I need a response and or contribution to the following:

1. Ken's major reasons for his subordinate issues are that he lacks followership and has not built relationships with his staff. Ken has not developed credibility, resulting in a low cult (Gook, n.d.). There is no sense of teamwork/organized effort, respect, communication, listening, or contribution acceptance (Community Tool Box, n.d.). People will be motivated and cooperative toward Ken and the task deadlines if they feel cared for through communication individually and as a team. By building relationships and connections, Ken will deliver increased meaning toward the work with less need for micromanagement and instilling fear among the staff when deadlines are approaching.

2. Improve the quality and interactions with employees daily to promote goodwill and be trusted as a leader (Gook, n.d.).

Listen to employees and invite the participation of employees for inclusion and improved relations, engagement, input, and impact (Kellerman, n.d.).

Improve confidence among employees by showing trust in their abilities (UMGC, n.d.).

3.

Ken should review Developing Your Leadership Skills to look inward toward self-awareness and behaviours driving his authentic leadership style. Ken must self-reflect on his history, strengths/weaknesses, integrity, and communication practices that can help improve his people management skills (UMGC, n.d.).

Ken should utilize the information from The Leadership Relationship to be an effective leader. Part I: Understanding Trust. Ken must understand what healthy relationships with employees look like, including trust, respect, support, and communication (Manion, 2015). Demonstrating competence and knowledge of these qualifications/skills of a leader will help Ken lead with the foundation of trust, integrity, and congruence (Manion, 2015).

Ken should also review Building and Sustaining Relationships (Community Tool Box, n.d.). Ken needs to put himself in the shoes of his employees and develop shared goals with them, so they work together toward initiatives (Community Tool Box, n.d.). By doing this, he solicits their buy-in and finds common interests without intimidation or judgment (Community Tool Box, n.d.).

Cathy Dombroski

References:

Community Tool Box. (n.d.). Building and Sustaining Relationships. Center for Community Health and Development. The University of Kansas. Chapter 14. Section 7. Retrieved at: https://ctb.ku.edu/en/table-of-contents/leadership/leadership-functions/build-sustain-relationships/main

Gook, M. (n.d.). Followership is Underrated & Misunderstood. The Beacon Group. YouTube. Retrieved at: https://www.youtube.com/watch?v=KM2XM7kRKgQ

Kellerman, B. (n.d.). Barbara Kellerman on Followership. Harvard CPL. YouTube. Retrieved at: https://www.youtube.com/watch?v=kgLcAF5Lgq4

Manion, J. (2015). The Leadership Relationship. Part I: Understanding Trust. Journal of PeriAnesthesia Nursing, Vol 30, No 2 (April), 2015: pp 153-156. Retrieved at: https://learn.umgc.edu/content/enforced/640930-M_001034-01-2218/The%20Leadership%20Relationship,%20Part%20I%20-%20Understanding%20Trust.pdf

UMGC. (n.d.).significant Developing Your Leadership Skills. University of Maryland Global Campus. Retrieved at: https://leocontent.umgc.edu/content/scor/uncurated/2211-tlp610/learning-resourcelist/developing-your-leadershipskills.html