Master of Science in Leadership RG 5043

       Notar & Padgett (2010) used “thinking outside the box” aligned with critical thinking and creativity.  When organizations ask or empower their workforce to think outside the box, it means they are engaging their employees to be creative and utilize their critical thinking skills in defining and analyzing the problem to reach a logical solution.  When employees conceived new ideas of products and services, organizations need to have an open mind of the possibilities to implement those new ideas into reality. According to McKeown (2014), we can shape a better future if we understand how future tends to emerge and most especially, we need to be open to new possibilities and new opportunities.  One of the process improvement that Delta implemented was to get their employees get invested.  The leadership team reviewed their founder’s mission statement and developed a new set of core principles that outlined the unifying set of behaviors for their employees and stakeholders.  D

Steiner (2016) claimed that without the skills of self-awareness, the thought process of a leader could be obscured with deception.  The chaotic and complex environment of a manager can cause underutilization of self-awareness to the extent of abandonment.  Steiner’s research showed evidenced that the authenticity and self-awareness were consequential to successful leadership.  Understanding and raising awareness to the essential facet of authenticity and self-awareness as well as authentic behavior and self-awareness posed in leadership was not only imperative to leaders but also to their followers who pursued aligning themselves with their personal authenticity.             Developing teamwork is critical for the success of any organization.  It is to the advantage of the company when every member of the team works cohesively to accomplish departmental and organizational goals.  It is not only of utmost importance that team members have the autonomy and freedom to achieve assigned

Reflect on this presentation and compare and contrast it to your experience and the readings from this module             While different research in innovation has provided a higher understanding and perception of the social, economic and individual benefits extrapolated from new technologies, there has been minimal significance in the dialogues regarding the probability of detrimental effect that innovation may induce ( Edgell & Vogl, 2013).  According to Carmeli, Gelbard, & Gefen (2010), organizations are steadfastly finding different avenues to cultivate internal and external strategic fit because the fit is not only critical to organizations’ capacity to change and conform to contingencies that are unforeseen and have the ability to act as an impediment to unauthenticity.  Carmeli et al., (2010), defined fit as an organization’s demands, goals, objectives, and needs on one component are congruent or aligned with the another component’s demands, goals, objectives, and n

               Canfield (2011) wrote that it is of business or organizational imperative for a company to be competitive and fruitful in the local and global market.  He further stated that for us to compete, we have to improve; to improve, we have to change; and to change, we have to seize our old practices that are not meaningful anymore and we have to start doing new things that are meaningful.  To be competitive locally and globally, organizational leaders must develop and harness an innovative culture and empower change.             This week’s reading first, I have learned that organizations need to focus on the training and development of an innovative leadership if they want to improve the performance of their team.  We will be faced with unfamiliar positions, situations, and challenges that are complex and to make sense of those complex and complicated problems; we are in great dire need of innovation leadership.  According to Barsh, Capozzi, and Davidson (2008), an innovat

According to Reives and Deimler (2011), a leader or a company has to be attuned to the different signals of the transformation of their external environment, assessing the change, and acting on those change to either reinvent or refine the current model of their business or transforming the industry’s landscape.  Beslin and Reddin’s (2004) article titled “How Leaders Can Communicate To Build Trust” indicates an essential element of the leadership of a particular organization in winning the trust of its stakeholders was open communication.  Trust cannot be given but must be earned.  Leaders of today must strive to build trust with their stakeholders rather than just talking about having trust.  Leaders cannot afford to take trust for granted since both the internal workforce and the external public are increasingly pessimistic (Beslin & Reddin, 2004). Leading innovation is becoming to be paramount that it gives organizations stronger position from competitors, it generates consum