Solved by verified expert:Discussion Question question and 2 responses for week4 MBA Leadership class. Below is the Discussiion Question and the the 2 student post to respond to are attaced as well as the resourses. ! day for initail DQ and 2 days for response to students. Please put sourses with the post1. What does “being
forward-looking” mean? Why is it an important characteristic for a
leader? Give examples of what it means to be forward-looking. 2. What actions can leaders take to find their vision? To help
others in the organization understand, accept, and commit to it?
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Discussion Question for week4
1. What does “being forward-looking” mean? Why is it an important characteristic for a
leader? Give examples of what it means to be forward-looking.
2. What actions can leaders take to find their vision? To help others in the organization
understand, accept, and commit to it?
1. Kouzes & Posner, Chapters 5 & 6
2. Collins, J. C., & Porras, J. I. (1996). Building your company’s vision. Harvard Business
Review, 74(5), 65-77.
3. Denton, D. K. (1997). Building a shared vision. S.A.M. Advanced Management Journal,
4. Hemerling, J. (2016, November 3). 5 ways to lead in an era of constant change.
5. Avramenko, A. (2014). Inspiration at work: Is it an oxymoron? Baltic Journal of
Management, 9(1), 113-130.
6. Bonau, S. (2017). How to become an inspirational leader, and what to avoid. Journal
of Management Development, 36(5), 615-625.
Also Respond to:
Leaders who are honest and forthright have the advantage of gaining the trust and respect
of their followers. When a leader is well respected, people truly want to support them and
will go above and beyond to ensure that the leader is not let down. How does a leader gain
respect? Respect is something that is earned over time and relies heavily on the
development of trust between the leader and team member. If that trust is broken at any
point, the fragile relationship will start to deteriorate and eventually diminish altogether.
Inspiration is another quality that people appreciate because it provides them with a sense
of being acknowledged. Showing sensitivity and support for the needs of the followers is a
characteristic that is not commonly seen in many leaders. Typically, leaders may be so
focused on their own developmental opportunities that they disregard the needs of their
team. When leaders genuinely want to help people grow and succeed, they are perceived as
being selfless and compassionate. People who are concerned with propelling their career
forward are drawn to leaders who possess these qualities.
The ability to be forward-looking involves being able to effectively communicate vision and
direction to the team members. It’s important for people to know that they are valued and
their work is contributing to the company’s overall goals. Leaders who encourage their team
members to achieve high standards and difficult objectives tend to have more engaged,
satisfied and committed employees (Zenger & Folkman, 2003, p. 58). Forward-looking
leaders obtain pertinent information from outside of the organization and shared with the
employees. This ensures that new innovative ideas are embraced and the company can
maintain a leading edge. When leaders set high standards and challenging objectives, they
are essentially encouraging their team to push themselves to be better. This results in high
job satisfaction and commitment on the part of the employee.
A competent leader is someone who is considered to be an expert in their field. They have
the ability to sufficiently evaluate risks and decide which are likely to have a positive
outcome for the organization. Their extensive knowledge and experience contribute to their
ability to move the company forward. If a leader is not found to be competent, team
members will lack confidence in the leader’s ability to appropriately lead the team. It is likely
that the team will become disjointed as some members may choose to make their own
decisions for fear that the leader is not sufficiently knowledgeable.
Zenger, J., & Folkman, J. (2013). Inspiring & Motivating To Achieve Top
Performance. Financial Executive, 29(1), 56–59. Retrieved
——-Respond to Dr. Englehart:
Class, the primary role of the agency theory in organizations stems from the assumption
pointed out earlier in this class. “Within this theory is the assumption that the manager will
always act in the best interest of the shareholders.” This can be a huge assumption and one
leaders need to be cognizant. For example, do project managers always act in the interest of
the shareholder, or do they sometimes act in their own self-interest? Perhaps the answer
lies in the common words “it depends,” but I would opine self-interest takes precedence
when forced to make a choice.
A manager is the agent that interacts or has a working relationship with the owner, or
shareholder. The project manager is hired to take on the fulfillment of a task in return for
pay, benefits, and other perks made upfront in the agreement. In today’s environment, I
personally am seeing more and more of the owners of companies breaking the critical longterm bonds that make managers want to invest their time/effort/energy towards producing
the best product in the most effective and efficient way. Taking away pensions, cutting pay,
reducing healthcare are some of the ways in which the owner can cut costs; yet these are
very tangible aspects to the manager who views these as key issues that suggests, the
company does not care about me…why should I care about the company?
What are some strategies to fix this agency theory dilimma between the owner and
manager? Audits and long-term incentives certainly will play a pivotal part in enticing a
better relationship between the two. This can be done in both long-term and short-term,
but I opine the long-term would foster a more stronger, longer-lasting, relationship. In
addition, it would demonstrate to the shareholders the value the firm gives its employees,
which will (should) lead to better talent.
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