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Management Assignment on Toxic Leadership

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Management Assignment on Toxic Leadership

COMPETENCIES

3005.1.2 : Power and Influence for Organizational Goals

The graduate determines how power and influence can be used to achieve organizational goals.

3005.1.3 : Leading Organizational Culture to Achieve Individual and Organizational Goals

The graduate demonstrates knowledge of key concepts in leading organizational culture to achieve individual and organizational goals.

3005.1.4 : Leadership Development and Innovation

The graduate applies appropriate leadership development and innovation techniques to improve motivation, development, and innovation of followers.

INTRODUCTION

For this task, you will write a paper evaluating how leaders’ behaviors, attitudes, and styles influence the achievement of organizational goals and organizational culture. Specifically, you will focus on leaders’ toxic leadership behaviors and the ethical consequences of those behaviors on leadership effectiveness. By demonstrating knowledge of toxic leadership behaviors and their ethical consequences, you can minimize adverse effects on performance and positively and proactively influence organizational culture to achieve individual and organizational goals.

REQUIREMENTS

Your submission must be your original work. No more than a combined total of 30% of the submission and no more than a 10% match to any one individual source can be directly quoted or closely paraphrased from sources, even if cited correctly. An originality report is provided when you submit your task that can be used as a guide.

 

You must use the rubric to direct the creation of your submission because it provides detailed criteria that will be used to evaluate your work. Each requirement below may be evaluated by more than one rubric aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course.

 

Write a paper (suggested length of 6–10 pages) in which you evaluate how leaders’ behaviors, attitudes, and styles influence the achievement of organizational goals by doing the following:

 

  1. A.  Describe threetoxic leadership behaviors that a leader could exhibit, including a specific example of each toxic leadership behavior.

 

Note: Where examples are asked for in this assessment, you may use hypothetical or real-world examples, as long as all identifying information is removed from any real-world examples used.

  1.  Explain how each of the toxic leadership behaviors could influence leadership effectiveness and organizational culture, including two specific examples of how the toxic leadership behaviors have influenced leadership effectiveness and organizational culture.
  2.  Explain how eachof the toxic leadership behaviors could have ethical consequences for leadership effectiveness, including two specific examples of a situation in which a toxic leadership behavior had ethical consequences for leadership effectiveness.
  3. Support your responses for parts A, A1, and A2 with a scholarly source. Please see below in section D the scholarly sources selected from my school library. I am going to provide the sources with the APA references.

In this section, explain three toxic leadership behaviors that a leader could exhibit, including their effects on leadership effectiveness and organizational culture. You will also explain the ethical consequences of each of the toxic leadership behaviors and how these behaviors affect power and influence within the organization.

  • This section of the task requires scholarly research.
  • Provide specific examples to support each toxic leadership behavior, include at least threein-text citations using a scholarly source.
  • Write a separate paragraph for each of the three toxic leadership behaviors.

 

  1. B.  Recommend three action items to prevent the toxic leadership behaviors described in part A.
  2.  Explain how these action items can prevent negative consequences of the toxic leadership behaviors within an organization, including specific examples of how each action item would prevent the negative consequences (three total examples).
  3. Explain how these action items improve leadership effectiveness and organizational culture in terms of motivation, development, or innovation.
  4. Support your responses to parts B, B1, and B2 with a scholarly source. Please see below in section D the scholarly sources selected from my school library. I am going to provide the sources with the APA references.

In this section, explain three actionable items that a leader could use to prevent negative consequences of toxic leadership behaviors, including how these actions improve leadership effectiveness and organizational culture. Additionally, explain how these actions improve motivation, development, and innovation.

  • This section of the task requires scholarly research.
  • Provide specific examples to support each toxic leadership behavior, include at least threein-text citations using a scholarly source.
  • Write a separate paragraph for each of the three actionable recommendations.

 

 

  1.  Analyze how power and influence are used to achieve organizational goals by doing the following:
  2. 1.  Explain how positive leadership behaviors help an organization achieve its goals.
  3. Explain how toxic leadership behaviors inhibit an organization’s ability to achieve its goals.
  4. Support your responses to parts C1 and C2 with a scholarly source. Please see below in section D the scholarly sources selected from my school library. I am going to provide the sources with the APA references.

In this section, explain how at least two positive leadership behaviors help achieve organizational goals. Additionally, explain how at least two toxic leadership behaviors inhibit organizational goals.

  • This section of the task requires scholarly research.
  • Provide at least two specific examples to support each leadership behavior, include at least one in-text citation using a scholarly source for both positive and toxic leadership behaviors.
  • Write a separate paragraph for each of the four leadership behaviors. 

 

  1.  Acknowledge sources, using in-text citations and references, for content that is quoted, paraphrased, or summarized. I am not allowed to use articles from outside my institution, therefore, please only use the ones I am providing.

*You can use them in your desire order.

 

Sources for section A

 Consequence of Toxic leadership on Employee Job Satisfaction and Organizational Commitment.

Authors: Mehta, Sunita1, Maheshwari, G. C.2

Source:Journal of Contemporary Management Research. Sep2013, Vol. 8 Issue 2, p1-23. 23p. 8 Charts.

APA Reference:

Mehta, S., & Maheshwari, G. C. (2013). Consequence of Toxic leadership on Employee Job Satisfaction and Organizational Commitment. Journal of Contemporary Management Research8(2), 1–23.

 

Identifying TOXIC LEADERSHIP & Building Worker Resilience.

Authors: Winn, Gary L. Dykes, Ava C.

Source: Professional Safety. Mar2019, Vol. 64 Issue 3, p38-45. 8p.

APA Reference:

Winn, G. L., & Dykes, A. C. (2019). Identifying TOXIC LEADERSHIP & Building Worker Resilience. Professional Safety, 64(3), 38–45.

 

Negative Influences of the 4th Industrial Revolution on the Workplace: Towards a Theoretical Model of Entropic Citizen Behavior in Toxic Organizations.

Authors: Coldwell DAL; School of Economic and Business Sciences, University of the Witwatersrand, Johannesburg 2050, South Africa. david.coldwell@wits.ac.za.

Source: International journal of environmental research and public health [Int J Environ Res Public Health] 2019 Jul 25; Vol. 16 (15). Date of Electronic Publication: 2019 Jul 25.

APA Reference:

Coldwell, D. A. L. (2019). Negative Influences of the 4th Industrial Revolution on the Workplace: Towards a Theoretical Model of Entropic Citizen Behavior in Toxic Organizations. International Journal of Environmental Research and Public Health16(15). https://doi.org/10.3390/ijerph16152670

 

 

Source for section B

Toxic Corporate Culture: Assessing Organizational Processes of Deviancy.

Authors: van Rooij, Benjamin Fine, Adam

Source: Administrative Sciences (2076-3387); Sep2018, Vol. 8 Issue 3, p23, 1p

Publication Year: 2018

APA Reference: van Rooij, B., & Fine, A. (2018). Toxic Corporate Culture: Assessing Organizational Processes of Deviancy. Administrative Sciences (2076-3387)8(3), 23.

 

 

The mediating role of leadership and people management practices on HRD and organizational performance.

Authors: Alagaraja, Meera1, meera.alagaraja@louisville.edu Cumberland, Denise M.1 Choi, Namok2

Source: Human Resource Development International; Jul2015, Vol. 18 Issue 3, p220-234, 15p

 

APA reference

Alagaraja, M., Cumberland, D. M., & Choi, N. (2015). The mediating role of leadership and people management practices on HRD and organizational performance. Human Resource Development International18(3), 220–234. https://doi.org/10.1080/13678868.2014.997139

 

 

Overcoming the Shadow of Expertise: How Humility and Learning Goal Orientation Help Knowledge Leaders Become More Flexible.

Authors: Trinh MP; Faculty of Leadership and Interdisciplinary Studies, College of Integrative Sciences and Arts, Arizona State University, Tempe, AZ, United States.

Source: Frontiers in psychology [Front Psychol] 2019 Nov 07; Vol. 10, pp. 2505. Date of Electronic Publication: 2019 Nov 07 (Print Publication: 2019).

APA Reference:

Trinh, M. P. (2019). Overcoming the Shadow of Expertise: How Humility and Learning Goal Orientation Help Knowledge Leaders Become More Flexible. Frontiers in Psychology10, 2505. https://doi.org/10.3389/fpsyg.2019.02505

 

 

Source for section C

KEY DETERMINANTS OF INFLUENCE IN THE PROCESS OF ORGANIZATIONAL LEADERSHIP

Stojanovic-Aleksic, Vesna; Krstic, Bojan.Ekonomika; Nis Vol. 62, Iss. 4,  (Oct-Dec 2016): 17-29. DOI:10.5937/ekonomika1604017S

APA Reference:

Stojanović – Aleksić, V., & Krstić, B. (2016). Key Determinants of Influence in the Process of Organizational Leadership. Ekonomika62(4), 17.

 

 

  1.  Demonstrate professional communication in the content and presentation of your submission.

 

RUBRIC

A:TOXIC LEADERSHIP BEHAVIORS

NOT EVIDENT A description of 3 toxic behaviors is not provided.

APPROACHING COMPETENCE The submission identifies 3 toxic leadership behaviors that a leader could exhibit within an organization but does not logically describe each of those behaviors or does not include a specific example of each of the behaviors.

COMPETENT The submission identifies 3 toxic leadership behaviors that a leader could exhibit within an organization and logically describes each of those behaviors, including a specific example of each of the behaviors.

 

A1:INFLUENCE OF TOXIC LEADERSHIP BEHAVIORS

NOT EVIDENT An explanation of how the toxic leadership behaviors described in part A could influence leadership effectiveness and organizational culture is not provided.

APPROACHING COMPETENCE The explanation does not logically describe how each of the toxic leadership behaviors described in part A could influence leadership effectiveness and organizational culture. Or the explanation does not include 2 specific examples of how the toxic leadership behaviors have influenced leadership effectiveness and organizational culture.

 

COMPETENT The explanation logically describes how each of the toxic leadership behaviors described in part A could influence leadership effectiveness and organizational culture. The explanation includes 2 specific examples of how the toxic leadership behaviors have influenced leadership effectiveness and organizational culture.

 

A2:ETHICAL CONSEQUENCES OF TOXIC LEADERSHIP BEHAVIORS

NOT EVIDENT An explanation of how the toxic leadership behaviors described in part A could have ethical consequences for leadership effectiveness is not provided.

APPROACHING COMPETENCE The explanation does not logically describe how the toxic leadership behaviors described in part A could have ethical consequences for leadership effectiveness. Or the explanation does not include 2 specific examples of a situation in which a toxic leadership behavior has ethical consequences for leadership effectiveness.

COMPETENT The explanation logically describes how the toxic leadership behaviors described in part A could have ethical consequences for leadership effectiveness. The explanation includes 2 specific examples of a situation in which a toxic leadership behavior has ethical consequences for leadership effectiveness.

 

A3:TOXIC LEADERSHIP BEHAVIORS SCHOLARLY SOURCE

NOT EVIDENT A source to support the responses for parts A, A1, and A2 is not provided.

 

APPROACHING COMPETENCE The source provided is not scholarly or does not logically support each of the responses for parts A, A1, and A2.

COMPETENT The source provided is scholarly and logically supports each of the responses for parts A, A1, and A2.

 

B:ACTION ITEM RECOMMENDATIONS

NOT EVIDENT A recommendation of 3 action items is not provided.

APPROACHING COMPETENCE The recommendation of 3 action items includes 1 or more action items that are not relevant to preventing the toxic leadership behaviors described in part A.

COMPETENT The recommendation identifies 3 relevant action items to prevent the toxic leadership behaviors described in part A.

 

B1:PREVENTING NEGATIVE CONSEQUENCES

NOT EVIDENT An explanation of how the action items from part B can prevent negative consequences of toxic leadership behaviors within an organization is not provided.

APPROACHING COMPETENCE The explanation does not logically describe how the action items from part B can prevent the negative consequences of the toxic leadership behaviors within an organization. Or the explanation does not include a specific example of a potential negative consequence that each action item would prevent or does not logically describe how the action item would prevent that negative consequence.

COMPETENT The explanation logically describes how the action items from part B can prevent the negative consequences of the toxic leadership behaviors within an organization. The explanation includes a specific example of a potential negative consequence that each action item would prevent and logically describes how the action item would prevent that negative consequence.

 

B2:IMPROVING MOTIVATION, DEVELOPMENT, OR INNOVATION

NOT EVIDENT An explanation of how the action items from part B can improve leadership effectiveness and organizational culture is not provided.

APPROACHING COMPETENCE The explanation does not logically describe how the action items from part B can improve leadership effectiveness and organizational culture in terms of motivation, development, or innovation.

COMPETENT The explanation logically describes how the action items from part B can improve leadership effectiveness and organizational culture in terms of motivation, development, or innovation.

 

B3:ACTION ITEMS SCHOLARLY SOURCE

NOT EVIDENT A source to support the responses for parts B, B1, and B2 is not provided.

APPROACHING COMPETENCE The source provided is not scholarly or does not logically support each of the responses for parts B, B1, and B2.

COMPETENT The source provided is scholarly and logically supports each of the responses for parts B, B1, and B2.

 

C1:POSITIVE LEADERSHIP BEHAVIORS AND ORGANIZATIONAL GOALS

NOT EVIDENT An explanation of how positive leadership behaviors help an organization achieve its goals is not provided.

APPROACHING COMPETENCE The explanation does not logically describe how positive leadership behaviors help an organization achieve its goals.

COMPETENT The explanation logically describes how positive leadership behaviors help an organization achieve its goals.

 

C2:TOXIC LEADERSHIP BEHAVIORS AND ORGANIZATIONAL GOALS

NOT EVIDENT An explanation of how toxic leadership behaviors inhibit an organization’s ability to achieve its goals is not provided.

APPROACHING COMPETENCE The explanation does not logically describe how toxic leadership behaviors inhibit an organization’s ability to achieve its goals.

COMPETENT The explanation logically describes how toxic leadership behaviors inhibit an organization’s ability to achieve its goals.

 

C3:ACHIEVING ORGANIZATIONAL GOALS SCHOLARLY SOURCE

NOT EVIDENT A source to support the responses for parts C1 and C2 is not provided.

APPROACHING COMPETENCE The source provided is not scholarly or does not logically support each of the responses for parts C1 and C2.

COMPETENT The source provided is scholarly and logically supports each of the responses for parts C1 and C2.

 

D:SOURCES

NOT EVIDENT The submission does not include both in-text citations and a reference list for sources that are quoted, paraphrased, or summarized.

APPROACHING COMPETENCE The submission includes in-text citations for sources that are quoted, paraphrased, or summarized and a reference list; however, the citations or reference list is incomplete or inaccurate.

COMPETENT The submission includes in-text citations for sources that are properly quoted, paraphrased, or summarized and a reference list that accurately identifies the author, date, title, and source location as available.

 

E:PROFESSIONAL COMMUNICATION

NOT EVIDENT Content is unstructured, is disjointed, or contains pervasive errors in mechanics, usage, or grammar. Vocabulary or tone is unprofessional or distracts from the topic.

APPROACHING COMPETENCE Content is poorly organized, is difficult to follow, or contains errors in mechanics, usage, or grammar that cause confusion. Terminology is misused or ineffective.

COMPETENT Content reflects attention to detail, is organized, and focuses on the main ideas as prescribed in the task or chosen by the candidate. Terminology is pertinent, is used correctly, and effectively conveys the intended meaning. Mechanics, usage, and grammar promote accurate interpretation and understanding.

 

 
 
 
 

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