Leadership Concepts Worksheet - Mba 520

Leadership Concepts Worksheet

Concept Application of Concept in the Scenario or Simulation Reference to Concept in Reading

Cohesiveness

The Gene One Leadership team seemed to lack a sense of cohesiveness in the direction of the company. This lack of cohesiveness amongst the group was obviously shown at the team meeting held on March 8, 2005. During the meeting, some of the team leaders were combative because of the different view points each displayed. Some team members were pleased with the IPO transformational process, while others were less reluctant. Following the meeting, team leaders started to form mini clicks and have informal meetings about other team leaders and the future of the company.

"Cohesiveness is a process whereby a sense of we-ness emerges to transcend individual differences and motives" (Kinicki & Kreitner, 2004, p. 15).

Team Building

In the Gene One scenario, conversations regarding team building came up on numerous occasions. Following a leadership team meeting, members of the leadership team began to doubt that other team members could effectively manage the new changes the company was implementing. Team members began to suggest replacements of some team members to build a new leadership team. They felt that the replacements would provide the company with a better chance of implementing the changes.

Team building is an ongoing process that helps a work group evolve into a cohesive unit, designed to improve productivity, and help the team become more effective (Neil, J., 2005).

"Team building is a catch-all term for a whole host of techniques aimed at improving the internal functioning of work groups" (Kinicki & Kreitner, 2004, p. 24).

Workplace Values and Ethics

The CEO of Gene One was discussing the future of the company with two board members. One board member discussed his concern regarding the capability of a team leader to handle the companys new transformation process. The board member suggested a replacement for the team leader. The CEO expressed his concern that the board member suggested someone who was the board members friend.

Another board member suggested that the CEO replace his niece who had a big hand in helping the company.

Ethical behavior is driven by the moral principles we use to make decisions and we rely on ethical values to determine the right thing to do (McShane, S. & Glinow, M., p. 15)

Self-managed teams

Through the simulation "Managing across the organization", I was promoted to CEO in which I addressed issues regarding the distribution of power across the organization. For each management team, I provided each with more decision making ability based on their level of management. Prior to my distribution of power, the companys' productivity declined and the performance of the company suffered. Following my distribution of power, the morale of the company increased overall. My basis for implementing these decisions was based upon building better communication amongst the employees and increasing the companys overall performance.

Self-managed teams foster greater autonomy, increase communication among team members, and intensify their commitment to the team and organization (Muthusamy, Wheeler & Wheeler, p.