Norman Davis’ book , the Black Quarterback Syndrome class presentation heighten some awareness in the way organizations conducted their business in a different era. Today, some pioneers tend to experience similar behavior. In the interest of preventing Davis’ (2010) definition of the black quarterback syndrome for pioneers, organizations need to promote diversity. For the purpose to include many people who are different from one another, without taking into account the multitude of problems that diversity brings (Thatcher, Jehn & Zanutto, 2003). Having personally experience some BQS, with evidence from my former supervisor along with some internal feelings, I come to believe that today there are many improvements in the workforce. However,
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Knowing those around your work circle on a deeper level so that they will want to work or lead to the best of their ability without the effects of BQS because they are competent to be in the position to become the organization’s pioneer.
In other readings such as Tulgan 's (2007) book, It’s okay to be the Boss, he doesn’t concerns himself with any biases or causes of any leadership dysfunction 's other than performance issues due to the various backgrounds. Tulgan (2007) concentrates more on managing employees the same, treating everyone fair and customize one’s own management styles to meet the employee. However, individual with very different life experience approach problems from different viewpoints and are often trained to identify and solve problems using methods particular to there functional or disciplinary background ( Thatcher, Jehn & Zanutto, 2003) which may become the conflict to the people norm along with being different in charge. So how could everyone be treated the same if the situations and experiences are different. That’s when Brett, Behfar & Kern (2006) mention that diversity can be a challenge by acknowledging cultural gaps openly and working around them inside of prejudging the pioneer causing BQS for …show more content…
While Tulgan shared best practices to becoming an effective boss. Which brings up, now that your the boss, you should not dwell on the why I was appointed. Therefore, Tulgan suggested, to explain how your going to be the boss and explain your expectations and hold the employees accountable for meeting the expectations. Unless faced with the dilemma like Shackleton, as described in Perkins (2012) book of Leading at the Edge, when Endurance shattered into pieces and he had to shift his expectation and devote his new focus into completing his vision (p.18). While Hero & Herman (2014) shared that Managers need to be honest with players about their position on the team, what is expected to them, and what they need to do to success. While these are their way of becoming effective and competent leaders, I have to manage contractual obligations at my job. There are Evidence Based Practices that are utilized as a helpful guide to meet the needs and steps to follow. So I have implemented the steps into the employees performance by training them to the best practices goal and how to obtain them without any biases or perceptions. Employees are hired upon their skill and knowledge to perform a job and that is to assist our customers in obtaining competitive employment. My personal thought is
Knowing those around your work circle on a deeper level so that they will want to work or lead to the best of their ability without the effects of BQS because they are competent to be in the position to become the organization’s pioneer.
In other readings such as Tulgan 's (2007) book, It’s okay to be the Boss, he doesn’t concerns himself with any biases or causes of any leadership dysfunction 's other than performance issues due to the various backgrounds. Tulgan (2007) concentrates more on managing employees the same, treating everyone fair and customize one’s own management styles to meet the employee. However, individual with very different life experience approach problems from different viewpoints and are often trained to identify and solve problems using methods particular to there functional or disciplinary background ( Thatcher, Jehn & Zanutto, 2003) which may become the conflict to the people norm along with being different in charge. So how could everyone be treated the same if the situations and experiences are different. That’s when Brett, Behfar & Kern (2006) mention that diversity can be a challenge by acknowledging cultural gaps openly and working around them inside of prejudging the pioneer causing BQS for …show more content…
While Tulgan shared best practices to becoming an effective boss. Which brings up, now that your the boss, you should not dwell on the why I was appointed. Therefore, Tulgan suggested, to explain how your going to be the boss and explain your expectations and hold the employees accountable for meeting the expectations. Unless faced with the dilemma like Shackleton, as described in Perkins (2012) book of Leading at the Edge, when Endurance shattered into pieces and he had to shift his expectation and devote his new focus into completing his vision (p.18). While Hero & Herman (2014) shared that Managers need to be honest with players about their position on the team, what is expected to them, and what they need to do to success. While these are their way of becoming effective and competent leaders, I have to manage contractual obligations at my job. There are Evidence Based Practices that are utilized as a helpful guide to meet the needs and steps to follow. So I have implemented the steps into the employees performance by training them to the best practices goal and how to obtain them without any biases or perceptions. Employees are hired upon their skill and knowledge to perform a job and that is to assist our customers in obtaining competitive employment. My personal thought is