“The Blaming and Belittling Behavior of Today's So-Called Leaders” I have selected “The Blaming and Belittling Behavior of Today's So-Called Leaders” by Sally Blount on Forbes as my study article. It relates well with the goal of this course on how to get work done with and through other people. For instance, without leaders the organization would be rudderless, a ship headed for nowhere, letting itself be drifted away by the waves. Leaders make decisions on behalf of the organization, develop policies, and strategies that enable the organization stay ahead of the competition, and most importantly remain profitable. They determine how the employees will implement the activities; hence, creating an organizational behavior. I have also selected
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Google’s chairman says, “everyone is treated equally not matter how long they have worked with the organization.” This has made people motivated in their work environment. Dobre (2013) agrees that motivation among employees is often at the individual level. People have needs to fulfill, and may even be at different levels as Abraham Maslow’s hierarchy of needs shows. These needs keep them working as they climb the ladder of need towards self-actualization. It could be a good house, a dream holiday destination, or just to retire early and enjoy their days without too much worry about …show more content…
The buck always stops at the top, nothing more nothing less. Therefore, leaders must be able to defend the decisions made by employees at the bottom because it is the leaders who entrusted them with such responsibilities. If a leader is not in touch with the employees he/she leads, then the problem crops in. For example, apportioning blame brings dissatisfaction and lowers the morale of the employees. Therefore, it is the responsibility of the leader to find out the factors that bring out the best of their employees in the workplace. Dobre (2013) argues that studies geared towards discovering human motivation goes beyond the face value of motivation itself, what makes the employee work hard, and what keeps them working even harder day after day. Discovering what keeps the employee turning up for work makes it easy for the leader to keep them working through the provision of incentives or
Google’s chairman says, “everyone is treated equally not matter how long they have worked with the organization.” This has made people motivated in their work environment. Dobre (2013) agrees that motivation among employees is often at the individual level. People have needs to fulfill, and may even be at different levels as Abraham Maslow’s hierarchy of needs shows. These needs keep them working as they climb the ladder of need towards self-actualization. It could be a good house, a dream holiday destination, or just to retire early and enjoy their days without too much worry about …show more content…
The buck always stops at the top, nothing more nothing less. Therefore, leaders must be able to defend the decisions made by employees at the bottom because it is the leaders who entrusted them with such responsibilities. If a leader is not in touch with the employees he/she leads, then the problem crops in. For example, apportioning blame brings dissatisfaction and lowers the morale of the employees. Therefore, it is the responsibility of the leader to find out the factors that bring out the best of their employees in the workplace. Dobre (2013) argues that studies geared towards discovering human motivation goes beyond the face value of motivation itself, what makes the employee work hard, and what keeps them working even harder day after day. Discovering what keeps the employee turning up for work makes it easy for the leader to keep them working through the provision of incentives or