Chapter 15 and 16 Article Analysis

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CHAPTER 15 & 16 ARTICLES ANALYSIS 1 Chapter 15 & 16 Article Analysis Sherrie Marie Breland Seminar in Management and Leadership MGMT 6354 20351 10/31/2023

CHAPTER 15 & 16 ARTICLES ANALYSIS 2 Begin with Trust In this article, the authors posit that trust forms the basic foundation of high-performing teams and by extension, organizations. Trust, according to Frei and Morris (2020) is the belief that someone is honest, has good intentions and is reliable. They identify three central drivers of trust: empathy, authenticity, and logic. Logic is all about being rational and making informed decisions that are anchored on sound reasoning. In addition, it means being able make articulate arguments in a concise and clear manner. Authenticity is all about being persistently true and genuine to oneself. It means being honest in one’s intentions, feelings and thoughts. Empathy, on the other hand, about being able to not only understand, but also share in other’s feelings. A person who is empathetic is both caring and compassionate about the others’ needs. The authors argue that organizational leaders can progressively build trust with their employees and stakeholders by demonstrating logic, empathy, and authenticity as they interact with them. In addition, Frei and Morris (2020) give an array of specific tips that business leaders can employ in order to build trust, such as being honest about their mistakes, being transparent, and being willing to listen to others’ opinions and perspectives. In today’s business world, there is a lot of unscrupulous dealings and mischief. Trust can play a vital role in being the glue that binds managers with their employees, customers, and stakeholders. The principle of trust can be applicable in a number of contexts in today’s business world. It can be used to create a more productive and positive work environment, build stronger relationships with partners and customers, increase creativity and innovation, boost employees’ engagement and morale, and improve collaboration and communication (Frei & Morris, 2020).

CHAPTER 15 & 16 ARTICLES ANALYSIS 3 There are various ways that business leaders can apply in the principles of trust in today’s business world. Firstly, they can be honest about their mistakes by acknowledging that nobody is infallible and whenever they make mistakes, they should own it and apologize. They should also explain what happened and what they intend to do to ensure the mistake doesn’t happen again. Secondly, they should be willing to listen to others. This, they can do by taking time to listen to suggestions and feedback from their customers and employees. This will be a clear demonstration that they value their inputs and are further committed to improving the business. Thirdly, they should be compassionate and caring, which is a clear indication that they care about their customers and employees as human beings, and not merely as economic actors. This, they can achieve by providing support during difficult times, offering flexible work arrangements, or just sparing time to get to know them at a personal level. Lastly, business leaders can apply this principle by being transparent. They can do this by sharing their companies’ goals, vision, and challenges with their customers and employees (Tan & Lim, 2009). They should be willing and open about their decision-making process and also be willing to give in-depth explanations about their decisions so that everyone understands. Trust is a crucial component of effective leadership in every organization and in every industry (Tan & Lim, 2009). Organizational leaders should have the ability to build trust with their employees in order to motivate, inspire, and empower them to strive towards achieving their individual and collective goals. This course, Seminar in Business Management, covers a number of topics that are related to trust, such as teamwork, conflict resolution, and communication. From this article, students can learn to build trust with their followers, how to create a productive and positive work environment, and how to effectively resolve conflicts.

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CHAPTER 15 & 16 ARTICLES ANALYSIS 4 When students master the principles of trust that are outlined in this article, they can become effective business leaders. Creating a Purpose-Driven Organization In this article, the Quinn and Thakor (2018) argue that purpose is critical for the success of any business in todays competitive and highly dynamic world. Purpose is a compelling and clear reason for being. A company that is purpose-driven is one that has a clear understanding of its role in today’s business world and is also aligned to its values. In addition, they argue that companies that are purpose-driven tend to be more likely to become successful simply because they have the ability to not only attract, but also retain top talent. They are also capable of innovating more effectively and build strong relationships with both partners and customers. Furthermore, they posit that purpose can assist a company to weather challenging times and ultimately emerge stronger. In order to create a purpose-driven company, the authors put forward a four-steps process. The first step is to discover purpose. This steps often involves reflecting on company’s values, history, and present situation in order to identify its unique purpose. The second step is to ensure your strategy and purpose align. This entails making sure that all actions are consistent and resonate with organization’s purpose and it a by-product of having a clear understanding of the purpose. The next strategy is to communicate the purpose to all stakeholders, including partners, customers, and employees (Quinn & Thakor (2018). This ensures that everyone is not only aligned, but also working towards a common goal. The final step is to live the purpose, and it is

CHAPTER 15 & 16 ARTICLES ANALYSIS 5 the most crucial step. Living the purpose daily entails making critical decisions and taking necessary actions that are consistent with one’s purpose (Rey et al., 2019). There are a number of practical examples on how organizations can apply the aforementioned steps in creating an organizational culture that is purpose-driven. There are a number of companies that have used purpose as a means to achieve their success, such as Whole Food Market, Southwest Airlines, and Google. Business leaders can apply this article in the business world today to attract and retain top talent. Basically, organizations that are purpose- driven tend to attract and retain top talent simply because they offer their employees a sense of purpose and meaning in their work (Rey et al., 2019). When employees get a sense of meaning and purpose, there is a high probability of them being more engaged and productive because they feel that they are working towards something that is bigger than themselves. Moreover, business leaders can apply the contents of this article in building strong relationships with partners and customers. organizations that are driven by purpose tend to build strong and durable relationships with customers and partners since they have the ability to create a shared sense of value. Consequently, partners and customers are more likely to be loyal to the companies which they believe in. Finally, business leaders can apply this article in innovating more effectively since they will be able to take risks and experiment. They will be more receptive to new ideas from all stakeholders. This article is relevant to this course because it discusses in details the significance of leadership in creating an organization that is purpose-driven. Quinn and Thakor (2018) argue that business leaders should be able to articulate their companies’ purpose effectively and clearly, and further create an organizational culture in which everyone is aligned with that purpose. This is

CHAPTER 15 & 16 ARTICLES ANALYSIS 6 very crucial information that present and future business leaders can learn in this class and in this article.

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CHAPTER 15 & 16 ARTICLES ANALYSIS 7 References Frei, F. X., & Morriss, A. (2020). Begin with trust. Harvard business review , 98 (3), 112-121. Quinn, R. E., & Thakor, A. V. (2018). Creating a purpose-driven organization. Harvard Business Review , 96 (4), 78-85. Rey, C., Bastons, M., & Sotok, P. (2019). Purpose-driven organizations: Management ideas for a better world (p. 138). Springer Nature. Tan, H. H., & Lim, A. K. (2009). Trust in coworkers and trust in organizations. the Journal of Psychology , 143 (1), 45-66.

Chapter 15 and 16 Article Analysis

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