Running head: DISCUSSION QUESTIONS WEEK EIGHT1

DISCUSSION QUESTIONS WEEK EIGHT7

Management of Professionals Discussion Questions 3, 4, 6, and 8 on pages 341 & 342Individual Work Week EightLoraine J JacksonEverest University

Discussion Questions 3, 4, 6, and 8 on page 3423. In what three ways did a manager you have worked for use transactional leadership?Transactional leadership entails the motivation and direction of followers predominantly through appealing to their own self-interest (Hellriegel, 2011, p. 320). This style of leadership was first described by Max Weber in 1947 and then by Bernard Bass in 1981, and is primarily used by the managers, placing emphasis on the managerial processes of controlling, organizing, and short-term planning (Transactional Leadership Theory, 2013). This type of manager also attempts to influence employees by exchanging good performance for extrinsic rewards, such as wages, financial incentives, benefits, and status symbols (Hellriegel, 2011, p. 321). The relationship between this type of leader and his/her employees is a short-lived and not established on emotional connections. One particular manager I have worked for in the past was a manager at a Sears & Roebuck back in the 1970s. This particular manager displayed many components of a transactional leader. At this time, there were sales people for each department, and we were to approach each customer and stay with them throughout their shopping trip, carrying potential purchases to the counter, or fitting rooms. Although we did not have a quota, we were in a competition with other departments to have the most sales in a weeks time. In addition, he was not really focused on building relationships with employees, and the employees who did not perform well were given less hours and the ones who performed well were given more hours, which of course meant more money. This was my very first job, but I remember it well and the methods of this manager, his attitude and style of leadership, and the emphasis he placed on short-term goals.4. Based on the manager in question 3, in what ways did the manager fail to exhibit each of the components of the leader member exchange (LMX)?Components of the LMX include the stranger phase, the acquaintance phase, and the mature partnership phase. According to the text, the first phase is the beginning of a relationship between a leader and in new or recently hired employee; the second phase, the acquaintance phase, the leader and employee begin to share more information on both a work in a personal level. This is a critical stage, as it is likely to revert to a stranger phase if this stage is not successful. The final phase is the mature partnership phase where the interaction between the leader and his subordinate forms emotional bonds, as well as loyalty, support, and the leader begins to rely on the subordinate with assistance when needed (Hellriegel, 2011, p. 323). Remebering the leadership of this particular manager, the first stage was formal and official in the beginning of my employment as defined in this phase, and he did not fail in displaying any components in this phase. The second phase, my manager, myself, and some of my co-workers began to be more than manager and subordinate; we became closer, and friendships developed as we became more comfortable with each other; my manager did not fail to display components in this phase. However, the third stage, the mature partnership phase, is where emotional bonds are created. As a part-time employee, I did not feel that while I did what was required of me and made positive contributions in our department, the manager did neither support or encourage me or my co-workers. He did not offer occasions for training or advancement, and in fact, he was promoted to another department, and the part-time employees were laid off. 6. Assume that you have just taken a job with a professional service firm. What insights provided in this chapter can help you be an effective follower in this situation?As a follower with a transactional leader, I feel that I can be more effective as an employee by being aware of the relationship my performance has with the objectives and the mission of the organization. In addition, because I am a new employee with this type of leader, I can discover the various rewards that are contingent on my performance within the organization. In addition, if my new manager was a transformational leader, as a follower, I can be an effective follower by pursuing opportunities that will allow me to respond appropriately to stimulating and inspiring aspects of my position. According to Hellriegel, (2011), transformational leaders often put the needs of their followers above their own, so I would capitalize on the opportunity to improve my standing within the organization and build better relationships with leaders. If this organization has an authentic leader, I can associate with the viewpoint of my leader and experience a sense of positivity, optimism and trust with my leader. I would also take advantage of any opportunity that is presented to me, in addition to all of the support and inspiration such as a relationship with a mentor in the organization as a means to improve my competencies as a new employee in this type of organization. 8. Review the nine cultural dimensions of GLOBE. How would you describe your societal culture as you understand it with respect to each of these dimensions? In what ways do you think your experiences with leaders reflect this cultural profile?There are nine cultural definitions of GLOBE. The first definition is assertiveness, the second is collectivism group, next is collectivism societal, fourth is future orientation, the fifth is gender egalitarianism, sixth is humane orientation, seventh is performance orientation, eighth is power distance, and lastly uncertainty avoidance (Hellriegel, 2011, p. 336). In regard to each of the dimensions, my views are as follows:Assertiveness: In my relationship with other individuals, I am aggressive when I need to show a certain level of force or dominance, but I also know when to reign it in, both personally and professionally.Collectivism group: My culture and my family instilled in me a high level of pride and loyalty which I bring to the workplace.Collectivism societal: I am a recipient of a grant by the federal government that has enabled me to return to school to better myself and improve the quality of life.Future orientation: I always believe that an individual must save for the future, and our government prepares us with social security benefits for our future, and a work organization matches the amount of monies an employee puts away for their retirementGender egalitarianism: I believe that men and women should be treated with equality when they have the same skill set within an organization. Humane orientation: In our culture we exhibit a high level of humane orientation; an individual or group is praised and rewarded through recognition when time, money, or other form of volunteerism transpires. I know several individuals who give up years of their lives to volunteer in a country that is less fortunate than us, and return with a greater purpose in life.Performance orientation: Many organizations in our culture are rewarded for innovative and cost-savings activities that will save an organization money or improve productivity such as going green, or paperless record keeping as well as any other activity that will lessen our carbon footprint.Power distance: In the United States, I feel our culture has a low power distance because in many organizations, in every level of management, we are more casual such as being on a first name basis. In addition, our culture fosters communication on all levels within an organization with employees providing input and innovative ideas.Uncertainty avoidance: In our culture, I feel we are low in the ranking on uncertainty avoidance. Many organizations acknowledge disagreement or have opposing views, and use this dissention as a means to improve the organization. In my experience with leaders, I feel that being somewhat aggressive has improved my relationship with superiors in the workplace; additionally, I feel that in our culture, leaders have accepted and grasped the concept of gender diversity, realizing the impact and positive benefits a diverse workforce will bring. Furthermore, a low power distance has its benefits with employee input in creating and achieving organizational goals. Finally, we care highly about our fellow man, and leaders who demonstrate this compassion for others are praised and recognized. This type of leader is admired.

ReferencesHellriegel, D. &. (2011). Organizational Behavior (13 ed.). Mason, Ohio: Cengage Learning. Retrieved June 6, 2015Transactional Leadership Theory. (2013). Retrieved June 6, 2015, from Management Study Guide: http://managementstudyguide.com/transactional-leadership.htm