Interpersonal Leadership: How to Lead with Effective Interpersonal Skills

I agree with group 4 members' conclusions since they successfully presented the correct action plan that Russ Saffold should pursue as a manager and a leader in addressing the outsourcing crises in the study case. The action plan presented is applicable since it begins with culminate the anxiety of the IT team members and ensureing that their duties normally even under the threat of losing their positions (Kollenscher, Popper& Ronen, 2018). The move would afford Russ an enabling environment to negotiate upwards about the future of his IT department members at Tappan Refineries. 

Strengths and Weakness of Group 4 Conclusions 

Strengths 

The conclusions would allow Russ Saffold and the rest of his IT team members to play their roles in solving the crises posed by outsourcing IT employees. The action plan drawn by group 4 members defines the roles of the IT members at Tappan Refineries in addressing the situation quo (Sassenberg & Hamstra, 2017). The conclusions have included the various decisions that Russ Saffold should make as a leader of the IT department to address the outsourcing problem. 

Weakness 

The conclusions do not address the actual cause of the outsourcing problem. The conclusions are drawn only advise Russ and his department members on how to survive the threat of losing their positions due to outsourcing (Northouse, 2019). The action plan does not identify the cause of Axis Global to initiate an outsourcing program. 

Applicable Insights from My Category of Leadership That Are Relevant to The Case 

I would propose to group 4 the consideration of a more permanent solution in addressing the outsourcing problem in the case study 14.2. The group's conclusions could be better is they address the reason for Axis Global to initiate the outsourcing plan in the IT department (Northouse, 2019). Addressing the root cause of the problem would ensure that no future outsourcing crises would arise. 

Additional Recommendations for The Case 

I would draw my recommendations from a similar scenario depicted in the text provided. In the book "Leadership" on page 385, a similar scenario is depicted in case 14.1 of the book. The case involves an IT team working in a major International Corporation under the leadership of Jim Towne. The IT team majors on teamwork as a tool to secure job positions (Northouse, 2019). The team applies video conferencing in inspecting the performance department members. Such an initiative ensures all the members are properly performing their duties. When all members are effectively working, the risk of losing their positions through outsourcing is averted. I would, therefore, recommend the IT team at Tappan Refineries to devise a system of counter checking the performance of all team members to avoid job loss through outsourcing. 

Additional Insights 

Ideal interpersonal leadership should be characterized by prudence and sobriety in addressing critical changes. Interpersonal leadership should be anchored on providing an enabling working environment through sound decision making. The case study 14.1 provides a perfect platform for showcasing interpersonal leadership qualities (Northouse, 2019). The ability to make critical decisions in the face of turmoil defines the suitability of an interpersonal leader. The remaining questions is ways in which organizations can interpret interpersonal leadership in their operations. 

References 

Kollenscher, E., Popper, M., & Ronen, B. (2018). Value-creating organizational leadership. Journal of Management & Organization, 24(1), 19-39. 

Northouse, P. G. (2019).  Leadership: Theory and practice  (8th ed.). Thousand Oaks, CA: Sage Publications. ISBN: 9781506362311. 

Sassenberg, K., & Hamstra, M. R. W. (2017). The intrapersonal and interpersonal dynamics of self-regulation in the leadership process. In Advances in Experimental Social Psychology (Vol. 55, pp. 193-257). Academic Press