Step 2: Your Role

Your group will act as Jennifer Dion, Human Resources Director at Biotech Health and Life Products (Biotech).

You received an email from the Vice-President. There are two immediate openings that must be filled: Warehouse Operations in Detroit and in Brisbane. The email describes the specifications for a job announcement for these two positions. You will create a job announcement that can be placed on Indeed.com by incorporating the memorandum details from each group members memo from week 1, from the course materials from week 1 and week 2, and theCompany Profile. You must use a mix of the course materials and not be dependent on the company profile or the memos. You are not lifting chunks of information directly from the company profile but taking key concepts and turning them into aspects of the job announcement.

The group should seek to comply with the requirements of the Indeed website. [Note: Your team is not actually submitting on Indeed.com but the quality has to be good enough for submission. At the same time, do not copy anything from Indeed.com, as this group assignment has to be your original work]

Step 3: Complete the Biotech Leadership Competencies Table

The Biotech Leadership Competencies Table will help your group determine the leadership competencies important for leadership at Biotech that are critical for the Job Announcement. See the directions for completing that table in the attached document Biotech Leadership Competencies Table.

The identified competencies are required to appear in the job announcement and explanatory document.

Step 4: Completing the Job Announcement

To complete the job announcement:

• Define the term leader that fits Biotech. You are not taking an existing definition and applying it to Biotech. You must create an original definition.
• Identify the leadership competencies the new leaders at Biotech will possess to accomplish its vision.
• Identify the leadership style(s) encouraged by Biotechs definition.

The job announcement must have a narrative and is not a compilation of bullets for the leadership aspect of the project. The job announcement must comply with the requirements set out by Indeed.com. Remember that this job announcement relates to leadership.

Step 5: Explanatory Document

• In the same document, create a title page with the course name and number, project name and team member names. Below the Job Announcement:

• Write the explanatory document using Times New Roman, 12 font, double-spaced with headings that explains:

• How and why the job announcement reflects the themes and specific readings from week 1 and week 2.
• The reasoning for the choice of language used in the job announcement. Be specific.
• Make sure the responses to these requirements provide support for the reasoning and conclusions from the course material. When using source material, in-text citations and associated references in a reference list must exist.

Leadership Styles, Traits, Attributes, and Competencies

Theme 1: Leadership characteristics are demonstrated in a leaders style.

Traits are characteristics that are ingrained in an individual. Traits are not easily learned or unlearned. For example, the introvert is unlikely to become the life of the party. On the other hand, leadership attributes are personal qualities or characteristics that can be learned and are typically described in the context of behaviors values, habits, character, or motives. Leadership competence is a mix of leadership skills and behaviors that lead to an increase in performance.

Read:

Leadership: Do traits matter?

Critical Skills: Leadership - In the Library search under Comstock (author) and Critical Skills: Leadership (title).

Leadership Competencies

10 Traits of Great Business Leaders

Leaders at all Levels

Theme 2: Leadership style should fit the person, the organization, and the job. It should be situational in nature.

The way a leader sets the direction, implements plans and motivates people to accomplish a task is known as a leadership style. It cannot be emphasized enough that leadership style is not a one size fits all type of cloak. A leadership style must fit those that are led, the company and the job. The following story about leadership style illustrates theme two.

Alan Robbins started Plastic Lumber Company when he saw a way to help the planet by converting plastic milk and soda bottles into fake lumber while still making money in doing so. Robbins had strong opinions on how to run his company. He had an expectation that decisions be made in teams with participation from everyone. Sound familiar? To accomplish this goal, Robbins spent a long time on the factory floor chatting with employees, sounding them out on how best to get the job done. Robbins soon learned that this was not working. Most of his low-skilled employees simply wanted clear direction and a set of standards and expectations for doing the work. The freedom that Robbins laissez-faire leadership style encouraged led to frequent confusion, employee absences, tardiness, and fights on the factory floor. Employees came to work under the influence of drugs and/or alcohol. Robbins style undermined his authority in the eyes of many workers (Aeppel, 1998).

Although Robbins believed in his laissez-faire leadership style, he had to force himself to adapt a direct style with factory workers to save the business and instill order.

Would Robbins style fit better at Google than on the factory floor? While reading and preparing for this week, consider the aspects of style that relate to a leaders ability to build relationships and keep the organization competitive.

Reference:

Aeppel, T. (1998, Jan 14). Losing faith: Personnel disorders sap a factory owner of his early idealism. The Wall Street Journal, A1-A14. Retrieved from http://webcache.googleusercontent.com/search?q=cache:3yZwVDukHUQJ:info.wsj.com/college/lessonplans/mgmt_lp5.pdf+&cd=2&hl=en&ct=clnk&gl=us

In week one, we learned that a leader must define leadership both personally and within the context of the organization. A successful leader should adopt a leadership style that fits his or her definition and the organizations definition of leader. The choice of leadership style should enhance the point of view of the leader, the culture of the organization as well as the job and situation at hand.

The following notable leadership styles will be examined this week:

Leadership Styles
Charismatic	Laissez-Faire	Situational
Visionary/Innovative	Steward	Transactional
Pace Setter	Democratic	Transformational
Command/Coercive	Servant	Participative

Many of the leadership styles have emerged from the theories discussed in week 1. Others have evolved from combined elements of different theories to create the characteristics, behaviors, attitude and values of the successful leader.

Read:

Pages 22-28 of (continued from last week):Gandolfi, F., & Stone, S. (2017). The Emergence of Leadership Styles: A Clarified Categorization. Review Of International Comparative Management / Revista De Management Comparat International, 18(1),

Are Leaders Born or Made?

8 Most Common Leadership Styles

The Impact of Leadership Style on Employee Commitment

Leadership Style, Emotional Intelligence, and Organizational Effectiveness

Organizational Effectiveness

The Effective Organization: Five Questions to Translate Leadership into Strong Management

use the first chapters