Leadership Training Programs

Question

Description

For this assignment, you are an external industrial-organizational (I-O) psychologist hired by a brand new manufacturing company to develop a leadership training program for the leaders. You may select any level of leadership within any department of the organization, such as marketing managers, research and development (R&D) leaders, or managers on the shop floor. Design a leadership training program that includes the following elements:

* types of training that will you use with the participants (be specific),

* styles of leadership that you will teach the participants,

* the method you will use to ensure that the participants are able to understand and apply the leadership styles in the workplace, and

* how you will assess the effectiveness of your training program after it has been completed.

Your paper should be a minimum of two pages in length. Use your textbook and at least one outside resource to support your essay.

kearston

14 hours ago

https://online.columbiasouthern.edu/webapps/bbgs-vitalsource-BB5f85d6ea5857f/app/launch/content?course_id=_117982_1&content_id=_7189225_1

kearston

13 hours ago

Unit Lesson

Did you have a favorite teacher growing up? Did you have a favorite coach? Have you had a boss who you absolutely loved working for? What made those individuals a pleasure to work with? Were they respectful and caring? Did they challenge you to perform better? Maybe they were charismatic and motivational. In contrast, did you have a least favorite coach? Did you ever have a boss who you thought was awful? What made these individuals extremely difficult to work with? Did they yell and scream often? Did they micromanage you constantly?

Think about yourself in each situation while working with each individual. How was your performance in each situation? How did the attitude of each individual influence your attitude and level of satisfaction? When discussing employee and environmental factors within the organization, leadership is a critical component. Quality leadership can create a positive culture within an area as well as the entire organization, while ineffective leadership can be detrimental to the culture and employees. Throughout this unit, we will analyze negative leadership outcomes, examine traditional theories of leadership, and identify new approaches to leadership.

PSY 4680, Industrial Organizational Psychology 1

Negative Leadership Outcomes UNIT x STUDY GUIDE Title

When people talk about leadership, it is usually a conversation about qualities that make for an effective leader. Nobody wakes up in the morning and says, “How can I be a bad leader today?” Yet, it seems that most people have had some experience with a leader who they deemed as being bad or ineffective in some capacity. So, what makes for a bad leader? There are different leadership approaches such as tyrannical, derailed, abusive, and disloyal, which are ineffective for different reasons. Leaders do not intentionally use

these approaches but gradually develop their styles to fall into one of these categories.

As an example, one objective for leaders is to ensure that subordinates are completing organizational goals. Some leaders prefer to closely monitor their subordinates to ensure that the organizational goals are being met. This is considered to be a

form of micromanaging. In the eyes of the leader, they are just doing their job, but to the subordinates, they are being monitored closely, and they begin to feel untrustworthy by leadership.

In some cases, leaders may yell or use threatening verbiage to demonstrate their level of seriousness in completing tasks. While this may be effective in getting the point across to subordinates, it also hinders the attitude of employees and creates a negative culture within the area or department. Some leaders use techniques such as fear or punishment as a method for getting goals accomplished. For example, sports coaches often use cardio exercises as a form of punishment when players do not perform well. This type of technique may be effective in achieving certain goals, but it also can decrease the morale of the team. Other types of leaders may seem like they are friendly and supportive with employees, but when something goes wrong, the leader may blame the employees for not fulfilling their duties. This is an example of a supportive- disloyal leader. This is a dangerous leadership approach, as it creates a lack of trust with the employees, which can increase dissatisfaction and turnover for the organization.

A study conducted by Schilling and Schyns (2014) examined the impact of positive and negative leadership in organizations and how each impacted employees. When they viewed negative leadership, they considered this style to be anything deemed “destructive” such as the tyrannical approach or laissez-faire approach. The researchers found that bad leadership had a stronger impact on employees than good leadership. In other words, good leadership created satisfied employees, but bad leadership created strongly dissatisfied employees.

Have you ever purchased something at a store and had a really good experience with the sales associate? Maybe you even told one or two friends about your great experience. Have you ever had a bad experience at a store attempting to purchase something? You probably told everyone about that experience or even wrote an online review about that poor experience.

When we experience something positive, we enjoy it, but also expect that outcome. As an example, when you go to your favorite restaurant for dinner, you expect to have a wonderful meal and great service. When we experience something negative, it creates this negative vibe and we want to share that feeling with everyone to show our level of frustration.

PSY 4680, Industrial Organizational Psychology 2

The same goes for leadership. When we experience positive leadership, it is aUpNleITasxaSnTt fUeDelYingGUthIaDtEwe expect, but when we experience negative leadership, we become frustrated, annoyed, and angry, and we

want to share those feelings with others in order to remedy the situation. While negative leadership has a strong impact on employee morale and satisfaction, there are traditional leadership approaches that are well received by employees within organizations.

Traditional Theories of Leadership

Have you ever worked with a leader and thought, “There is something about this person that makes them effective,” but you were not sure what that factor was? It is possible that you were thinking about the trait approach to leadership. This approach was one of the earliest theories of leadership that suggested that leaders have distinct traits that non-leaders do not possess (Conte & Landy, 2019, p. 476). Extensive research was conducted focusing on different types of traits to find potential correlations between certain traits and effective leadership; however, no single trait could be correlated with effective leadership.

Have you ever worked with a leader who used their authority and power in order to achieve certain results? Maybe the leader used fear as a method for getting organizational goals accomplished, or even used reward incentives to get tasks completed. Leadership knows this approach as the power approach. There are different forms of power that may be used, such as reward or coercive. Athletic coaches often use these forms of power in order to get players to perform well. When players do not perform well, the coach may sit them on the bench as a form of punishment. When the players perform well, they earn more playing time from the coach.

Leaders may also use the expertise form of power. This is when a leader uses their level of expertise and experience with a situation as the reason for people behaving in a certain manner. Think of a retail store that is getting ready to open a new location in a couple of months. That store may hire a store manager who has experience in opening new locations because

they have experience in preparing employees and stores for grand openings. When that store manager tells employees to complete different tasks, the reasoning is because the manager is an expert in opening new stores.

The third approach to leadership is the contingency approach, which is based upon job maturity and psychological maturity. This involves the leader taking into consideration the knowledge, skills, and expertise of the employees within a certain situation. For example, if a leader has a team of new employees who have never worked in the industry before, then the leader will need to be directive in guiding the team. If the leader has a team of employees who have worked in the industry for ten years, then the leader will be in more of a support role versus directive.

Imagine that you were hired into a car dealership as a sales associate, and you have never worked in this industry previously. You would want your supervisor to inform you of what should be done and how to complete your tasks. If the supervisor hires you and is nowhere to be found, you would feel lost and frustrated. Now imagine that you have been working in the industry for fifteen years, and the supervisor is telling you exactly what needs to be accomplished, and the supervisor is watching you complete each task. You might feel that the supervisor does not trust you to effectively complete each task. With the contingency approach, it is important for the leader to properly assess each situation and understand the knowledge and

Title

PSY 4680, Industrial Organizational Psychology 3

skills of the employees. These traditional theories of leadership have helped mUoNldITthxeSfoTuUnDdYatiGonUIoDfE

leadership, and now we have new approaches emerging for the future.

Title

Have you ever worked with a leader who you found inspiring? Did the leader speak well? Maybe the leader knew how to motivate people? Have you ever worked with a leader who demanded results? This leader wanted everyone to be productive and maybe used rewards as a form of motivation. These two styles of leadership are known as transformational and transactional leadership. Each style has advantages when used in the right situations. As an example, transformational leadership is valuable when a leader wants to shift or change the culture within a particular team, area, or organization. A retail manager who inherits a new store might want to change the culture of the store from quick customer service to quality customer service. This type of leadership approach may focus on the integrity of selling the appropriate products to customers rather than attempting to sell the most expensive items to customers. A transactional leader will focus on particular behaviors in order to achieve certain outcomes. For example, a factory manager who inherits a team that is consistently falling behind on production numbers may focus on adapting new behaviors that help the team speed up their work to meet production goals. This transactional leader may use rewards as a form of incentive to encourage certain behaviors and organizational goals. Each style of leadership has advantages, as long as they are used in the appropriate situations.

There are different styles of leadership used within organizations and teams all over the world. Some leadership styles produce negative outcomes, while other styles are valuable in producing positive results and even a change in the attitude and culture of the workforce. It is important for the leader to know his or her audience and understand which style of leadership will be most effective in guiding everyone for the future.

References

Conte, J. M., & Landy, F. J. (2019). Work in the 21st century: An introduction to industrial and organizational

psychology (6th ed.). Wiley.

Schilling, J., & Schyns, B. (2014, October). The causes and consequences of bad leadership. Zeitschrift für

Psychologie, 222(4), 187–189. Suggested Unit Resources

The following article discusses transformational and transactional leadership and the impact of each one on employees and leaders who use each style.

Arnold, K. A., Connelly, C. E., Walsh, M. M., & Martin Ginis, K. A. (2015). Leadership styles, emotion regulation, and burnout. Journal of Occupational Health Psychology, 20(4), 481–490. https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc t=true&db=pdh&AN=2015-14335-001&site=ehost-live&scope=site

New Approaches to Leadership

PSY 4680, Industrial Organizational Psychology 4

Learning Activities (Nongraded)

UNIT x STUDY GUIDE

Title

Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit them. If you have questions, contact your instructor for further guidance and information.

Complete the following activity to get a better understanding of employees and environmental factors. You may review this activity as many times as you like.

Unit VII Review Activity

PDF version of the Unit VII Activity

PSY 4680, Industrial Organizational Psychology