1. Think of a time when you felt powerful and a time when you felt powerless as a result of what someone said or did. Describe specifically what the person said or did in each situation. What was the effect on your emotional state? Your morale? Your performance? Summarize the implications for leaders of making people feel powerful or powerless.
2. What are some ways in which leaders can give other people more control of their work? What are some ways in which leaders can get people interacting? What are some steps leaders can take to develop people’s competencies and foster their confidence?
3. Think of a time that you or a leader you know enabled someone to act. Describe what happened. What are common obstacles to Enabling Others to Act? Which kinds of obstacles are valid and which can be overcome? Give examples.
(1): A time when I felt powerful was when my boss appreciated me and said I have the best technical skills in the department. I work for equity research department in an investment bank and these words of appreciation made me feel powerful as my level of skill, knowledge and competence was validated. These words by my boss had a positive impact on my emotional state, my morale and my performance all of which was boosted by positive words.
I felt powerless when a colleague with whom I was working on a project berated my communication skills and criticized me for my lack of communication for a delay in the project. This situation had a significant negative impact on my motional state, my morale and my performance all of which took a hammering.
The implications for leaders here is that words and actions should be measured before being spoken or being done because they can significantly influence the direction of the employee’s performance and efficiency. Leaders should try and be as supportive and as encouraging so that their employees feel empowered and hence work in an optimal manner.
(2): Some of the ways in which leaders can give other people more control of their work are by letting them decide on their field of work, give them flexibility and autonomy and give them a voice. Leaders can get people interacting by creating a supportive and collaborative work environment. When a sense of purpose is created in a collaborative work environment then people will interact with each other freely and with the objective to improve the overall level of efficiency. To develop people’s competencies and foster their confidence leaders should develop a learning environment, should delegate in a systematic manner, should focus more on strengths of people and enable them to leverage their strengths, and should always be supportive of them.
(3): There is an instance in which a leader I know at workplace had enabled someone to act. The employee in question was facing some obstacles from a senior member in the organization but the employee was not able to tackle this problem as he was afraid of the fact that the person causing the obstacle was a senior employee. The team leader, when he got to know this, talked to the senior employee, without naming the employee in concern. He then established a relationship based on trust with the concerned employee and then enabled him to act.
The common obstacles to enabling others to act will not understand expectations, not having the skills, knowledge and ability to meet the expectations and not being able to develop trust. Most of these obstacles are valid and can be overcome. For example these obstacles can be overcome if the leader spends time to get to know the employees better, develop a relationship on trust, foster an interactive and collaborative work environment and encourage others to ideate and share their inputs.
1. Think of a time when you felt powerful and a time when you felt powerless...
1. Think of a time or times when you felt powerful as a result of what someone said or did. Describe what the person said and/or did. Be as specific as you can. 2. What is the impact on your productivity and your morale when someone does or says something that makes you feel powerful? 3. What is the impact on your productivity and your morale when someone does or says something that makes you feel powerless?
Describe a time when you felt voiceless or powerless. What led you to feel that way? Were you able to find your voice? Why or why not?
PLEASE ANSWER QUICKLY THANK YOU IN ADVANCE: Think of a time when you felt you received poor verbal or non-verbal customer service as a patient in a healthcare setting. What could the customer service representative have done differently to rectify the situation? Did you have an opportunity to voice your concerns or speak to a manager? Did body language set the stage for the bad customer service experience? If so, how?
Think of a time when you were faced with an ethical dilemma. Using one of the ethical frameworks discussed below, describe your approach in resolving your dilemma. What was the final outcome? *Kantian ethics suggests that decision makers have duties or obligations with which they must follow in their behaviors; • virtue ethics considers that good decisions come from individuals that possess a package of virtues (such as courage, wisdom, and generosity for example), a virtuous individual is one that uses...
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