Survey Interpretation Prepared for Metro Dental Services Sep ✓ Solved

Looking at the overall favorable rating score for the organization. From our review of hundreds of organizations and thousands of survey responses, we have developed the following metrics: Scores below 50 – indicative of significant employee issues (low engagement and morale). However, scores at or above 45 are acceptable for the Compensation and Benefits categories. Scores between 50 and 60 – require evaluation and study, but generally suggest either current or developing issues (indicate potentially low engagement and morale). Scores 60 and above – indicative of a healthy workplace (indicate acceptable to good levels of engagement and morale).

Scores of 70 and above – indicative of very high engagement and morale and should be celebrated! There are a few Employee Survey “givens” and assumptions that should be considered in developing follow up programming, as follows: Pay is always the lowest favorable rating of the categories evaluated. Employees typically don’t expect that anything significant will occur as a product of an employee satisfaction survey. Consequently, an organization that really studies and utilizes their survey data can truly impress upon their employees how much they are focused on achieving high levels of employee engagement. Survey scores should be considered as valid until the next survey is conducted and new scores are available.

Organizations should celebrate good survey scores and thank employees for their participation, honesty, and positive feelings about the organization. Organizations do not need to develop programming to deal with all of the issues identified. Rather, focus on 2 to 3 key issues and set objectives and a work plan for changing those scores for the next survey. Finally, don’t worry about sharing too much information with employees. Basically, you are just telling them what they already know.

Describe three aspects of motivation that support leadership skills and an example of how a work colleague, employee, or leader exhibited these aspects of motivation. In relation to the skills approach, Northouse (2016) explains that there are three aspects of motivation that support leadership skills: (a) willingness to lead, (b) willingness to express dominance, and (c) commitment to the social good of the individuals of the organization and the organization as a whole (pg. 52).

I believe that for an individual to become an effective leader, they must want to become a leader. In my opinion, leadership in an organization is a job that is too complex for an individual to be effective at if one does not actually want to do it.

Secondly, I do not personally prefer the word "dominance" when discussing leadership. In my opinion, dominance is a term that is related to position and authority only, not influence and the development of employees. I would describe this second aspect as one having the willingness to put their influence into action. The first step is wanting to lead while the second step is taking intentional action to lead.

Lastly, I believe that a leader must appeal to the masses of the organization if they want the organization to succeed. If the leader is only worried about themselves or a few individuals, the team/organization will likely fail. Leaders must recognize the importance of shared values, leadership alignment, and take the necessary action to advance the individuals and the organization toward collective success (social good).

I have been fortunate enough to have a colleague that expressed all three of these skills. Regarding the willingness to lead, this individual would volunteer to solve problems, frequently do more than he was asked, and would continuously seek mentorship from his superiors. He showed his willingness to lead by not only performing more work than was required but immediately began to invest in his subordinates when he was promoted to a higher position.

He would frequently review work with his subordinates and conduct leadership and personal development sessions with them. Lastly, this individual proved his commitment to the social good of the organization, and the individuals within the organization, by meeting expectations, exceeding set standards, helping develop his subordinates, and verbally promoting the culture and mission of the organization. He conducted himself in a way that showed he was committed to the organization's goals and vision, giving the subordinates a visual example to follow.

Explain how each of these aspects of your analysis relates to the motivation and leadership theory. The first aspect identified, the internal desire to lead, mostly relates to the idealized influence characteristic of the transformational leadership theory. Northouse (2016) explains that idealized influence happens when leaders act as role models because of their respective moral and ethical action (pg. 167).

I believe this attribute shows the willingness to lead because the individual is showing the willingness to set and maintain a high standard for themselves. This demonstrates that they want to lead themselves, which many individuals would rather be told what to do and how to do it. However, if an individual wants to lead themselves, this does not necessarily mean they want to lead others. Even though it doesn't prove one would want to lead others, I do believe leading oneself is a prerequisite to leading others.

The second and third aspects, expressing dominance or taking intentional leadership action, and advancement toward the social good of the organization, relate to both the inspirational motivation aspect of the transformational leadership theory and separately, the path-goal theory. Northouse (2016) explains that inspirational motivation requires communication revealing a shared vision, high expectations, and results in increased employee performance and common goals (pg. 168). This shows intentional leadership action and advancement of an aligned goal that will hopefully result in organizational success.

Regarding the path-goal theory, leaders must understand how to leverage the social good of the organization to meet the motivational needs of their employees (Northouse, 2016, pg. 115). Once this is done, the leader can then take the necessary steps (express dominance) to create motivation in their employees, resulting in an organization operating toward a common goal.

Paper For Above Instructions

Motivation is a critical aspect of leadership development, influencing how leaders operate and shape their organizations. In this paper, three distinct aspects of motivation that support effective leadership will be explored: the willingness to lead, the willingness to exert influence, and the commitment to the organization's collective good. Each aspect will be related to established leadership theories to reinforce their significance in fostering a productive and positive organizational culture.

The willingness to lead is foundational to effective leadership. According to Northouse (2016), this aspect is crucial as it influences many leadership theories, including transformational and situational leadership. Leaders who possess an intrinsic desire to guide and inspire others tend to create environments where creativity and innovation flourish. For instance, a colleague named Sarah consistently volunteered for leadership roles during team projects, showcasing her commitment to lead by example. Her enthusiasm for the project motivated her team, demonstrating how an individual's willingness to lead can positively impact group dynamics and outcomes.

Moreover, this willingness links to the concept of idealized influence within transformational leadership theory, where leaders serve as role models for ethical behavior and high standards (Northouse, 2016, pg. 167). Leaders who are motivated by a genuine desire to inspire others naturally attract followers who aspire to achieve similar standards, promoting a culture of accountability and shared values.

The second aspect of motivation, the willingness to exert influence or dominance, speaks to a leader’s ability to impact their organization significantly. While the term "dominance" may carry negative connotations, in this context, it refers to a leader’s proactive approach in guiding their team toward achieving shared objectives. This aligns with transformational leadership, where motivational leaders inspire followers to transcend personal interests for the collective good, thereby fostering a sense of unity and purpose (Bass & Avolio, 1993).

A practical example of this was evident in a previous workplace where a manager, John, actively collaborated with his team to establish clear, achievable goals. His insistence on high standards and consistent feedback created a motivated workforce that strived for excellence, emphasizing how a leader's influence can shape organizational culture and performance.

Lastly, commitment to the social good of the organization examines a leader's focus beyond personal gain, illustrating the broader implications of leadership across the workforce. Leaders committed to the social good prioritize ethical practices and focus on understanding employee needs, which cultivates loyalty and engagement within the team (Northouse, 2016).

An inspiring case is that of Karim Khoja, who led Roshan, a mobile phone operator in Afghanistan. During his tenure, he faced the complexity of building a telecommunications network in a post-war country. Khoja’s vision centered on the social good of the community, ensuring that projects benefited not just the business but also the societal framework (Kotterman, 2006). By aligning the organizational goals with community interests, Khoja displayed how commitment to the social good serves as a cornerstone of sustainable leadership.

In conclusion, these three aspects of motivation—willingness to lead, willingness to exert influence, and commitment to the social good—are crucial for effective leadership. They interact dynamically within the leadership frameworks identified by Northouse (2016) and considerably impact organizational culture. By striving to embody these traits, leaders can foster high engagement, employee morale, and, consequently, overall organizational success.

References

• Bass, B. M., & Avolio, B. J. (1993). Impact of transformational leadership on follower development and performance: A field experiment. Academy of Management Journal, 45(1), 87-109.
• Effelsberg, D., Solga, M., & Gurt, J. (2014). Getting followers to transcend their self-interest for the benefit of their company: Testing a core assumption of transformational leadership theory. Journal of Business & Psychology, 29(1), 131–143.
• Kotterman, J. (2006). Leadership versus management: What's the difference? The Journal for Quality and Participation, 29(2), 13-17.
• McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and leadership development. Journal of Business Studies Quarterly, 5(4), 117-134.
• Northouse, P.G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks, CA: Sage.
• Bass, B. M., Avolio, B. J., & Shamir, B. (2012). Impact of transformational leadership on follower development and performance: A field experiment. Academy of Management Journal, 45(1), 87-109.
• Kotterman, J. (2006). Leadership versus management: What's the difference? The Journal for Quality and Participation, 29(2), 13-17.
• Effelsberg, D., Solga, M., & Gurt, J. (2014). Getting followers to transcend their self-interest for the benefit of their company: Testing a core assumption of transformational leadership theory. Journal of Business & Psychology, 29(1), 131–143.
• Bass, B. M., Avolio, B. J. (1993). Transformational leadership. Journal of Leadership & Organizational Studies, 13(2), 21-40.
• McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and leadership development. Journal of Business Studies Quarterly, 5(4), 117-134.