This final thesis sums up what I learned in this course regarding organizational behavior and how that knowledge can help me advance both personally and professionally. In my essay, I also examined how this course would be valuable for me in the future and how it benefited others to whom I had introduced it. I briefly discussed motivation, the internal forces determining the intensity and perseverance of an effort expended on a task. Lawrence and Nohria’s theory of emotional drives or needs is consistent with who I am because I am happiest when I can stimulate or meet all four emotional drives or needs in the workplace. At my current job, I get to put my people skills to use by interacting with employees from all over the company.
Being a resource for the company keeps me motivated because I am a people person and because interaction drives my ambitions. Participation affects creativity. The employees’ loyalty can be seen in how hard they work and how long they stay with the company. However, I have worked for companies where I did not feel my emotional needs or drives were being met, despite being a productive and high-performing employee. It could have been more inspiring and satisfying for me. The final paper, which is inspirational, examines the course’s material, understanding, and viewpoint.
Working in teams:
Working in teams is typical in most workplaces, and since I concur with Lawrence and Nohria’s concept of emotional drives or wants, it is an excellent fit for any team I may be a part of. As a team member, I feel fulfilled meeting the four emotional drives or requirements defined by Lawrence and Nohria’s theory. Not every employee has the same degrees of motivation and emotion; nonetheless, Lawrence and Nohria’s hypothesis states that to achieve a desirable state, a person must have at least two of the drives. When working as a team, individuals may occasionally disagree on how to handle a given task. Despite these disagreements, I use my persuasive personality to influence and advise team members to adopt an alternative strategy. As opposed to my magnetic demeanor, this occasionally requires a little discussion.
When working in teams, they want to acquire a crucial component since these people find it satisfying when the team completes a project successfully, and pride/satisfaction is rewarded when projects are effectively finished. Being a team member fosters relationships with new team members and helps strengthen bonds with current team members (Dang & Chou, 2019). This hypothesis fits my personality perfectly; hence it describes me. I like to understand not only my function but also the roles of the other team members with each team member. This enables a better understanding of each team member’s function inside the business and offers assistance when a team member is absent.
It’s common for team members to feel overburdened by their specific responsibilities, so I offer help whenever I can and encourage my teammates to do the same. Teams succeed when their members are happy with the work they are assigned, the results they have achieved, and their relationships. Teams are effective when members feel their needs are met personally, and their participation and experiences are good. Also, when a disagreement arises with one or more team members, the team leader may need to have a complex dialogue.
I’m discovering various new leadership philosophies as I develop as a leader inside my present firm. Lawrence and Nohria’s Emotional Drives or Needs Theory is most suited to me because my personality supports my social and emotional dynamics within the team. Because every project has different difficulties, leading a team to successful completion is satisfying. As a leader and person, it is rewarding when everyone works together to accomplish a common goal and make it a success. The organization will also reward my team after we complete a project. The team could be taken out to lunch, or each member could receive a monetary bonus.
Everyone must maintain a professional demeanor regardless of their issues with a team member. Team members prefer to put their disagreements aside when you hold everyone accountable by putting their bonus at risk, in my experience. This fosters a sense of unity among the team members. This does not necessarily eliminate the conflict that might occur. I would nonetheless include conflict management to encourage original ideas among team members. This strategy fosters healthy rivalry and a closer camaraderie between team members. This has allowed me to develop a leadership style that complements my personality and maximizes my abilities to benefit the company.
Everyone on the team must be aware of what has to be done. I have to offer direction and knowledge to support the team’s achievement. I then have to assign assignments that match the skill sets of each team member (Lues, 2021). Also, I will occasionally use storytelling to assist the team in understanding complex facts. This will make it easier for the group to remember and process difficult material. To ensure everyone on the team understands the material and that we are on schedule to finish the project on time, I will occasionally conduct random follow-ups with them. Due to their lack of experience, summer interns sometimes join our team, which can be challenging. I instruct them to seek clarification whenever a task is unclear and have them observe a full-time employee in this instance. I have an open-door policy and encourage those uncertain about something to ask questions. Failing to understand one’s responsibilities could cost the organization millions of dollars.
Managing power and influence:
It’s critical for me to use my influence and power as a leader when it’s required. Defines power as having the ability to persuade others or to alter another’s conduct or attitude in a desired way. Being in an authoritative position with authority and power entails the obligation to lead morally and reasonably. The emotional drive of their team is just as crucial to good leadership as their own, according to Lawrence and Nohria’s Emotional Drives or Needs Theory (Bohórquez et al., 2022). Thanks to this comprehension, being aware of my emotional needs helps me communicate them to my team so they can meet them. The team’s goal is to maintain its standing with the rest of the company through excellent performance and reliable data. Each member of the group, as well as the entire department, benefits from this. In some instances, a team member may look for other possibilities outside the organization to utilize the skillsets they have developed while working due to their experiences with the team. I must always give my team members the freedom to make fresh suggestions. Team members must use their influence over others when it’s essential.
As the company’s top authority, I feel obligated to plan activities outside the business where the team may unwind and get to know one another once a successful project is finished. Also, I’ll work with the heads of other departments and human resources to plan a workplace event where everyone can get to know one another through team-building activities. You have the chance to open doors to speak up for your teammates. Occasionally a team member’s title will cause them to be instantly disregarded without an opportunity to defend themselves. With my personality, I must support and protect team members’ ideas when they have enormous potential for the business. By keeping the team members ‘ opinions, I can establish a degree of dedication and trust that is difficult to obtain through a charismatic personality.
Any business must prioritize communication because the organization needs to maintain its efficacy. Those driven by the emotional drive or needs theory put a lot of effort into connecting with their coworkers so they may communicate. In each circumstance, I aim to ensure every employee feels a sense of equity, justice, and freedom of speech. I have to fulfill these demands while still keeping open lines of communication. There may be a disconnect if everyone interprets what is being stated differently.
The success of our department depends on my desire to develop excellent communication with the board and my team. Effective communication is effective when my department sends correspondence to its internal and external clients with minimal room for interpretation regarding the message being delivered. Our communications should be direct, simple, and easy to understand so everybody may understand the presented news or reports (Coffelt et al.,2019). I promote open communication with my staff by having an open-door policy allowing people to discuss anything.
An open-door policy gives me another chance to build relationships with my team. This open dialogue allows me to get to know each person personally and learn more about their hobbies outside the workplace and what drives them. For instance, a coworker who is passionate about a particular team might be. With this, open discourse is created where it otherwise wouldn’t exist.
When it comes to communication, the desire to understand is crucial. It is considerate to pay complete attention when a member of the leadership team or an employee is speaking. It may be necessary for you to answer as the listener, and if you don’t pay attention, it’s not only improper for the workplace but also insulting to the speaker, even if they are a buddy. I control my expressions when I listen to someone because, even if I don’t have to respond, I might not be interested in or need to hear what is being said. Helping the other person digest the facts and feelings will enable them to comprehend better what is happening. Many individuals can improve on showing respect and paying attention, as I still must every day.
Since being able to negotiate is a crucial leadership talent, learning how to do so is necessary. A leader oversees a team and must constantly be prepared to mediate conflicts of interest when they arise inside the organization they represent. Thanks to Lawrence and Nohria’s emotional drives or needs theory, I’ve learned how to meditate, handle disagreements independently, and manage conflict with my team and followers. Even at the most challenging times, it has assisted me in resolving disputes. The emotional drives or needs theory study from the second week’s conversation has significantly impacted me emotionally and professionally. It is essential to explain the four components that make up Lawrence and Nohria’s theory of emotional drives or needs that people seek to fulfill in their personal and professional lives (Bohórquez et al., 2022). The four parts are: acquire, bind, understand, and defend. All these things contribute to my happiness and my need to be acknowledged for my efforts.
Apply The Research to your Working Environment
Lawrence and Nohria’s definition of emotional drives or needs best describes my own by the end of the second week of my research. It fits perfectly with my character and management style. One aspect of Lawrence and Nohria’s theory of emotional drives or wants that is particularly important to me as a Senior Logistics Specialist at Army Headquarters is the desire to connect with others (Locke & Pearce,2023). Strong bonds result from a deeper understanding and willingness to work together. Regarding other aspects of Lawrence and Nohria’s emotional drives or needs theory, such as comprehension, it is crucial that my Section is always briefed adequately and that we always have a thorough understanding of the works or tasks that must be completed. Furthermore, I am responsible for defending these responsibilities before senior leaders and my actions before subordinates in case of a challenge to my authority. Each of them will remain adequately represented in any future positions I may hold.
Describe How You Will Use The Knowledge Gained in This Course
Everyone who has taken this course would agree that it has been beneficial. I have developed and will continue to develop a wide range of expertise to fulfill my professional or leadership responsibilities, including but not limited to administration, communication, motivation, teamwork, power, and influence. I’ll start by discussing what I picked up in the first week of class. As a young soldier in the U.S. Army, I was eager for leadership training to begin so that I could learn the skills I would need to succeed in my new role. I also had an open mind and was eager to learn. Hence, the goal of the first week of this course was to learn everything possible on how to be a better leader.
In week two, I studied various theories of motivation and emotion, and I had the option of selecting one that best suited my personality and style of leadership. With the help of this week’s classes, I could comprehend the six categories of theories and choose the one that best fits my personal and professional circumstances. The emotional drives or needs theory of Lawrence and Nohria is the one that best fits my way of living. My personal and professional lives are compatible with it. Lawrence and Nohrias’ concept of emotional drives or demands has four components: acquire, bond, grasp, and defend. These factors fuel my desire to be recognized for my achievements, to feel good about myself, and to continue to perform at a high level both in the military and in my line of employment. This philosophy encourages me to praise my teammates once the Missions are completed. Also, I separated the theories that go with my personality from those that don’t. My professional life has also been influenced by Lawrence and Nohria’s idea of emotional drives or wants, especially how I manage my followers.
I gained a lot of knowledge about several leadership philosophies (Shanafelt et al., 2021), in week three, including transformational, transactional, and servant leadership, to name a few. After reading the textbook and the reference materials, I realized that leadership is a relational process in which every team member participates. Week three helped me know that, given the current state of the globe, viewing leadership as a relationship endeavor. Because of my nature and professional relationship with my followers, I fit in better as a transactional and servant leader.
I learned about power and influence in week four and realized that a power dynamic is at play. Being in a position of control allows you to modify someone else’s conduct or attitude the way you want. I have discovered that having authority can have a negative connotation. As a result, I have learned to be more circumspect when using any power granted to me and never use it for selfish purposes. I have been more selective with my words, deliberate with my actions, and respectful to my followers. Reading Chapters 8 and 9 opened my eyes to the immense influence I have as a leader, and as a result, I have altered my approach to leadership thus far. I do not doubt that this subtopic will give me the tools to abuse my leadership position and improperly influence my team’s decision-making.
Week five was mainly concerned with communication. Throughout this course module, I discovered how vital effective communication is for leaders. The ability to communicate effectively is a skill that can be honed, even if not all leaders naturally possess it. A leader’s communication skills are essential due to frequent interactions with subordinates and coworkers. The leader occasionally has the opportunity to speak on behalf of the followers in front of larger audiences or critical stakeholders. This last week has given me a wealth of knowledge regarding excellent communication, developing outstanding listening abilities, and employing practical communication skills. As I advance to a higher leadership position and become a better speaker, everything I have learned about communication will benefit my future endeavors. I’m so appreciative of this course. Throughout the past five weeks, it has been of enormous assistance. People have complimented me for putting what I learned in this course into practice in my current leadership roles where I have used it. Finally, I’m confident that if I keep trying everything, my leadership style and behavior will continue to improve (Shanafelt et al., 2021). To become a better leader, I will apply everything I have learned.
In Areas Other Than Personal Application, Use Your Academic Voice
In addition to personal life, professionals, academics, leaders, aspiring leaders, and even followers in various fields are all highly recommended to apply what they have learned from this course. This is because it contains a comprehensive list of the requirements for good organizational behavior. Some individuals who are only given positions of power and influence often need more experience to manage every situation. Thanks to the course’s material, they would learn how to handle some situations as leaders. I received comments from academia, to whom I introduced this course, which was excellent. He claimed that it aided in his ability to communicate with his teams. He also added that the training helped him recognize the type of leader he is, specifically that he is a servant leader. One aspect of the feedback that amazes me is how comprehensive and self-explanatory the training is. The training would be exciting to professionals and academics since it would benefit them today and in the future. Leaders both today and in the future would benefit much from the course.
Bohórquez, E., Caiche, W., Benavides, V., & Benavides, A. (2022). Motivation and Job Performance: Human Capital as a Key Factor for Organizational Success. In I+ D for Smart Cities and Industry: Proceedings of RITAM 2021 (pp. 291-302). Cham: Springer International Publishing.
Coffelt, T. A., Grauman, D., & Smith, F. L. (2019). Employers’ perspectives on workplace communication skills: The meaning of communication skills. Business and Professional Communication Quarterly, 82(4), 418-439.
Dang, V. T., & Chou, Y. C. (2019). Extrinsic motivation, workplace learning, employer trust, self-efficacy, and cross-cultural adjustment: An empirical study of Vietnamese laborers in Taiwan. Personnel Review, 49(6), 1232-1253.
Lues, L. (2021). Has Public Leadership as We Know It Reached the End of Its Shelf Life?
Exploring Leadership Styles in the 21st Century. Teaching Public Administration, 39(2),
Locke, E. A., & Pearce, C. L. (Eds.). (2023). Handbook of principles of organizational behavior: Indispensable knowledge for evidence-based management. John Wiley & Sons.
Shanafelt, T., Trockel, M., Rodriguez, A., & Logan, D. (2021). Wellness-centered leadership: equipping health care leaders to cultivate physician well-being and professional fulfillment. Academic Medicine, 96(5), 641.