PHASE 3

Bawany, S. (2015). Importance Of Leaders With The

Right Leadership Styles. Leadership Excellence Essentials

Based on the behavior of all characters of the case, and

taking into account the reading, describe all styles of
leadership involved, according to the following chart:

Leadership Definition Situation in the case

style

This person riles by fear. “My
way or the highway.” The
leader takes charge and
invites no contrary opinions.
The Coercive This style has the most
Leader detrimental impact on climate
in this study.
The correlation between coercive leadership
and climate is minus, as coercion increases,
quality of climate declines. But don’t rule out
your coercive candidate. This is the leadership
style of choice when a company is in crisis. If
your organization is in serious trouble, you may
want to hire this person. Remember, though,
that once the crisis resolves, coercive can
create its own crisis unless your leader can shift
to another style.

This leader has a powerful As authoritative behaviours increase, so does

ability to articulate a mission the equality of the climate. This style will be
The and win people to it with particularly effective if your organization needs
Authoritative enthusiasm. He makes a clear a new vision.
Leader path for followers, cutting
away confusion that exists in
most organizations
This leader is a master at Consider your affiliative candidate if your
establishing positive organization primarily needs team harmony,
relationships. Because the improved morale, or if previous events created
followers really like their an atmosphere of mistrust. The downside of
leader, they are loyal, share this style is that poor performance of followers
information, and have high is sometimes tolerated out of loyalty.
trust, all of which helps
climate.
The Affiliation
Leader
 This leader focuses on
decision making by winning
consensus. With consensus
comes intense commitment
The to goals, strategies and
Democratic tactics. Trust is a major
Leader feature of this leadership
style as well. The correlation
with climate is a healthy plus
It works particularly well when the leader is
genuinely not sure what to do and has talented
employees who can and will make excellent
input. In accessing your democratic candidate,
consider the talent level of direct reports. If
they have had time to grow into their jobs and
work well as a team, the democratic candidate
might be a good choice. Drawbacks of this style
include that it works poorly during crisis that
need rapid action.

This leader sets high
performance standards for
everyone, including himself.
He walks the talk. This
sounds admirable and has
The been widely believed to be
Pacesetters effective
Pacesetters tend to have trouble trusting their
followers. Their self-esteem rest on being
smarter, faster and more thorough than
everyone else. They unintentionally undermine
the efforts and morale of those around them.
Before dismissing your pacesetter candidate,
however, look at the followers. If they are
already highly motivated with strong technical
skills, a pacesetter can be effective because
their styles and competence already fit with the
pacesetter’s expectations.

This leader develops people. If your organization is characterized by

He is able to recognize talent
and how best to develop it.
He offers developmental
The Coach plans, including challenging
assignments that push people
to cultivate new skills.
individuals who are waiting for retirement,
don’t hire the coach candidate. If your
employees are excited about learning, give the
coach a good look. If you hire this candidate,
recognize that coaching is time consuming,
meaning that this leader will devote less time
to other activities.

 Review the following article from the Knowledge

Environment:

Rosenzweig, P. (2013). What Makes Strategic Decisions

Different

According to the situation described in the case, complete

the following four quadrant matrix, based on the contents
proposed in the reading, categorizing the decisions that
leaders need to make in companies like Google, which
promote innovation from all members of its team:

Third field: Placing Competitive Bets Fourth Field: Managing for Strategic
Success
1. The best decisions must anticipate 1. By the way they lead and communicate,
the moves of rivals. and through their ability to inspire and
encourage, executives can influence
outcomes. That’s the definition of
“management.”

2. the art of outdoing an adversary, 2. They are in charge of orga- nizations that
knowing that the adversary is trying to compete vigorously with others; do- ing
do the same to you” better than rivals is vital. That’s where
strategy comes in.

3. In the third field, guidance comes 3. or these decisions, we can actively

from the branch of economics that influence outcomes, and success means
studies competitive dynamics doing better than rivals. Here we find the
essence of strategic management.

First Field: Making Judgments and Second Field: Influencing Outcomes

Choices
1. Control is low 1. The positive thinking matters

2. you make the choice that suits you 2. The approach known as “deliberate
best—it doesn’t matter what anyone practice,” which can lead to expert
else is buying. Performance is absolute. performance.

3. The goal is to do well, not to finish 3. The ability to shift effectively between
first in a competition. mind-sets is a crucial element of high
performance in many repeated tasks of short
duration, from sports to sales.

 Review the following article from the Knowledge

Environment:

KETTER, P. (2018). Adaptability Is Key in the Future of

Work.

Based on the reading complete the following chart

consolidating proposals to make sure they stay up to speed
in a rapidly changing market:

Company Proposal

International Coach In 2017, the International Coach Federation partnered with

Federation the Human Capital Institute (HCI) to research leadership
development for first-time people managers and emerging
leaders—many of whom are members of the Millennial
generation,” says Magdalena Nowicka Mook, CEO and
executive di- rector of ICF. “We found that individual
contributors become first-time people managers between
 the ages of 31 and 35. These new leaders need immediate
support and development opportunities to success- fully
navigate the transition and cultivate essential leadership
competencies.”

Further, “offering employees access to professional

coaches, investing in accredited coach-specific training for
managers and leaders, and incorporating coaching into
existing leadership development learning and development
activities seems to be a good start to preparing the
leadership cadre for tomorrow,” Mook explains.

Technology has created many opportunities for the TD

function, making it easier than ever to deliver and track
learning and development on a continuous basis. Used
wisely, technology can help a large, complex organization
feel smaller. A first- time team leader in New York can
connect with an internal coach in Omaha, Nebraska, via
Zoom for a coaching session. A manager in Los Angeles can
log onto a learning management system for coaching skills
training delivered by a team based in London.

 OpenSesame With the huge level of technological change happening all

around us, companies are struggling to transform and
adapt to be businesses of the future.

At the forefront of this change, TD practitioners are

preparing workforces to meet the needs of the future as
well as the challenges of today. “According to the 2018
Deloitte Global Human Capital Report, the biggest gap
between what employees want and what their employers
offer is the range of learning and career development
opportunities provided to employees by their employers,”
says Diane Haines, vice president of marketing for Open
Sesame. “Organizations need to provide more innovative
learning experiences to help develop leaders capable of
thriving in the modern, rapidly changing world.”

 DDI “At a deeper level, the most profound changes facing TD

professionals are not those related to technology but those
related to the learner,” says Mark Busine, general manager
of DDI. “Influenced by several societal, business, and
workplace changes, the modern learner has and will
continue to change. The challenge for TD professionals is to
understand the modern learner and reimagine the way
learning and performance support occurs in the workplace.”

Technology has given learners access to a nearly limitless

array of options to engage in development. They can
choose from thousands of online courses and download a
wide assortment of tools and games. However, too many
 options can make it overwhelm- ing and difficult for
learners to find what they want and need. Thus, TD is
increasingly about being a curator who helps to personalize
the development process and ensure that people get the
right re- sources based on their specific needs.

 GP Strategies As waves of disturbance continue to wash over the

business, remaining relevant is the single greatest
challenge facing TD professionals.

Many companies are transforming the way they conduct

business. “Aligned with that is the paramount importance
for talent development professionals to find new ways to
deliver value,” says Matthew Donovan, vice president of
digital learning strategies and solutions for GP Strategies.
“Given that the nature of work will continue to rapidly
evolve, constant job and career readiness will become the
norm. Finding more efficient ways to deliver timely and
relevant learning interventions will take an innovative
mindset.”

Matching the evolving needs of the workforce is the

accelerating rate of disruption in learning technology that
can provide valuable data and in- sights into the learning
experience and transfer to performance in the field. The
key is to identify the innovations with the right return on
investment for both learners and the organization.
For organizations to keep up with the rapid changes, they’ll
need to focus on three components:

• action to increase the strategic accountability for the

workforce to determine what, when, and where they need
to learn in order to perform

• learner-centric tools like user-generated content

platforms

• design thinking approaches to generate innovative

solutions to current and emerging challenges.
 AllenComm TD professionals are having to rapidly adapt to the fact that
most learners are having to search, re- search, and build
their own learning paths outside of traditional learning
programs. “The locus of control between instructor and
learner has shifted to the learner,” says AllenComm CEO
Ron Zamir.

For their part, TD practitioners are moving from event-

based activities to supporting learning processes, meeting
the employee at the point of need, and trying to be less
disruptive to the employee workflow.

Preparing employees for the future workforce is forcing TD

professionals to think about the skills employees will need
five and 10 years from now.

Up-and-coming professionals in the industry need to

deepen their understanding of the cognitive sciences as
well as basic marketing principles to help the programs
they develop stand out and cut through the noise that
inundates employees’ work life.

“Employees are having to face a more complex and noisy

information-driven environment,” Zamir adds. “They need
to be able to curate and personalize their learning
independent of learning technologies or products.
Competency-based content needs to become more
accessible within the workflow; sur- rounding the learner
and enabling the learner to access the content when he
needs it, how he needs it, and where he needs it.”

Once the chart is complete, design a creative infographic

including all of the five proposals to strengthen adaptblity.
2. According to the development of the proposed activities, each
student records and audio (no more than 1 minute) with its own
voice, explaining a conclusion answering the following question,
including its name and date at the beginning of it:

Is Leadership, decision making and organizational change

management important to implement a successful strategy
in companies involved in a rapidly changing market, such as
Google? Explain your answer from strategic management
arguments, studied in this unit.

The implementation of the strategies involves all the functions and

people of the company, but it is up to the strategic apex to
evaluate and lead the three essential elements of this process:
strategic change, formal and informal structure and culture.
Therefore, the role of leadership is considered decisive in this
phase of strategic management since positive or negative results
depend on it.
Leadership is an art or process to influence people in a way that
carries out a certain activity. People follow those who are carriers
of satisfaction of their needs and interests.
The world is changing, therefore, organizations too, Google is a
large company that requires constant change to meet the needs of
its customers, which is why leadership, decision making and
organizational strategy are Your strongest tools to be at the
forefront.