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HiHere is Two Discussion attached and i need peer review about 100 word each discussion .100 word each discussion peer review total 2 discussion i have attached in this file discussion_3.docx Unformatted Attachment Preview Discussion 1 By Eashan Yadav The concept of Emotional intelligence covered in Chapters 4 was something I found valuable and interesting in this week’s study. Leaders need to have this skill because emotions are contagious and can have a direct impact on performance (Daft, R. (2018)). Participative Management in Chapter 5 shows why adopting this unique leadership style can make employees feel more connected with the company. Employees suggest quality improvements, act as team players, and take greater responsibility for their jobs (Daft, R. (2018)). 1.Have you ever experienced love and/or fear from leaders at work? How did you respond? Is it possible that leaders might carry love too far and create negative rather than positive results? Discuss. I have experienced love and fear of the same leader at work. His words of encouragement inspired me to improve my quality of work, but the discouraging words would make me feel less appreciated on my team. Yes, it is certainly possible for leaders to create a negative impact when they take the love for their employees too far. Such leaders often focus more on being caring for the employees, but this does not mean their leadership if highly effective. Under such leadership employees feel they can get away by doing the sub-par quality of work or by slacking off. Such a leadership style can make an employee feel welcomed but not inspired or motivated (Sindell, 2017). 2.How do you feel about developing the emotional qualities of yourself and other people in the organization as a way to be an effective leader? Developing emotional qualities is highly required to become an effective leader. When a leader develops emotional qualities like Empathy, Self-management, Effective communication in employees in an organization can yield positive results which in turn increases the effectiveness of a leader. One of the examples where enhanced emotional qualities can help a team is that employees are not open to negative feedback. They show resistance to even constructive criticism but when emotional quality like self-awareness is developed, then he/she will be able to control their emotions and rationally approach to the feedback and realize that their managers were only trying to improve them. 3.Discuss. Leaders at several organizations, including Hostess Brands (Twinkies), Sbarro, and Blockbuster, have gotten significant raises or bonuses shortly before the firms filed for bankruptcy. The companies have argued that it was a necessary step to keep managers during a difficult time. Do you think this is a legitimate argument from an ethical standpoint? Discuss. Awarding bonuses to managers during times when the company is struggling to survive is not an ethical decision. The managers who joined the company to maintain operational stability, cannot be rewarded for their failures which resulted in the downfall of the company. Ethical leaders should not have to offer financial incentives to a certain section of employees when the rest of the employees are being laid off or asked to take pay cuts. In times when the future of the company is uncertain, under such circumstances the limited cash can be spent on critical departments of the organization, ensuring your company lives to fight another day (Randles, 2018). An ethical leader is someone who fulfills commitments, strives for fairness, and shows courage to stand up for what is right and shows respect for everyone. While an unethical leader is someone who practices deception deals unfairly, lack of courage to face unjust acts, and shifts blame to someone else (Daft, R. (2018)). 4.One finding is that when leaders are under stress so that fear and risk increase, they tend to revert to an authoritarian, command-and-control style. As a leader, how might you find the courage to resist this tendency? No one leadership style suits every situation and leader. Sometimes leaders are authoritative especially during times of risk for effective performance. But this leadership style is not good for the long-term. To resist this tendency, I would engage my employees in different activities to cut risk. Train them to be innovative so that they can outperform their expectations. Sometimes taking a risk is essential, it teaches leaders how to handle stressful situations. Such situations are good for the company. When a leader is frustrated in certain situations, he/she will find an innovative method to fix the issue (Daft, R. (2018)) References: Daft, R. (2018). The Leadership Experience, 7th ed. Cengage Learning, Stanford, CT. Sindell, T. (2017, January 16). Do Effective Leaders Use Fear or Love in the Workplace? Retrieved May 18, 2020, from https://www.entrepreneur.com/article/284505 Randles, J. (2018, November 9). Westmoreland Paid Millions in Executive Bonuses in Year Before Bankruptcy. Retrieved May 21, 2020, from https://www.wsj.com/articles/westmorelandpaid-millions-in-executive-bonuses-in-year-before-bankruptcy-1541804141 Discussion 2 by Jamie Phillips The reading in week three discussed mind, emotion, courage and, moral leadership. “Google Leaders’ Mental Model” (Daft, 2018) is a model that takes a fresh stance on expectations for leaders. • “Stay uncomfortable • Let failure coexist with triumph • Use a little less ‘‘management’’ than you need • Defy convention • Move fast and figure things out as you go”(Daft, 2018) This model allows Google’s management to step out of their comfort zone without fear of disciplinary actions. Most people are not always successful. By allowing people to fail and learn from their mistakes, employees are given the opportunity to thrive in their work environment. A reason Google has probably seen the success it has is by allowing employees to do unusual and unexpected things. By breaking the norm and branching out, employees can discover new and creative ways to accomplish tasks and create things. My favorite is “move fast and figure things out as you go” (Daft, 2018). I indirectly utilize this belief at work frequently. I have learned that if I stop for long periods to contemplate things, my mind keeps going. By working on a solution and coming up with the answer as I progress, I have saved time that would otherwise been used planning. If I make a mistake, I can always go back and correct the error. It might not be the most stress-free way to accomplish tasks, but it has helped me achieve more than I have ever thought possible. As I sit here writing this reflection, I think about everything going on in my life. I am redesigning how twenty-eight school sites will be operated next year, preparing for summer feeding, correcting potential deficit spending, running a small farm at home, working on my degree, and taking care of my almost three-year-old daughter. Most people think I am crazy for taking on this many tasks. However, if you believe you can do something and put your mind to it, it is amazing what you can accomplish. Have I made mistakes along the way, yes. I have learned from those mistakes and it has helped make me who I am. Robert Herjavec has stated that he only sleeps three hours a day (Montag, 2017). Though I do not see myself being very efficient with three hours of sleep per day, five hours of sleep is a different story. Daft breaks your mind into four different areas. “Independent thinking, open mindedness, systems thinking, and personnel mastery” (Daft, 2018). As a leader, it is not only your responsibility to help expand your mindset but also those around you. Give them projects and situations so they need to utilize critical thinking skills. Not only will it make them better people, but it will also make your team stronger. The final area of chapter five that stood out to me was emotional intelligence. Emotional intelligence is an area I had a hard time coming to terms with for many years. I have never been a very emotional person nor did I exude it to anyone around me. For that reason, I thought I lacked emotional intelligence. As I researched the topic more in-depth, I learned that a lack of emotional intelligence was not the case though. I am very in tune with my emotions and can successful help others with their emotions. Recently a very tragic event happened to an employee of mine. Realizing the gravity of the situation, I immediately brought in a Trauma Intervention Program (TIP) team to help employees cope. During the process, the TIP team was able to help with the grieving process as I rearranged work for others during that time. Knowing your emotions and how to utilize them is a critical aspect of a leader. I was well aware that I might not be the best shoulder to cry on but knew who would be an expert in that field. I was able to make logistical changes so employees did not have the extra stress of work along with grieving. Watching my employees, I was able to identify those that did not seek help nor spoke to anyone about it. Having identified those employees, I was able to bring them into my office individually and let them get everything off their mind. Being a leader requires you to not only be aware of yourself, but also those that you serve and work with. As a leader, it is imperative that you hold yourself to the highest ethical standards possible. I am a firm believer in transparency in my job. I often tell my employees that I will answer whatever they ask to the best of my ability. If I am not allowed to answer the question, I will tell them that. They know that if I cannot answer the question, there is a very good reason behind it. Number nine of Exhibit 6.2, How to Act Like a Moral Leader is something I am a very strong believe in. It states to “treat everyone with fairness, dignity, and respect, from the lowest to the highest level of the organization” (Daft, 2018). No one is better than anyone else is. Some of us have been more fortunate in life and some have fallen on hard times. At the end of the day, we are all human. Treating people with respect and dignity should be a basic premise of human life. 1. I have experienced love and/or fear from work. My previous boss loved all of his employees and was most concerned with making them feel love and appreciated. Though I did like the aspect that he cared for his employees, I believe it also distracted from his work. To make people love and appreciate him, he would often utilize department money to purchase items to help their department. Even though it was very kind, it went too far because it could be considered illegal. The money in my department is highly regulated and can be used only for certain things. By his actions, he potentially put the department at risk of losing a lot of money because of fines. 2. I believe developing emotional qualities in yourself and others can be an effective way to be a leader. As stated earlier, I am not a very emotional person. As a supervisor pointed out, even though I might not show emotions, it is very apparent with my actions that I care for my employees. Using emotions in a proper manner can help employees during a tough time. Showing them that you are not only there for them but also care for them can be better than a bonus. Using emotions can help people out of a slump and motivate them to be the best they can be. 3. I do not think that giving leaders raises or bonuses at struggling companies would be a wise idea. If a company is arguing that it was “a necessary step to keep managers during a difficult time” (Daft, 2018) then they should not be at the company. A true leader would not want a raise during a difficult time. If anything, the CEO and top management should be forgoing any bonuses to show their support for their team. By taking large raises and bonuses, it shows staff that they are only concerned about themselves and not the team. I think it is unethical because these “bonuses” probably cost multiple people their jobs. 4. To avoid an authoritarian style, the manager needs to take a step back before making decisions. I have recently had a large increase in stress going from a $2,000,000+ surplus to a potential $1,000,000+ deficit. Instead of taking the stress out on my employees, I take a step back and think about my actions. My employees can do little to change the deficit so there is no point in taking my stress out on them. To resist that tendency, I harness the stress and utilize it to be productive in other ways. One such way I have done this is pursuing companies that owe me money on my own personal time. This has been very effective and I have received multiple refunds and credits from companies that otherwise would have told me no. References: 1. Daft, R. (2018). The Leadership Experience-7th edition: Boston, MA: Cengage Learning 2. Montag, Ali “Shark Tank’ star Robert Herjavec explains how he figured out what to do with his life when he was 21” 23 Oct. 2017, Accessed 18 May 2020 Purchase answer to see full attachment