Master of Science in Leadership RG 5043

             Whetten & Cameron (2016) indicated that for a team to perform efficiently, it is imperative to understand the there four stages of team development for the team to progress.  The four stages are the forming stage, the norming stage, the storming stage, and the performing stage.  Those steps generate the dynamics within the team to change, the shifting of the team members’ interrelations, and the modification of the behaviors of effective leaders.  The cohesive and efficient performance of a team as one unit is a result of a leader diagnosing the team’s development based on the type of behaviors that will contribute to the enhancement of the team’s performance (Whetten & Cameron, 2016).              In my current role as Senior Human Resources Manager for Florida Hospital HealthCare Partners, part of my responsibility is to be actively involved in all initiatives that involve acquisitions and reduction in force.  Since the appointment of my position, I have been

          Whetten & Cameron (2016) defined empowerment as giving individuals the autonomy to do what they want to do instead of asking them to do what we want them to do.   The foundation of empowerment is giving up the power or the control and instead let others set up their goals, make appropriate decisions accomplishing results and receiving compliments and rewards.   When supervisors or managers who have developed the skills of empowerment, they accelerate their effectiveness in the workplace because the source of empowerment is internal.   The primary source of empowerment is within the individual rather than social acceptance, political support or entitlement.             When I joined Florida Hospital Memorial Medical Center, I was hired as a temporary recruiter.  Although considered as a contractor at that time, the Executive Director of Human Resources for the East Florida Region, gave me the full autonomy to analyze a candidate’s experience and skills and make approp

           AuburnHungerStudies (2011) defined conflict as differences in clashes between the needs, perceptions, interest, and activities of individuals that are part of our social life.  It is man-made and can be violent, non-violent intense or light.  Webster (n.d.) defined conflict as a lack of agreement or harmony, or a physical dispute between opposing individuals.  It is a state of violent armed struggle between countries or nations, and it is an earnest effort for superiority or victory over another.  In short, conflict is the occurrence of a series of disagreements where a presence of a threat to the individual's needs or concerns is perceived. During my employment at Bethune-Cookman University, I had the opportunity to participate in resolving behavioral and cultural conflicts between two men from the Physical Plant Department which almost resulted in physical violence.  The University had employed the younger facility maintenance employee who is an African-American whi

           Yukl, Gary (2012) described recognizing as encompassing giving compliments whenever necessary and showing gratitudes to others or your followers for excellent performance and significant contributions to the organization.  The primary focus of recognizing is to strengthen behaviors that are desirable and a commitment to excellence in the attainment of task objectives (Yukl, 2012, p. 72).  Recognizing our employees for excellent performance is one way of demonstrating respect to our workforce.  Whenever our workforce feels valued and respected, it provides them the motivation to perform at the highest level with greater attention to protocol and etiquette in the workplace.              For me, when someone recognizes the full force effort that I put into anything I do, that recognition is an excellent motivational force.  At work, I feel valued when my direct supervisor or colleagues give me praise for a job well done.  At school, I am motivated to study harder when my i

            According to de Vries, Bakker-Pieper, and Oostenveld (2010) research entitled, “Leadership 5 Communication?  The Relations of Leaders’ Communication Styles with Leadership Styles, Knowledge Sharing, and Leadership Outcomes”, a leader’s supportive communication heightens knowledge rendering to the leader’s behavior and at the same time, collecting behavioral knowledge from the leader.  In utilizing regression analyses, de Vries et al., (2010) discovered that the confidence of a leader was interrelated to the performance observed from the leader and to the experience of contentment with the leader but not to donating knowledge and collecting behaviors.  The research conducted by de Vries et al., 2010 resulted in some noteworthy findings such as firstly, charismatic leadership was depicted by a supportive, argumentative, assured, and precise communication style.  On the other hand, human-oriented leadership style was connected to a supportive communication style and a minimal