Responses to the Four Discussion Posts


I need to response to each question on this assignment from the student discussion board .it’s 4 discussion board that you need to reply back too.

Noelle Jolie-Boaz 

RE: Discussion 1 – Week 8

Top of Form

The leader I have in mind was a great manager by definition because she “ran a tight” ship as one colleague worded it. She enforced the attendance policy, she maintained the status quo to make sure the department met their monthly goals, and she made sure everyone adhered to the strict dress code. She was the right woman for the job when it came to management. However, she lacked the effective leadership skills of her position within the company.

In Arruda’s (2016) article, he discusses the distinctions between managers and leaders. One distinction he points out is that leaders focus on people and build relationships while managers build systems and processes. The leader I worked under was great and the latter, but was terrible at the former. Another distinction Arruda mentions – perhaps the biggest and most noticeable distinction for this leader – is the distinction that leaders have fans while managers have employees.  She did not have fans. No one liked her. People followed her out of necessity or fear of losing their jobs. Gates (2013e) states: “It is important for someone who is a leader to have a vision of constructive change”. She did not like change.

When Robert Gates (2013e) talks the characteristics of a good leader, he emphasizes that is does not matter if the leader is a CEO of a company or the U.S. president, “a leader has to be able to motivate people, has to be able to make people want to do a better job and be a part of constructive change. The effect this leader had on the work environment was unfortunately a negative one for 90% of the followers under her. Most of the workers were unhappy and it was not because of the pay or the benefits. It was due to the atmosphere that was set by the leader coupled with the negative reinforcements she used to try to motivate us followers.

When I have the opportunity to be a leader in my own company, I will make a conscious effort not to make the same mistakes this leader made. That is one lesson I learned. I will determine to apply my leadership skills, adjusting the style with the appropriate environment (another lesson I learned) while making sure to effectively apply the management skills as well. This balance is an art form in my opinion that will get better with experience as I grow. The current organization that I am a part of today will provide the opportunity to practice this.


 Arruda, W. 2016. 9 Differences Between Being A Leader And A Manager. Forbes Magazine. Retrieved from:

 HSM Global (Producer). (2013e). Five questions with Robert Gates  [Video file]. Retrieved from Walden Library databases.

4 days ago

Access the profile card for user: Stephen JacksonStephen Jackson 

RE: Discussion 2 – Week 8

Top of Form

Leading by example he would walk the talk and always represent the company with a since of integrity.  As a foreman, he would go above and beyond the job description.  Jonathan Gosling discussed five modules; managing self, managing organizations, managing context, relationships and change. I spent two years under this gentleman.  Our company was in the expansion process.  The skill set you would imagine on a rebar yard are just as important as any other job being that rebar is the foundation to buildings.  “Change, to be successful, cannot follow some mechanistic schedule of steps, of formulation followed by implementation.  Action and reflection have to blend in a natural flow” (Gosling, 2003, p.8).  As the company grew and promotions surpassed others he continued to complete his job with a sense of integrity.  He was the behind the scenes man that carried the job on his back.  He would bridge the gap between the line staff and higher up employees.  As well he coached each employee how to go about addressing their own request if that was required.  Empowering, humble yet stern, managing and leadership were something he blended naturally. 

            As a manager, he managed himself as a true leader.  He always kept everyone focused and managed within the scope and context of the job.  As a leader, he demonstrated courage, pride, and critical thinking.  He didn’t just lead, he groomed his staff on how to lead as if he was not there.  He understood the importance of followership.  The man he exhibited on the job site was the same man I had the opportunity to get to know outside of the job.  As I have transitioned to the next chapter of my life, I have committed to remaining in contact with him. 

            One of the biggest lessons he demonstrated is how to build a professional and personal relationship with colleagues and still have boundaries.  He taught me how to listen to my colleagues and professionally approach an organization to address any concerns.  When the opportunity presents itself, I will be confident using my social work skills and listening to concerns and suggestions of colleagues as an opportunity to utilize my leadership skills, and become proactive.  The second lesson I learned is there is always someone watching you.  This assignment analyzed someone from my professional experience.  While working for this organization typically protocol is staff submit request for a raise.  While working under the supervision and teaching of my foreman, he advocated for my promotion.  This assignment proves that I watched his character and decision making as a leader and manager (foreman).

            The company was experiencing growth when I received the opportunity I had been waiting on.  I found my love working long hours under his supervision and leadership even though I had a bachelors degree at home.  I know when I have the opportunity to lead I will remember the secret he reminded me is to never forget where you come from.  He taught me how to build relationships as well as keep the organization first.


Drucker, P.F. (2004). What makes an effective executive.  Harvard Business Press. 82(6), 58-63

Gosling. J, & Mintzberg, H. (2003). The five minds of a manager. Harvard Business Review. 81(11). 5463

2 days ago

Noelle Jolie-Boaz 

RE: Discussion 3 – Week 8

Top of Form

    Other than the fact that Mulally had a vision just like all good leaders do, the reason why I feel Mulally was an effective and ethical leader is because Shein (2012) describes his experience at Ford as a positive one with promoting reconnection of employees to the company as well as boosting morale through his teambuilding and commucation skills. His was able to motivate employees and get them excited about the company again. He did not resort to illegal or immoral means to gain financing for his vision, but instead, used eithical means to do so. We have all learned in this course that one quality of a good leader is to remain ethical and lead with integrity. He was also a good manager (which all successful leaders should be able to balance with their good leadership skills). He demonstrated this at company meetings by having guidlines to assure everyone gae their undivided attention. His business plan reviews assured everyone stayed on the same page so that the “right hand” always knew what the “left hand” was doing. Based on this week’s readings, Alan Mulally has demonstrated most of the characteristics an affective leader should posess according to what we’ve learned over the past eight weeks. What I have learned from this is that affective and successful leader can be acheived. We have read stories and articles, we’ve watched videos and discussed just about every point there was to make in this course regarding leadership and more times than not, it seemed to be a bit much… Perhaps even unrealistic or out of reach at times in my opinion. However, one thing I did learn in this week’s readings is that affective and successful leadership is very possible for myself and anyone in this class. I am very familiar with the Ford motor company’s history (my 97 year old great uncle is a Ford retiree) and have followed their story all the way until as recently as last year with the politics that surrounded it at that time. So, to know that someone like Mulally can come in and turn things around for them and do so in a positive and ethical way while demonstrating affective leadership and mamagement skills, taught me that these lessons are more than just concepts and theories printed for academic study. And I honestly think it was the most valueable lesson I have learned in this course. It has given me the confidence to thrive in my own organization to do the same.


Carey, D., & Keller, J. J. (2012). How the Ford board recruited Alan Mulally. Directors & Boards, 37(1), 31­36. Retrieved from Walden Library databases.

Shein, J. B. (2012). At Ford, turnaround is job one. Retrieved from:

Henry Dotson 

RE: Discussion 4 – Week 8

Top of Form

Alan Mullally became a successful leader at Ford with value-based leadership, ( This type of leadership connects with the employees’ personal values which enables the employee to identify more closely with the company’s mission by capturing the strengths of the company, (

Mullally used best self, best team, best partner, best investment, and best citizen, the “five best” he called it, (Kraemer, 2015). This means that he knew and understood himself and for a leader to be successful, one must do this first so that you can lead others.

Mullally motivated the other employees when he took over and gave them hope that the company would be turned around. He done it through his experience and understanding of what it would take to turn around a dying company through leadership and management skills.

The lessons that can be learned, or that I learned, were that by doing things based on your own belief in yourself and doing them ethically, others will have more respect in you and understand what your mission is for the company, and for them as well. I try to use this in my own position with my current company as I tried to treat my employees the way I would like to be treated and by doing this I have found the same result as Alan Mullally.


Kraemer, Harry (2015). How Ford CEO Alan Mullay turned a broken company into the industry’s comeback kid. Retrieved from:

Values-based leadership definition from Financial Times Lexicon (no date). Retrieved from:>lexicon>Term>term=values


Discussion 1

            I concur with the assertions and views proposed by Noelle. It is imperative for any leader to foster a favorable environment within which employees can work freely and efficiently without duress. This goes a long way in certifying optimal performance in the various work categories while simultaneously guaranteeing that the organizational goals are realized fully. The approach used by the leader in question inclined more to the authoritarian style which aims at retaining the status quo while disregarding the room for both personal and organizational growth and development.  It is my conviction that a noble leader is one who motivates his/her employees and stimulates them to accomplish their tasks meritoriously with the aim of instigating constructive change.


Discussion 2

            Jackson’s post advances some substantial arguments that give a sensible meaning to effective leadership in general. In essence, leadership should emanate from the point of devoted actions and their reflections, coupled together with the virtues of integrity, humility, courage and critical thinking. Consequently, despite the fact that the managers being addressed here are different from one another, they all exhibit similarly admirable qualities that Jackson perceives as beneficial and worth emulating. It is paramount to develop a plan of action where actualization of goals is the main focus and take responsibility for each decision made along the way (Drucker, 2004).

Discussion 3

I agree with Jolie-Boaz that a fruitful and operative leader is one who can remain within the lines of ethical practices. The case of Mulallyhas been used as a perfect example to show that indeed effectivenessand success are two components that are intertwined and possible to achieve. I hold the view that a good manager is one who can mobilize and motivate employees to work towards a common goal and always advocates for transparency and integrity in all activities that are conducted at his/her organization.

Discussion 4

            Dotson’s arguments strongly mirrors those presented by Noelle in the previous discussion board post. I agree with him that leadership and management are the epicenter of a successful organization. Ford would not be in business today were it not being for Mulally’s strategies and accountability efforts. This goes a long way to show that functional leaders always have the vision of the company in mind and always strive to ensure that specific individuals are held accountable for each goal. As such, the measures adopted can be a clear indicator of whether progress is being made or not.


Drucker, P. F. (2004). What makes an effective executive. Harvard Business Review82(6), 58-63.

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