Reference no: EM133278746
Title: Actions of a Leader
Thesis: A leader actions can influence a subordinate's behavior and feeling in a positive or negative manner regarding the goals of an organization. Three years ago, I had the unfortunate experience of working with a regional district manager. While working for this formal leader, I witnessed many of my coworkers including middle management grow in distress in a result of this leader's failure to motivate individuals to achieve company goals, inadequate conceptual skills to determine internal and external attributions, and ineffective situational decision-making.
I. Failure to motivate
A. Unwillingness to improve job satisfaction to increase the well-being of individual employees.
B. Enforcing positive reinforcement but failing to enforce positive reinforcement.
C. Failure to provide a proper work environment to increase the organizations members' self-efficacy.
D. Unable to influence members of the organization to make a commitment to the organization regarding absenteeism, job turnover, and organizational citizenship behavior.
II. Inadequate conceptual skills
A. Perceiver's mood directing his actions and attitudes towards subordinates
B. Fundamental Attribution Error regarding contributing process loss to behaviors of individuals instead of external attributions such as the technology that was used in creating the operation plan.
C. Failure to examine issues in depth before making his self-fulfilling prophecy
D. Contributing operational success to good leadership abilities but blaming and threatening to transfer others when the operation is not successful.
III. Ineffective situational decision making
A. Unrealistic goal setting resulting in middle management being subjected to work overload leading to members of the organization burning out.
B. Unsuccessful strategies to increase the coordination of groups within the organization resulting in process loss.
C. Inappropriate use of coercive power regarding transferring organizational members to different departments before teams have spent time together to form the team's cooperation.