Business & Finance HOMEWORK

Gerardo Garcia
Week one’s readings all emphasize leadership strengths and weaknesses faced in today’s business environment. The reading that stood out to me the most was Fred Lunenburg’s article  Leadership versus Management: A Key Distinction–At Least in Theory. Lunenburg’s (2020) article stands out to me because, in my opinion, he correctly highlights the difference between a leader and a manager. Most people believe that a person who has a leadership title earned that title because they have excellent leadership skills but that is not always the case. Many times that person has excellent management skills but lacks the leadership skills to visualize, inspire, and grow a team. 
These past 12 years I have had the opportunity to experience how great leadership and management skills positively (and negatively) affect business and military organizations. This is important to me because like many, we have experienced horrible “bosses” that cause us to dislike our job. On the other hand, we have had great leaders who inspire us to give more than we thought we could. This is important to understand because this will help with attracting and retaining the right people for the right jobs at the right time. 
Lunenburg highlights that both are much needed for any organization to be successful. By understanding how to identify the strengths and weaknesses of a leader vs. a manager, this can help leadership to appoint and leverage these individuals for the overall success of the organization. And this will improve the overall culture of the organization because people will have less resentment and more pride in their jobs. 
Lunenburg, F.C. (2020).  Leadership Versus Management: A Key Distinction–At Least in Theory. Main Issues Of Pedagogy And Psychology
Alexis Dea
Greetings Classmates,
The standout reading for me was Chapter 11: Managing Human Capital. This chapter holds particular significance for me due to its relevance to my current professional environment. At my workplace, we’ve developed and implemented a hiring tool called the  Care Predictor , akin to the Myers-Briggs assessment. This tool was crafted to assist in the assessment of clinical staff, aiming to identify their strengths and weaknesses, ultimately enhancing the therapeutic alliance between clinicians and patients. Subsequently, we’ve extended its use to all employee types, not solely clinicians. Upon delving into this chapter, it underscored the importance of recognizing employee strengths over weaknesses, which invariably leads to positive outcomes within the workplace. I firmly advocate for the adoption of requisite tools not only to pinpoint the right fit for an organization but also to leverage the results for coaching, mentoring, and fostering the development of the existing workforce.
Employee turnover rates represent one of the most significant expenses an organization can incur, resulting in squandered time, resources, and financial strains. As I explored various forms of performance assessments, I was astounded by the depth of research and the consequential outcomes they offer. These resources prove immensely beneficial for leaders as they enable the tailoring of coaching and leadership approaches based on individual employee strengths and weaknesses, facilitating the formulation of plans to bridge gaps and capitalize on strengths. Performance assessments provide leaders with concrete data about their employees’ strengths, weaknesses, and areas for improvement. This information enables leaders to make informed decisions about task assignments, promotions, training opportunities, and resource allocations. By identifying areas where employees may need additional training or development, leaders can proactively address skill gaps within their teams. This proactive approach ensures that employees have the necessary resources and support to succeed in their roles. These assessments also serve as a valuable tool for leaders to self-assess, facilitating their growth towards becoming exemplary leaders.
Lambros, K. & Sharp, M. (2022). Chapter 11: Managing human capital. In  The CISO evolution. Wiley.


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