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Golden Rule in Leadership

Golden Rule代写 The success of any company or organization is tied to the ethics between the relationships created in the company.

 

The success of any company or organization is tied to the ethics between the relationships created in the company.  Golden Rule代写

Every member of the organization is entitled to treat one another with the same passion and compassion which they want in return. The golden rule in this context means that leaders have to treat their worker and other supports they way they would want to be treated (Carter, and Baghurst). Every leader is expected to observe the golden for the long-term success of the organization. Leaders have also learned that, for there to be motivation in the organization, how they treat their worker and support matters the most.

Golden Rule代写
Golden Rule代写

The best way to assemble a workforce that is motivated, autonomous, and onboard is through treating them well. A motivated workforce is ready to provide quality customer service and tend to be more loyal to the company objectives. The workers also work for the success of the company. Studies have proven that simple appreciation of the workers go far into motivating them by making them happy and realize that what they do is accepted and acknowledged (Knies, Leisink, and Thijssen).

In keeping the golden rule, leaders have learned the art of respect.  Golden Rule代写

Everyone in the organization needs to be respected for who they are and what they do to the organization. Respect is a two-way thing, that is, the leader respects their workers for respect in return. In this regard, workers are happy and satisfied in their work when they feel their effort and presence in the organization is appreciated. They work with a commitment to the betterment of the whole organization.

A caring leader listens to his/her workers while bad leader dismisses their voice. Good communication is a key to any growing organization because it only through its relationships are created and reinforced. Every big or small organization have issues with the working relationships which are solved through communication. Good leadership creates a mechanism through which workers are listened to, and their affairs are addressed accordingly. As a result, when a worker is confident that the leadership is committed to listening, he/she will not hesitate in raising issues affecting the working condition. A strong bond is therefore created between the workers and the organization. Workers become motivated to raise suggestions that are beneficial to the company and work towards the attainment of the company vision.

Good leadership learns to appreciate the workers for their contribution to the company.  Golden Rule代写

Workers appreciation can range from proper remuneration, appraisal and promotions. Good pay makes workers able to afford a better life and take care of their families. When workers are satisfied with the remuneration they get for their work, they became motivated and committed to their duties which in return is reflected in the performance of the company. Further, every progressive worker needs to be appraised or get promotion for the contributions made in the company. Promotions are rewards given to hardworking and performing workers and keep them motivated to do better for the company. Therefore, a promising career prospects to the workers in another way of building long-term success of the organization.

Generally, growing companies have realized about the benefit of relationship rather than a just transaction. Building a good relationship is the heart of the Golden Rule. Leaders, therefore, treat their workers well to strengthen the bond between them and increase the worker’s connected with the company’s mission. Treating others the way you want to be treated has become the philosophy that steers the modern leadership in progressive organizations.

Work Cited  Golden Rule代写

Golden Rule代写
Golden Rule代写

Carter, Danon, and Timothy Baghurst. “The influence of servant leadership on restaurant employee engagement.” Journal of Business Ethics 124.3 (2014).

Knies, Eva, Peter Leisink, and Jo Thijssen. “The role of line managers in the motivation of older workers.” Aging workers and the employee-employer relationship. Springer, Cham, 2015.

 

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