The organization you selected in Week 1 (AMAZON) is designing training for all the managers at all levels. It wants to base the training on one leadership theory.
Tasks:
Write a paper recommending a leadership theory. Address the following:
- Summarize key details about the organization and two or three of the most important insights you have developed so far about the organization during your course project. This one paragraph summary should provide just enough information that someone who has not read any of your papers so far would have a brief background for understanding your project organization.
- Why do you believe your chosen leadership theory is the best for your organization? What is your rationale? What research can you cite to support your choice? What are the factors in your organization that make your selected leadership theory the best choice?
- How will using this theory positively impact the following variables?
- Managers' behavior toward subordinates and its effect on subordinates
- Communication
- Motivation of subordinates
- Group and team behavior
- Decision making
- Culture
Be sure that you conduct the research necessary to support your conclusions and cite your sources appropriately.
Submission Details:
- Submit your seven- to ten-page paper in APA style
- support your opinions and analysis with an enough theory.
- more descriptive than analytical. Three references are sufficient but really the minimum and you do hit the minimum for a sufficiently researched paper but not well researched.
3/27/23, 9:09 AM Rubric Assessment – MBA5001-Organization Behavior & Communication SU01 – South University
https://myclasses.southuniversity.edu/d2l/lms/competencies/rubric/rubrics_assessment_results.d2l?ou=99005&evalObjectId=536261&evalObjectType… 1/6
MBA5001 Unit 2 Project Rubric Course: MBA5001-Organization Behavior & Communication SU01
Criteria Unsatisfactory 0 points
Below Expectations 6 points
Emerging 7 points
Meets Expectations 8 points
Exceeds Expectations 10 points
Criterion Score
Defended
the
benefits of
a
proposed
change to
the
organizati
on,
including a
brief
descriptio
n of the
actual
change.
/ 10Did not
identify
benefits of a
proposed
change to
the
organization,
including a
brief
description
of the actual
change.
Unsupported
with
research.
Identified
benefits of a
proposed
change to
the
organization,
including a
brief
description
of the actual
change.
Lacked
credible
research
support.
Described
benefits of a
proposed
change to
the
organization,
including a
brief
description
of the actual
change.
Weakly
supported
with
research.
Defended
benefits of a
proposed
change to
the
organization,
including a
brief
description
of the actual
change.
Sufficiently
supported
with
research.
Defense of
benefits of a
proposed
change to
the
organization,
including a
brief
description
of the actual
change was
compelling,
with well-
developed
logical
progression.
Well
supported by
research.
3/27/23, 9:09 AM Rubric Assessment – MBA5001-Organization Behavior & Communication SU01 – South University
https://myclasses.southuniversity.edu/d2l/lms/competencies/rubric/rubrics_assessment_results.d2l?ou=99005&evalObjectId=536261&evalObjectType… 2/6
Criteria Unsatisfactory 0 points
Below Expectations 6 points
Emerging 7 points
Meets Expectations 8 points
Exceeds Expectations 10 points
Criterion Score
Evaluated
the effect
of the
proposed
change on
various
groups of
employees
.
/ 10Did not
identify the
effect of the
proposed
change on
various
groups of
employees.
Unsupported
with
research.
Identified
the effect of
the
proposed
change on
various
groups of
employees.
Lacked
credible
research
support.
Described
the effect of
the
proposed
change on
various
groups of
employees.
Weakly
supported
with
research.
Evaluated
the effect of
the
proposed
change on
various
groups of
employees.
Sufficiently
supported
with
research.
Evaluation of
the effect of
the
proposed
change on
various
groups of
employees
was
compelling,
with well-
developed
logical
progression.
Well
supported by
research.
3/27/23, 9:09 AM Rubric Assessment – MBA5001-Organization Behavior & Communication SU01 – South University
https://myclasses.southuniversity.edu/d2l/lms/competencies/rubric/rubrics_assessment_results.d2l?ou=99005&evalObjectId=536261&evalObjectType… 3/6
Criteria Unsatisfactory 0 points
Below Expectations 6 points
Emerging 7 points
Meets Expectations 8 points
Exceeds Expectations 10 points
Criterion Score
Assessed
possible
conflicts,
including
recommen
ded
methods
to either
prevent or
resolve
conflicts
created by
proposed
change.
/ 10Did not
identify
possible
conflicts,
including
recommende
d methods
to either
prevent or
resolve
conflicts
created by
proposed
change.
Unsupported
with
research.
Identified
possible
conflicts,
including
recommende
d methods
to either
prevent or
resolve
conflicts
created by
proposed
change.
Lacked
credible
research
support.
Described
possible
conflicts,
including
recommende
d methods
to either
prevent or
resolve
conflicts
created by
proposed
change.
Weakly
supported
with
research.
Assessed
possible
conflicts,
including
recommende
d methods
to either
prevent or
resolve
conflicts
created by
proposed
change.
Sufficiently
supported
with
research.
Assessment
of possible
conflicts,
including
recommende
d methods
to either
prevent or
resolve
conflicts
created by
proposed
change was
compelling
and
actionable,
with well-
developed
logical
progression.
Well
supported by
research.
3/27/23, 9:09 AM Rubric Assessment – MBA5001-Organization Behavior & Communication SU01 – South University
https://myclasses.southuniversity.edu/d2l/lms/competencies/rubric/rubrics_assessment_results.d2l?ou=99005&evalObjectId=536261&evalObjectType… 4/6
Criteria Unsatisfactory 0 points
Below Expectations 6 points
Emerging 7 points
Meets Expectations 8 points
Exceeds Expectations 10 points
Criterion Score
Justified
the
channels
of
communic
ation the
organizati
on should
use in
implement
ing the
change.
/ 10Did not
identify the
channels of
communicati
on the
organization
should use in
implementin
g the
change.
Unsupported
with
research.
Identified
the channels
of
communicati
on the
organization
should use in
implementin
g the
change.
Lacked
credible
research
support.
Described
the channels
of
communicati
on the
organization
should use in
implementin
g the
change.
Weakly
supported
with
research.
Justified the
channels of
communicati
on the
organization
should use in
implementin
g the
change.
Sufficiently
supported
with
research.
Justification
of the
channels of
communicati
on the
organization
should use in
implementin
g the change
was
compelling
and
actionable,
with well-
developed
logical
progression.
Well
supported by
research.
3/27/23, 9:09 AM Rubric Assessment – MBA5001-Organization Behavior & Communication SU01 – South University
https://myclasses.southuniversity.edu/d2l/lms/competencies/rubric/rubrics_assessment_results.d2l?ou=99005&evalObjectId=536261&evalObjectType… 5/6
Total / 50
Criteria Unsatisfactory 0 points
Below Expectations 6 points
Emerging 7 points
Meets Expectations 8 points
Exceeds Expectations 10 points
Criterion Score
Wrote in a
clear,
concise,
and
organized
manner;
demonstra
ted ethical
scholarshi
p in
accurate
representa
tion and
attribution
of sources
(i.e., APA);
and
displayed
accurate
spelling,
grammar,
and
punctuatio
n.
/ 10Submission
contains no
discernible
overall intent
in author’s
selection of
ideas.
Errors in
basic writing
conventions
are
sufficiently
numerous to
prevent
reader
comprehensi
on.
No attempt
at
Academic/A
PA
formatting in
presentation
Submission
contains
random
presentation
of ideas,
which
prevents
understandin
g the
majority of
author’s
overall
intent.
Errors in
basic writing
conventions
are
sufficiently
numerous to
prevent
reader
comprehensi
on of
majority of
the work.
Academic/A
PA format is
attempted,
but errors
are
significant.
Ideas are
presented in
a way that
forces the
reader to
make
repeated
inferences in
order to
identify and
follow the
author’s
overall
intent.
Errors in
basic writing
conventions
interfere
with, but do
not prevent,
reader
comprehensi
on.
Academic/A
PA format is
attempted
but errors
are
distracting.
The reader
can follow
the author’s
overall intent
as stated.
The reader
noticed a
few errors in
basic writing
conventions
but these
few errors
do not
interfere
with reader
comprehensi
on.
Using
Academic/A
PA format,
accurately.
Errors are
noticeable
but minor.
The writer’s
overall
argument
and language
are clear and
tightly
focused,
leaving the
reader with
no room for
confusion
about
author’s
intent.
Text is
basically
error free, so
that a reader
would have
to purposely
search to
find any
errors that
may be
present.
Using
Academic/A
PA format
proficiently.
Text is
basically
error free.
3/27/23, 9:09 AM Rubric Assessment – MBA5001-Organization Behavior & Communication SU01 – South University
https://myclasses.southuniversity.edu/d2l/lms/competencies/rubric/rubrics_assessment_results.d2l?ou=99005&evalObjectId=536261&evalObjectType… 6/6
Overall Score
Unsatisfactor
y 0 points minimum
Below
Expectations 30 points minimum
Emerging 35 points
minimum
Meets
Expectations 40 points minimum
Exceeds
Expectations 50 points minimum
,
Culture.html
Culture
Culture, including organizational culture, has significant influence on the attitudes and behaviors of organizational members. Culture is the basic pattern of thinking and acting that is shared by members of a group. It develops over time and includes beliefs, values, underlying assumptions, and norms.
Although often "unspoken," such cultural ways of thinking and behaving are taught to new members through socialization pressures. For example, why do you like the foods that you like? Why do you wear the clothes that you wear? Why do you drive the cars that you drive?
Almost all of our ways of thinking are heavily influenced by the cultures of which we are a part. Look around your organization. Do members dress similarly? Do they listen to the same types of music? Do they follow the same sports teams? Do they share an in-group language of terms and phrases that others might not understand? If you look closely, you will likely see lots of similarities, even within diverse organizations.
There are many places in which we can see the culture of an organization and develop insight into its influence on organizational behavior.
- Artifacts in the organization
- Symbols, mottos, and creeds
- Design of buildings
- Reward and punishment criteria
- Recruitment and promotion criteria
- Stories and legends
- Climate elements such as trust, scapegoating, conflict, morale, and resistance to change
- Things that leaders focus on
- Leader and organizational member reactions to important incidents
Organizational culture impacts much of what organizational members want, like, do, do not do, and believe to be right or wrong behavior. In other words, the "organization" influences organizational (human) behavior.
Organizational culture refers to the shared norms, values, beliefs, and assumptions held by members of the organization. The commonly held attitudes and perspectives become expressed in behaviors and other artifacts in the organization, including symbols, rituals, stories, and language. Individuals who share a culture interpret events in similar ways. The common attitudes and actions simultaneously create and reinforce culture.
Culture is ubiquitous, covering all areas of organizational life. Culture perpetuates and reproduces itself. However, a single organizational culture can possess multiple subcultures in constituent groups or sections. As new members or groups join a culture, they are socialized toward the shared components. New members can also introduce new ways of thinking and behaving that can alter the culture.
,
Leadership Research.html
Leadership Research
Research has tried a number of approaches to determine what makes a leader. The earliest research focused on finding specific traits within individuals that made them leaders. Variables studied included intelligence, personality, physical characteristics, and supervisory abilities. Although each of these variables was shown to have some impact on employee productivity, research was not always successful in using a trait approach to predict who would be an effective leader.
The next wave of leadership research looked at the behaviors of leaders. Researchers studied leadership as a dichotomy. Either the leader was task centered, or the leader was people centered. Specific leadership behaviors included role modeling, inspiring others, challenging the status quo, and building a shared vision.
The trait and behavioral theories of leadership helped researchers to understand the dynamics of the leader and follower relationship. Unfortunately, traits and behaviors alone do not always provide good predictive power for forecasting who will be a successful leader. Theories that included an analysis of situational factors took the next step in leadership research. The situational theories propose that the leaders’ effectiveness depends upon matching the needs of the situation. Theories supporting the situational approach to leadership include:
- Fiedler’s Contingency Leadership Model
- Vroom-Jago Leadership Model
- Path-goal Leadership Model
- Hersey-Blanchard Situational Leadership Theory
Leadership continues to be an important research topic. Current and emerging topics of leadership study include charismatic leadership, transactional and transformational leadership, coaching, servant leadership, authentic leadership, relational leadership, and multicultural leadership.
Transformational leadership continues to be a popular leadership theory. Transformational leadership contrasts with transactional leadership. Transactional leaders operate through contingent reward and punishment actions. The relationship between the leader and follower is a contract. If the follower does X, then the leader does Y. For example, if the employee puts in an hour of work, the employer will pay at a certain rate for that hour.
In contrast, transformational leaders build trust-based relationships with followers that generate higher levels of morality, motivation, and performance in both the leader and follower. Instead of merely relying on the reward and punishment processes used by a transactional leader, a transformational leader operates through inspirational motivation, role modeling, intellectual stimulation, and individual consideration.
,
Leadership.html
Leadership
One of the most researched topics in organizational behavior is leadership. Leadership can be defined as "Using influence in an organizational setting or situation, producing effects that are meaningful, and having a direct impact on accomplishing challenging goals" (Ivancevich, Konopaske, & Matteson, 2014, p. 435).
Leadership is a process that is similar to management. Both involve influence. Both usually involve working with people. Both are concerned with achieving goals. However, leadership is also different than management. The primary functions of management are planning, organizing, staffing, and controlling. In other words, management seeks to achieve goals by bringing order and consistency to an organization and its processes. In contrast, leadership seeks to produce change and movement toward achieving goals, even asking if the goals are the right ones.
Reference:
Ivancevich, J. M., Konopaske, R., & Matteson, M. T. (2014). Organizational behavior & management (10th ed.). New York, NY: McGraw-Hill Irwin.
Northouse (2009) noted that over 100 different definitions of leadership exist in the literature. Despite the numerous definitions, he suggested several concepts are common.
- Leadership is a trait: Individual has certain inherent qualities that influence how the leader leads.
- Leadership is an ability: Individual has the capacity to lead, through a combination of natural and acquired abilities.
- Leadership is a skill: Individual has developed a competency to accomplish a task(s) effectively.
- Leadership is a behavior: Individuals are able to do key actions toward others in various situations.
- Leadership is a relationship: Individual is able to communicate and collaborate in a mutual or reciprocal process with others. (pp.1-3)
Although various leadership theories may emphasize one or another of the listed concepts, the full answer to “what is leadership” may be “all of the above.”
Reference:
Northouse, P. G. (2009). Introduction to leadership: Concepts and practice. Los Angeles, CA: Sage.