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1 Activity 6 Fall 2023- Strategic Leadership- (BADM-645-B01) University of the Cumberlands Dr. Marcelle Davis December 3, 2023 True to Myself

2 Q1. In the oil firm, if I were Ethney, I would make an effort to act professionally and keep a positive attitude. My main objective would be to exhibit my proficiency, expertise, and abilities in my line of work. Additionally, I might think about remaining true to who I am while adjusting to the corporate culture. I need to modify my communication style and strategy without sacrificing my morals or beliefs, depending on the work environment and corporate culture. Finally, I may think about other tactics like networking, forming close bonds with coworkers, looking for sponsors and mentors, and aggressively looking for chances for advancement inside the organization. Such a strategy would be effective since it would enable Ethney to forge a solid professional network, further her professional growth, and foster a more welcoming workplace. Q2. Even though gender equality has come a long way, there are still male-dominated cultures in several industries, including the oil and gas industry. These settings could be biased towards traditional masculine leadership techniques and contain unconscious prejudices. It may be difficult for women to advance and receive distinction in industries where men predominate. One way to deal with these situations is to establish trusting bonds with important stakeholders and mentors who may offer advice and assistance (Chandra & Loosemore, 2004). Gaining respect and overcoming prejudices can also be accomplished by developing a reputation for proficiency and knowledge. In some circumstances, adopting an approach that deviates from one's inherent personality may be important to navigate cultural norms and acquire acceptance (Chandra & Loosemore, 2004). However, finding a balance between adapting and upholding one's fundamental beliefs is essential. Q3.

3 Being "true to yourself" involves being real, acting in accordance with your principles and beliefs, and without compromising on a unique perspective. The choice of whether or not to stay true to oneself over advancing professionally in a business where men predominate is a matter of personal choice based on priorities and unique circumstances ( Mogomotsi, 2021) . It can be challenging to maintain a balance between the necessity to be real and the need to fit in in a workplace where men predominate. Nonetheless, it's critical to take into account how an unhealthy workplace may affect a person's general job satisfaction and general well-being. It is unacceptable to support the persistence of such an atmosphere since it translates into a discriminatory culture and impedes the shift towards a more diverse and equitable workplace (Daft, 2022). The Suarez Effect Q1. Carmelita Suarez should be named CIO by the CEO. Carmelita is relationship-oriented, to start. She is skilled at handling both people and conflicts. She keeps up with the most recent developments and fashions in IT. In a field that is evolving quickly, like technology, only individuals who keep up with the latest developments can thrive. She is delightful and has a stronger personality. She has little trouble incorporating many leadership philosophies, such as charismatic and transformative. Q2. Yes, Pat is damaging his career by viewing the development of relationships as "office politics" that detracts from regular work. He has a reputation for being goal-oriented. He considers technical proficiency and expertise to be prerequisites for the CIO role. He believes that cultivating relationships is a waste of time and that personal relationships have little

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4 influence on managerial decisions. Pat thinks that expert and coercive powers are real. Pat is unaware of the significance of soft power in the workplace—power derived from character and interpersonal connections (Huq, 2019) . He thinks that competence and expertise provide expert power. His career would suffer as a result. He had to bring Suarez in when there was a disagreement inside his team. He could not resolve a problem inside the team. A firm consists of people. I think we can gain greater productivity and work from connections if we can handle them correctly. In most situations, concentrating solely on work and ignoring relationships is ineffective. In this instance, Suarez possesses both relationship-building skills and technological expertise. IT initiatives involve managing people in teams. Thus, it's crucial to create relationships and a team in this situation. Pat needs to first comprehend the truth and the value of establishing relationships within businesses. He should understand the social aspect of business. He ought to make an effort to participate in social events and team-building exercises. He has to engage with his teammates more frequently. He ought to give them his whole attention and attend to their private lives. This initiative will foster a closer tie between people that goes beyond business partnerships and increase his commitment—more soft power (Mroz et al., 2018). Q3. Pat has technical talent. He has a reputation for being goal-oriented. Pat is a firm believer in the use of coercive power—that is, authority by punishment. He may be harsh with others who are less interested in or knowledgeable about technology and wants perfection. He thought about how important it was to be a just yet firm leader. When Pat says that their work and reputation should only matter then it means that he beliefs that technical proficiency and experience are

5 prerequisites for the role of CIO. His view that office politics is a waste of time indicates his lack of trust in referent power, often known as soft power. Carmelita Suarez, on the other hand, employs both expert power and referent power. She is an actual office politics expert. She has good interpersonal skills with both team members and suppliers (Quosai, 2022). Carmelita is knowledgeable. She is focused on conducting research and keeps up with the most recent developments in IT. References

6 Chandra, V., & Loosemore, M. (2004). Women’s self-perception: an inter-sector comparison of construction, legal and nursing professionals. Construction Management and Economics , 22 (9), 947–956. https://doi.org/10.1080/01446190410001673580 Daft, R. L. (2022). The Leadership Experience. United Sates: Cengage Learning. Huq, S. (2019). Soft-power, culturalism and developing economies: the case of Global Ibsen. Palgrave Communications , 5 (1), 1-9. Mogomotsi, O. K. (2021). Analyzing Authenticity: Explaining What it is to be True to Yourself and Why this is Good (Master's thesis, Faculty of Humanities). Mroz, J. E., Yoerger, M., & Allen, J. A. (2018). Leadership in Workplace Meetings: The Intersection of Leadership Styles and Follower Gender. Journal of Leadership & Organizational Studies , 25 (3), 309–322. https://doi.org/10.1177/1548051817750542 Quosai, H. (2022). The Characterization of Dark Leadership: Workplace Bullying, Psychological Harassment, or Office Politics? ProQuest Dissertations Publishing.

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