Describe how you would address the interpersonal dynamics

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Reference no: EM133743951

QUESTION 1

Peter is the Human Resources Executive Director at a large city administration. Peter has been in his position for more than 20 years and is well-respected among peers, superiors and subordinates. Before Peter was promoted to Executive Director 8 years ago, he led the HR Training & Development team. At the time, the Training & Development team was tasked with expanding the City's internal "Leadership Academy." Peter and his team spent countless hours designing new programs, including a leadership training program Peter is particularly proud of. However, since Peter and his team created the training program, new research has cast strong doubts about several of the concepts that make up the core elements of the program. In recent years, several consultants to the city as well as Training & Development Specialists have encouraged Peter to initiate a re-design of the training programs, including the leadership training program. Peter has refused so far, emphasizing that leaders "always like it!"

Leverage what you have learned in the course (i.e., module resources, textbook, previous assignments, etc.) to answer the following:
A. Why might Peter be so reluctant to discontinue the outdated leadership training program?
B. What/which emotions, attitudes, or perceptions is Peter likely experiencing or having to address from others?
C. What/which power dynamics or ethical decision-making elements might he have to address?
D. Given what you have read so far about the case and learned in the course, how would you encourage Peter to proceed? What information should he gather? What paths could he take? OR what paths should Peter's superiors or board undertake in order to support or "course-correct" Peter? What information do they need to help Peter or if necessary let him go? (Only pick one side of the OR).

QUESTION 2
Below is a COVID-19 press briefing delivered by a US governor at the onset of the outbreak in the United States. Imagine this is a first draft, and you have been recruited by the Governor's communication team to help make the message more persuasive and powerful.

Hi, everyone. Governor A here. I wanted to say, "Thank you," to each and every healthcare, especially those in our long-term care facilities. You all are on the front lines of the COVID-19 crisis. I know you're providing invaluable care and services under incredibly difficult circumstances. I also know your lives have changed over the last few weeks, and even so, you've stepped up to care for patients and residents. I know many of you are doing this while facing challenges at home, keeping your own family safe and healthy. I'm inspired by the heroic efforts each of you are making and by the stories that are coming in from healthcare professionals in hospitals, long-term care facilities, clinics, and homes across the country. One thing that is so important right now is to remember that understanding and kindness can go a long way. Now, more than ever, we need to come together and help each other out where we can. I want you to know that I'm committed to doing everything I can to protect your health and safety. I won't stop fighting for you and the resources we need from the federal government to help weather this storm. In the true spirit of Y, you have stepped up in these extraordinarily difficult times for the good of those most in need. You are the heroes of this battle and I thank you. Thank you to all our healthcare heroes.
A. Rewrite the speech to make it more charismatic using the charismatic leadership tactics you have learned in this course. You can rewrite all parts of the speech; you just cannot change the subject (i.e., it needs to remain a public health message addressing COVID-19).
B. Reflect and share why you chose the revisions for the speech referencing what you have learned about leadership and charismatic leadership in this course.

QUESTION 3

You lead a team of volunteers and part-time employees at a large local food bank. The food bank fulfills a noble mission of feeding people experiencing homelessness or families who cannot otherwise ensure a meal. Your team is extremely dedicated and always happy "to go the extra mile".
In recent months, you have noticed some concerning developments. Two fractions among your team seem to have emerged. The "old guard" is staying loyal to old ways - focusing on raising funds and preparing meals - while a smaller group of "new recruits" seem to advocate strongly for a different approach, devoting more time to lobby political actors for changes to state policies (e.g., budgetary changes to support homeless people). The "old guard" is complaining that the "new recruits" are losing sight of the core mission of the food bank and limiting the team's abilities to maximize the meals available, while the "new recruits" argue that the food service only offers a band-aid to the real problem, despite requiring enormous time, labor and costs.
Among the issues above, the local food bank is struggling to find volunteers to fill every shift, and some new recruits have decreased the days they volunteer or left. Some of the "new recruits" have indicated that some of the "old guard" are making comments while volunteering that are "at best 'outdated'" or "at worst 'problematic'" regarding individuals of different social identities. The polarization between the two fractions has been hinted at by both parties as worsening.
Reference the case above and leverage what you have learned in the course (i.e., module resources, textbook, previous assignments, etc.) to answer the following:
A. Define and give examples of the concept of public service motivation (PSM) and discuss how PSM can be a resource for organizational leaders. Discuss why or how PSM can be a double-edged sword for organizational leaders. Discuss why or how having high-PSM employees is no guarantee that the organizational mission gets accomplished.
B. Describe how you would address the interpersonal dynamics, the possible increasing polarization between the two groups, and hiring and retention issues. What interventions might be needed, or what other actions might be taken?

Reference no: EM133743951

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