please give feedback to question 1-5 use proper paraphrasing and references also cite and can you put the reference for each under the answer of each questions thank you.
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As we get started in gaining an appreciation for the art and science of leadership, it is important to reflect on what that means to us personally because it amounts to the proactive skills it takes for each of us to effective leaders regardless of what title or positions we hold. Do a quick Internet search for how to become a leader and bring back and share a site that seems especially useful to you. Here is one that resonates with me: HOW TO BE A BETTER LEADER. Of course, this site reflects the author’s point of view, but the attributes he mentions seem like an important checklist to test ourselves against. I am particularly fond of his #7 item on the list. Most of us have been socialized to avoid failures and often explain them with a positive twist. Politicians in particular are famous for doing that. But, that isn’t necessarily an effective display of leadership. Failure can often be used as a learning tool, avoiding the fear of failure can often result in monumental long-term success, and providing leadership support particularly when failure occurs can build team loyalty, team cohesiveness, and team focus. In combination, those can be formidable qualities that electrify the work environment.
1.How can embracing failure help a leader in motivating a team to pursue greatness? What are the risks?
I am fascinated with the concept that is becoming formalized in the business world as “productive failure.” I think it could have application to what we are studying particularly related to applying leadership skills in a business environment. Consider the key points in this article about how a series of selected failures (in modern times) have ultimately led to product success.
BUILDING SUCCESS ON FAILURE
While it is difficult to detect a “good side” to catastrophic failures, particularly when they involve the loss of human life, how can a leader productively use failure to drive a positive side effect.
2.Should a business enterprise necessarily treat all failure as a negative condition? What do you think of the often repeated warning: failure is not an option? Is that a productive attitude for any leader to take?
The best way to engage employees is by… engaging with them. A leader who sits behind a closed door or stands behind a position title will not be able to build trust and credibility. It becomes difficult, if not impossible, to trust someone who is unavailable, unapproachable, or unwilling to interact with employees.
3.Should leaders set boundaries between themselves and their employees?
4.The best way to train future leaders is by working directly with them to teach them leadership skills. What responsibility do employees have to seek out leadership training and practice skills on their own without waiting for their leader to train them?
“I think that leaders should set boundaries between themselves and employees. That being said I think that at the work place the environment should be that of a workplace family.”
Class: Building trust is usually a good starting point for any leader. That is not always easy to do in a politically-charged environment like an organization, though. Employees may question ulterior motives, a hidden agenda, or past credibility. Culturally, we have seen a decline in trust of formal authority. Consider the information in this article:
5.How would you apply the behaviors to build trust identified by Stephen Covey in your organization? Why do you think they would (or would not) work?