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participating in the discussion by making two or more substantive posts to your peers or me on two different days in the week.
Respond to at least two of your classmates’ posts or my replies to the class. Label your responses, “First Response, Second Response,” etc. Usually, it takes about 75-80 words to give a substantive response.
Please make sure to support your participating posts with key concepts from the week’s reading materials and the course.
Please review the tips for creating substantive participation posts and the rubrics I use to grade the discussion forum. It is also posted at the top of our eLearning course.
Tips for Creating Substantive Participation Posts
Explain why you agree or disagree, and add some examples to support your belief
Relate your personal or work experiences to the topic at hand
Ask additional questions of your classmates
Make connections between the topics at hand and the readings in the text
Add ways you can apply the lessons from the class in your work and educational life
Picture us sitting in a circle in a room, sharing ideas, debating those ideas, coming up with new ideas—actively collaborating in the learning process while maintaining a respectful and positive tone with our peers!
THESE ARE THE 2 PEOPLE I WANT YOU TO RESPOND TO
1. by ming lee – Tuesday, June 22, 2021, 6:07 PM
Classmates and instructor,
how leadership or the leader-follower relationship can become harmful to people and organizations.
The dark side of charisma by Tomas Chamorro-Premuzic
He believes that to influence others only three ways which are force, reason, and charm. Force and reason use good reasons. However, charm is not. When leaders use charisma to manipulate others’ emotions which can cloud both judgments, it is dangerous to the leaders, employees, and organization. For leaders use charm will become additive to the constant praise and attention. As a result, organizations maybe have a short-term gain on pushing some of their goals. Still, it will affect the organization’s harmony. Furthermore, it may cause the employees to distrust the organization if they feel that they have been manipulated and deceived by their charming leader, a narcissistic psychopath.
Where there is no margin for toxic leadership by Robert Sher
He believes that the midsize organization needs a CEO, not HR, as big organizations, to make sure his top team is zero with weak links. He states that the old type of loyalty is toxic to their business. Commitment blindly believes that their leaders know all and make a great decision no matter what kind of situation. However, there is no one can ever make any mistake. He believes in “mentoring and developing middle managers as well as building a network of external candidates in critical functional areas. Those who can build a great team give their companies far more upside potential, stronger growth, and far fewer crises to manage (“Where There’s No Margin For Toxic Leadership,” 2014).”
Loyalty to a Leader is Overrated, even dangerous by Julie Irwin
The author points out the same concept as Robert Sher that requires loyalty to an organization, is dangerous. Leaders don’t always have answers, and the followers are equally guilty of blindly submitting to any leader. Authors believe that letting employees participate in their organization’s decisions and speak up if the leaders do not make a sound decision for them or their organization will be the most effective strategy to benefit all parties involved in the process.
ways leaders can ensure they avoid toxic leadership habits and avoid falling into manipulation and deceit practices.
To avoid toxic leadership habits, Tomas Chamorro-Premuzic believes that when selecting their leaders, the organization should use scientifically validated assessment instead of their chemistry or intuition, recognize that confidence is not competent, and look for talent princess charming. Rober Sher and Julie Irwin believe that to avoid blindly follow their leaders. Everyone should discard the old belief that loyalty is a must in the organization. Instead of giving employees autonomy, actively participate and value their leader’s performance by their talent, not their charm.
Describe a leader you believe has fallen into one or more of the traps described in the three articles. Then, give a specific example to support your assertion.
I do not have direct leaders who are fallen into one or more of the traps described in the three articles. However, I heard from some of my co-workers from another department, and she heard from someone else. Some charming managers have a perfect vibe with all their upper leaders and their lower-ranking colleague. He could easily ask a person or a group to start a project if he asked. However, he is very narcissistic and starts to show that he will take others’ ideas as his own. Although the person did not get angry about his behaviors, slowly, more and more people found out his behaviors become intolerable. But following things they knew were that he got promoted to another department. Although his colleagues were happy about his leaving, they felt unjust for his actions.
4. find one additional research article that highlights how charismatic leaders can use charisma in a way that benefits people and organizations. Explain how the research article you select connects to the 3 HBR articles.
Team OCB, leader charisma, and organizational change: A multilevel study – ScienceDirect
The research suggests that leaders’ charisma is essential to team-level OCB (organizational citizenship behaviors (OCB) (“Team OCB, Leader Charisma, and Organizational Change,” 2016)). Furthermore, leaders’ appeal is undoubtedly linked to trust in the leader and positively affects organizations to utilize different strategies to promote charismatic leadership. Hence, organizations may benefit from charismatic leaders to suggest the change, improving individual followers’ support(“Team OCB, Leader Charisma, and Organizational Change,” 2016).
This finding notably similar to this week’s HBR articles. It is crucial to have charismatic leaders. After all, they effectively influence their followers to support the organization’s agenda because they trust their charismatic leader.
Loyalty to a leader is overrated, even dangerous. (2014, December 16). Harvard Business Review. https://hbr.org/2014/12/loyalty-to-a-leader-is-overrated-even-dangerous
Team OCB, leader charisma, and organizational change: A multilevel study. (2016). The Leadership Quarterly, 27(6), 883–895. https://doi.org/10.1016/j.leaqua.2016.05.006
The dark side of charisma. (2012, November 16). Harvard Business Review. https://hbr.org/2012/11/the-dark-side-of-charisma
Where there’s no margin for toxic leadership. (2014, May 26). Harvard Business Review. https://hbr.org/2014/05/where-theres-no-margin-for-toxic-leadership
Thank you for reading
2. Christian Ruff – Wednesday, June 23, 2021, 9:00 AM
Good morning classmates and professor,
(1) The first theme is that leadership qualities don’t always turn people into effective leaders. Tomas Chamorro-Premuzic discussed the detriment a leader’s charm can have on the organization and those around them. A leader can be charismatic but bring about mental or physical harm. In his article, Robert Sher touched on toxic leadership can spell doom for midsized firms. With the events surrounding Chief Lightning Carter, Robert Sher demonstrated how a charismatic and manipulative leader can still fail to bring the organization desired results. Finally, Julie Irwin states how valuing loyalty to leadership is unhealthy for followers and organizations alike. This demand for unwavering loyalty above everything else transforms members of the organization into slaves.
The second theme is that toxic leaders ask for loyalty to them, not to the organization. These types of leaders ask their followers to get results for them, not for the organization they work for. Julie Irwin used the example of Watergate co-conspirator Egil “Bud” Krogh, whose good-soldier attitude prevented him from betraying Nixon.
(2) The authors recommend the use of valid and scientific assessment to acquire leaders with talent, not immense charm. They also recommend that followers obey for the good of the organization, not for the good of the leaders they follow.
(3) There is one individual I know of used to reside in the Oval Office and has said the following sentences: “Don’t talk to me that way. I’m the President of the United States. Don’t ever talk to the President that way.” This individual fell into the “I demand blind loyalty” trap that was described by Julie Irwin.
(4) Learn to be Charismatic by Scott Edinger. Scott listed the benefits to having charismatic leaders in the organization. One of the benefits is that, “Like all good leaders, charismatic leaders are skilled communicators.” (Edinger, 2012). Charismatic leaders can use their charm to emotionally manipulate others to push their organization’s agenda. They may be crucial to negotiating deals, conversing with investors, or making deals with buyers and sellers.
Chamorro-Premuzic, T. (2012, November 16). The Dark Side of Charisma. Harvard Business Review. https://hbr.org/2012/11/the-dark-side-of-charisma.
Cher, R. (2014, May 26). Where There’s No Margin for Toxic Leadership. Harvard Business Review. https://hbr.org/2014/05/where-theres-no-margin-for-toxic-leadership.
Irwin, J. (2014, December 16). Loyalty to a Leader is Overrated, Even Dangerous. Harvard Business Review. https://hbr.org/2014/12/loyalty-to-a-leader-is-overrated-even-dangerous.
Edinger, S. (2012, November 13). Learn to be Charismatic. Harvard Business Review. https://hbr.org/2012/11/learning-charisma.
BELOW ON THE ADDITIONAL MATERIAL SECTION I AM GOING TO UPLOAD THIS WEEKS READING MATERIAL