Assignment Week VI – Leadership in Action Simulation: Affecting change
Course: Organizational Leadership
Date: November 8, 2009
Professor: Marian Gigliotti
University of Phoenix at Philadelphia
Leadership in Action simulation: Affective change.
Leadership is not about asserting power, it is about being a positive influence, Yuki explains, and influence is the essence of leadership, to be effective, as a leader, it is necessary to influence people to carry out requests, support proposals, and implement decisions. The concept of power is useful for understanding how people are able to influence each other in organizations (Mintzberg, 1983; Pfeffer, 1981.1992). Yuki noted, power involves the capacity of one party (the agent) to influence another party (the target). Political tactics are used to influence organizational decisions or otherwise gain benefits for an individual or group. Yuki continued, one type of political tactics involves an attempt to influence how important decisions are made and who makes them. In the Leadership in Action Simulation, a newly appointed Chief Operating Officer (COO), of Smith & Falmouth (S&F), was faced with the challenge of leading a group of stubborn employees to achieve the company’s goals (Leadership in Action Simulation 2009). The simulation addresses organizational culture, power and politics.
This paper discusses the established methods control and current departmental and organizational cultures at S&F. What appears to be the driving force to the problem at S&F has to do with the organizational culture adapted at S&F. Robins and Judge state that there seems to be wide agreement that organizational culture refers to a sys tem of shared meaning held by members that distinguishes the organization from other organization (Robins & Judge 2007). This paper will recommend restructuring the e-tail division...