Consider the following two scenariosScenario 1Employees wor
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Consider the following two scenarios:Scenario 1Employees work in an atmosphere of distrust and fear. Leaders make decisions behind closed doors. Changes to processes and staffing often occur unexpectedly without warning or explanation. A few select people are given information and guard it jealously. Most employees do not get an opportunity to give input or feedback. Scenario 2Employees work in a small company where everyone knows everything about everyone and the rumor mill runs rampant. Leadership gives both praise and reprimands in public. They frequently discuss employees’ personal affairs. These scenarios illustrate two extremes of transparency in business. Maintaining the right degree of transparency is a challenge for many organizations. Some leaders operate their organizations with an open-book management style. Others believe in carefully maintaining the security of information. Leaders must determine the appropriate level of transparency necessary for their organizations to stay healthy.To prepare for this Discussion, consider your experience with transparency of information and decision making in organizations of which you have been a part, such as businesses or schools.By Day 3Post your evaluation of the appropriate use of transparency in an organization. In your analysis, be sure to address the following: Explain what you believe to be the most appropriate level of transparency for an organization. Identify any instances in which transparency would not be a good strategy. Explain how a leader might exert influence-using transparency. Be sure to support your work with a minimum of two specific citations from this week’s Learning Resources and one or more additional scholarly sources. Buble, M., Juras, A., & Matić, I. (2014). The relationship between managers’ leadership styles and motivation. Management: Journal of Contemporary Management Issues, 19(1), 161–193.Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks, CA: Sage.Review Chapter 8, “Transformational Leadership” (pp. 161–194)Benson, D. (2015). The five fundamental tasks of a transformational leader. Physician Leadership Journal, 2(5), 58–62.
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