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Week 5 Assignment (1)

Tasneem employs a transformational leadership approach at Calm Seas, focusing on employee involvement and development, which is suitable for a company undergoing changes. However, if this approach leads to employee disinterest or underperformance, she may need to incorporate transactional leadership techniques to set clear objectives and reward achievements. Additionally, job design theory and organizational culture are crucial for enhancing motivation and performance, with specific motivators in non-profit organizations including recognition, autonomy, and professional development.

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Boston Mullins
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11 views

Week 5 Assignment (1)

Tasneem employs a transformational leadership approach at Calm Seas, focusing on employee involvement and development, which is suitable for a company undergoing changes. However, if this approach leads to employee disinterest or underperformance, she may need to incorporate transactional leadership techniques to set clear objectives and reward achievements. Additionally, job design theory and organizational culture are crucial for enhancing motivation and performance, with specific motivators in non-profit organizations including recognition, autonomy, and professional development.

Uploaded by

Boston Mullins
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Week 5 Assignment

1. What kind of leadership and motivation does Tasneem seem to be using now at Calm Seas?
Is this appropriate? Why or why not? Should she change the leadership and motivation
techniques? If so, how? Explain your answer

On analyzing the transformational leadership approach used by Tasneem, it is noticeable


that she has an intense focus on involving employees in shaping the organizational directions of
Calm Seas. A significant amount of motivation and a person’s development capabilities are
involved in the process. This strategy is well recommended in case the company is going through
changes, incorporating new ways of doing business, attaching more on employee engagement
and the effective organizational culture. However, should Calm Seas fail to have the said
structures or if they need more – such as the need for goal-oriented leadership or of
performance-focused leadership, the style of leadership they need would need to be transactional
leadership. Consequently, the leadership exercised by Tasneem is accompanied by its form of
suitability depending on the strategy set forward by the current condition of the company – for
the anticipation of development, transformational Leadership is not out of place. For a company
without any innovation to imply, should a client desire strict results and hard numbers then it
would best describe it to be transactional.
If Tasneem proceeds with the present transformational leadership approach and is faced
with outcomes like employee disinterest, ambiguous goals, or underperformance, then she might
have to look at her leadership and motivation methods because they seem to be not producing
positive results. For betterment in that regard, she might think of some principles of transactional
leadership as well, especially in organizations that demand more structured atmospheres,
distribution of duties and responsibilities, and performance assessment. Such an approach will
necessitate setting more precise objectives, the ability to dispense better rewards and incentives
for goal achievement, and establishing means to monitor progress. Furthermore, it might be
advisable for her also to reward economic successes besides the work she does in enhancing
individuals and articulating long-term goals. Integrating the advantageous aspects of
transformational leadership and those more typical transactional leadership methods that focus
on achieving objectives and rewarding the outcomes attained can make changes in this regard as
it accommodates employee and organization motivations.

2. Research the job design theory and the job characteristics model. Why are they placed in
the motivation section? How can a leader put these concepts to use in the workplace?

In the motivation section, Job Design Theory and the Job Characteristics Model are
presented because of their specular aspect on how the job arrangement influences employee
motivation and performance. In explaining the Job Characteristics Model, there are five main
factors: skill variety, task identity, task significance, autonomy, and feedback. The depth of the
explanatory content is the psychological state: meaningfulness of work, responsibility for
outcomes of work, knowledge of results, and their level of satisfaction. When these attitudes are
positive, employees can achieve more. All these principles can be used by administrators in
many situations: expanding job rotation for added task variation, for example; making specific
portions of a job ‘real’ by engaging in extensive whole tasks, etc.; giving employees more
freedom of action by allowing flexible working hours; and further, by ensuring that there are
timely evaluation procedures among the subordinates by observing performance episodes. Using
these principles makes the work setting more appealing for the workforce which in turn increases
the level of their motivation.

3. The topic of “organizational culture” is often tied to the topics of leadership and
motivation. Research this topic and explain how it ties in

Fostering a conducive organizational culture is paramount as it impacts leadership


patterns and encourages the performance of staff members. It defines which leadership is
effective–namely transformational leadership in such environments where the culture of the
organization promotes co-creation-induced innovation and operating practices of gathering data
through criteria analysis or gathering as instructions from the superior or a different layer of the
organization. Here too, leaders perpetuate the culture by their behavior and rationalization
actions as leaders suitable it both forms of leadership. The inclusion of corporate culture is
positively perceived with such effectiveness as the works and missions of the company coincide
with the workers’ interest and work practice elements like staff training and development are
supplemented. However, the solutions approach in the leadership and the culture of the
organization can help negatively observe the workers. Managers should create a climate aiming
at organizing the work of employees towards achieving the objectives of the organization and
meeting the employees’ needs too.

4. What motivators can the leader in the not-for-profit organization use? Be specific.

Leaders in a non-profit company can always keep their staff and volunteers highly
self-driven by repeating the company’s aspiration to its stakeholders and also outlining every
individual's impact on the vision of the company. Repeat respect should be termed as applying
recognizing colleagues. Such repeat recognition like a flag at the top or a thank you card again is
very important for a staff primarily because it adds a huge bit of thanksgiving as well as
motivates such an individual to work even harder. Autonomy also motivates an individual by
giving him or her responsibility for making and taking decisions. In addition, professional
development provides a view that there is concern for the employee’s development. Conversely,
an individual’s capacity and trust in others can be enhanced by including a given team in
leadership and responsibility development processes. Building colleague relationships for
instance through teamwork or encouraging the ‘balance’ of work and relaxation by offering
flexitime to fit normal and extraordinary humans serves to enhance job satisfaction. This
satisfaction and commitment merge to form a cohesive work culture where employees thrive and
appreciate the value of the company.

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