The s Theory Of Level I And Level II Leadership - 964 Words

â€Å"Where there is no guidance the people fall, but in abundance of counselors there is victory† Proverbs 11:14 (Dake’s Annontated Reference Bible). Everyone on this earth follows someone and as Christian leaders, we follow our Lord in all things. It is imperative that Christian leaders Council their employees so that they are able to grow and become honest and dependable members of their organization. Leaders come in many forms and use different styles of leadership but it is important that Christians use the Lords teachings, honesty, integrity, and rational thinking when leading others. This paper will elaborate on Clawson’s theory of Level I and level II leadership and whether Christian leaders to have a Christian worldview can use one†¦show more content†¦This is a very cold and impersonal way to be a leader and is not the type of leader that Christians should strive to be. These types of leaders simply make decisions based on the observations that they had seen. Level One leaders do not understand the importance of making decisions and how minor or insignificant decisions may actually affect a person’s life or the destiny of the organization(Riaz Khalili, 2014). Sometimes leaders forget that their actions and decisions affect other people and that we should always consider other people and their needs. As Christians, it is important that we strive to embrace our Lord and help others when we can and that we should not dictate to others and we should never try to be a Level One leader. Level II leadership Level II leadership is based around the idea that people or mature and rational adults it focuses on rationality, gathering information, data, rationale, arguments, and applies these things to inspire or persuade others (Clawson, 2012). Leaders who practice level II leadership attempt to influence the way others think by convincing them to change their mind based on the evidence that they are presented with. This is similar to a transactional leader who solves problems using rationality and logic (Riaz Khalili, 2014). Level II leadership tries to persuade its employees thinking by getting them to use rational decision-making, which isShow MoreRelatedSituational Leadership Theory Of Leadership Essay1214 Words   |  5 PagesSituational leadership can be defined as a concept that helps understand leadership in terms of changing environment. Situational leadership theory was developed in 1969 by Paul Hersey and Ken Blanchard. This type of leadership depends upon each individual situation. This theory requires an individual to analyze the needs according to a particular situation and then act towards it. Ability or maturity of the followers are equally important than leader who leads the situation. 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Diversity and Inclusion for Race and Ethnic Group - myassignmenthelp

Question: Discuss about theDiversity and Inclusion for Race, Age and Ethnic Group. Answer: Introduction Work place diversity refers to the existence of variety of differences in an organization. Diversity encompasses, gender, race, age, ethnic group among others. For multinationals, diversity has been an issue because it comes with different challenges, therefore, companies have got to realize that they will be willing to spend more resources to manage diversity in the work place. The success of a company depends on its ability to embrace multicultural diversity and realize the benefits (Trompenaars and Hampden-Turner, 2015). Todays organizations are highly diverse and therefore the ability to work in such an environment for the employees is critical for the overall success of the organization. The values through out the organization drives the organizations culture. There is the need to ensure that workers feel understood respected and recognized. For employees to be productive, the need to feel that their concerns and ideas are being valued and heard. These conditions motivate and pr ovide momentum for a strong performance in their jobs. It is a major challenge for an employee to work in a multicultural environment, because other employees have got different beliefs and conventions that are very different. These differences between cultures sometimes lead to resistance to leadership because some do not understand and trust each other (Kerwin, 2010). There are benefits that come with this type of organization, first, diverse organizations get diverse talents and experiences and therefore there is plenty of diverse solution that is offered in the organization. Summary of two companies The following are multi national companies that have created policies on workplace diversity in Australia to promote inclusivity and diversity. Coca Cola Coca Cola is a multinational that has a worldwide appeal. For this reason, the company has a clear diversity and inclusion policy as it has realized that it benefits greatly from the experience, skills and commitment of the diverse range of employees who work in the company. In order to ensure that customers get the best services, the company has placed a lot of emphasis on ensuring that all employees are treated appropriately and in a respectful manner(Kerwin, 2010).. This has been aligned with the companys values of caring for the employees and acting with integrity. The policy sets out to create a policy of respectful work environment in which no one is discriminated against on the basis of Age, Disability, sexual orientation , gender or gender reassignment,race, religious or political beliefs or any other characteristics. This policy applies to all people working for the company including consultants, advisors, employees , workers e.t.c. The policy covers al aspects of employment including, hiring, training, promotion, appraisal, disciplinary and termination of employment (Trompenaars and Hampden-Turner, 2015).. The policy has created rights that rae to be enjoyed by all employees and people who work for Coca Cola. Marriot Hotel Marriott hotel has valued inclusion and diversity since 1927, the foundation of the hotel has been built upon the happiness and well being of associates and the company has realized that embracing differences is a critical factor in it achieving success. As a global brand with a desire to grow its portfolio globally, diversity and inclusion has been made a fundamental in the companys business goals and values. Marriott has identified three pillars of employee wellbeing; One, is that the employee needs to feel good, second, is the role of the company in the society. Putting people first , irregardless of their cultural background has put Marriott hotel on top of global standings of companies that value inclusivity and diversity(Clark, Putnam and Fieldhouse, 2014).. One of the main values of the hotel is to maintain global diversity. At Mariot diversity and inclusion in promoting family and unity is the key foundation of the company. The management has created an inclusive environment that supports retention and advancement after hiring and also developing an inclusive and diverse workforce ,. Ownership, supplier base and clients. Marriotts hotel has commited itself to inclusion and diversity which extends to global markets , where the company works with local communities to create opportunities, foster positive sence of well being and value differences. Some of the policies that Marriott Internationla has adopted are known as diversity and inclusion. It has put in place policies concerning multicultural people (Trompenaars and Hampden-Turner, 2015).. There is a language program for foreign workers. There was even a campaign dubbed For you, Were Marritt concerning the sexual orientation of people.The Be with us campaign sponsors LGBT rights and also the company has been a member of the national gay and Lesbian Chamber of Commerce. There is a misconception about what multiculturalism means in a company, and I think this happens because, given the complexity of the topic, it is preferable to simplify it and leave it as an inspiring statement within the values of the organization. Nowadays, almost all companies face the reality of having collaborators or clients of different nationalities, to some degree we are all exposed to interact using codes that are not necessarily homologated and that can therefore hamper a negotiation or working relationship. Policies and strategies to promote effective multicultural teams Monoculture Level: No matter how many nationalities are part of the workforce, these organizations dominate the culture of the dominant group, which is usually the nationality where the company originated. Although the company originated in a particular country, the greatest number of managers and directors came from another country, and they with their modeling had defined the monoculture of that organization (Parekh, 2011). Another general feature of these organizations is that their decision-making levels remain in the hands of people coming from the dominant cultural group. In some cases it even has explicit discrimination policies for these positions. Non-discriminatory level: It is an organization that complies with the regulations regulated by law (where they exist) for the inclusion of minority groups, from the racial, gender and disability point of view. Companies at this level have begun to implement some actions aimed at the organization as a whole to pass from an ethnocentrism state and begin to appreciate the wealth that exists in diversity. Even their culture has not changed but a process of awareness has begun on the subject (Chybicka and Kaz?mierczak, 2007). Multicultural Level: Companies that have reached this level reflect through their behavior, values and policies, the contributions and interests of the various cultural and social groups that inhabit it. They are organizations defined by openness and integration, where prejudice has disappeared because it is an uncompetitive practice and where skills and professionalism are rewarded above race, cultural origin, gender or sexual preference. These organizations base their actions in: Acceptance of cultural, ethnic, religious, linguistic or racial differences and their positive assessment. The coexistence in the company is made on a common basis and respecting different trends (Thyer, 2010). Defense and explicit claim of the right to difference, the right to be different in beliefs, ethnic ascription, etc. The accent is placed on difference as a right, on the same level as other situations, for example sex-gender. General recognition of the equality of rights and duties. Some specialists point out that there is an additional level and that of "Interculturality". The term emerges in the educational field and receives contributions from sociology, anthropology and psychology. This concept tries to overcome the shortcomings of the concept of multiculturalism, which denotes a static situation, it tries to reflect, in a dynamic way, the interaction of different cultures with each other. intercultural represent the revitalization of multiculturalism, providing the necessary dynamism and dimension of interaction and interrelation between distinct cultural groups (Kelley and Fitzsimons, 2000). This definition highlights the idea of synthesis, of the creation of a new culture. Unlike the cultural fusion model, where there is a loss of one's identity, it involves the elaboration of original models coming from cultures that are incorporated into the reinforced and renewed organizational culture. Precisely this is what organizations that have " interculturalized ". Through the balance of elements of cultural diversity that integrate it, added to the characteristics of the company have built a distinctive organizational culture that is able to evolve every time the organization requires (Clark, Putnam and Fieldhouse, 2014). Richard D. Lewis in his book "When cultures collide", groups cultures into three categories and from there establishes a gradient of nuances for specific geographic groups. Lewis, notes that cultures can be grouped into: Active-linear: Task-oriented, highly planned. In these cultures, people consider it right to do one thing at a time and focus on deadlines. Examples: German, Swedish, Swiss and Dutch. Leaders in active-linear cultures tend to be task-oriented (they seek technical skills, value facts and logic) and results. Multi-active: People- they are very talkative. Flexible with schedules and punctuality (Clark, Putnam and Fieldhouse, 2014). Meetings with them tend to spread because the interaction is valued. Examples: Italians, Arabs, Spaniards, Portuguese, Latin Americans. Leaders from multi-active cultures tend to be outgoing and employ their ability to persuade and inspire. Reactives: Introverts, tend to listen and are respectful. They like to concentrate on what the interloc utor says. They often speak in monologues and tend to express their ideas using passive voice. Examples: Japanese, Chinese, Finnish and South Asian. Leaders in reactive cultures are also people-oriented, yet they exercise leadership through knowledge, patience, and control. They demonstrate modesty and courtesy even when they are in charge and work to create a harmonious environment that supports the work teams. As Lewis explains, these are observed patterns, but they can not be considered an unwavering rule because each individual is the result of their own experiences at home, school and society, so their behavior is unique and differentiated(Kottak, 2015). Other tool that is used very frequently when planning a strategy to mobilize to a company towards "interculturality" is the one developed by the Hofstede Center. Distance of Power: it analyzes how people in each country accept hierarchical structures and accept inequities under the view that authority is not discussed . Individualism: evaluates the individual's perception of who should take charge of his destiny. In sociology they call this the locus of internal control. Masculinity: In societies where this value is high, the orientation is towards success and achievement. On the contrary, when it is under orientation it is towards quality of life and concern for the other. Avoiding uncertainty: Here is measured how society handles uncertainty. Long-term orientation: Degree in which a society shows a pragmatic oriented perspective to the future, instead of a conventional historical perspective, or a short-term perspective (Clark, Putnam and Fieldhouse, 2014). With these two tools a consultant creates a map of patterns that will guide him along with the values of the organization as well as the traditional behaviors of the same where to focus on the work of joint construction of multicultural visions. Recommendations Promoting diversity is one of the ways to foster an open minded, global culture company. One of the ways of promoting a culture of inclusivity and diversity is by committing to boost cultural competency. This can be through educating oneself. Employees should be encouraged to learn about different cultural traditions and the ways to approach work with diverse people. The second method to enhance diversity is by actively seeking new ideas and perspectives from people who are from different cultures (Hollis, 2004). This shows that their perspectives are embraced and valued. Treat others how they want to be treated and especially those from different backgrounds , each employee should be encouraged to treat others well. The company may chose to observe holidays, traditions and celebrations and encourage colleagues to get involved. It is also important to know colleagues from diverse backgrounds on a personal level which deepens the other employees understanding of the different cultures and also promote a welcoming and inclusive work place. Conclusion The two companies Coca Cola and Marriott hotels has embraced diversity and inclusivity in the respective companies. They have enhanced this by making policies that enforce this culture in the company. Benefits of multiculturalism The companies that have chosen to manage multiculturality report benefits that at first are imperceptible but that gradually become important differentiators of their competitors. Some of the advantages observed are: Easy to penetrate new markets: An intercultural enterprise is facilitated to enter new markets, since many of the initial cultural barriers have already been solved (Hollis, 2004). Improved work climate: Many of the internal problems fail to exist when the values are shared. This means that employees feel a better working environment, feel more comfortable and satisfied. This in turn helps reduce costs as staff turnover decreases. Benefits when recruiting: Organization the multi-cultural teams that have managed their multiculturalism aspect and usually succeed to hire more skilled, open and unprejudiced staff. Increases innovation: The diversity and richness of well-managed human resource contributes to more innovations as new ideas are brought in. Multicultural teams create environments conducive to innovation and creativity (Kennedy, 2008). Level of multiculturalism or interculturality in an organization is a complex task that requires in principle a firm conviction of the top management. It is not something that is achieved overnight but you can start by taking small steps through working with small teams and gradually go encompassing the company in its entirety. References Chybicka, A. and Kaz?mierczak, M. (2007).Appreciating diversity. Cracow: Oficyna Wydawnicza "Impuls.." Clark, T., Putnam, R. and Fieldhouse, E. (2014).The age of Obama. Oxford: Manchester University Press. Hollis, K. (2004).Liberating voices. Carbondale: Southern Illinois Univ. Press. Kelley, M. and Fitzsimons, V. (2000).Understanding cultural diversity. Sudbury, Mass.: Jones and Bartlett. Kennedy, D. (2008).Putting our differences to work. San Francisco: Berrett-Koehler Publishers. Kerwin, L. (2010).Cultural diversity. New York: Nova Science Publishers. Kottak, C. (2015).Cultural anthropology. New York, NY: McGraw-Hill Education. Parekh, B. (2011).Rethinking multiculturalism. Basingstoke: Palgrave Macmillan. Thyer, B. (2010).Cultural diversity and social work practice. Springfield: Charles C Thomas Publisher. Trompenaars, A. and Hampden-Turner, C. (2015).Riding the waves of culture. London: Nicholas Brealey Publishing.