Answers:

Q1. Reflecting on the Appreciative Inquiry Change Management Method, please list and describe the Four stages of the Appreciative Inquiry Change Management Method.

1. Discovery entails gathering information from previous as well as current positive experiences by asking interested employees to share their thoughts and experiences about what they consider to be meaningful and effective. Take notes on what people say and evaluate them to get a better view of the factors that contributed to previous performance.

2. The dream process is when you create a mental image of how the good points you learned can be transformed into your strengths. Come up with new ideas, this can necessitate brainstorming among the team's key members.

3. Design is the stage in which you create a realistic plan of action to put your dream into action. This step entails determining and finalizing systems, developing procedures, and defining the approach you'll use to put your dream into action.

4. When a strategy is implemented as planned, the term "deliver" refers to the actual execution. It's important to stay focused on the dream during this point and avoid getting caught up in the details of execution.

Q2. As a leader, you can shape social-cultural values through several ways, list five and describe the ways that leaders use to keep culture strong. 

1.Models of conduct

Leaders must be role models and walk the walk. Particularly during times of transition, your team looks to you to take the lead and show and communicate your goals. You can't ask someone to change their habits unless you're able to change yours. As a result, you must make the same adjustments and demonstrate the same behaviors that you expect from your team. Others will join you if you take the initiative.

2. Create a reason to believe in.

People want to know what their responsibilities are. They want to know exactly what their job entails and how it affects the business. People can fill the void left by a lack of a clearly defined reason — whether it's for the business or a project you're working on — with their own, and you might end up with people going in various directions. With a specific goal in place, moreover, the people will have more insight and will be able to emotionally connect with you and follow you on your journey.

3. Set expectations and assist people in developing the necessary skills.

The majority of people want to advance in their careers and make a difference. To do so, you'll need to give them the tools, resources, and opportunities they need to develop and build trust in their ability to fulfill standards while still fitting seamlessly into your organizational culture vision. Provide coaching and preparation, and use daily contact to reinforce the company's mission, vision, and values.

4. Instill a philosophy of transparency in the organization.

One of the most effective ways for leaders to shape society is through accountability. When leaders keep people accountable, they learn that they are responsible for everything they do. A leader's authority and words will fall on deaf ears if there are no transparency mechanisms in place. Your staff must understand that your business practices, internal processes and systems, and cultural elements are in place for a reason.

5. Personalize it for your squad.

Even if you model desired behaviors, create a clear goal, and keep people accountable, making it personal can have an even greater impact on culture and success. Making changes and creating a desired community will be difficult for people, and they will resist unless you emotionally and rationally engage with them.

Q3. Strategic Vision and Strategic Action. There are four parts to this question.

A. Define Strategic Leadership and provide an example of what a strategic leader would do in an organization.

 

Strategic leadership is described as a manager's ability to articulate a strategic vision for the company or a part of it, and to inspire and convince others to adopt that vision.

Example of what a strategic leader would do in an organization.

Strategic leaders lay the foundation for an organization's structure, assign resources, and communicate their strategic vision.

 

B. There is four possibilities in providing direction through leadership please list and describe the four possibilities of leadership. 

• It's all about power. "My way or the highway" means you're out if you don't follow the leader's orders, no matter how irrational they are. No one else is allowed to make decisions, and the leader's decisions are not subject to challenge or debate.
• Scheming on the part of politicians. To control people and events as he wishes, the leader pits them against one another, establishes factions within the company, cultivates "allies" and isolates "enemies," and accumulates personal debt (through favors or overlooking poor performance) that can be cashed in when needed.
• Relationships are included. The leader cultivates good positive relationships with all or most of the people in the company and then uses those relationships to guide them in specific directions. People do what is asked of them because of their relationships with the boss, not because of the tasks themselves.
• Being a role model. The leader may or may not require or request specific behavior or actions, but she may model them and hope or suggest that others will do the same.

 

C. Strategic Leadership does not come naturally, but leaders can develop the necessary skills for thinking strategically and navigating uncertainty. Please list and describe the four ways that Strategic Leaders can use.

Challenge

The status quo is challenged by strategic thinkers. They question their own and others' conclusions, and they promote opposing viewpoints. They do not take definitive action until they have carefully considered and examined an issue through multiple lenses. Patience, bravery, and an open mind are needed for this.

Translate

Leaders who question in the right way evoke nuanced and contradictory knowledge inevitably. As a result, the right ones can also perceive. Instead of seeing or hearing what you expect, you should synthesize all of the information available to you. You'll have to look for trends, push through uncertainty, and look for new information.

Make a decision

In unpredictable times, decision-makers can be forced to make difficult decisions based on insufficient knowledge, and they must always do so quickly. Strategic thinkers, on the other hand, focus on numerous options from the start and don't get stuck in a simple go/no-go mindset.

Alignment

Strategic leaders must be skilled at seeking common ground and gaining buy-in from stakeholders with opposing viewpoints and objectives. This will necessitate active outreach. Proactive communication, confidence building, and regular interaction are all important for success.

Q4. In Leadership Communication, what is the difference between Dialogue and Discussion? Please define Dialogue and Discussion and then the differences, and please provide examples with your answer.

A discussion is when people argue about something to conclude. The most important aspect here is making a decision. In most organizations, meetings are scheduled such that the best approach to a specific problem can be determined. In a discussion, people not only present their ideas but often contradict the ideas of others to emphasize the suitability of their own.

A conversation between two or more people is referred to as a dialogue. This can happen in any environment, including schools, colleges, and workplaces. In a debate, participants freely express their opinions on a given subject. This can be seen as a constructive way of gaining new information and learning to respect the viewpoints of others.

Dialogue Examples:

"I need your help moving this box of toys for the garage sale," Michel said. Will you assist me?"

"Of course!" says the speaker. Liz put her book down and went to help her brother lift one end of the crate. She lowered her gaze to the package. She screamed, "Hey!" "You're not allowed to give your Harry Potter collection away!"

"Well, I'm not bringing them to college." Michel gave a warm smile to his younger sister. "Are you interested in them?"

"Yes!" exclaims the speaker. Liz returned the smile. "I'm going to reread them all, and it'll remind me of how we used to pretend to be Harry and Hermione when we were kids."

"They're yours, Squirt," says the narrator. Michel knew how much would change in the next few days as he grinned at his sister.

Discussion Example 

Speaker 1: I think there should be more time between classes. Not only for students but also for teachers, who need more time.

Speaker 2: But, if we have more time between lessons, the school day would have to be extended.

Speaker 3: In any case, we won't be able to do it this year without the school board's permission. As a result, I support the topic being tabled.

Speaker 4: I believe we should give it a week and see how it goes.

Speaker 5: I completely agree.

Speaker 3: What's the point? Let's just wait until next year if we need board approval.

Speaker 1: I propose that we put this to a referendum. How many people are in favor of extending the time limit? (After a show of hands, continue) How many people are against it?

Speaker 4: Can you tell me why so many of you didn't vote?

Speaker 5: I believe we should put this idea on hold until next year.

References

Schein, E. H. (1993). On dialogue, culture, and organizational learning. Organizational dynamics, 22(2), 40-51.

Finkelstein, S., Hambrick, D., & Cannella, A. A. (1996). Strategic leadership. St. Paul: West Educational Publishing.