Question

Give feedback to the following response,

The information provided about Loretta’s perceived micromanagement, inflexible approach, aloof interpersonal behavior, and impractical performance expectations suggest a lack of authentic leadership on her behalf ( Robinson & O’Dea, 2018).

Authentic leaders influence organizations by focusing on positive behaviors of trust, hope and identity while demonstrating genuine character traits when engaging with employees(Avolio et. el, 2004). The feedback provided about Loretta has a recurrent theme of lack of authenticity. For example, one employee relates her perception of Loretta as being perfect. As a result, the employee expresses fear of being reprimanded for not performing duties flawlessly . In this same vein, an employee reported that Loretta remains disengaged until deadlines are near. Which, from the employee’s perspective, detracts from their ability to complete work in an efficient manner. Lastly, Loretta is seen as a micromanager that is uninterested in constructive impute. Interestingly, the feedback provided by Loretta’s team is contradictive, as Loretta cannot be a micromanager who is disengaged yet is perceived as perfect. Therefore, Loretta has failed to be an authentic leader as she has not allowed her team to view her as a person but as a supervisor. The medley of responses by employees are a result of Loretta's situational depended behavior. For example, she micromanages one employee but disengages with another, and these actions are facets of unauthentic behavior. It is my suggestion that Loretta build trust among her team, show herself to be personable, and consistently display behaviors that are ethical yet goal oriented. The following suggestions will enable Loretta to build trust among her team and establish relationships with individual members, which will develop Loretta’s authenticity(Avolio et. el, 2004).

Actionable Suggestions:

Demonstrate authentic leadership by taking ownership of mistakes; actively seeking and integrating constructive impute from colleagues; demonstrate consistent behavior of impassioned, fair, and inclusive interactions; communicate reasonable expectations of performance; and develop relationships of genuine admiration between coworkers (Robinson & O’Dea, 2014, p.1-3)

Build rapport with colleagues and subordinates via Emotional Bank Account method. Specifically, view and consider individuals apart from their established hierarchical positions; relate to individuals by demonstrated actions of kindness; articulate impartial expectations of performance; and recognize and make amends for mistakes( Kok, N.D., para 1-8)

Inspire trust among colleagues and subordinates by actively including staff in problem-solving; empowering individuals to make contributions which are supportive of organization goals; impartially recognize individual contributions while providing constructive feedback where appropriate; and proactively engaging with staff in a personable but genuinely professional manner ( Valo,2011, para 1-4).

This is in refrence to the following case senerio,

Case Scenario:

Mr. Barney, the CEO, has received your memo request to be considered for further leadership positions. He has decided to put you to the test! He assigns you to help his Director of Payroll, Loretta Cash with a problem.

You walk over to Payroll and visit Loretta. She is visibly upset. She has just received her annual performance review from her manager. This is a 6-month review, as Loretta was recently assigned to this role after working with great success for 10 years in another area of the Accounting Department. As part of this review, her manager interviewed the six members of the Payroll Department, who all answer to Loretta. Loretta shares with you some of their comments:

“Loretta marched in here thinking she knows everything. She doesn’t want to listen to any of our ideas. It’s her way or the highway.”

“We really don’t know Loretta all that well. She keeps to herself…except of course when payroll deadlines are due, and then she’s all over our backs.”

“She acts as if she is perfect. I’m scared of getting yelled at when I make a mistake.”

“Most times, Loretta is fine, but when we have a deadline she micromanages us. I literally dread coming in to work on days payroll is due because I know Loretta will be watching over us like a hawk.”

Answer the following questions, and support your answers with the course materials:

What is the root cause of Loretta’s problem?

List three specific recommendations that Loretta can do today to turn this situation around. Make sure the three recommendations are actionable (in other words, Loretta can take your advice and put it into practice immediately) and specific (in other words, not too general that it cannot be easily understood). For example, “improve communication skills” is not actionable today, and too general to be clearly understood. However, “give immediate feedback to demonstrate she is actively listening” can be put into practice today and is specific enough to be understood. (Do not use this example in your answer!).

Answer 1

Loretta had worked successfully in Accounts departments. The success shows she is hardworking and does her work well. She had joined the departments recently and it was her report of working in this particular department. She has joined as a micromanager her duty is to supervise, rather than telling the employees what work is to be done her duty includes excessive supervision.

If she had worked successfully for 10 years then there must be some situational adjustment problem or she must be very reserved with the present employees, she had not mixed up with the employees or her team members properly. Successful managerial qualities include that she has to be a part of the work and not only the supervisor. She should try to know the employees on the personal level, so the good feeling will automatically make her a good manager, the paragraph shows that her subordinates are not happy rather frightened of her when the payroll date approaches, she inspects them like a hawk.

Though out the month she is not engaged in her work, only near the payroll days she is found busy.

1. To turn the situation she has to develop interpersonal relationships with the team.

2. Try to motivate the employees by having a very good relation like asking about their family and showing that she cares for them.

3. She should behave equally with all the staff. And see that all are working as teamwork. She should be approachable and work with them as a team worker.