Think of yourself in a current or past position of leadership (large or small). What is/was most… 1 answer below »

Think of yourself in a current or past position of leadership (large or small). What is/was most rewarding and most frustrating about the experience? How does this chapter help provide context for that experience? Please Read from the text:

Chapters 10 & 11 Mumby, D.K. (2013)Organizational Communication: A Critical Approach.Los Angeles: Sage Publications

I need a response to these discussion boards answer and please keep in order.

THOMAS1- I believe that the Situational Approach is one of the best methods to approach leadership. All of us are very unique and need to be lead in a way that will help us experience joy in the workplace and reach our full personal and professional development potential. I have found this approach very beneficial for two reasons. First, it forces me to get to know my team members in a meaningful way and identify their skills and weaknesses. Second, it allows me to meet my team members where they are and adjust my leadership techniques to influence them in a way that will help our organization meet their objectives. Additionally, it indicates to my team members that they are valued and respected and an important member of our team. Finally, when a team member can grow personally and professionally as a result of my leadership style there is nothing more rewarding for all parties involved. Thank you for great post.

MICHEAL2- I also find that transformational leadership also enables the leader to focus on more long-term goals, both from a personal and organizational standpoint. As the transformational leader continues to build the capabilities of his or her team by enabling them through training or removing obstacles, the team ends up relying less on the leader from an overall direction standpoint. The leader eventually works in more of a support role, which gives them the opportunity to focus on bigger picture items. Mumby states that the transformational leader must "get to know followers' needs, aspirations, abilities, and so fourth so they can be challenged to exceed themselves and take on leadership roles in their own right" (2013, p. 265). The first manager that I had at Frito taught me bits and pieces of his job, so when an opportunity arose, I was ready for it. After getting the promotion, the best piece of advice that he gave me was to teach others how to do your job, so that you can be freed up to learn the job ahead of yours. I've always tried to follow his advice and it's worked out so far.

ANTHONY3- This chapter reveals several leadership perspectives, showing that there is more than one way to see things. In my career of coaching, I have experienced several rewards and frustrations; I have a tremendous opportunity to impact and influence the lives of young men. In doing so, I can certainly relate to the “new leadership” studies as discussed my Mumby, approaches include: transformational, symbolic, and followership.

The most rewarding aspect for me is to teach my players about life; commitment, success, adversity, and being a good teammate. A symbolic action is relevant in the way leadership is regarded as a process of interaction rather than a thing. As we know, communication is a critical component to being an effective leader. To do so, I have to set a clear vision for the followers, and make sure they have an appropriate view of our organization. Transformational leadership is important in establishing growth and development as a person and a player. I must challenge them to think beyond their self-interest and focus on what they can do to be a good teammate to strive towards the common goal of the team. This is one of the reasons we don’t appoint captains, our coaches want to create multiple leaders. We think that assigning them restricts one’s ability for growth and development. Mumby agrees, “The goal of transformational leadership is to give followers the skills to engage in their own forms of critical thinking and empowered behavior” (Mumby, 2013, p. 266). Finally, followership illustrates a total team effort in that leaders don’t exist without followers. We flourish together, and our success is constructed through relations of the leader-follower.

The most frustrating aspect of coaching is when an individual or group underachieves. Although it’s difficult to deal with, there are typically reasons for poor results. Some of these issues include: coach ability – think that they know it all, and uncommitted – not trusting the process. These problems are not uncommon, but it is a challenge for a leader to identify the issue and provide the appropriate actions. I typically try to get a better understanding of the individual so I can find the root of the problem. From a leadership perspective, I need to understand where these issues lie and the individual’s personality/behaviors to address the problems. I also need to reanalyze my approach so I can make any adjustments to relate to that individual. In looking back on the perspectives within the chapter, I need to identify: where the under performance lies, the meaning of teamwork, missing intangible from team interaction, recognize successes, and identifying the different views within the organization. The best leaders are able to overcome these obstacles in working together to maximize individual and team potential.

SARAH4- While I am still waiting in line to be the future leader that I want to be, I have still had some experience with leadership when it comes to taking on projects and being the main point of contact and knowledge for that project. When it comes to leadership, there are several instances of reward and frustration. The most rewarding aspect about being a leader, to me, is that moment when everything and everyone is in sync and working in unison. The most frustrating part, is when everything seems to fall apart and people get frustrated. I notice this frustration most when the communication level drops, or individual or group goals are not set or achieved in time, and it makes me question my skills and how I identify and influence people as a leader, so I really related to chapter 11. When reading about leadership as a symbolic action, a feature of this approach is “that leadership is not a thing but, rather, a process that emerges and is reproduces in an ongoing manner through the daily sense-making activities of organization members.” (264) This makes me think of my place in leadership as not a role, but a person who helps the process of why we are doing certain things because of the benefit they will produce. Critical communication perspective also allowed me to more clearly define the way I communicate with transformational leadership was also helpful to relate to my experiences. Transformational leadership “involves 1. Charisma/inspiration 2. Individual consideration 3. Intellectual stimulation. I feel like this will help me in the future when people start to get frustrated and communication lacks because it will allow me to use these aspects to get everyone back on track.

150 words min for each response,

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