answer the following prompt:
Choose one of the current debates in the field of leadership psychology and defend a position. Sample debates include:
? Analytical versus holistic approach (management vs. leadership)
? Individualism versus group cognition
? Balancing employee satisfaction/needs and the bottom line
Specifically, the following critical elements must be addressed:
1. Background – Detailed information about a debate prevalent in the field of psychology must be presented. The following questions must be answered:
a. Which debate was chosen? Why?
b. What is the historical importance of the debate?
2. Positions – To be considered a debate, there must be a discussion that involves opposition.
a. Address the distinct positions of the debate.
b. Is each side of the debate sustainable? Why or why not?
c. Are the leader’s responsibilities practical in nature? Why or why not?
3. Defense – To be able to participate in a structured debate, one must choose a position and prepare to defend that stance.
a. Which side of the debate do you choose to defend? Why?
b. Provide an official position defense, including evidence to support your position using scholarly research.
**Further explanation of the;
Analytical versus holistic approach: This is essentially the management versus leadership debate that was discussed briefly in Module One. While many people use the
terms interchangeably, most agree that managers handle and maintain resources (operational details) while leaders have vision and guide the behavior of others to
produce change (Dubrin, 2013). Both are important to the success of any organization. Good managers can also be good leaders, and vice versa, but many practitioners
are either one or the other. When choosing a side in this debate, one should begin with the assumption that the heads of organizations are either analytical or
holistic in an approach—the leader who can exemplify both approaches in equal measure is a rare find.
Individualism versus group cognition: This debate has several facets, but the course concepts discussed in Modules Two, Three, and Four are central to the discussion.
Is individualism (i.e., focusing on the “Iâ€) in leadership more, or less, effective than leadership that focuses on the “we†of the group or organization? When
choosing a side in this debate, one should consider how prototypicality (as discussed in Module Four) relates to the “groupthink†phenomenon. Groupthink can occur when
groups strive for consensus and, according to Cherry (n.d.), tends to occur more often when group members are very similar and when the group’s leader is powerful and
charismatic. One should also consider the extreme inverted version of this debate—individualism versus collectivism—when formulating opinions, although information
related to this will have to be synthesized into the leadership domain.
Employee satisfaction versus the bottom line: This debate was touched upon lightly in Module Four; there is much more of a focus now on employee satisfaction than
there has ever been in the past. As was mentioned, people are no longer content to simply be followers; employees demand more and expect more from organizations and
from the leaders who lead these organizations. While the “individual†versus “group†debate focuses on leadership and followership, this particular debate focuses more
on employee needs for work/life balance, benefits, wellness programs, and so forth, and the decisions leaders must make for the overall success of organizations than
on the leadership process itself. Most people agree that such programs are vital to employee satisfaction and it behooves an organization to invest in these programs.
However, such programs are extremely costly. Small businesses, in particular, have a very difficult time even providing health insurance and lately have to pass more
and more health care costs on to employees (Harrison, 2013). When choosing a side in this debate, one must place oneself in the “shoes†of the leader more so than in
the previous two debates to ensure one’s opinion is realistic and focused on the practical nature of the decisions a leader must make.
3:Shortness of breath and low levels of energy and enthusiasm
Ms. A. is an apparently healthy 26-year-old white woman. Since the beginning of the current golf season, Ms. A has noted increased shortness of breath and low levels
of energy and enthusiasm. These symptoms seem worse during her menses. Today, while playing in a golf tournament at a high, mountainous course, she became light-headed
and was taken by her golfing partner to the emergency clinic. The attending physician’s notes indicated a temperature of 98 degrees F, an elevated heart rate and
respiratory rate, and low blood pressure. Ms. A states, “Menorrhagia and dysmenorrheal have been a problem for 10-12 years, and I take 1,000 mg of aspirin every 3 to 4
hours for 6 days during menstruation.†During the summer months, while playing golf, she also takes aspirin to avoid “stiffness in my joints.†Laboratory values are as
follows: Hemoglobin ï¼ 8 g/dl Hematocrit ï¼ 32% Erythrocyte count ï¼ 3.1 x 10/mm RBC smear showed microcytic and hypochromic cells Reticulocyte count ï¼ 1.5% Other
laboratory values were within normal limits. Considering the circumstances and the preliminary workup, what type of anemia does Ms. A most likely have? In an essay of
500-750 words, explain your answer and include rationale.
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