MGMT312 AMU Group Leadership Motivation And Dynamics Research Paper Review the weekly lesson and read the articles provided in the lesson section of the cl

MGMT312 AMU Group Leadership Motivation And Dynamics Research Paper Review the weekly lesson and read the articles provided in the lesson section of the classroom. Also read (llink) Chapter 6 pages 158-165 in the Dugan text.

Videos to view:

Team Leadership

Business Ethics Speaker

The Effects of Enron Fraud

Then review the week seven lesson in the lessons section of the classroom. Specifically, review the Case Study on Ethics in that lesson.

Then choose one of the following twoquestions to answer for this week’s forum:

1 – After reviewing the Case Study on Ethics in the lesson section of the classroom, answer the four questions presented at the end of that case study.

OR

2- If you were a supervisor in a large corporation and you have just selected eight of your employees to sit on a team to propose a new procedure for the production line, what steps would you, as team leader, take to help increase the team’s effectiveness.

Instructions: Your initial post should be at least 250 words organizational groups with differing levels of support. The question becomes: to what degree
does a leader purposefully create opportunities for highquality relationships based on
subordinates’ desires, potential, and competence versus as a function of social stratification?
Table 6.1 identifies additional strengths and weaknesses.
TABLE 6.1 Strengths and weaknesses of LMX
Strengths
Weaknesses
• Recognizes and increases the importance of
dyadic relationships in the process of
leadership
Realistically assesses the influence of social
stratification in organizations and states the
importance of equitable opportunities to
develop highquality relationships based on
competence
• Extensive empirical research establishes the
validity of the theory and the positive impact
of highquality relationships on leadership
• Insufficient attention toward movement
between phases of the leadership
making process and how leaders
cultivate mature, highquality
relationships with followers
• Research overemphasizes hierarchical
and authoritative relationships with
little focus on other types of
relationships (e.g., peer, crossunit)
that exist in organizations
• Left unquestioned the roles of similarity
and affinity create potential for
inequitable approaches to leadership
reinforcing dominant narratives
outcomes
Making Connections
• LMX does not hide how it can contribute to social stratification. How might
organizational ideologies exacerbate the creation and maintenance of inequitable in
and outgroups?
• What stands out as useful about LMX? What do you think needs to be addressed in the
deconstruction and reconstruction processes?
Copyright © 2017. John Wiley & Sons, Incorporated. All rights reserved.
TEAM LEADERSHIP
The study of small group dynamics and how teams function is the source of abundant research
and theorizing across a wide range of disciplines, from industrial psychology to
communications. Its purposeful connection to leadership, however, was largely implicit until
more recently. Increased attention is driven at least in part by the critical role teams now play
in the workforce as a necessary vehicle for accomplishing complex goals. Although there is no
universal conceptualization of team leadership, a strong basis of theorizing exists from which
Dugan, J. P. (2017). Leadership theory
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