effective leadership in hair salon
Effective Leadership in a Hair Salon
University of Maryland University College
AMBA 620, Section 1141
21 February 2013
Abstract
An effective leader has the power to improve the success in an organization. This paper will demonstrate the characteristics and behaviors of Tava Jackson as an effective leader in managing her hair salon. It will discuss her personal power, political skills, and decision making style. The four dimensions of transitional leadership behavior will be the main focus of Mrs. Jackson’s leadership performance in the workplace. Critical thinking steps developed by Browne &Keeley (2010) and theories explained by Colquitt, Lepine, and Wesson (2013) will support how Mrs. Jackson is an effective leader and her impact on me in the salon.
Introduction
Colquitt et al. (2013) defines leadership as, “the use of power and influence to direct the activities of followers toward goal achievement" (p. 450). Tava Jackson upholds suitable skills in her salon, empowering her employees to achieve their goals. This paper will discuss her ethical leadership qualities, supported by scholarly articles, and explain how it has impacted me as her employee. I will demonstrate her abilities by explaining the following: How her personal power influences the behavior of her employees?; the political skills in networking ability and social astuteness to increase her understanding of employees; and her consultative style in leader decision- making allowing the organization to work as a team. Idealized influence, inspirational motivation, intellectual stimulation, and individualized considerations are the four dimensions of transitional leadership behavior that will emphasis her effective leadership skills. I will analyze the reasons, assumptions, logical agreements free from fallacies, verifiable evidence, causes, significant information omitted, and reasonable conclusions.
University of Maryland University College
AMBA 620, Section 1141
21 February 2013
Abstract
An effective leader has the power to improve the success in an organization. This paper will demonstrate the characteristics and behaviors of Tava Jackson as an effective leader in managing her hair salon. It will discuss her personal power, political skills, and decision making style. The four dimensions of transitional leadership behavior will be the main focus of Mrs. Jackson’s leadership performance in the workplace. Critical thinking steps developed by Browne &Keeley (2010) and theories explained by Colquitt, Lepine, and Wesson (2013) will support how Mrs. Jackson is an effective leader and her impact on me in the salon.
Introduction
Colquitt et al. (2013) defines leadership as, “the use of power and influence to direct the activities of followers toward goal achievement" (p. 450). Tava Jackson upholds suitable skills in her salon, empowering her employees to achieve their goals. This paper will discuss her ethical leadership qualities, supported by scholarly articles, and explain how it has impacted me as her employee. I will demonstrate her abilities by explaining the following: How her personal power influences the behavior of her employees?; the political skills in networking ability and social astuteness to increase her understanding of employees; and her consultative style in leader decision- making allowing the organization to work as a team. Idealized influence, inspirational motivation, intellectual stimulation, and individualized considerations are the four dimensions of transitional leadership behavior that will emphasis her effective leadership skills. I will analyze the reasons, assumptions, logical agreements free from fallacies, verifiable evidence, causes, significant information omitted, and reasonable conclusions.
References: Browne, M.N., & Keeley, S.M. (2012). Asking the right questions: A guide to critical thinking. (10th ed.). Boston: Pearson Colquitt, J.A., Lepine, J.A., & Wesson, M.J. (2013). Organizational behavior: improving performance and commitment in the workplace (3rd ed.). New York, NY: Mc-Graw- Hill Irwin. Moss, J.A., & Barbuto Jr., J.E. (2010). Testing the relationship between interpersonal political skills, altruism, leadership success and effectiveness: A multilevel model. Journal of Behavior &Applied Management, 11(2), 155-174. Sookaneknun, S., & Ussahawanitchakit, P. (2012). Transitional leadership, organizational innovation capability, and firm performance of cosmetic business in Thailand. Journal of International Business & Economics. 124), 77-91 Woiceshyn, J. (2011). A model for ethical decision making in business: Reasoning, intuition, and rational moral principle. Journal of Business Ethics, 104(311-323). Doi:1007/s10551-011-0910-1 Yunus, N. J., & Anuar, S. (2012). Trust as moderating effect between emotional intelligence and transformational leadership styles. Interdisciplinary Journal of Contemporary Research in Business, 3(10), 650-663