LEADERSHIP

1. List and define the decisional managerial leadership roles.

The decisional leadership roles include entrepreneur, disturbance-handler, resource-
allocator, and negotiator.
• The entrepreneur role innovates new or improved products and and services and
initiate improvements in business processes.
• The disturbance-handler role takes action during crisis. such as a natural disaster,
or emergencies like a breakdown of important machines,...
• The resource-allocator role schedules, authorizes, and budgets activities.
• The negotiator role is used in transactions with no set boundaries such as only one
price and term of a sale or purchase for a product/service, pay of an employee, or a
raise for themselves.
2. List and define the leadership theory paradigms.
- Leadership theory is an explanation of some aspect of leadership; theories have
practical value because they are used to better understand, predict, and control
successful leadership.
-Leadership theory classifications include: trait, behavioral, contingency, and
integrative theories.
-A leadership paradigm is a shared mindset that represents a fundamental way of
thinking about, perceiving, studying, researching, and understanding leadership.
- Leadership trait theories attempt to explain distinctive characteristics accounting
for leadership effectiveness.
- The behavioral leadership theories attempt to explain distinctive styles used by
effec- tive leaders, or to define the nature of their work.
- Contingency leadership theories attempt to explain the appropriate leader- ship
style based on the leader, followers, and situation.
- Integrative leadership theories attempt to combine the trait, behavioral, and
contingency theories to explain suc- cessful, influencing leader–follower
relationships.
Câu 3: Which personality traits are more closely related to ethical and unethical
behavior?
Conscientiousness includes integrity – a continuum between being honest and
ethical or not. It is indeed positively associated with higher levels of moral reasoning,
leading people high in this trait to display less antisocial, unethical, and even criminal
behavior.
Câu 4: Describe the components of emotional intelligence.
There are 4 components of emotional intelligence in total:
- Self - Awareness:
+ Relates to being conscience of your emotions.
+ The cornerstone of all insight.
- Social Awareness:
+ Relates to the ability to understand others.
+ Empathy is the ability to understand others' views.
- Self - Management
+ Relates to the ability to control disruptive emotion.
+ Leaders don’t let negative emotion interfere.
- Relationship Management
+ Relate to the ability to work well with others.
+ Dependent on others three EI components.
Câu 5: State the major differences among content, process, and reinforcement
theories.
A. Content Motivation Theories: behavior based on people’s needs. → satisfy people’s
needs, promote people’s needs.
Hierarchy of Needs Theory: five levels of needs: physiological, safety, belongingness
(social needs), esteem, and self-actualization.
Ex: Google satisfies careers’ physiological needs: Google designs offices with a
diverse entertainment area, coffee area ... suitable for employees to exchange work
and share ideas with colleagues.
Two-factor Theory: maintenance and motivators:
Acquired Needs Theory: need for achievement, power, and affiliation.
- Need for Power: Bezos often disrupting traditional business models and
establishing Amazon as a dominant force in global commerce. Despite stepping
down as CEO in 2021, Bezos retains significant control over Amazon and
continues to shape its strategic direction and future initiatives.
- Need for Affiliation: Barack Obama - He focused on uniting Americans across
party lines and fostering national unity. His foreign policy prioritized rebuilding
alliances and repairing strained international relationships from previous
administrations.
B. Process motivation theories → how people choose behavior to fulfill their needs
(motive). → give people motivation to achieve what they need.
Equity Theory
Ex: Sandy thinks she works more intensely than Shelly, while they have a similar salary.
The situation causes her performance to be affected, and she becomes unmotivated. Her
motivation was influenced by comparing her input-output ratio to that of Shelly.
Expectancy Theory
Goal-Setting Theory
Ex: Setting SMART Goals:
Green Tech implements SMART goals for both individual employees and
departmental teams. SMART stands for Specific, Measurable, Achievable,
Relevant, and Time-bound. This ensures goals are clear, attainable, and contribute
to the company's overall strategy.
For instance, the sales department might have a goal to increase sales of solar
panel installations by 15% in the next quarter (Specific, Measurable, Time-bound).
This goal is Achievable based on historical data and Relevant to the company's
mission of sustainability.
C. Reinforcement theory → proposes that through the consequences for behavior,
people will be motivated to behave in predetermined ways.
+ Two important concepts used to modify behavior are the types of reinforcement
and the schedules of reinforcement.
 - Types of Reinforcement:
+ Positive reinforcement: Offer attractive consequences.
+ Avoidance reinforcement (negative reinforcement): Employee avoids negative
consequence.
+ Extinction: Withhold reinforcement when behavior occurs
+ Punishment: Undesirable consequence.
- Giving praise:
Ex: The Container Store, a retail chain known for its exceptional customer service, is a
well-known example of an organization that effectively uses praise to motivate
employees. Here's how they do it:
● Frequent Recognition: They aim to acknowledge an employee's contribution
every 20 seconds! This can be a simple "thank you" or a more public recognition
program.
● Celebration Assistant: They even have a dedicated "celebrations assistant" whose
role is to specifically plan and execute employee celebrations.
● Focus on the Positive: Their culture emphasizes catching employees doing things
right, fostering a positive and motivating work environment.
7. Define the five conflict management styles
a. Collaborating Conflict Style
 The collaborating conflict style user seeks joint resolution with best solution for all.
 Appropriate use:
 When compromise would result in sub-optimization,
 When group goal comes first and members collaborate,
 Maintaining relationships is important, or
 Time is available or when it is a peer conflict.
 Advantage: Everyone leaves happy. A solution that solves the problems of the
conflict is found, and the manager who implements this tactic will be seen as skilled.
 Disadvantage: This style of conflict management is time-consuming. Deadlines or
production may have to be delayed while solutions are found, which might take a
long time, depending on the parties involved and can lead to losses.
b. Accommodating Conflict Style
 The accommodating conflict style user passively gives in to the other party.
 While it might seem somewhat weak, accommodation can be the absolute best choice
to resolve a small conflict and move on with more important issues
 Appropriate use:
 The person enjoys following,
 Maintaining the relationship is priority,
 Changes are not important to accommodator, or
 Time is limited.
 Advantage: Small disagreements can be handled quickly and easily, with a minimum
of effort. Managers can build a reputation as an easygoing person, and employees
will know that they can speak their mind about problems without reprisal.
 Disadvantage: Managers might be viewed as weak if they accommodate too often.
Using this technique with larger or more important issues will not solve any issues in
a meaningful way and should absolutely be avoided.
c. Forcing Conflict Style
 The forcing conflict style user uses aggressive behavior to get their way.
 Appropriate use:
 Unpopular action must be taken on important issues,
 Commitment is not crucial to implementation,
 Maintaining relationships is not critical, or
 Conflict resolution is urgent.
 Advantage: Managers using this style show that they are strong and will not back
down on their principles. Disputes are solved quickly, as there is no space for any
disagreement or discussion.
 Disadvantage: Managers using this style will be seen as unreasonable and
authoritarian. Handling conflicts by crushing any dissent will not lead to happy,
productive employees, nor will it lead to finding the best solutions in most cases.
d. Avoiding Conflict Style
 The avoiding conflict style user passively ignores the conflict rather than resolve it.
 Avoidance should not be a substitute for proper resolution, however; pushing back
conflict indefinitely can and will lead to more (and bigger) conflicts down the line.
 Appropriate use:
 When conflict is trivial.
  When your stake is not high,
 When confrontation would damage relationship, or
 When time is short, our emotions are high.
 Advantages: Giving people time to calm down can solve a surprising number of
issues. Time and space can give a much-needed perspective to those in conflict, and
some issues will resolve themselves. Managers show that they trust employees to act
like adults and solve issues.
 Disadvantage: If used in the wrong situations, this technique will make conflicts
worse. Managers can seem incompetent if they overuse avoidance because
employees will think that they are incapable of handling disagreements.
e. Negotiation Conflict Style
 The negotiating conflict style user attempts assertive, give-and-take concessions.
 Appropriate use:
 When issues are complex and critical,
 Parties have equal power and differing solutions, or
 A solution will only be temporary or if time is short
 Advantage: Issues can be resolved quickly, and the parties in conflict will leave
understanding more about the other person’s perspective. Compromise can set the
stage for collaboration down the road and allows both parties to feel heard. Managers
using this tactic are seen as facilitating agreement, being hands-on and finding
solutions.
 Disadvantage: No one leaves completely happy. In some cases, one side might feel as
though they sacrificed too much and be unwilling to compromise again in the future.
Managers who rely on this technique will burn up their employees’ goodwill and be
seen as unable to execute collaboration.
8. Describe the inherent bias of LMX theory and how can lead to unintended
consequences ( câu 8, câu 9 chỉ cần tập trung vào in group và out group của LMX, hai
câu này tương tự nhau )
Leader-member exchange (LMX) is the quality of the exchange relationship between a
leader and a follower. This relationship results in higher job satisfaction and better
performance and only extends to the formal employment contract.
How can lead to unintended consequences:
1. Decreased Team Cohesion:
o The division between in-groups and out-groups can lead to a fragmented team
environment. Out-group members may feel excluded and undervalued,
reducing overall team cohesion and collaboration.
 2. Lowered Overall Productivity:
o When out-group members are demotivated due to perceived inequities, their
productivity can suffer. The team may not perform to its full potential if a
portion of its members are disengaged.
3. Increased Turnover:
o Out-group members who feel marginalised and underappreciated are more
likely to seek employment elsewhere, leading to higher turnover rates and
increased costs associated with recruitment and training.
4. Negative Organisational Culture:
o Persistent favouritism and inequities can contribute to a toxic organisational
culture where employees feel that success is more about personal relationships
with leaders than actual performance. This can harm the organisation's
reputation and ability to attract top talent.
Question 6. Discuss the differences between legitimate, reward, coercive, and referent
power.

Legitimate Reward Coercive Referent

Base based on the based on the user’s based on the based on the
user’s position ability to influence user’s ability to user’s skill and
power, given by others with influence others knowledge.
the organization something of value with threat of
to them. punishment or
forceful
performance by
management

Use  Asking  Improve Maintaining

people to employee discipline and
do happiness and enforcing rules
something contentment
that is
within the
scope of
 Increased
their job.
competitivene
 Helpful to ss encourages
use the employees
consultatio work harder
n and contribute
 influencing more
tactic

How to  Increase  Gain/maintain  Gain  Develop

increas manageme control over authority your
e the nt evaluating to use people
power experience performance, punishme skills
, determining nt and
 Work on
raises, withhold
 Exercise your
promotions rewards
authority relationshi
and other
regularly,  Do not ps with
rewards
make rash managers
 Follow
 Find out what threats and peers.
rational
others value
persuasion  Be
and reward
guidelines, persistent
people in that
 Back up way.
your
 Let people
authority
know you
with
control
rewards
rewards and
and
state your
punishmen
criteria for
t.
giving
rewards.

9. Describe the two subgroups that can form under Vertical Dyadic Linkage Theory.
a. Definition: Vertical Dyadic Linkage Theory, also known as Leadership-Member
Exchange (LMX) Theory focuses on how the relationship (or linkage) between a
leader and follower can affect leadership.
b. These relationships fall into two main subgroups:
 The in-group includes followers with strong social ties to their leader in a supportive
relationship characterized by high mutual trust, respect, loyalty, and influence.
Leaders influence with expert, referent, and reward power.
 The out-group includes followers with few or no social ties to their leader, in a
strictly task-centered relationship characterized by low exchange and top-down
influence. Leaders influence with position power.
Remember that membership of these groups isn't fixed. Factors like work style
compatibility, performance, and leader preferences can influence who falls into which
subgroup. Additionally, these groups can evolve over time.
10. What are the benefits of using cross-functional teams?
a. Definition: A cross-functional team is composed of members from different
functional departments of an organization who are brought together to perform
unique tasks to create new and non-routine products or services.
b. Example: Data science team combines multiple analytical disciplines to help
companies design effective strategies and improve internal operations. A data science
team may have members with different levels of expertise, such as collecting data,
building predictive models, interpreting results and overseeing the entire process.
The team often includes engineers, mathematicians, computer scientists and
statisticians.
c. Benefits:
 Improved creative potential: With a wider range of perspectives at the table, teams
can brainstorm and develop solutions that might not have been considered otherwise.
 Coordination is improved: Cross-functional teams break down departmental silos,
fostering smoother communication and collaboration throughout the project lifecycle.
 Offers multiple sources of information: Team members bring their unique knowledge
and data sets to provide a richer understanding of the problem and potential
solutions.
 Members learn new skills: By working alongside colleagues from other departments,
team members gain exposure to new skills and approaches, expanding their
professional repertoire.
 Creates positive synergy: The combined energy, expertise, and enthusiasm of a cross-
functional team can create a powerful synergy that propels projects forward and
fosters a more dynamic work environment.
Câu 11: In Chapter 5, different types of power - legitimate, reward, coercive,
referent, expert, connection, and information power - and influencing tactics were
discussed. What type of power is the charismatic leader most likely to be associated
with and why?
 Referent power is frequently associated with charismatic leadership. Referent power
is the capacity to impact others considering one's mystique, engaging quality, and
individual characteristics. Characteristics Of charismatic leaders include self-
assurance, vision, and the capacity to motivate and inspire others. They might have
an attractive character that draws in others and causes devotion and esteem. Because
they believe in the leader's ability to carry out their vision and attract charismatic
leaders. Although charismatic leaders may also possess other types of power, such as
expert power or connection power, what sets them apart is their referent power. They
 can inspire and motivate others to follow them not due to their formal authority or
control over resources, but rather due to their personal qualities and capacity for
emotional connection. To win over followers, charismatic leaders may employ a
variety of influencing strategies, such as inspiring appeals, developing a vision for
the future, and leveraging their own charisma. They may also use coercive or reward
power, when necessary, but their leadership style is based on their referent power
Câu 12: Describe four key behaviors characteristic of transformational and
charismatic leaders
(Chapter 09)
Transformational and Charismatic Leader Behaviors:
1. Idealized Influence
Description: Leaders set an example by demonstrating high ethical standards, integrity,
fairness, and reliability. They inspire trust, respect, and confidence among their
followers.
Behaviors:
 Committing strongly to goals and ethical principles.
 Acting with integrity and fairness.
 Building trust through honesty and consistency.
 Showing confidence and optimism.
Transformational Leader: Who is admired, respected, and trusted. They demonstrate
high ethical standards and strong principles. Their actions and behavior build trust and
respect, encouraging followers to emulate their example.
Charismatic Leader: Have a magnetic personality that attracts and inspires followers.
They display confidence and strong moral conviction, often taking bold actions that earn
admiration and loyalty. Their charisma creates a strong emotional connection with
followers.
2. Inspirational Motivation
Description: Leaders motivate their team by clearly communicating a compelling vision
of the future. They use enthusiasm and clear expectations to inspire and encourage high
standards of performance.
Behaviors:
 Sharing a clear and inspiring vision aligned with the organization's values.
 Setting clear expectations and encouraging excellence.
 Motivating and inspiring followers to work towards the vision.
 Demonstrating enthusiasm and optimism.
Transformational Leader: Communicate a clear and exciting vision of the future. They
set high expectations and inspire followers with their enthusiasm and optimism. By
sharing their vision and showing confidence in their followers, they motivate everyone
to work towards common goals.
Charismatic Leader: Can communicate a captivating vision that excites and motivates
followers. They use powerful symbols and emotional appeals to rally people around their
ideas. Their passion and commitment to their goals inspire followers to work towards
achieving them.
3. Individual Consideration
Description: Leaders support their team by understanding and addressing each person's
unique needs and aspirations. They mentor and provide opportunities for growth,
fostering a supportive environment.
Behaviors:
 Listening to and understanding individual concerns.
 Providing personalized coaching and mentoring.
 Encouraging ongoing learning and development.
 Recognizing and celebrating individual achievements.
Transformational Leadership: Pay attention to the individual needs of their followers.
They provide personalized support, coaching, and mentoring to help each person grow
and develop. By recognizing and nurturing individual talents, they create a supportive
and encouraging environment.
Charismatic Leader: While not as emphasized as in transformational leadership,
charismatic leaders also recognize and address individual needs. They provide personal
guidance and support, forming strong, emotionally charged connections with their
followers. This personal attention helps build loyalty and dedication.
4. Intellectual Stimulation
Description: Leaders encourage creativity and innovation by challenging conventional
thinking. They support risk-taking and welcome new ideas, creating an environment that
values innovative solutions.
Behaviors:
 Encouraging questioning of assumptions and new approaches to problems.
 Promoting critical thinking and problem-solving skills.
 Supporting exploration of innovative solutions.
 Creating a safe space for experimentation and learning from mistakes.
Transformational Leader: Encourage innovation and creativity. They challenge followers
to think critically and explore new ideas. By fostering an open-minded environment,
 they promote problem-solving and support followers in taking risks to find better
solutions.
Charismatic Leader: Encourage followers to think independently and challenge the
status quo. They promote creativity and innovation by introducing new and
unconventional ideas. Their visionary approach inspires followers to explore new
possibilities and embrace change.
Key Distinctions
Transformational Leaders: Focus on developing their followers and fostering growth,
creativity, and ethical behavior. They aim to transform both individuals and the
organization by addressing personal and collective goals.
Charismatic Leaders: Rely on their personal charm and emotional appeal to inspire and
mobilize followers. They focus on their own vision and how followers can help achieve
it, often through dramatic and bold actions.
⇒ While both types of leaders inspire and motivate, transformational leaders emphasize
development and ethical growth, whereas charismatic leaders emphasize personal
influence and visionary appeal.

Câu 13: Despite the benefits of diversity bị, some have described it as a "double-
edged sword." Explain why.
When something is said to be a "double-edged sword", it means that it has both positive
consequences and negative consequences.
Diversity means having or comprising different things. Diversity in the workplace means
you have team members from different backgrounds and capabilities. This is beneficial
to an organization as it ensures increased creativity, high innovation, better decision
making and better production. These are some of the positive effects of diversity.
Diversity in the workplace has some negative effects as well. These include but are not
limited to, increased conflict due to differences in beliefs and capabilities, slower
decision making when trying to incorporate individual needs and poor communication
due to misinterpretation and difference in understanding.
Diversity is said to be a "double edged sword" since it has both positive and negative
effects as seen in the above discussion.
14. The essence of the strategic management process is adapting to change.
Discuss. (Chương 11)
- Nêu định nghĩa của strategic management process: slide số 7
- Nêu 5 bước của strategic management process: (slide số 6, các slides sau là chi tiết
từng bước của process: slide 8 đến slide 23)
- Đề bài nhận định rằng Bản chất của quá trình quản trị chiến lược là thích nghi với
sự thay đổi, thì có thể phân tích 1 vài ý có trong process để liên kết với sự “change”-
thay đổi:
+ Scanning the external environment: This involves identifying trends, threats, and
opportunities that could impact the organization.
+ Assessing internal capabilities: Regularly evaluating strengths, weaknesses,
resources, and competencies helps identify areas for improvement and potential
advantages.
+ Formulating flexible strategies: Developing plans that can be adjusted based on
changing circumstances ensures the organization stays on track towards its goals.
+ Monitoring and evaluating performance: Regularly measuring progress and
tracking the effectiveness of chosen strategies allows for course correction when
necessary.
-Nêu ví dụ: The COVID-19 pandemic highlighted the need for strategic management
in healthcare. Organizations had to quickly adjust to change in patient needs,
regulatory requirements and the availability of resources.
15. Describe the role of leadership in creating a learning organization culture.
(Chương 12)
- Nêu định nghĩa của Learning organization: A learning organization is skilled at
creating, acquiring, and transferring knowledge, and at modifying behavior to reflect
new knowledge and insights. (slide 22)
- The role of leadership in creating a learning organization culture:Leaders must
develop knowledge-integration capabilities. (slide 21)
(phần này trong slide 21 là nói chung cho cả leader và followers nên mình cần tìm
thêm cái riêng của leader hay leadership ấy). VD:
+ Defining and communicating the learning vision
+ Creating an environment that encourages learning
+ Modeling learning behaviors
+ Empowering employees and promoting autonomy
+ Encouraging reflection and feedback
+ adapting to change
-VD: Google and Microsoft have leaders who emphasize a learning culture through
initiatives like 20% time for personal projects and the “growth mindset” philosophy,
encourage employees to learn and innovate.
16. Briefly describe the three stages of a crisis management plan
(Chương 12)
- Nêu định nghĩa Crisis: A crisis is a low-probability, but high-impact event that
threatens the viability of an organization and is characterized by ambiguity of cause,
effect, and means of resolution, as well as by a belief that decisions must be made
swiftly.
- 3 stages of a crisis management plan: slide 9
+ Pre-crisis planning
+ Leading during a crisis
+ Adapting after a crisis
Các slide 10, 12, 14 là chi tiết cho từng stage.
-Nêu example.

1. In your case, can college students really develop their leadership skills
through a college course? Why or why not?
In my case, I think college students can develop their leadership skills through a
college course.
We take part in group projects and tasks that require teamwork and solving issues.
Through participation and leading the group, we can learn to manage conflicts,
motivate the team...
College students take on leadership roles, such as club leaders, event organizers or
student representatives.
Management and leadership courses at university can also contribute to the
development of students' leadership skills.
However, to develop leadership skills, students need to have a mindset for self-
learning and additional practice: reading books on leadership, participating in online
courses, engaging in volunteer activities…

2. In your opinion, can a leader maintain a personal friendship with some

members of his or her work group or team without creating the perception of in-
groups (those in his or her social circle) and out-groups (those outside his or her
social circle)?
In my opinion, a leader can maintain a personal friendship with members of their
work group or team without creating the perception of in-groups and out-groups.
However, it requires leaders to be fair and unbiased.
A leader can maintain personal friendships by being transparent, treating all team
members fairly, and ensuring equal opportunities for everyone. This helps minimize
awareness of favoritism.
3. Do you agree that time is an important situational factor to consider in
selecting a leadership style for the situation? Explain.
I agree that time is an important situational factor to consider when selecting a
leadership style for a given situation.
In situations where quick decisions, a directive leadership style might be more effective.
Different stages of an organization's life cycle may require different leadership styles.
For instance, a start-up may need visionary leadership, while a mature organization may
require more strategic and process-oriented leadership.

4. What do you say to those who argue that tactics used by followers to get noticed
by their leader (such as impressions management, ingratiation, and self-promotion)
are shameful and self-serving and should be avoided?
To those who argue that tactics used by followers to get noticed by their leader (such as
impressions management, ingratiation, and self-promotion) are shameful and self-
serving and should be avoided, I will tell them about the two-sided nature of this issue.
The use of tactics such as impressions management, ingratiation, and self-promotion is a
double-edged sword. While these tactics can help individuals get noticed and advance
their careers, relying too much on them can raise ethical issues and damage genuine
relationships. Leaders and followers should aim for a balance, valuing competence and
authenticity.

5. Can someone have a successful career by aspiring to be an effective follower?

Explain.
Yes, someone who can have a successful career by aspiring to be an effective follower
They have effective listening skills, goal-oriented behavior, self-motivation, and a problem-
solving skills. An effective follower doesn't blindly follow their leaders; they have the
courage’ to question any wrongdoings.
6. Teams are often credited with making better decisions than individuals, yet they are
also criticized for groupthink. What are some strategies for creating effective teams
that don’t fall victim to the groupthink phenomenon?
Groupthink is when a group prioritizes harmony and conformity over independent thinking.
Some strategies for creating effective teams that don’t fall victim to the groupthink
phenomenon are: Promote healthy debates, Encourage individual thinking and decision-
making, Establish decision-making processes, Often assess and discuss team behavior…
7. What is the key to creating cross-functional teams in which team members put the
good of the team ahead of functional self-interest?
A cross-functional team is composed of members from different functional departments of
an organization.
The key to creating cross-functional teams where members prioritize the team's success over
functional self-interest is to establish clear common goals, build respect and trust, manage
conflicts effectively, and encourage continuous learning…
8. Identify and describe any team you have been a member of, or know about
otherwise, that has a strong norm of teamwork that all members support.
Team norms are acceptable standards of behavior that are shared by team members. Norms
influence how team members perceive and interact with one another, approach decisions,
and solve problems.
I used to work and participate in group work at MOTOGO company. At this company, the
marketing team has a strong ethic of teamwork. This group regularly meets to evaluate
marketing strategies, analyze the market and build advertising campaigns. Members not
only work independently but also share information, ideas and resources to achieve common
goals. They use market research and analytics tools to evaluate the effectiveness of
campaigns and adjust strategies in real time. In addition, the marketing team regularly
collaborates with other departments within the company such as product development and
sales to ensure that the marketing strategy is aligned with the overall needs and goals of the
company. This cooperation helps enhance the synchronization in business activities and
brings positive results for MOTOGO in the market.
9. What role did the team leader play in making this possible? What are some of the
key indicators of team dysfunction?
In making a strong norm of teamwork possible, the team leader plays a crucial role: Setting
the tone, Clear expectations and goals, Building trust and psychological safety, Facilitating
communication and collaboration, Encouraging learning and growth
Group dysfunction refers to impaired functioning in groups, teams, or organizations due to
ineffective dynamics, interactions, or decision-making processes, hindering overall goals.
Key indicators of team dysfunction include:
- Poor communication
- Low trust and psychological safety
- Ineffective decision-making
- Unresolved conflicts
- Lack of shared goals or alignment
- Low accountability
- High turnover or absenteeism
10. How would you assess communications in organizations?
Evaluating organizational communication is an important process to ensure effective and
productive communication channels, and to achieve organizational goals. Here are the steps
and factors to consider that I think should be done when evaluating communication in the
organization:
Defining the assessment objective
Gather Information
Identify stakeholder groups
Evaluate communication channels
Check Message Clarity
Evaluation of feedback mechanisms
Consider cultural and diversity factors
Consistency check
Reviewing Crisis Communication Plans
Collecting Employee Opinion
Compare with best practices
Measure communication performance metrics
Create an action plan
Monitor and adjust
11. Give examples of good and poor communications in organizations. State
your plan for improving your listening skills
Communication skills are the abilities you use when giving and receiving different
kinds of information. Communication skills involve listening, speaking, observing,
and empathizing.
Examples of good communication in organizations: The first is active listening. The
next is adapting your communication style to your audience. Volume and clarity is
also an example of good communication
Examples of poor communication in organizations: First, it is unconfidence. The next
is a lack of respect. Not empathy is also an example of poor communication.
My plan for improving my listening skills:
- Be present
- Maintain eye contact
- Avoid interrupting
- Practice empathy
- Avoid assumptions
- Take notes
- Paraphrase and summarize
- Practice active listening
- Seek feedback
- Practice regularly

12. Should leadership be the manager’s job, or should leadership be a shared

process?
In my opinion, leadership should be both the manager’s job and a shared process
because organizations need flexibility.
Leadership is the ability of an individual or a group of people to influence and guide
followers or members of an organization, society, or team.
Leadership should be the job of the manager as it is the essence of the position. They
articulate a clear vision, establish achievable goals and provide followers with the
knowledge and tools necessary to achieve them. In business, individuals who exhibit
leadership traits can ascend to executive management or C-level positions, such as
chief executive officer (CEO), chief information officer (CIO), and president.
Shared leadership positively influences the way a company operates because this
model encourages and values personal initiative. When employees feel empowered to
do what they know they need to do instead of waiting to be told, productivity and job
satisfaction increase.
In summary, both of these forms of leadership are important and should be present in
any organization and company. If an organization only has a manager who holds all
the power, the organization will be extremely constrained, and employees will not
have the opportunity to develop their full potential. If an organization only has shared
leadership, the leader will gradually lose his role and become no longer important in
the organization.
13. Are you interested in sharing leadership, or do you prefer to be a follower?
I prefer sharing leadership to being a follower
If I am a leader, I like sharing leadership because it benefits my employees and
organization a lot. When employees feel empowered to do what they know they need
to do instead of waiting to be told, productivity and job satisfaction increase.
If I were an employee, I would love this leadership style because it brings a lot of
benefits to me. When empowered, I will be more proactive in my work, gain
leadership experience, can becoming a leader in the future.