Development Journal Of Business Quarterly †Myassignmenthelp.Com

Question: Discuss About The Development Journal Of Business Quarterly? Answer: Introducation There are differences between traits and behavioral theories of leadership. Trait theories of leadership believe that leaders are born and that people cannot be taught or nurtured to become leaders (Dinh, et al.2014, p.50) while behavioral theories of leadership advocate that leaders are made by being taught and nurtured to acquire the needed skills that can enable someone to become a leader (McCleskey, 2014, p.117). Trait theories describe leaders in terms of personal characteristics possessed by the leader such as intelligence, self-confidence, and determination and this is the reason they advocate that leaders cannot be made because these traits cannot be taught. On the other hand, behavioral theories describe leaders in terms of what they do and the roles they play such as listening, encouraging and empowering other people. Some aspects of the theories are true because some traits and behaviors are common in most of the leaders such as intelligence (Antonakis, and House, 2014, p.760). The organization can select and develop effective leaders by identifying people who can build trust easily, strong communication skills, good listening skills and ability to motivate others. The identified persons are then taught, nurtured and instilled in them leadership skills that can be taught (Stoller, 2014, p.235). The organization trains the selected people to become effective leaders. Skills to be taught include empowering other people and encouraging others Organizations need to motivate employees so that they can feel comfortable. To achieve this, organizations have to pay their staff what they are worth (Cerasoli, et al.2014, p.980). Employees should be compensated well so that they can get value for their offered services. To motivate their staff, great working places ensure that their employees have an opportunity to develop their careers. The employees should be trained to ensure that they gain skills that will enable them to further their careers. The employees are also motivated when the organization creates a conducive working environment and culture that will ensure that employees are happy and they have the needed energy to perform their roles well. The organization should also set clear goals that are well communicated. This will encourage the staff because they know what they should achieve and when they do so, they feel motivated. The organization should allow the employees to lead and have a chance to work creatively without strictly following routine ways of performing the duties (Durant, et al.2006, p.510). This enables the employees to feel like leaders, and they have a chance to put their creativity and innovation to good use, and this will make the organization one of the best to work for. Revenge is a drama series created by Mike Kelley. I loved the television series, but my friend did not like it because of various factors. One of the factors is the background of the series. The series begins by showing events that happened later in the series and my friend hated this very much because it created a lot of unnecessary suspense. The other factor that is causing different perceptions towards the series is the value and beliefs. The series is advocating for revenge. This is contrary to what we are told in school and churches as we are told we should not practice tit for tat because it is not a fair game. The series was against my friend's beliefs, and that is why he hated it. The other factor is past experience. Past experience can cause someone to have different opinions to what other people are enjoying. The main character in this drama series has relationships with other so that he can hurt them in the process of accomplishing her mission of revenge. My friend experienced such cruelty from someone else, and he was very hurt. The drama advocates for what my friend hates and that may be the reason he does not like the film. The elements identified for successful teamwork are true. For instance keeping a small team with consistent membership is very important as this will make the team be manageable and be well coordinated (Weller, et al.2014, p.152). This coordination will enable the team to have effective team performance .other conditions for making the team to be successful is to have enabling team structures. This will help the team to be motivated and feel valued. This will encourage them to take responsibilities and also be able to receive feedback based on their efforts (Weaver, et al.2014, p.366). The other conditions that the team operations should be well managed to ensure there is the availability of the needed resources, team information and even team education. The steps to take in early teams life include setting the vision and picture of the work to be done. This will be followed by setting up the common goal of the team, then knowing the team members and their capabilities. The next step will be to define roles to each team member to avoid conflicts in the team (Hurlburt, et al.2014, p.165). The next step will be planning how the goals of the team will be achieved. After this, as a leader will be required to communicate to the team concerning team goals, instructions, and roles of each member. The last step will be to find the correct tools to manage the team. The projects to be delegated are the one which does not form creative core of the business. Core projects to the business should not be delegated because any mistake will harm the business adversely (Bauer, and Becker, 2014, p.220). Samantha should not interfere with the delegated activities, but she should not lose much control. This will be ensured by making sure there is a collaboration between her and the person to take up the responsibilities. During this time, she can set the responsibilities of the new person in charge so that there is less loss of control (Shin, and Strausz, 2014, p.500). Communicating clearly to everyone in the organization will also help to delegate without losing control because the delegated duties will be performed well as employees know what is expected to be achieved. Executives should not control projects just to maintain their authority. Some people in the organization are more suited to manage some projects than the executives because they have more knowledge, skills and even experience in such projects and failure to delegate such projects will lead to poor results (Erat, 2013, p.275). Tasks that executives should never delegate include crisis management, investor relations, discipline, praise, and recognition. The other task is motivation and reorganization. References Antonakis, J. and House, R.J., 2014. Instrumental leadership: Measurement and extension of transformationaltransactional leadership theory. The Leadership Quarterly, 25(4), pp.746-771. Bauer, M.W. and Becker, S., 2014. The unexpected winner of the crisis: The European Commissions strengthened role in economic governance. Journal of European Integration, 36(3), pp.213-229. Cerasoli, C.P., Nicklin, J.M. and Ford, M.T., 2014. Intrinsic motivation and extrinsic incentives jointly predict performance: A 40-year meta-analysis. Psychological bulletin, 140(4), p.980. Dinh, J.E., Lord, R.G., Gardner, W.L., Meuser, J.D., Liden, R.C. and Hu, J., 2014. Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The Leadership Quarterly, 25(1), pp.36-62. Durant, R.F., Kramer, R., Perry, J.L., Mesch, D. and Paarlberg, L., 2006. Motivating employees in a new governance era: The performance paradigm revisited. Public Administration Review, 66(4), pp.505-514. Erat, S., 2013. Avoiding lying: the case of delegated deception. Journal of Economic Behavior Organization, 93, pp.273-278. Hurlburt, M., Aarons, G.A., Fettes, D., Willging, C., Gunderson, L. and Chaffin, M.J., 2014. Interagency collaborative team model for capacity building to scale-up evidence-based practice. Children and Youth Services Review, 39, pp.160-168. McCleskey, J.A., 2014. Situational, transformational, and transactional leadership and leadership development. Journal of Business Studies Quarterly, 5(4), p.117. Shin, D. and Strausz, R., 2014. Delegation and dynamic incentives. The RAND Journal of Economics, 45(3), pp.495-520. Stoller, J.K., 2014. Help wanted: developing clinician leaders. Perspectives on medical education, 3(3), pp.233-237. Weaver, S.J., Dy, S.M. and Rosen, M.A., 2014. Team-training in healthcare: a narrative synthesis of the literature. BMJ Qual Saf, 23(5), pp.359-372. Weller, J., Boyd, M. and Cumin, D., 2014. Teams, tribes and patient safety: overcoming barriers to effective teamwork in healthcare. Postgraduate medical journal, 90(1061), pp.149-154.