BUSI 345 Capella University Leadership Theory and Practices Discussion Response

discussion responses.

Student post down below:

In the Riverbend assignment, the leadership qualities displayed are objectivity and genuineness in that the new hire can make clear and concise decisions regarding the organization and individuals served and that she is transparent and wants to see her staff succeed. The new hire does not overthink her decisions but makes decisions based off the acts which is the ability to be objective.  Objectivity examines what can be seen, touched, or heard; objectivity is based on facts (Burger). The new hire is great at facts and figures which results in capable decisions made and within an appropriate timeframe. Genuineness can be seen in her ability to ensure that staff members understand their tasks. Genuineness is also seen in her transparency regarding her mother’s illness and how that may be affecting her work.


A strength identified through the activity was the new hire’s ability to include staff, such as her administrative assistant to assist her with planning and decision making. As cited in Northouse, one major difference found through research of gender roles with leadership is that women tend to lead in a more participatory manner. When staff members can take on a leadership role, they feel valued within the organization.


One challenge throughout the activity was the fact that the new hire was dealing with a sick parent and many individuals felt as if her focus was not on the organization as it should be. There is an underlying stereotype regarding gender roles that women take care and men act and this was a challenge within the way that staff members viewed the new leader. In leadership roles, gender stereotypes are extremely harmful for women because these thoughts can be communal (Chemers & Murphy, 1995). The new hire will have to continue to attempt to dispel the thought that she can be a caretaker of issues in her personal life while effectively leading an organization. Women must negotiate their power as a way to move forward in their leadership role (Isaac & Griffin, 2015).

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