Discussion & Research paper
Discussion
After completing the reading this week, we reflect on a few key concepts this week:
- Discuss the key components of human resource management. Pick at least four concepts from chapter nine and describe how these concepts interrelate to individual performance on a team.
- Review table 9.2 and select one of the dimensions listed, note why it was chosen and how you relate to this behavior. If you have a personal experience, please share.
- How do leaders select the best talent? What are some tools they can use to select the best-talent?
Please be sure to answer all the questions above in the initial post.
Please ensure the initial post and two response posts are substantive. Substantive posts will do at least TWO of the following:
- Ask an interesting, thoughtful question pertaining to the topic
- Expand on the topic, by adding additional thoughtful information
- Answer a question posted by another student in detail
- Share an applicable personal experience
- Provide an outside source
- Make an argument
At least one scholarly (peer-reviewed) resource should be used in the initial discussion thread. Please ensure to use information from your readings and other sources from the UC Library. Use APA references and in-text citations.
Needed 1 page with 2 replies…
Research Paper:
At UC, it is a priority that students are provided with strong educational programs and courses that allow them to be servant-leaders in their disciplines and communities, linking research with practice and knowledge with ethical decision-making. This assignment is a written assignment where students will demonstrate how this course research has connected and put into practice within their own career.
Assignment:
Provide a reflection of at least 500 words (or 2 pages double spaced) of how the knowledge, skills, or theories of this course have been applied, or could be applied, in a practical manner to your current work environment. If you are not currently working, share times when you have or could observe these theories and knowledge could be applied to an employment opportunity in your field of study.
Requirements:
Provide a 500 word (or 2 pages double spaced) minimum reflection.
Use of proper APA formatting and citations. If supporting evidence from outside resources is used those must be properly cited.
Share a personal connection that identifies specific knowledge and theories from this course.
Demonstrate a connection to your current work environment. If you are not employed, demonstrate a connection to your desired work environment.
You should not, provide an overview of the assignments assigned in the course. The assignment asks that you reflect how the knowledge and skills obtained through meeting course objectives were applied or could be applied in the workplace.
Don’t forget that the grade also includes the quality of writing.
Needed 1 1/2 page… Refer to the syllabus and write the essay and I am a Software Developer.
School of Computer and Information Sciences
COURSE SYLLABUS
Course Information
ITS63
0
– B08 Organ Leader & Decision Making
Fall 2020 Second Bi-Term
Course Format: Online
CRN: 119
25
Instructor Information
Name: Scott Mensch
Email: scott.mensch@ucumberlands.edu
Phone: 724-309-6488
Office Location: Call or Text
Office Hours/Preferred Contact Times: Friday 10am-4pm
Course Description
One of the most important skills a business leader needs to have concerning technology
involves effective decision making and governance. This class will consist of a case
study approach presenting different scenarios that require decisions to be made on
technology issues that are relevant to today’s business environment. Students will
develop the skills for understanding the components and elements of these technology
decisions, and assess associated risks. This course will draw upon a cross section of
technology, finance, security, project management, leadership, and other aspects of
effective decision making.
Course Objectives
Upon completion of this course:
1. Develop IT strategy for business value,
2. – Explain the principles of business metrics and its application in the business
setting,
3. – Explore and explain the principles of communications with business
managers.
Learner Outcomes
Compare and contrast the difference between leadership and management in a
digital world
Understand how innovation assists organizations with transformation principles
and practices
Understand how organizational culture impacts productivity
Articulate what ethical leadership is and how it impacts culture
Evaluate leadership traits that are most influential and impactful in strategic
business decisions.
Course Website
Access to the course website is required via the iLearn portal on the University of the
Cumberlands website: http://www.ucumberlands.edu/ilearn/
or https://ucumberlands.blackboard.com/
Required Books and Resources
Title: Organizational Leadership
ISBN: 9781529715460
Authors: John Bratton
Publisher: SAGE
Publication Date: 2020-02-10
Edition: 1st ED.
Course Required text can be found and purchased via the UC Barnes and Noble
Bookstore: https://cumber.bncollege.com/shop/cumberlands/page/find-textbooks
http://www.ucumberlands.edu/ilearn/
https://ucumberlands.blackboard.com/
https://cumber.bncollege.com/shop/cumberlands/page/find-textbooks
Suggested Books and Resources
Organizational Ethics
ISBN: 9781506361765
Authors: Craig E. Johnson
Publisher: SAGE Publications
Publication Date: 2018-01-31
Building Leadership Character
ISBN: 9781544343112
Authors: Amy Newman
Publisher: SAGE Publications
Publication Date: 2018-03-28
Requirements and Policies
Academic Integrity/Plagiarism
At a Christian liberal arts university committed to the pursuit of truth and
understanding, any act of academic dishonesty is especially distressing and cannot be
tolerated. In general, academic dishonesty involves the abuse and misuse of
information or people to gain an undeserved academic advantage or evaluation. The
common forms of academic dishonesty include:
Cheating – using deception in the taking of tests or the preparation of written
work, using unauthorized materials, copying another person’s work with or without
consent, or assisting another in such
activities.
Lying – falsifying, fabricating, or forging information in either written, spoken, or
Plagiarism—using the published writings, data, interpretations, or ideas of another
without proper documentation
Plagiarism includes copying and pasting material from the internet into
assignments without properly citing the source of the material.
Episodes of academic dishonesty are reported to the Vice President for Academic
Affairs. The potential penalty for academic dishonesty includes a failing grade on a
particular assignment, a failing grade for the entire course, or charges against the
student with the appropriate disciplinary body.
Attendance Policy
Course enrollment and participation will be monitored and verified for all students
during the first two weeks of classes. Lack of participation during this time may
jeopardize enrollment status. Each student is expected to meet course expectations by
completing the coursework required each week. Active participation and staying abreast
of the material is essential to success. Program specific attendance policies may still
apply.
Participation Policy
Students are expected to actively participate in intelligent discussion of assigned
topics in all areas, such as: Discussion Board Activities, Synchronous Sessions,
Forums, Shared Papers, etc.
Point adjustments will be taken for non-participation.
Disability Accommodations
University of the Cumberlands accepts students with certified disabilities and provides
reasonable accommodations for their certified needs in the classroom, in housing, in
food service or in other areas. For accommodations to be awarded, a student must
submit a completed Accommodations Application form and provide documentation of
the disability to the Disability Services Coordinator (Mr. Jacob Ratliff, Boswell Campus
Center, Student Services Office Suite, jacob.ratliff@ucumberlands.edu). When all
paperwork is on file, a meeting between the student and the Coordinator will be
arranged to discuss possible accommodations before accommodations are formally
approved. Students must then meet with the Coordinator at the beginning of each
semester before any academic accommodations can be certified for that term.
Certifications for other accommodations are normally reviewed annually.
Academic Appeal
Both undergraduate and graduate students have the right to challenge a grade. If
discussions with the course instructor and department chair do not lead to a satisfactory
conclusion, students may file a formal written appeal with the Vice President for
Academic Affairs, who will forward the appeal to the chair of the Academic Appeals
mailto:jacob.ratliff@ucumberlands.edu
Committee. This formal written appeal must be filed by the end of the 4th week of
classes in the next regular term following the term in which the course in question was
taken. The Academic Appeals Committee then gathers information from the student, the
instructor, and any other relevant parties. The Committee will deliver its
recommendation on the complaint to the Vice President for Academic Affairs. After
reviewing this recommendation and concurring or amending it, the Vice President for
Academic Affairs will inform the student and instructor of the disposition of the
complaint no later than the last day of classes of the term in which the complaint was
filed. Records of all actions regarding academic grade appeals, including their final
disposition, are maintained by the Vice President for Academic Affairs and the Academic
Appeals Committee. (Undergraduate Catalog/Graduate Catalog)
Student Responsibilities
Students should:
Use University of the Cumberlands email system for all academic, administrative,
and co-curricular communication between faculty, staff and peers.
Check for email and class announcements using iLearn (primary) and University of
the Cumberlands webmail (secondary) daily.
Demonstrate Cumberlands Character in and outside the classroom per the
University Mission & Vision
Ensure you have consistent required technology for the course
Participate in courses regularly to:
Find announcements and updates
Complete assignments on time. Keep in mind that all deadlines use Eastern
Standard Time (EST).
Engage in discussion
Connect with fellow students and faculty
Present written work in an academic and professional
manner.
Take examinations on the designated dates and times. Students should make
arrangements with faculty before the designated date for any needed
accommodations.
Contact faculty or student success coordinator with questions or concerns.
Course Policies
1. The only authorized electronic means of academic, administrative, and co-
curricular communication between University of the Cumberlands and its students
is through the UCumberlands email system (i.e. Webmail). Each student is
responsible for monitoring his/her University email account frequently. This is the
primary email account used to correspond with you directly by the University;
https://www.ucumberlands.edu/academics/academic-catalog
imperative program information is sent to this email account specifically from
campus and program office.
2. Students should check for e-mail and class announcements using iLearn (primary)
and University of the Cumberlands webmail (secondary).
3. Students are expected to find out class assignments for missed classes and make
up missed work.
4. Students are expected to find out if any changes have been made in the class or
assignment schedule.
5. Written work must be presented in a professional manner.
6. Work that is not submitted in a professional manner will not be evaluated and will
be returned as unacceptable.
7. There is a craft to writing. Spelling, grammar, punctuation and diction (word
usage) are all tools of that craft. Writing at the collegiate level will show careful
attention to these elements of craft.
8. Work that does not exhibit care with regard to these elements will be considered
as inadequate for college writing and graded accordingly.
9. Students are expected to take the examinations on the designated dates. If you
are unable to take the exam on the scheduled date and know in advance, you are
to make arrangements with your professor before the designated date. If you miss
the exam, you must have a legitimate reason as determined by your professor.
Recognizing that a large part of professional life is meeting deadlines, it is necessary to
develop time management and organizational skills. Failure to meet the course
deadlines may result in penalties. Keep in mind that all deadlines are set using Eastern
Standard Time (EST). Late assignments will NOT be accepted.
Course Activities and Experiences
Students are expected to:
Review any assigned reading material and prepare responses to homework
assigned.
Actively participate in activities, assignments, and discussions.
Evaluate and react to each other’s work in a supportive, constructive manner.
Complete specific assignments and exams when specified and in a professional
manner.
Utilize learned technologies for class assignments.
Connect content knowledge from core courses to practical training placement and
activities.
Links to Support
UC Academic Catalog: https://www.ucumberlands.edu/academics/academic-catalog
UC Student Handbook: https://www.ucumberlands.edu/student-handbook
https://www.ucumberlands.edu/academics/academic-catalog
https://www.ucumberlands.edu/student-handbook
Academic Resources & Writing Center: www.ucumberlands.edu/learningcommons
Library: http://www.ucumberlands.edu/library/
Bookstore: https://cumber.bncollege.com/shop/cumberlands/home
About University of the Cumberlands:
https://www.ucumberlands.edu/about/presidents-welcome
Instructions for Accessing, Downloading, and Activating Office 365 Pro Plus
(free for UC Students):
https://helpdesk.ucumberlands.edu/support/solutions/articles/7000045435
Course Evaluation
A student will be evaluated/weighted on the following basis:
A student will be evaluated/weighted on the following basis:
1. Exams – Each exam will consist of multiple-choice, multiple answers, matching,
and True/False questions. Exam items derived primarily from lectures and
readings. Exams will be available through iLearn and completed independently.
2. Homework Assignments, Discussion, & Quizzes – Assignments, Discussion, &
Quizzes will be given throughout the term. Each quiz will consist of multiple-
choice/answer, short answer questions, matching, and True/False questions — quiz
items derived primarily from lectures and readings. Quizzes will be available
through iLearn and completed independently. Assignments and Discussions will
come from the course lectures, materials, and required reading assignments.
3. Practical Connection Assignment – Written Assignment where students will reflect
on course concepts and their practical connection to a working environment.
Please note:
Course Weekly Assignments: Journals’ Articles 50% Course Grade.
Practical Connection Project 20% Course Grade.
Assignment- Discussion Boards: 30% Course Grade.
Grading Scale
Graded work will receive a numeric score reflecting the quality of performance as given
above in evaluation methods. The overall course grade will be determined according to
the following scale:
A= 900 – 1000 (90% – 100%)
B= 800 – 899 (80% – 89%)
C = 700 – 799 (70% – 79%)
http://www.ucumberlands.edu/learningcommons
http://www.ucumberlands.edu/library/
https://cumber.bncollege.com/shop/cumberlands/home
https://www.ucumberlands.edu/about/presidents-welcome
https://helpdesk.ucumberlands.edu/support/solutions/articles/7000045435
F < 699 (Below 69%)
Course Schedule
Grading
Category
Activity Title
Grade
Allocation
(% of all
graded
work)
Lesson 1:Leadership vs. Management and How Leadership Impacts Decisions in the
Digital Space
Resources Required Reading:
Read Chapter 1 in the text
Read Benbya, H., Ning Nan, Tanriverdi, H., & Youngjin Yoo. (2020).
Complexity and Information Systems Research in the Emerging
Digital World. MIS Quarterly, 44(1), 1–17.
https://doi.org/10.25300/MISQ/2020/13304
http://search.ebscohost.com/login.aspx?
direct=true&AuthType=shib&db=buh&AN=141995164&site=eds-
live&custid=s8501869&groupid=main&profile=eds_new
Optional Resources:
Read: Chapter 1 Journal articles
Journal Article 1.1:Trumpy, A.J. and Elliott, M. (2019) ‘You
lead like a girl: Gender and children’s
leadership
development’, Sociological Perspectives, 62(3): 346–365.
Journal Article 1.2:Sudha, K.S., Shahnawaz, M. G. and
Farhat, A. (2016) ‘Leadership styles, leader’s effectiveness
and well-being: Exploring Collective Efficacy as a Mediator’,
Vision, 20(2): 111–120.
View: Chapter 1 Videos
Chapter 1: https://study.sagepub.com/bratton/student-
resources/sage-video/chapter-1-the-nature-of-leadership
0 points
DiscussionAfter completing the reading this week, please review table 1.2 in
the text and review the distinction between leadership and
management. Then think about this in regard to how senior
leaders versus senior managers lead change in an organization
(especially when it comes to technical change in an organization).
25 points
https://journals.sagepub.com/stoken/rbtfl/GDO1S1XE01NG4GUUVCELV/pdf/10.1177/0731121418808800
https://journals.sagepub.com/stoken/rbtfl/XTWG17302BI17WSW79RL0NI/pdf/10.1177/0972262916637260
https://study.sagepub.com/bratton/student-resources/sage-video/chapter-1-the-nature-of-leadership
Grading
Category
Activity Title
Grade
Allocation
(% of all
graded
work)
This week please reflect on these concepts and answer the
following
questions:
1. When implementing change in an organization, there are
always culture issues that are faced, such as not accepting
change, determine how differently this would be handled
thinking about the management versus leadership
constructs?
2. When dealing with performing work, how is this
implemented differently within the management versus
leadership constructs?
Please be sure to answer all of the questions above in the initial
post.
Please ensure the initial post and two response posts are
substantive. Substantive posts will do at least TWO of the
following:
· Ask an interesting, thoughtful question pertaining to the
topic
· Expand on the topic, by adding additional thoughtful
information
·
Answer a question posted by another student in detail
·
Share an applicable personal experience
·
Provide an outside source
·
Make an argument
At least one scholarly (peer-reviewed) resource should be used in
the initial discussion thread. Please ensure to use information
from your readings and other sources from the UC Library. Use
APA references and in-text citations.
Please be sure to engage by Wednesday at 11:59pm ET and then
engage on two more days throughout the week (for a total of
three days of engagement, before Sunday at 11:59pm, ET).
Grading
Category
Activity Title
Grade
Allocation
(% of all
graded
work)
Note: This discussion is a REQUIRED ASSIGNMENT it is worth
twenty-five (25) points. You are required to respond to the
question in order to obtain credit for the assignment by the due
date. If you do not respond to the question by the due date, you
will receive a zero (0) for this assignment. There is a grading
criterion associated with this assignment. Your work will be
compared against your peers using SafeAssign for plagiarism. You
will be able to review every other submission once you complete
your entry, so please note that copying other people’s responses
will not be tolerated.
Written
Work
This week’s journal article was focused on the Complexity of
Information Systems Research in the Digital World. Complexity is
increasing as new technologies are emerging every day. This
complexity impacts human experiences. Organizations are
turning to digitally enabled solutions to assist with the emergence
of digitalization.
Please review the article and define the various technologies that
are emerging as noted in the article. Note how these emerging
technologies are impacting organizations and what organizations
can to do to reduce the burden of digitalization.
Be sure to use the UC Library for scholarly research. Google
Scholar is also a great source for research. Please be sure that
journal articles are peer-reviewed and are published within the
last five years.
The paper should meet the following requirements:
3-5 pages in length (not including title page or references)
APA guidelines must be followed. The paper must include a cover
page, an introduction, a body with fully developed content, and a
conclusion.
A minimum of five peer-reviewed journal articles.
100 points
Grading
Category
Activity Title
Grade
Allocation
(% of all
graded
work)
The writing should be clear and concise. Headings should be used
to transition thoughts. Don’t forget that the grade also includes
the quality of writing.
Note: This written assignment is a REQUIRED ASSIGNMENT it is
worth
one-hundred (100) points. You are required to answer the
questions as stated in the assignment question in order to obtain
credit for the assignment by the due date. If you do not complete
the assignment by the due date, you will receive a zero (0) for
this assignment. There is a grading criterion associated with this
assignment. Your work will be compared to other’s work, using
SafeAssign for plagiarism, so please note that copying other
people’s responses
will not be tolerated.
Lesson 2:Organizational Performance, Innovation, and the TAM Methodology
Grading
Category
Activity Title
Grade
Allocation
(% of all
graded
work)
Resources Required Reading:
Read Chapter 2 in the text
Read AKCIL, U., ALTINAY, Z., DAGLI, G., & ALTINAY, F. (2019). The
Role of Technology Leadership: Innovation for School Leadership
in Digital Age. ELearning & Software for Education, 2, 323.
http://search.ebscohost.com/login.aspx?
direct=true&AuthType=shib&db=edb&AN=135939718&site=eds-
live&custid=s8501869&groupid=main&profile=eds_new
Optional Resources:
Read: Chapter 2 Journal articles
Journal Article 2.1:Learmonth, M. and Morrell, K. (2017)
‘Is critical leadership studies ‘critical’?’ Leadership, 13(3):
257–271.
Journal Article 2.2:Spector, B.A. (2016) ‘Carlyle, Freud,
and the great man theory more fully considered’,
Leadership, 12(2): 250–260.
View: Chapter 2 Videos
Chapter 2: https://study.sagepub.com/bratton/student-
resources/sage-video/chapter-2-strategic-management-
innovation-and-leadership-part-1
0 points
DiscussionAfter completing the reading this week, we reflect on a few key
concepts this week:
1. Organizational performance is the fifth aspect of the model,
reflect on the question, do certain leadership behaviors
improve and sustain performance at the individual, group,
and organizational level? Please explain your response.
2. There were two types of innovation addressed this week
(product and process innovation), please note your own
personal definition of these concepts and offer an example
of both.
25 points
http://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=edb&AN=135939718&site=eds-live&custid=s8501869&groupid=main&profile=eds_new
https://journals.sagepub.com/stoken/rbtfl/UOAG6PEG9TBN05IGNLQU6/pdf/10.1177/1742715016649722
https://journals.sagepub.com/stoken/rbtfl/6NZC36N6XC3DSGF0ORCDVI/pdf/10.1177/1742715015571392
https://study.sagepub.com/bratton/student-resources/sage-video/chapter-2-strategic-management-innovation-and-leadership-part-1
Grading
Category
Activity Title
Grade
Allocation
(% of all
graded
work)
Please be sure to answer all of the questions above in the initial
post.
Please ensure the initial post and two response posts are
substantive. Substantive posts will do at least TWO of the
following:
· Ask an interesting, thoughtful question pertaining to the topic
· Expand on the topic, by adding additional thoughtful information
· Answer a question posted by another student in detail
· Share an applicable personal experience
· Provide an outside source
· Make an argument
At least one scholarly (peer-reviewed) resource should be used in
the initial discussion thread. Please ensure to use information
from your readings and other sources from the UC Library. Use
APA references and in-text citations.
Please be sure to engage by Wednesday at 11:59pm ET and then
engage on two more days throughout the week (for a total of
three days of engagement, before Sunday at 11:59pm, ET
Note: This discussion is a REQUIRED ASSIGNMENT it is worth
twenty-five (25) points. You are required to respond to the
question in order to obtain credit for the assignment by the due
date. If you do not respond to the question by the due date, you
will receive a zero (0) for this assignment. There is a grading
criterion associated with this assignment. Your work will be
compared against your peers using SafeAssign for plagiarism. You
will be able to review every other submission once you complete
your entry, so please note that copying other people’s responses
will not be tolerated.
Grading
Category
Activity Title
Grade
Allocation
(% of all
graded
work)
Written
Work
This week’s journal article was focused on how information and
communication innovation drives change in educational settings.
The key focus of the article was how technology-based leadership
has driven the digital age. Also, that the role of technology
leadership incorporates with the Technology Acceptance Model
(TAM).
In this paper, address the following key concepts:
1. Define TAM and the components.
2. Note how TAM is impacting educational settings.
3. Give an overview of the case study presented and the
findings.
Be sure to use the UC Library for scholarly research. Google
Scholar is also a great source for research. Please be sure that
journal articles are peer-reviewed and are published within the
last five years.
The paper should meet the following requirements:
· 3-5 pages in length (not including title page or references)
· APA guidelines must be followed. The paper must include a
cover page, an introduction, a body with fully developed content,
and a conclusion.
· A minimum of five peer-reviewed journal articles.
The writing should be clear and concise. Headings should be used
to transition thoughts. Don’t forget that the grade also includes
the quality of writing.
Note: This written assignment is a REQUIRED ASSIGNMENT it is
worth one-hundred (100) points. You are required to answer the
questions as stated in the assignment question in order to obtain
credit for the assignment by the due date. If you do not complete
100 points
Grading
Category
Activity Title
Grade
Allocation
(% of all
graded
work)
the assignment by the due date, you will receive a zero (0) for
this assignment. There is a grading criterion associated with this
assignment. Your work will be compared to other’s work, using
SafeAssign for plagiarism, so please note that copying other
people’s responses will not be tolerated.
Lesson 3: Power in Leadership, Organizational Leadership and Intentionality in
Innovation Implementations
Resources Required Reading:
Read Chapter 3 & 4 in the text
Read Se Yeon Choi, Goo Hyeok Chung, & Jin Nam Choi. (2019).
Why are we having this innovation? Employee attributions of
innovation and implementation behavior. Social Behavior &
Personality: An International Journal, 47(7), 1–13.
https://doi.org/10.2224/sbp.8124
http://search.ebscohost.com/login.aspx?
direct=true&AuthType=shib&db=pbh&AN=137631636&site=eds-
live&custid=s8501869&groupid=main&profile=eds_new
Optional Resources:
Read: Chapter 3 & 4 Journal articles
Journal Article 3.1:Lucas, J.W. and Baxter, A.R. (2012)
‘Power, influence, and diversity in organizations’, The
ANNALS of the American Academy of Political and Social
Science, 639(1): 49–70.
Journal Article 3.2:Martinez, A.D., Kane, R.E., Ferris, G.R.
and Brooks, C.D. (2012) ‘Power in leader–follower work
relationships’, Journal of Leadership & Organizational
Studies, 19(2): 142–151.
Journal Article 4.1:Petty, M.M., Beadles, N.A., Chapman,
D.F., Lowery, C.M. and Connell, D.W. (1995) ‘Relationships
between organizational culture and organizational
performance,’ Psychological Reports, 76(2): 483–492.
0 points
https://journals.sagepub.com/stoken/rbtfl/A7USRO98JGM19GSLCVM1OQ/pdf/10.1177/0002716211420231
https://journals.sagepub.com/stoken/rbtfl/L2COO70RSYABFYGJ1VQTE5/pdf/10.1177/1548051811433358
https://journals.sagepub.com/stoken/rbtfl/2TRPQ0QSKS6CJVZ5R24WYP/pdf/10.2466/pr0.1995.76.2.483
Grading
Category
Activity Title
Grade
Allocation
(% of all
graded
work)
Journal Article 4.2:Bonavia, T. (2006) ‘Preliminary
organizational culture scale focused on artifacts’,
Psychological Reports, 99(3): 671–674.
Journal Article 4.3:Walker, R.C. and Aritz, J. (2015)
‘Women doing leadership: leadership styles and
organizational culture,’ International Journal of Business
Communication, 52(4): 452–478.
View: Chapter 3 & 4 Videos
Chapter 3: https://study.sagepub.com/bratton/student-
resources/sage-video/chapter-3-power-and-leadership
Chapter 4: https://study.sagepub.com/bratton/student-
resources/sage-video/chapter-4-culture-and-leadership
DiscussionAfter completing the reading this week, we reflect on a few key
concepts this week:
1. Discuss what power in the context of leadership is and how
it relates to bullying within organizations. Also note how this
impacts productivity.
2. Discuss what organizational culture is and how it impacts
work productivity. Also, note how organizational culture
impacts the success of innovation implementation.
3. How does culture impact leadership? Can culture be seen as
a constraint on leadership?
Please be sure to answer all the questions above in the initial
post.
Please ensure the initial post and two response posts are
substantive. Substantive posts will do at least TWO of the
following:
· Ask an interesting, thoughtful question pertaining to the topic
· Expand on the topic, by adding additional thoughtful information
· Answer a question posted by another student in detail
· Share an applicable personal experience
25 points
https://journals.sagepub.com/stoken/rbtfl/PBITZSAGILBL5EWVKO5C7/pdf/10.2466/PR0.99.3.671-674
https://journals.sagepub.com/stoken/rbtfl/YDZC5SBFZYDFYK4V4Z4KSB/pdf/10.1177/2329488415598429
https://study.sagepub.com/bratton/student-resources/sage-video/chapter-3-power-and-leadership
https://study.sagepub.com/bratton/student-resources/sage-video/chapter-4-culture-and-leadership
Grading
Category
Activity Title
Grade
Allocation
(% of all
graded
work)
· Provide an outside source
· Make an argument
At least one scholarly (peer-reviewed) resource should be used in
the initial discussion thread. Please ensure to use information
from your readings and other sources from the UC Library. Use
APA references and in-text citations.
Please be sure to engage by Wednesday at 11:59pm ET and then
engage on two more days throughout the week (for a total of
three days of engagement, before Sunday at 11:59pm, ET
Note: This discussion is a REQUIRED ASSIGNMENT it is worth
twenty-five (25) points. You are required to respond to the
question in order to obtain credit for the assignment by the due
date. If you do not respond to the question by the due date, you
will receive a zero (0) for this assignment. There is a grading
criterion associated with this assignment. Your work will be
compared against your peers using SafeAssign for plagiarism. You
will be able to review every other submission once you complete
your entry, so please note that copying other people’s responses
will not be tolerated.
Written
Work
This week’s journal article focuses on attribution theory and how
it influences the implementation of innovation technologies. Two
types of employee attributions are noted in the article
(intentionality and deceptive intentionality), please review these
concepts and
answer the following questions:
Provide a high-level overview/ summary of the case study
Note how constructive intentionality impacts innovation
implementations
Find another article that adds to the overall findings of the case
and note how attribution-based perspective enhances successful
100 points
Grading
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graded
work)
innovation implementations. Please be explicit and detailed in
answering this question.
Be sure to use the UC Library for scholarly research. Google
Scholar is also a great source for research. Please be sure that
journal articles are peer-reviewed and are published within the
last five years.
The paper should meet the following requirements:
3-5 pages in length (not including title page or references)
APA guidelines must be followed. The paper must include a cover
page, an introduction, a body with fully developed content, and a
conclusion.
A minimum of five peer-reviewed journal articles.
The writing should be clear and concise. Headings should be used
to transition thoughts. Don’t forget that the grade also includes
the quality of writing.
Note: This written assignment is a REQUIRED ASSIGNMENT it is
one-hundred (100) points. You are required to answer the
questions as stated in the assignment question in order to obtain
credit for the assignment by the due date. If you do not complete
the assignment by the due date, you will receive a zero (0) for
this assignment. There is a grading criterion associated with this
assignment. Your work will be compared to other’s work, using
SafeAssign for plagiarism, so please note that copying other
people’s responses will not be tolerated.
Lesson 4: Ethics in Leadership and Knowledge Sharing
Resources Required Reading
Read Chapter 5 in the text
0 points
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Read LE BA PHONG, LEI HUI, & THAN THANH SON. (2018). How
Leadership and Trust in Leaders Foster Employees’ Behavior
toward Knowledge Sharing. Social Behavior & Personality: An
International Journal, 46(5), 705–720.
https://doi.org/10.2224/sbp.6711
http://search.ebscohost.com/login.aspx?
direct=true&AuthType=shib&db=pbh&AN=129468910&site=eds-
live&custid=s8501869&groupid=main&profile=eds_new
Read CHANHOO SONG, KWANGSEO RYAN PARK, & SEUNG-WAN
KANG. (2015). Servant Leadership and Team Performance: The
Mediating Role of Knowledge-Sharing Climate. Social Behavior &
Personality: An International Journal, 43(10), 1749–1760.
https://doi.org/10.2224/sbp.2015.43.10.1749
http://search.ebscohost.com/login.aspx?
direct=true&AuthType=shib&db=pbh&AN=111059573&site=eds-
live&custid=s8501869&groupid=main&profile=eds_new
Optional Resources:
Read: Chapter 5 Journal articles
Journal Article 5.1:Bormann, K.C. and Rowold, J. (2016)
‘Ethical leadership’s potential and boundaries in
organizational change: a moderated mediation model of
employee silence,’ German Journal of Human Resource
Management, 30(3–4): 225–245.
Journal Article 5.2:Haney, A.B., Pope, J. and Arden, Z.
(2018) ‘Making it personal: developing sustainability leaders
in business,’ Organization & Environment. DOI:
10.1177/1086026618806201
View: Chapter 5 Videos
Chapter 5: https://study.sagepub.com/bratton/student-
resources/sage-video/chapter-5-ethics-and-leadership
https://doi.org/10.2224/sbp.6711
http://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=pbh&AN=129468910&site=eds-live&custid=s8501869&groupid=main&profile=eds_new
https://doi.org/10.2224/sbp.2015.43.10.1749
http://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=pbh&AN=111059573&site=eds-live&custid=s8501869&groupid=main&profile=eds_new
https://journals.sagepub.com/stoken/rbtfl/9IQZD0LG9OF0I9MXVGV0MD/pdf/10.1177/2397002216649855
https://journals.sagepub.com/stoken/rbtfl/KQUIGBY5LWAV9WWFWE17O/pdf/10.1177/1086026618806201
https://study.sagepub.com/bratton/student-resources/sage-video/chapter-5-ethics-and-leadership
Grading
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work)
DiscussionAfter completing the reading this week, we reflect on a few key
concepts this week:
1. Discuss what ethical leadership is and how it impacts the
organizational culture.
2. What are the various dimensions of ethical leadership?
3. Note some failures in ethical leadership, please find an
example, explain the failure and note possible solutions to
fix the issue with leadership.
Please be sure to answer all the questions above in the initial
post.
Please ensure the initial post and two response posts are
substantive. Substantive posts will do at least TWO of the
following:
· Ask an interesting, thoughtful question pertaining to the topic
· Expand on the topic, by adding additional thoughtful information
· Answer a question posted by another student in detail
· Share an applicable personal experience
· Provide an outside source
· Make an argument
At least one scholarly (peer-reviewed) resource should be used in
the initial discussion thread. Please ensure to use information
from your readings and other sources from the UC Library. Use
APA references and in-text citations.
Please be sure to engage by Wednesday at 11:59pm ET and then
engage on two more days throughout the week (for a total of
three days of engagement, before Sunday at 11:59pm, ET
Note: This discussion is a REQUIRED ASSIGNMENT it is worth
twenty-five (25) points. You are required to respond to the
25 points
Grading
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Activity Title
Grade
Allocation
(% of all
graded
work)
question in order to obtain credit for the assignment by the due
date. If you do not respond to the question by the due date, you
will receive a zero (0) for this assignment. There is a grading
criterion associated with this assignment. Your work will be
compared against your peers using SafeAssign for plagiarism. You
will be able to review every other submission once you complete
your entry, so please note that copying other people’s responses
will not be tolerated.
Written
Work
This week’s journal articles focus on transformational leadership
and knowledge and knowledge sharing within an organization,
please review these concepts and answer the following
questions:
How do trustworthy and ethical leaders enhance knowledge
sharing in organizations? How does this impact the rate of
information technology implementations? How does this impact
data management within organizations?
How does servant leadership assist with transferring knowledge
in an organization?
When thinking about data analytics, how does transformational
leadership assist with building good data structures?
Be sure to use the UC Library for scholarly research. Google
Scholar is also a great source for research. Please be sure that
journal articles are peer-reviewed and are published within the
last five years.
The paper should meet the following requirements:
3-5 pages in length (not including title page or references)
APA guidelines must be followed. The paper must include a cover
page, an introduction, a body with fully developed content, and a
conclusion.
100 points
Grading
Category
Activity Title
Grade
Allocation
(% of all
graded
work)
A minimum of five peer-reviewed journal articles.
The writing should be clear and concise. Headings should be used
to transition thoughts. Don’t forget that the grade also includes
the quality of writing.
Note: This written assignment is a REQUIRED ASSIGNMENT it is
worth one-hundred (100) points. You are required to answer the
questions as stated in the assignment question in order to obtain
credit for the assignment by the due date. If you do not complete
the assignment by the due date, you will receive a zero (0) for
this assignment. There is a grading criterion associated with this
assignment. Your work will be compared to other’s work, using
SafeAssign for plagiarism, so please note that copying other
people’s responses will not be tolerated.
Lesson 5: Leadership Styles and Tools to Manage Geographically Dispersed Teams
Resources Required Reading:
Read Chapter’s 6, 7, and 8 in the text
Read (2016). Empowering Leadership and Effective Collaboration
in Geographically Dispersed Teams. Personnel Psychology, 69(1),
159–198. https://doi.org/10.1111/peps.12108
http://search.ebscohost.com/login.aspx?
direct=true&AuthType=shib&db=eue&AN=112508299&site=eds-
live&custid=s8501869&groupid=main&profile=eds_new
Optional Resources:
Read: Chapter 6, 7, & 8 Journal articles
Journal Article 6.1:Russell, R.G. and Mizrahi, R. (1995)
‘Development of a situational model for transformational
leadership,’ Journal of Leadership Studies, 2(3): 154–163.
0 points
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https://journals.sagepub.com/stoken/rbtfl/2CX6EL0L60PRN7SQSPR6FI/pdf/10.1177/107179199500200313
Grading
Category
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Allocation
(% of all
graded
work)
Journal Article 6.2:Tyssen, A.K., Wald, A. and Spieth, P. (2013)
‘Leadership in temporary organizations: a review of leadership
theories and a research agenda’, ProjectManagement Journal,
44(6): 52–67.
Journal Article 6.3:Greenwood, R.G. (1996) ‘Leadership theory:
a historical look at its evolution’, Journal of Leadership Studies,
3(1): 3–16.
Journal Article 7.1:Chaturvedi, S., Arvey, R.D., Zhang, Z. and
Christoforou, P.T. (2011) ‘Genetic underpinnings of
transformational leadership: The mediating role of dispositional
hope’, Journal of Leadership & Organizational Studies, 18(4): 469–
479.
Journal Article 7.2:Groves, K.S. (2005). ‘Linking leader skills,
follower attitudes, and contextual variables via an integrated
model of charismatic Leadership’, Journal of Management, 31(2):
255–277.
Journal Article 7.3:Heracleous, L. and Klaering, L. A. (2014)
‘Charismatic leadership and rhetorical competence: an analysis of
Steve Jobs’s rhetoric’, Group & Organization Management, 39(2):
131–161.
Journal Article 8.1:Madlock, P.E. (2008). ‘The link between
leadership style, communicator competence, and employee
satisfaction’, The Journal of Business Communication (1973),
45(1): 61–78.
Journal Article 8.2:Carmeli, A., Tishler, A. and Edmondson, A.C.
(2012) ‘CEO relational leadership and strategic decision quality in
top management teams: the role of team trust and learning from
failure’, Strategic Organization, 10(1): 31–54.
View: Chapter 6 & 7 & 8 Videos
https://journals.sagepub.com/stoken/rbtfl/8I9MGLIP9TNF96BNTM2ZDA/pdf/10.1002/pmj.21380
https://journals.sagepub.com/stoken/rbtfl/CQ2U70SDR1MFW7696ZKDZU/pdf/10.1177/107179199600300102
https://journals.sagepub.com/stoken/rbtfl/B6QRZBAZLY9ML6WZMHXIG/pdf/10.1177/1548051811404891
https://journals.sagepub.com/stoken/rbtfl/X6FRY4PIX4P3RXFR646ESM/pdf/10.1177/0149206304271765
https://journals.sagepub.com/stoken/rbtfl/ESPV2F6UETISR02BL0XSN/pdf/10.1177/1059601114525436
https://journals.sagepub.com/stoken/rbtfl/XB1626UCQPRGDNXFTIH7E9/pdf/10.1177/0021943607309351
https://journals.sagepub.com/stoken/rbtfl/QW15MPQCO288CSV2T7GR2W/pdf/10.1177/1476127011434797
Grading
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work)
Chapter 6: https://study.sagepub.com/bratton/student-
resources/sage-video/chapter-6-trait-behaviour-and-contingency-
theories-of
Chapter 7: https://study.sagepub.com/bratton/student-
resources/sage-video/chapter-7-charismatic-and-
transformational-leadership
Chapter 8: https://study.sagepub.com/bratton/student-
resources/sage-video/chapter-8-relational-and-distributed-
theories-of-leadership
DiscussionAfter completing the reading this week, we reflect on a few key
concepts this week:
1. Discuss and identify leader traits and attributes that are
most beneficial in implementing the best decisions in an
organization.
2. Explain the differences in charismatic and transformational
leadership and how both leadership styles impact
organizational effectiveness. Please note how these
leadership styles affect implementing new innovative
technologies.
3. Review table 8.1 in the reading this week, note the work
characteristics and the traditional versus high-performance
focus, note which focus is best for strategic decisions and
which is best for operational decisions. Please explain.
Please be sure to answer all the questions above in the initial
post.
Please ensure the initial post and two response posts are
substantive. Substantive posts will do at least TWO of the
following:
Ask an interesting, thoughtful question pertaining to the
topic
Expand on the topic, by adding additional thoughtful
information
Answer a question posted by another student in detail
Share an applicable personal experience
25 points
https://study.sagepub.com/bratton/student-resources/sage-video/chapter-6-trait-behaviour-and-contingency-theories-of
https://study.sagepub.com/bratton/student-resources/sage-video/chapter-7-charismatic-and-transformational-leadership
https://study.sagepub.com/bratton/student-resources/sage-video/chapter-8-relational-and-distributed-theories-of-leadership
Grading
Category
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graded
work)
Provide an outside source
Make an argument
At least one scholarly (peer-reviewed) resource should be used in
the initial discussion thread. Please ensure to use information
from your readings and other sources from the UC Library. Use
APA references and in-text citations.
Please be sure to engage by Wednesday at 11:59pm ET and then
engage on two more days throughout the week (for a total of
three days of engagement, before Sunday at 11:59pm, ET
Note: This discussion is a REQUIRED ASSIGNMENT it is worth
twenty-five (25) points. You are required to respond to the
question in order to obtain credit for the assignment by the due
date. If you do not respond to the question by the due date, you
will receive a zero (0) for this assignment. There is a grading
criterion associated with this assignment. Your work will be
compared against your peers using SafeAssign for plagiarism. You
will be able to review every other submission once you complete
your entry, so please note that copying other people’s responses
will not be tolerated.
Written
Work
This week’s journal articles focus on empowering leadership and
effective collaboration in geographically dispersed teams, please
answer the following questions:
How do geographically dispersed teams collaborate effectively?
Please find at least three tools on the market that teams can use
to collaborate on a geographically dispersed team. Please note
the pros and cons of each tool.
Based on the research above, note which tool you would select if
you were managing the geographically dispersed team and why.
100 points
Grading
Category
Activity Title
Grade
Allocation
(% of all
graded
work)
Be sure to use the UC Library for scholarly research. Google
Scholar is also a great source for research. Please be sure that
journal articles are peer-reviewed and are published within the
last five years.
The paper should meet the following requirements:
3-5 pages in length (not including title page or references)
APA guidelines must be followed. The paper must include a cover
page, an introduction, a body with fully developed content, and a
conclusion.
A minimum of five peer-reviewed journal articles.
The writing should be clear and concise. Headings should be used
to transition thoughts. Don’t forget that the grade also includes
the quality of writing.
Note: This written assignment is a REQUIRED ASSIGNMENT it is
worth one-hundred (100) points. You are required to answer the
questions as stated in the assignment question in order to obtain
credit for the assignment by the due date. If you do not complete
the assignment by the due date, you will receive a zero (0) for
this assignment. There is a grading criterion associated with this
assignment. Your work will be compared to other’s work, using
SafeAssign for plagiarism, so please note that copying other
people’s responses will not be tolerated.
Lesson 6: Human Resource Management and Digital Retail Case Study
Resources Required Reading:
Read Chapter’s 9 & 10 in the text
Read URBONAVIČIŪTĖ, K., & MAKNICKIENĖ, N. (2019).
Investigation of Digital Retail Companies Financial Performance
Using Multiple Criteria Decision Analysis. Science: Future of
Lithuania, 11, 1–9. https://doi.org/10.3846/mla.2019.9737
0 points
Grading
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graded
work)
http://search.ebscohost.com/login.aspx?
direct=true&AuthType=shib&db=a9h&AN=141392864&site=eds-
live&custid=s8501869&groupid=main&profile=eds_new
Optional Resources:
Read: Chapter 9 & 10 Journal articles
Journal Article 9.1:Crossman, B. and Crossman, J. (2011)
‘Conceptualising followership – a review of the literature’,
Leadership, 7(4): 481–497.
Journal Article 9.2:Agho, A.O. (2009) ‘Perspectives of
senior-level executives on effective followership and
leadership’, Journal of Leadership & Organizational Studies,
16(2): 159–166.
Journal Article 9.3:Larsson, M. and Nielsen, M.F. (2017)
‘The risky path to a followership identity: from abstract
concept to situated reality’, International Journal of Business
Communication. DOI: 10.1177/23294888417735648, pp. 1–
28.
Journal Article 10.1:Cook, A. and Glass, C. (2015) ‘Do
minority leaders affect corporate practice? Analyzing the
effect of leadership composition on governance and product
development’, Strategic Organization, 13(2): 117–140
Journal Article 10.2:Dreher, G.F. (2003) ‘Breaking the
glass ceiling: the effects of sex ratios and work-life
programs on female leadership at the top’, Human
Relations, 56(5): 541–562.
View: Chapter 9 & 10 Videos
Chapter 9: https://study.sagepub.com/bratton/student-
resources/sage-video/chapter-9-hrm-and-leadership
Chapter 10: https://study.sagepub.com/bratton/student-
resources/sage-video/chapter-10-talent-management-and-
leadership
DiscussionAfter completing the reading this week, we reflect on a few key
concepts this week:
25 points
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https://journals.sagepub.com/stoken/rbtfl/5GGVB6Q9GSC19UO8M843NO/pdf/10.1177/1742715011416891
https://journals.sagepub.com/stoken/rbtfl/Q3PF41WBLTSYWZF8500GZP/pdf/10.1177/1548051809335360
https://journals.sagepub.com/stoken/rbtfl/AHRFLE8B1YRR2PO4M0Y7/pdf/10.1177/2329488417735648
https://journals.sagepub.com/stoken/rbtfl/0KR61OUSUDFHKNDCVDXPXH/pdf/10.1177/1476127014564109
https://journals.sagepub.com/stoken/rbtfl/3AP000IMQACAIF72UGH0G/pdf/10.1177/0018726703056005002
https://study.sagepub.com/bratton/student-resources/sage-video/chapter-9-hrm-and-leadership
https://study.sagepub.com/bratton/student-resources/sage-video/chapter-10-talent-
management-and-leadership
Grading
Category
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Grade
Allocation
(% of all
graded
work)
1. Discuss the key components of human resource
management. Pick at least four concepts from chapter nine
and describe how these concepts interrelate to individual
performance on a team.
2. Review table 9.2 and select one of the dimensions listed,
note why it was chosen and how you relate to this behavior.
If you have a personal experience, please share.
3. How do leaders select the best talent? What are some tools
they can use to select the best-talent?
Please be sure to answer all the questions above in the initial
post.
Please ensure the initial post and two response posts are
substantive. Substantive posts will do at least TWO of the
following:
Ask an interesting, thoughtful question pertaining to the
topic
Expand on the topic, by adding additional thoughtful
information
Answer a question posted by another student in detail
Share an applicable personal experience
Provide an outside source
Make an argument
At least one scholarly (peer-reviewed) resource should be used in
the initial discussion thread. Please ensure to use information
from your readings and other sources from the UC Library. Use
APA references and in-text citations.
Please be sure to engage by Wednesday at 11:59pm ET and then
engage on two more days throughout the week (for a total of
three days of engagement, before Sunday at 11:59pm, ET
Note: This discussion is a REQUIRED ASSIGNMENT it is worth
twenty-five (25) points. You are required to respond to the
question in order to obtain credit for the assignment by the due
date. If you do not respond to the question by the due date, you
Grading
Category
Activity Title
Grade
Allocation
(% of all
graded
work)
will receive a zero (0) for this assignment. There is a grading
criterion associated with this assignment. Your work will be
compared against your peers using SafeAssign for plagiarism. You
will be able to review every other submission once you complete
your entry, so please note that copying other people’s responses
will not be tolerated.
Grading
Category
Activity Title
Grade
Allocation
(% of all
graded
work)
Written
Work
At UC, it is a priority that students are provided with strong
educational programs and courses that allow them to be servant-
leaders in their disciplines and communities, linking research with
practice and knowledge with ethical decision-making. This
assignment is a written assignment where students will
demonstrate how this course research has connected and put
into practice within their own career.
Assignment:
Provide a reflection of at least 500 words (or 2 pages double
spaced) of how the knowledge, skills, or theories of this course
have been applied, or could be applied, in a practical manner to
your current work environment. If you are not currently working,
share times when you have or could observe these theories and
knowledge could be applied to an employment opportunity in
your field of study.
Requirements:
Provide a 500 word (or 2 pages double spaced) minimum
reflection.
Use of proper APA formatting and citations. If supporting evidence
from outside resources is used those must be properly cited.
Share a personal connection that identifies specific knowledge
and theories from this course.
Demonstrate a connection to your current work environment. If
you are not employed, demonstrate a connection to your desired
work environment.
You should not, provide an overview of the assignments assigned
in the course. The assignment asks that you reflect how the
knowledge and skills obtained through meeting course objectives
were applied or could be applied in the workplace.
Don’t forget that the grade also includes the quality of writing.
200 points
Grading
Category
Activity Title
Grade
Allocation
(% of all
graded
work)
Lesson 7: Performance Management and the Perceptions of Artificial Intelligence
Resources Required Reading:
Read Chapter’s 11 & 12 in the text
Read HAO MENG, ZHI-CHAO CHENG, & TIAN-CHAO GUO. (2016).
Positive Team Atmosphere Mediates the Impact of Authentic
Leadership on Subordinate Creativity. Social Behavior &
Personality: An International Journal, 44(3), 355–368.
http://search.ebscohost.com/login.aspx?
direct=true&AuthType=shib&db=s3h&AN=114485096&site=eds-
live&custid=s8501869&groupid=main&profile=eds_new
Read Brock, J. K.-U., & von Wangenheim, F. (2019). Demystifying
AI: What Digital Transformation Leaders Can Teach You about
Realistic Artificial Intelligence. California Management Review,
61(4), 110–134. https://doi.org/10.1177/1536504219865226
http://search.ebscohost.com/login.aspx?
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live&custid=s8501869&groupid=main&profile=eds_new
Optional Resources:
Read: Chapter 11 & 12 Journal articles
Journal Article 11.1:Budhwar, P.S. (2000) ‘A reappraisal of
HRM models in Britain’, Journal of General Management,
26(2): 72–91
Journal Article 11.2:Vermeeren, B., Kuipers, B. and Steijn,
B. (2014) ‘Does leadership style make a difference? Linking
HRM, job satisfaction, and organizational performance’,
Review of Public Personnel Administration, 34(2): 174–195.
Journal Article 12.1:Swailes, S. (2016) ‘The cultural
evolution of talent management: a memetic analysis’,
Human Resource Development Review, 15(3): 340–358.
Journal Article 12.2:Kim, S. and McLean, G. N. (2012)
‘Global talent management: necessity, challenges, and the
0
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https://journals.sagepub.com/stoken/rbtfl/HVIKHSZ517CXDN9MUF57CM/pdf/10.1177/030630700002600205
https://journals.sagepub.com/stoken/rbtfl/Z9GNHOIIKSV5F5DC838D/pdf/10.1177/0734371X13510853
https://journals.sagepub.com/stoken/rbtfl/RGTYDR854XGJ0ZEKVFI13/pdf/10.1177/1534484316664812
https://journals.sagepub.com/stoken/rbtfl/DZNS8G63UNBG4WP8UH7Z/pdf/10.1177/1523422312455610
Grading
Category
Activity Title
Grade
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(% of all
graded
work)
roles of HRD’, Advances in Developing Human Resources,
14(4): 566–585.
View: Chapter 11 &12 Videos
Chapter 11: https://study.sagepub.com/bratton/student-
resources/sage-video/chapter-11-performance-
management-and-leadership
Chapter 12: https://study.sagepub.com/bratton/student-
resources/sage-video/chapter-12-leadership-development
DiscussionAfter completing the reading this week, we reflect on a few key
concepts this week:
1. Discuss what performance management is and how it
influences effective teams.
2. Review table 11.1, define leadership behaviors (in your own
words) and note which behaviors are beneficial at specific
organizational activities (example: project planning, leading
coworkers, etc…). Please note at least five organizational
activities and be specific when responding.
3. Note at least two organizational capabilities and compare
and contrast each.
Please be sure to answer all the questions above in the initial
post.
Please ensure the initial post and two response posts are
substantive. Substantive posts will do at least TWO of the
following:
· Ask an interesting, thoughtful question pertaining to the topic
· Expand on the topic, by adding additional thoughtful information
· Answer a question posted by another student in detail
· Share an applicable personal experience
· Provide an outside source
· Make an argument
25 points
https://journals.sagepub.com/stoken/rbtfl/DZNS8G63UNBG4WP8UH7Z/pdf/10.1177/1523422312455610
https://study.sagepub.com/bratton/student-resources/sage-video/chapter-11-performance-management-and-leadership
https://study.sagepub.com/bratton/student-resources/sage-video/chapter-12-leadership-development
Grading
Category
Activity Title
Grade
Allocation
(% of all
graded
work)
At least one scholarly (peer-reviewed) resource should be used in
the initial discussion thread. Please ensure to use information
from your readings and other sources from the UC Library. Use
APA references and in-text citations.
Please be sure to engage by Wednesday at 11:59pm ET and then
engage on two more days throughout the week (for a total of
three days of engagement, before Sunday at 11:59pm, ET
Note: This discussion is a REQUIRED ASSIGNMENT it is worth
twenty-five (25) points. You are required to respond to the
question in order to obtain credit for the assignment by the due
date. If you do not respond to the question by the due date, you
will receive a zero (0) for this assignment. There is a grading
criterion associated with this assignment. Your work will be
compared against your peers using SafeAssign for plagiarism. You
will be able to review every other submission once you complete
your entry, so please note that copying other people’s responses
will not be tolerated.
Written
Work
This week’s journal article focus on the how positive team culture
can correct the impact of lagging leadership creativity.
Additionally, we discussed how digital transformation leaders in
regard to artificial intelligence (AI). After reviewing the reading,
please answer the following questions:
1. What is your definition of AI? Please explain.
2. What is your opinion of AI, is the technology currently
available? Why or why not?
3. Please note at least four AI technologies, explain if they are
truly AI or something else. Thoroughly explain your answer.
4. How is AI perceived as different in various industries and
locations? Please explain.
100 points
Grading
Category
Activity Title
Grade
Allocation
(% of all
graded
work)
Be sure to use the UC Library for scholarly research. Google
Scholar is also a great source for research. Please be sure that
journal articles are peer-reviewed and are published within the
last five years.
The paper should meet the following requirements:
· 3-5 pages in length (not including title page or references)
· APA guidelines must be followed. The paper must include a
cover page, an introduction, a body with fully developed content,
and a conclusion.
· A minimum of five peer-reviewed journal articles.
The writing should be clear and concise. Headings should be used
to transition thoughts. Don’t forget that the grade also includes
the quality of writing.
Note: This written assignment is a REQUIRED ASSIGNMENT it is
worth one-hundred (100) points. You are required to answer the
questions as stated in the assignment question in order to obtain
credit for the assignment by the due date. If you do not complete
the assignment by the due date, you will receive a zero (0) for
this assignment. There is a grading criterion associated with this
assignment. Your work will be compared to other’s work, using
SafeAssign for plagiarism, so please note that copying other
people’s responses will not be tolerated.
Lesson 8: Reflection Weeks
Resources NA 0 points
Grading
Category
Activity Title
Grade
Allocation
(% of all
graded
work)
DiscussionThis is a shortened week and therefore we are going to complete
a reflection activity.
This discussion topic is to be reflective of the course material.
Therefore, use your own words to respond to the following
questions:
1. What other topics would you have liked to have covered in
this course?
2. What reading did you find most interesting and why?
3. How has this course changed your perspective or outlook
moving forward?
4. Any other topic of interest that you would like to add.
5. Please be sure to answer all the questions above in the
initial post.
6. Please be sure to engage by Wednesday at 5pm ET
Note: This discussion is a REQUIRED ASSIGNMENT it is worth
twenty-five (25) points. You are required to respond to the
question in order to obtain credit for the assignment by the due
date. If you do not respond to the question by the due date, you
will receive a zero (0) for this assignment. There is a grading
criterion associated with this assignment. Your work will be
compared against your peers using SafeAssign for plagiarism. You
will be able to review every other submission once you complete
your entry, so please note that copying other people’s responses
will not be tolerated.
ALL WORK IS DUE BY WEDNESDAY at 5pm THIS WEEK!
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Syllabus Disclaimer
This syllabus contains important information critical to your success in this course. It
includes guidelines for this course and the instructor’s current expectations about
content, schedule, and requirements necessary for each student to achieve the best
educational results. While you must review and become familiar with the contents of
this syllabus, the instructor reserves the right to make adjustments or change in the
syllabus from time to time. Any changes to the syllabus will be discussed with the
students.
Organizational Leadership
John Bratton
Part 3
Managing people and leadership
2
HRM and leadership
Chapter 9
3
Learning outcomes
After completing this chapter, you should be able to:
Define human resource management (HRM) and its relation to organizational leadership.
Appreciate the scope and functions of HRM.
Explain and evaluate the different theoretical approaches to studying HRM.
Assess the contribution of HRM to individual and organizational performance.
Critique assumptions found in mainstream HRM literature.
4
Introduction
Organizations are dependent on suitably talented people who have knowledge and skills, working with physical and financial resources, which will add value and create a viable business or service.
By understanding the role of HRM, it helps to provide a framework understanding subsequent chapters on managing and developing people and leading change (Chapters 12-17).
5
The nature of HRM
The early studies exposed ‘soft’ and ‘hard’ versions of HRM (Legge, 1989):
‘Soft’ approach – highly relevant to leadership as it emphasizes human interactions, focusing on motivation, development, communications and thus, the quality of leader-follower relations.
‘Hard’ approach – views people as a commodity or ‘human resource’ that has a price (wage) and needs to be managed in the same way as other factors.
6
The nature of HRM
Bratton and Gold (2017) defined HRM as:
A strategic approach to managing employment relations which emphasizes that leveraging people’s capabilities and commitment is critical to achieving sustainable competitive advantage or superior public services. This is accomplished through a distinctive set of integrated employment policies, programmes and practices, embedded in an organizational and societal context’ (p. 5).
7
The nature of HRM
This definition:
emphasises the goals that underpin the processes, that applies organizational behaviour (OB) and leadership knowledge to leverage people’s potential capabilities to enhance individual and organizational performance.
conceives HRM as embedded in a capitalist society and its associated ideologies and global structures.
remind leaders that human knowledge and skills are a strategic resource that needs investment and adroit management.
8
Scope and functions of HRM
Managing employment relationships in the workplace is the core of HRM.
3 major subdomains of HRM knowledge were identified (Boxall et al., 2008):
Micro (MHRM) – largest subdomain, managing individual employees and small work groups.
Strategic (SHRM) – revolves around the processes of linking HR strategies with business strategies and measures the effects on organizational performance (see Chapter 2).
International (IHRM) – focuses on the management of people in global companies operating in more than one country.
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Micro HRM activities
Key MHRM:
Workforce planning
Recruitment and selection
Performance appraisal
Training and development
Rewards
Employee relations
HR strategy and leadership
10
Theorizing HRM
Models are important because they provide an analytical framework for studying HRM.
The Michigan Model of HRM (Fombrun et al., 1984)
Focus: selection, appraisal, training and rewards.
The Harvard Model of HRM ( Beer et al., 1984)
Focus: situational factors, stakeholder interests, HRM policy choices, HR outcomes, long-term consequences and a feedback loop through which the outputs flow directly into the organization and to the stakeholders.
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Theorizing HRM
The Storey Model of HRM (Storey, 2007)
Focus: beliefs and assumptions, strategic qualities, critical role of managers and key levers.
The Ulrich Business Partner Model (Ulrich, 1997)
Focus: strategic partner, change agent, administrative expert, employee champion.
12
HRM & leadership
How does HRM contribute to the leadership process?
Does HRM make a difference to individual and organizational performance?
13
Critiquing the HRM discourse
Ambiguities in the ‘soft’ and ‘hard’ schools of HRM (Legge, 2005).
Selection ‘best’ HR practice has tended to be viewed in terms of standardizing and objectifying the selection process (Townley, 1994).
Conflict is structured into the management of pay.
‘Trust relationships between managements and workforces are typically lacking’ observes Hutton (2015, p. 181).
HR practices have given rise to a shift from long-term ‘relational’ employment contracts between the employer and the employee towards short-term ‘transactional’ and ‘precarious’ contracts, which contradicts the goal of follower commitment and cooperation and relational leadership values.
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Organizational Leadership
John Bratton
1
Part 3
Managing people and leadership
2
Talent management and leadership
Chapter 10
3
Learning outcomes
After completing this chapter, you should be able to explain and evaluate:
The nature of talent and the complexities and organizational challenges surrounding talent management.
Leaders’ and line manages’ roles in talent management and capacity building.
The value and limitations of talent collaborations, and.
The critical research that challenges the mantra of ‘talent are our most valuable asset’.
4
The nature of talent and talent management (TM)
Early conceptualization of TM focused on human resource planning and recruitment activities.
Meyers and van Woerkom (2014, p.192), argue that TM comprises ‘the systematic utilization of human resource management…activities to attract, identify, develop, and retain individuals who are considered to be ‘talented’’ – reflects the potential scope of TM, which often extends to HRM practices such as employer branding (to attract talented people), training, rewards, employee engagement designed to motivate and retain talent and, where recognized, engage with trade unions.
5
The nature of talent and talent management (TM)
Contemporary definitions of TM encompass a complex range of policies and practices that often pervade every aspect of the ‘employment journey’ from the point of entry – attracting and recruiting talented people – through to ensuring high performance, commitment and retention – and ultimately long-term growth through work.
Crowley-Henry and Ariss (2018) depicted that managers must first agree how to define talent in order to create a framework for shaping TM.
6
Who are ‘talent’?
The extent to which an organization relies upon its ability to recruit high-quality candidates from its external labour market (Swailes et al., 2014)
The extent to which it needs or wishes to grow its own talent and develop employees more organically from within the organization (Swailes et al., 2014)
The nature of talent and talent management (TM)
7
Exclusive and Inclusive Talent Management
Exclusive – targets people within the organization based on either their current high performance or predicted high potential to fulfil critical roles
Inclusive – targets everyone within the organization through providing fair and equal access to career development and progression opportunities to all employees (Swailes et al., 2014)
The nature of talent and talent management (TM)
8
Leading and managing talent
Avedon and Scholes (2010, p.92) note that ‘Nothing defines success better than when the talent management practices are so ingrained in the organization that they are part of the management culture’. This illustrates the importance of both senior leaders and line managers of mobilizing and managing an organization’s talent, especially through their daily actions.
Workforce planning – leaders know what is lacking and required to fill the gap.
Talent attraction – quite depending on the reputation of an organization plus a strong employee value proposition (EVP) to attract the people who are likely to perform best within its culture.
9
Leading and managing talent
Performance and reward management – a process utilized to identify, rate and reward talent and high potential, and to formulate learning and career development plans that are reflective of performance ratings.
Talent development – investing in talent training and development in order to update employee skills, improve job performance, and develop the competencies and dynamic capabilities that employees need to meet the strategic objectives of their organizations.
Talent mobilization – to facilitate continuous development and mobilization of talent applicable as required.
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Collaborative talent management
Within an organization (intra-organizational collaboration) or it may span two or more independent organizations (inter-organizational collaboration).
Advantages:
Facilitate the sharing and generation of new knowledge and innovation
Improve the efficacy of working practices through pooling resources such as technology, facilities and finance – indirectly avoiding unnecessary duplication and improving the end-to-end journey of the customer or service user
11
Critiquing the talent management debate
Much of HRM research did not adequately emphasize structured antagonisms and contradictions (Thompson and McHugh, 2009).
Mainstream HRM and TM researchers have routinely neglected or marginalized those most directly impacted by HR policies and practices – the employees (e.g. Delbridge and Keenoy, 2010; Thunnissen et al., 2013).
Many mainstream HRM researchers have largely failed to subject HR practices to a critical scrutiny of unintended consequences and paradox theory (Bratton and Gold, 2017), or the ‘collateral damage’, resulting from their application (Delbridge and Keenoy, 2010, p.803).
12
Critiquing the talent management debate
Leaders need to address the question of ‘talent for what?’ (Thunnissen, 2016).
There has been a failure to critically scrutinize the ‘unintended consequences’ and, in particular, how the ‘talent paradox’ plays out between the actors (Daubner-Siva et al., 2018, p.75).
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