Developing Skills For Business Leadership Essay Example

and 6,500 employees from 40 entries, is well-equipped to enhance employee relationships and managerial communications within its diverse workforce. This analysis focuses on one specific business unit of Sapphire, which has a total of 30 employees working both full-time and part-time. By examining peer-reviewed literature, this study provides an extensive overview of the conducted research and presents important findings in the conclusion.

Evidence is growing that motivated workers are crucial for companies to gain and sustain a competitive edge in the global marketplace. Recent studies indicate that by implementing high-involvement work practices, positive beliefs and attitudes can be instilled in employees, resulting in increased engagement and enhanced performance.

According to Ivy Business Journal (2006), engaged employees are those who come up with ideas, create designs, and implement changes in the workplace and processes. Gammon (2006, p. 26) further highlights that job satisfaction and demographic trends, such as labor shortages, skill deficits, and reduced workforce, will result in significant changes in the way work is carried out, who performs it, the location, and the required skill sets.

Literature Review

The leadership approach of human resources is examined in this chapter, with a focus on exploring various useful tools and techniques for this project. The author identifies a list of methods that can help identify and overcome obstacles faced by two underperforming team leaders. Additionally, the author proposes employing the following tools to improve the team leaders' interpersonal skills, increase employee engagement, and ultimately boost motivation.

Fishbone Analysis

Fishbone diagrams, also known as fishbone analyses, have been effectively used in various applications. They are named so because they resemble the skeleton of a

fish (see Figure 1 below). These diagrams are particularly useful for decision-makers who need to consider multiple hypotheses and conduct numerous tests to identify the problem (McGraw & Harrison 1999). In creating fishbone diagrams, analysts should place the more common hypotheses near the 'head' and the less common or frequently selected hypotheses near the tail (McGraw & Harrison 1999, p. 92). Professor Karri Chickasaws (1968) provides a representative fishbone diagram as shown in Figure 1. Examples of applications for fishbone analyses include evaluating healthcare services and managing human resources (Paramilitary & Dataset 2009).

Root Cause

Middleton and Walker (2005, p. 37) define root cause analysis as a systematic method to analyze adverse events, identifying the occurrences, reasons, and preventive measures going forward. It serves as a vital tool for evaluating human resource issues and assessing participants' understanding of their company's policies and procedures (Schafer 2012).

Skinner's Behavior Reinforcement Theory

According to Todd and Morris (1999, p. 4), the concept known as 'Reinforcement theory' is also referred to as 'behavior theory,' 'learning theory,' and 'operational behaviorism,' among other names. Skinner's experiments revealed that both positive and negative reinforcements can have a significant impact on behavior (Todd & Morris 1999). Reinforcement theory plays a crucial role in motivating employees. Lutheran (2000) suggests that one of the key responsibilities of a leader is to motivate and reinforce others in order to encourage exceptional performance.

The objective of using reinforcement theory is to maintain motivation by establishing a clear connection between performance and rewards for employees (Lutheran, 2000, p. 31).

The team roles in Beeline are important.

According to Belch (2001), a 7-year-long managerial experiment was

conducted in which 120 management teams participated in competitive business simulations. The observational data obtained from these simulations included diverse contributions from different team members.

The researchers at Bellini discovered various team-role patterns. They found that each team member had a preferred or natural role, as well as a secondary role that they could assume when needed. Additionally, they identified least-preferred and best-avoided roles. Initially, Bellini's observational studies identified eight team roles, with a ninth role being identified later.