evaluate the relationship of the 2 different post's content compared to module concepts and materials and other relevant sources deemed meaningful.

1. Judge how attitudes are used when developing a leadership style. (LO1)
2. Evaluate the three levels of moral development. (LO1)
3. Appraise leadership behavior. (LOs 1-3)
4. Assess Theory X and Theory Y, the Pygmalion effect, and self-concept. (LO1 & LO4)

1.

A leader who demands a higher standard is someone who has a clear vision of what they want to achieve and is not afraid to push their team to reach that goal. They understand that standards must be upheld in order to be successful and are willing to put in the extra work to ensure that every team member is held to those standards. On the other hand, a leader who does not demand a higher standard is someone who allows their team to work at a lower level of quality and performance. Both types of leaders can be successful, but the leader who demands a higher standard is more likely to achieve greater success in the long run. An example of a leader who is more likely to maintain success is the Johnson and Johnson CEO who recalled a over the counter product because of risks of contamination (ChicagoTribune, 2017). An example of the opposite would be BP after the popular oil spill and the CEO handled the situation poorly and did not react immediately with care (EPA, 2022).

2.

Based off how BP handled the oil spill in the early 2000s, this shows an example of a theory Y, negative self-concept leadership style. Theory Y is the idea that the leader typically is afraid to make decisions, is unassertive, and is self-blaming when things go wrong (Lussier & Achua, 2015).

3.

The three levels of moral development are preconventional, conventional, and postconventional. Pre is Self-interest motivates behavior to meet one's own needs to gain rewards while following rules and being obedient to authority to avoid punishment, Conventional is living up to expectations of acceptable behavior defined by others motivates behavior to fulfill duties and obligations. It is common for followers to copy the behavior of the leaders and group, and post is motivated by universal principles of right and wrong, regardless of the expectations of the leader or groups (Lussier & Achua, 2015). The CEO for Johnson and Johnson followed a postconventional moral while the BP CEO did not follow any of these ideas.

4.

The Pygmalion effect proposes that leaders' attitudes toward and expectations of followers, and their treatment of them, explain and predict followers' behavior and performance (Lussier & Achua, 2015). For certain careers and jobs standards have increased and decreased. For example, treatment for certain aviation jobs have changed. Regional airline pay has increased greatly and certain jobs have also overworked pilots a lot as well.

1. Thinking through the implications of a leader's decision, compare and contrast an example of a leader who demands a higher standard (doing what's right) and a leader who does not.

Leaders who set high standards of conduct and prioritize the greater good or long-term benefits over short-term gains are more likely to achieve positive outcomes. John F. Kennedy exemplified this leadership style by prioritizing the country's interests during the Cuban Missile Crisis. On the other hand, leaders who prioritize personal gains or disregard ethical values may lead to negative consequences, as demonstrated by Martin Shkreli's decision to increase the price of a life-saving drug by 5,000% overnight. This decision lacked ethical standards and negatively impacted patients and the broader healthcare system.

2. Considering the four leadership styles, judge how your example from Question #1 can teach leaders about attitudes used when developing a leadership style. (Page 49)

Leadership styles are crucial when leading a team, reflecting the attitudes and behaviors a leader adopts. John F. Kennedy and Martin Shkreli provide examples of different leadership styles. Kennedy's transformational style focuses on inspiring and motivating his team, taking calculated risks for the greater good. Shkreli's transactional style prioritizes short-term gains and profit maximization over ethical values. Effective leaders should acknowledge their achievements, have a positive attitude, and give back to their communities through volunteering for personal growth and development.

3. Explain the impact of each leader's behavior on their respective organization in relation to the three levels of moral development.

Kohlberg's theory of moral development identifies three levels of moral reasoning: pre-conventional, conventional, and post-conventional. Kennedy's decision to quarantine Cuba showed post-conventional reasoning, prioritizing universal ethical principles. Shkreli's decision showed pre-conventional reasoning, prioritizing self-interest. Kennedy's decision had a positive impact, while Shkreli's decision had a negative impact. Kohlberg's theory is a useful framework for evaluating leadership's impact on organizations. Post-conventional and transformational leadership have a positive impact, while pre-conventional and transactional leadership have a negative impact.

4. In relation to the Pygmalion effect, for your example, evaluate how standards have increased or decreased in the past few years. How do we know?

The Pygmalion effect, or the self-fulfilling prophecy, posits that high expectations lead to improved performance, while low expectations lead to decreased performance. For JFK and Shkreli, the impact of the Pygmalion effect on their standards in recent years is unclear. Nevertheless, JFK's decision to quarantine Cuba demonstrated his high expectations for himself and his team, resulting in a positive outcome, while Shkreli's decision to increase the drug's price had negative consequences for his company and himself. Overall, the Pygmalion effect highlights the importance of leaders setting high expectations and prioritizing the greater good to achieve positive outcomes.