This Weakness Is Just One Part Of The Paperfor Example My Part Is Ne This assignment requires an analysis of two specific managerial weaknesses based on interview material, supported by relevant academic literature. The first weakness is the lack of power, exemplified by the manager’s friendly and approachable demeanor which results in her losing authoritative influence. The second weakness concerns the manager’s reluctance to embrace change due to a lack of confidence. For each weakness, you should explain the situation, incorporate an academic citation that relates to the weakness, and discuss the implications using your own words. Additionally, identify and cite one academic source each for the discussed weaknesses, ensuring scholarly relevance and proper APA formatting. Your discussion should be thorough, approximately 1000 words, with integrated in-text citations and references.
Paper For Above instruction The efficiency and effectiveness of managerial performance often hinge on various skill sets and qualities that influence leadership and organizational outcomes. Among these qualities, power and change orientation are fundamental. Analyzing a real-world managerial interview provides insights into how deficiencies in these areas can potentially hinder organizational progress. In this context, the manager, Kendy, exemplifies two primary weaknesses: a lack of power and a reluctance toward change, influenced by her personal traits and perceptions. These weaknesses are not only relevant on an individual level but also carry significant implications for broader organizational functioning, including staff relationships and adaptive capacity. The first weakness identified in Kendy’s managerial style is her perceived lack of power. Despite establishing positive relationships with employees through her kindness, frequent smiling, and non-coercive approach, these traits inadvertently diminish her authoritative influence within the organization. Employees consider her to be a friendly figure, often perceiving her more as a peer or friend rather than an authoritative leader. This perception results in a loss of organizational power, which can impair her ability to enforce necessary decisions and maintain discipline. Power, as delineated by French and Raven (1959), is the capacity to influence others’ behavior, which is vital for effective management. When power diminishes, managers may find it challenging to motivate employees, implement policies, or maintain organizational discipline (French & Raven, 1959). An excessive focus on being liked, while fostering trust and a positive climate, can impair a manager’s ability to exert authority when required. This