LDR 615 Topic 2 DQ 2
Grand Canyon University LDR 615 Topic 2 DQ 2-Step-By-Step Guide
This guide will demonstrate how to complete the Grand Canyon University LDR 615 Topic 2 DQ 2 assignment based on general principles of academic writing. Here, we will show you the A, B, Cs of completing an academic paper, irrespective of the instructions. After guiding you through what to do, the guide will leave one or two sample essays at the end to highlight the various sections discussed below.
How to Research and Prepare for LDR 615 Topic 2 DQ 2
Whether one passes or fails an academic assignment such as the Grand Canyon University LDR 615 Topic 2 DQ 2 depends on the preparation done beforehand. The first thing to do once you receive an assignment is to quickly skim through the requirements. Once that is done, start going through the instructions one by one to clearly understand what the instructor wants. The most important thing here is to understand the required format—whether it is APA, MLA, Chicago, etc.
After understanding the requirements of the paper, the next phase is to gather relevant materials. The first place to start the research process is the weekly resources. Go through the resources provided in the instructions to determine which ones fit the assignment. After reviewing the provided resources, use the university library to search for additional resources. After gathering sufficient and necessary resources, you are now ready to start drafting your paper.
How to Write the Introduction for LDR 615 Topic 2 DQ 2
The introduction for the Grand Canyon University LDR 615 Topic 2 DQ 2 is where you tell the instructor what your paper will encompass. In three to four statements, highlight the important points that will form the basis of your paper. Here, you can include statistics to show the importance of the topic you will be discussing. At the end of the introduction, write a clear purpose statement outlining what exactly will be contained in the paper. This statement will start with “The purpose of this paper…” and then proceed to outline the various sections of the instructions.
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How to Write the Body for LDR 615 Topic 2 DQ 2
After the introduction, move into the main part of the LDR 615 Topic 2 DQ 2 assignment, which is the body. Given that the paper you will be writing is not experimental, the way you organize the headings and subheadings of your paper is critically important. In some cases, you might have to use more subheadings to properly organize the assignment. The organization will depend on the rubric provided. Carefully examine the rubric, as it will contain all the detailed requirements of the assignment. Sometimes, the rubric will have information that the normal instructions lack.
Another important factor to consider at this point is how to do citations. In-text citations are fundamental as they support the arguments and points you make in the paper. At this point, the resources gathered at the beginning will come in handy. Integrating the ideas of the authors with your own will ensure that you produce a comprehensive paper. Also, follow the given citation format. In most cases, APA 7 is the preferred format for nursing assignments.
How to Write the Conclusion for LDR 615 Topic 2 DQ 2
After completing the main sections, write the conclusion of your paper. The conclusion is a summary of the main points you made in your paper. However, you need to rewrite the points and not simply copy and paste them. By restating the points from each subheading, you will provide a nuanced overview of the assignment to the reader.
How to Format the References List for LDR 615 Topic 2 DQ 2
The very last part of your paper involves listing the sources used in your paper. These sources should be listed in alphabetical order and double-spaced. Additionally, use a hanging indent for each source that appears in this list. Lastly, only the sources cited within the body of the paper should appear here.
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LDR 615 Topic 2 DQ 2 What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?
LDR 615 Topic 2 DQ 2 What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?
According to the textbook, people are more motivated when “they are shown a truth that influences their feelings” than they are by analysis. Discuss the relevance of this statement for organizations growing and responding to change. What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?
A Sample Answer For the Assignment: LDR 615 Topic 2 DQ 2
Title: LDR 615 Topic 2 DQ 2
I believe that statement above is a true statement when it comes to individuals performing and being motivated to perform at their highest level. The feelings of individuals and their actions influence how they want to perform and grow in specific situations. When it comes to change it is a natural feeling to be scared and unsure of what the change will do to a company specifically. As a leader, the sole responsibility is to reassure the employee’s that this change is going to be a positive impact on the company. It’s is always important to make sure that you are in communication with your team to ensure that during times of change they are all kept in the loop. This will allow you as a leader to listen to their feelings and address any concerns that your employees or stakeholders may have.
Laurie K. Lewis, An Organizational Stakeholder Model of Change Implementation Communication, Communication Theory, Volume 17, Issue 2, May 2007, Pages 176–204, https://doi.org/10.1111/j.1468-2885.2007.00291.x.
Hi Everyone,
Wow! What a wonderful second week of class! I continue to enjoy how engaging and interactive the class is. I look forward to continuing this level of engagement in discussions moving forward.
To summarize, this week covered key elements regarding the concept and evolution of organizational development and change initiatives, including:
- Examined the connection between an organization’s mission and its change initiatives.
- Discussed the roles of leaders in the visioning process.
- Predicted the impact of change on internal stakeholders at the various levels of the organization.
Again, thank you for your contribution to our discussion forums for Week 2. I look forward to continuing our discussion as we move into Topic 3.
A Sample Answer 2For the Assignment: LDR 615 Topic 2 DQ 2
Title: LDR 615 Topic 2 DQ 2
Organizational vision and mission can provide sense of purpose and possibly establish the reason creation of an organization. It is important for organizations to have a vision and enthusiasm to be able to establish long- and short-term goals. Having a vision and enthusiasm also creates motivation among stakeholders.
Leaders trying to create change within an organization must have a great vision as part of their strategy. The leader’s focus is to create the vision that will be able to keep the audience engaged and excited. It is important that the vision incorporates the organizational values, so the stakeholders can understand and support. The vision also provides a strategic road that the organization should follow to achieve its goals. A leader’s role must be able to incorporate a sense of fairness, honesty, and humility.
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Leaders must understand that change will be difficult, and stakeholders will be affected differently. That is why it is so important to encourage the stakeholders to take ownership in the change. Some stakeholders will be confused, scared, shocked, frustrated, or indifferent that is why it is extremely important for efficient and constant communication. Stakeholders need to feel that they are being involved and part of the decision making. Leaders must be able to manage change from the start of the planning process and involve the team in that process and by doing so it will create a huge impact on the organizational change.
References
Forbes. (2020). How To Smooth The Process Of Change In Organizations. https://www.forbes.com/sites/forbeshumanresourcescouncil/2020/02/12/how-to-smooth-the-process-of-change-in-organizations/?sh=1ed01d4cf516
A Sample Answer 3 For the Assignment: LDR 615 Topic 2 DQ 2
Title: LDR 615 Topic 2 DQ 2
Some people are affected or get excited by emotion. That is why it is so important for leaders to show their employees all the positive reasons to make the change and trigger their emotions. Some people get mentally stimulated by logic, but logic is not enough to be able to make the change possible. Organizations must be able to recognize that emotion “feelings” and logic work hand in hand. Even though logic can prove that making a change can be beneficial an employee’s response to change can be anything but logical. Employees find change scary because they worry about the unknown, it causes anxiety about job security, failing in their new role or losing control in their new environment. This is where the organization must be able to reprogram their employees by planning, providing honesty, self-reflections, enthusiasm, commitment, ownership, and constant communication to their stakeholders. The organization must find a way to foster the change in a manner that demonstrates the long-term success to all stakeholders when incorporating the change and touching on their emotions. Organizations must be able to address concerns about how the change is going to positively impact what they are doing, how it is being done and reduce the amount of resistance. By clarifying the vision of the new organizational culture will provide each stakeholder a sense of belonging and ownership in the organizational change. Both thinking and feeling are necessary and present in successful organizations.
References
Kotter, J. P. & Cohen D. S. (2002). The heart of change: Real life stories of how people change their organizations. Harvard Business Review Press.
The Need for Change Management. (2015). Managementstudyguide.com. https://www.managementstudyguide.com/need-for-change-management.htm
A Sample Answer 4 For the Assignment: LDR 615 Topic 2 DQ 2
Title: LDR 615 Topic 2 DQ 2
Healthcare organizations have gone through a transformation in the last twenty years, improving efficacy and safety (Maijala et al., 2018). Successful implementation of organizational changes or growth is attributed to strong leadership and managerial skills. Although, at times, sometimes change is necessary to keep up with the current market, employees want to know why is it happening and how will it affect them? It is understandable why some people get a surge of emotions, and leadership must be able to address those feelings.
According to Kotter and Cohen (2002), individuals are highly motivated to engage in change when presented with factual information through a strategy that influences their behavior rather than unilateral analytical details. For example, stating that wearing masks reduces infection transmission rates by 17% represents factual data and the purpose for performing a task routinely. However, the information does not elicit an emotional response from the individual, motivating them to engage in this infection control behavior strictly. Emotions, on the other hand, are a motivational catalyst for change. For example, discussing the hardships experienced by individuals after their family member died from a contagious infection that likely resulted from failures in infection control standards is more likely to elicit an emotional connection and gain compliance. The emotional connection triggers the individual’s natural instincts and motivates action. Leaders are responsible for considering current statuses and changes’ impact on an organization’s stakeholders, including all staff, customers, shareholders, and communities. Although emotions are highly influential toward decision-making, there must also be a balance that considers financial costs, the need for urgency, and the overall impact sustained by an organization in the presence or absence of a change initiative. Developing change initiatives with a service-oriented vision facilitates team engagement, thereby driving the change and mitigating costs as a consequence of high-quality service.
Resource
Kotter, J. P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Harvard Business Review Press.
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