employees. New York: Routledge.
Mantle, M. W., & Lichty, . (2012). Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams. Boston, MA: Addison-Wesley.
Pink, D. H. (2011). Drive: The Surprising Truth About What Motivates Us. New York: Penguin Publishing Group.
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