What elements of positive change do you see implemented by Jim Mallozzi?
At the outset Jim Mallozzi explores the use of optimistic energy with a view of realizing organizational goals. Optimism, based on positive thinking, is regarded as a great tool in leading business institutions (Kelly and Cameron 215). This psychological resource plays a significant role in giving Jim Mallozi’s employees the will to expend their efforts to achieve both individual and organizational goals. In cases where failure is likely, employees are encouraged to exercise less effort into tasks, which allows them to focus on areas that bring about positive change in the organization. Optimistic energy hinges on the premise that people who are positive in thinking often encounter more opportunities as compared to those who are pessimistic.
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In addition, he considers networking as a central element in the development of the real estate business. Meyer reveals that the creation of business networks is important in changing the nature of work, growth of professionalism, improving the organizational structure, and emphasizing innovation among other benefits (1215). Jim Mallozzi adopts this collaborative strategy that makes the organization successful. The implementation of this element improves both productivity and quality of work as employees are geared towards the achievement of tasks faster and efficiently.
Jim Mallozzi also fosters leadership as a key aspect to organizational success. The kind of leadership adopted in an organization has direct effects on its realization of vision, mission, and business goals. Leaders can have desirable or undesirable impacts on a business. Action-oriented leaders are guided by the urge to achieve organizational goals. Mallozzi’s emphasis on positive leadership is evident in the way he fosters affirmative orientation in the real estate business (Kelly and Cameron 210). This type of leadership stimulates upshots such as desirable emotions, virtuous behavioral patterns, interactive work environment, and invigorating networks.
In what ways did Jim try to foster positively deviance performance?
The realization of organizational challenges is one of the ways that helped Jim Mallozzi to foster positive deviance performance. The detection of weak areas in a business provokes the exploration of viable solutions with a view of realizing success in real estate organizations. The primary challenges seen among the employees of Jim Mallozi’s company include lack of self-confidence and low self-esteem.
However, the CEO positively fostered deviance performance exhibited by his employees by exploring and aligning their intentional behaviors with the objectives of the organization (Kelly and Cameron 214). Without ignoring negative events, Jim Mallozzi is seen creating the best human conditions in the workplace by incorporating human characteristics into business strategies. This move creates a strengths-based and positive-energy framework for both individual and collective achievement of organizational goals. He focuses on developing identifiable and universal human values, which help him to enforce positive leadership.
Jim Mallozzi also fosters deviance performance by stressing optimism and affirmative bias even in the worst business scenarios. He does not overlook negative events rather he seeks the good in them and recognizes their significance in the realization of successful outcomes (Sekerka, Comer, and Godwin 437). Jim acknowledges the power of undesirable situations in the inspiration of positive outcomes in the organization. The case study reveals that Jim successfully uses positive deviance to improve team performance. By focusing on the positive aspects of his team, the CEO improves its wisdom and uses its weaknesses to reinforce its strengths.
What aspects of positive change did he leave out? What would you advise him to do going forward to foster sustainability?
Although Jim Mallozzi played a great role in ensuring that positive change is embraced in the real estate company, he failed to emphasize on the need to foster sustainability. This aspect is paramount to the advancement of the company even if a leader leaves it. I would advise Jim Mallozzi to develop some of his employees into future leaders of the company. Most employees tend to believe that it is the responsibility of the leader to articulate the vision of abundance.
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Although the CEO is keen to provide a learning environment for his employees, they are only focused on following his directions. To foster sustainability, Jim Mallozzi should have provided an opportunity for every employee to articulate the vision and teach each other about the preferred positive change. Nonetheless, this undertaking can be tedious since not all employees developed a teachable standpoint. To ensure proper implementation of the positive change, Jim Mallozzi should have developed an individualized and teachable perspective of leadership that each employee would articulate.
Furthermore, the CEO does build adequate human capital. According to Kelly and Cameron, the successfulness of any organization depends on the strength of its human and financial capital (212). Positive change is properly instituted where a leader creates a balance between these two resources. Indeed, Kelly and Cameron regard human capital as the primary predictor of the development of financial resources for an organization (213).
Thus, Jim Mallozzi should also have focused on the creation of a wealthy human capital by instilling the capacity to lead positive change in individuals throughout the company (Sekerka, Comer, and Godwin 435). A better way of warranting sustainability would entail encouraging the employees to seek new opportunities and develop alternative perspectives that would help them achieve both individual and collective goals. This strategy would ensure that sustainability is achieved in the organization (Sekerka, Comer, and Godwin 437).
What was Jim’s vision of abundance?
The articulation of a leader’s vision is vital for sound organizational progress. Jim Mallozzi fosters a vision of abundance by embracing optimistic leadership in his real estate business. He does not only envision the possibility of prosperity in the near future but also presents his leadership skills in a way that is both fascinating and comprehensive. Jim’s farsightedness is seen where he takes a company through a series of changes until it becomes profitable (Sekerka, Comer, and Godwin 435).
This vision of abundance has enabled him to envision the future of real estate business, which not only responds to various employee needs but also resonates with their aspirations for both distinct and shared accomplishment of organizational objectives. However, Jim Mallozzi’s vision of abundance does not imply that leaders simply yearn for easy wins. It entails seeing prospects where other people see problems and dead-ends.
This underpinning brings about a vital point about perceptiveness: the leader should both articulate and live his or her vision. This quality of optimistic leadership has created extraordinary business results for Jim’s business (Sekerka, Comer, and Godwin 436). It has provided an environment where employees focus on the formulation of sound decisions and actions, which have created a feeling of inclusiveness and motivation.
Kelly, Jandi, and Kim Cameron. Applying Positive Organizational Scholarship to Produce Extraordinary Performance. Springer International Publishing, 2017.
Meyer, Marcel. “Positive Business: Doing Good and Doing Well.” Business Ethics: A European Review, vol. 24, no. 2, 2015, pp. 1412-25.
Sekerka, Leslie , Debra Comer, and Lindsey Godwin. “Positive Organizational Ethics: Cultivating and Sustaining Moral Performance.” Journal of Business Ethics, vol. 119, no. 4, 2014, pp. 435-444.