Discussion 1 Affinity Group Checkpoint #3This week, you will on

Discussion 1: Affinity Group Checkpoint #3
This week, you will once again have the help and support of
your peers by engaging in a discussion of your coursework with
your Affinity Group. Remember to thoughtfully and truthfully
consider other group members’ work and respond with
meaningful suggestions.
For Research Paper Track, your initial post should be 4–5
paragraphs.
To prepare for this Discussion:
Review this week’s Learning Resources, especially:
Wiseman, L. (2017). Multipliers: How the best leaders make
everyone smarter (Rev. ed.). New York, NY: HarperCollins.
· Chapter 2, “The Talent Manager”
· Chapter 7, “The Accidental Diminisher”
· Chapter 8, “Dealing with Diminishers”
· https://www.enotes.com/homework-help/what-is-the-
difference-between-a-problem-321087
Assignment:
Respond to at two (2) colleagues’ postings that contain a
perspective other than yours. Your response will typically be 2–
3 paragraphs in length, as a general expectation.
· Share an insight about what you learned from having read your
colleagues’ postings and discuss how and why your colleague’s
posting resonated with you professionally and personally.
· Offer an example from your experience or observation that
validates what your colleague discussed.
· Offer specific suggestions that will help your colleague build
upon his or her perceptions as a leader.
· Offer further assessment from having read your colleague’s
post that could impact a leader’s effectiveness.

· Share how something your colleague discussed changed the
way you consider your own leadership qualities.
· No Plagiarism
· Cite References
1st Colleague - Natasha M
Research Paper Track - Purpose/Significance, Research
Questions (1–2)
Top of Form
Purpose Statement
This study aims to investigate the forms of support
organizational leaders can offer Gen Z to maximize their unique
talents and help them grow, while at the same time increasing
the effectiveness of their leaders, and the competitiveness of
their organizations. There is an anticipated influx of Gen Z in
the workplace in the near future. Gen Z employees are described
as technology-driven or digital natives, a trait that is viewed as
beneficial to organizations (Beck & Wright, 2019). However,
current practices of leaders lack the kind of support this
generation needs to maximize their talents. Instead, most
leaders rely on misconceptions about Gen Z, such as the myth
that Gen Z is a phase that will pass with time (McCrindle &
Fell, 2019). These misconceptions cause leaders to impose their
values and beliefs on Gen Z, which makes the work
environment unaccommodating for the latter, resulting in high
turnover rates. At the same time, literature on the kind of
support Gen Z needs is inadequate. Most researchers so far have

only focused on the traits of Gen Z that make them either
unique or undesirable to employers, and the challenges leaders
face when working with Gen Z.
Research Questions
What forms of support can organizational leaders offer Gen Z to
maximize their unique talents?
How do the forms of support help Gen Z retain their jobs longer
and grow, while benefiting the organizations they work for at
the same time?
The research questions relate to the problem statement
significantly because their focus is on the issues identified. In
the wake of increased diversity as a result of globalization, the
effectiveness of leaders in ensuring the inclusion of all the
diverse groups of their workforce has been compromised.
Inclusion translates to a conducive work environment that
enhances the productivity of every member of the workforce.
However, leaders are experiencing a significant challenge in
this aspect, which is a factor that critically impedes their
effectiveness. One of the diverse groups organizational leaders
is currently struggling to accommodate is Gen Z. Gen Z have
been described by many scholars as vastly unique compared to
the previous generations, in traits, behaviors, and talents
(Pichler et al, 2021). Nevertheless, the same traits that make
them unique and valuable to organizations also make them
difficult to work with, prompting the active search for the best
strategies to handle a Gen Z workforce, especially due to the
inevitability of their influx into organizations in the near future.
Whereas the search for strategies to support Gen Z promises a
boost in the effectiveness of leaders, another necessary aspect
to consider is how it impacts the growth and success of Gen Z.
As already mentioned, high attrition rates are being reported
among Gen Z (Jetha et al., 2021). This high attrition is mainly
caused by the rigidity of leaders despite the fast-changing
business environment, which, in turn, results in the
fragmentation of the workplace (Jetha et al., 2021). Thus, the
rigidity of the leaders makes the workplace environment

unconducive for Gen Z, calling for techniques of making leaders
more flexible and agile to help them attract rather than repel
Gen Z. Gen Z will then be able to hold down jobs and grow.
This factor that will reflect the effectiveness of their leaders
and cause positive implications for their respective
organizations.
The impact of identifying supportive strategies for leaders of
Gen Z employees can also be viewed under the lenses of
multipliers and diminishers. Investigating and finding strategies
for leaders to offer support for Gen Z will make leaders
multipliers because they will be able to provide an environment
that deploy the talents of the group to the fullest (Wiseman,
2017). Currently, most leaders are accidental diminishers who
acquire resources and waste them (Wiseman, 2017). A review of
the existing literature show that Gen Z leave the workplace
sooner due to the actions of their leaders (McCrindle & Fell,
2019). Hence, identifying the kind of support Gen Z needs, as
this research study aims to, will help leaders become multipliers
who use the resources they have to the fullest. Equally, Gen Z
will be able to benefit and grow from the organizations they
join.
References
Jetha, A., Shamaee, A., Bonaccio, S., Gignac, M. A., Tucker, L.
B., Tompa, E., ... & Smith, P. M. (2021). Fragmentation in the
future of work: A horizon scan examining the impact of the
changing nature of work on workers experiencing
vulnerability. American journal of industrial medicine, 64(8),
649-666.
McCrindle, M., & Fell, A. (2019). Understanding Generation Z:
Recruiting, training and leading the next generation. McCrindle
Research Pty Ltd.
Pichler, S., Kohli, C., & Granitz, N. (2021). DITTO for Gen Z:
A framework for leveraging the uniqueness of the new
generation. Business Horizons, 64(5), 599-610.

everyone smarter (Rev. ed.). HarperCollins.
Bottom of Form
2nd Colleague - Jiminez Pace
Top of Form
The purpose
The purpose of my research is to showcase the need to focus on
forgiving as a skill and behavior that leads to positive change in
organizations. I have established the connection between
employee engagement and productivity. This research aims to
take it a step further in understanding how the act of
forgiveness affects the organization, and its levels of trust,
engagement, well-being, and productivity. I hope to determine
with my research how improvements in well-being are the result
of trusting workplace environments and effective conflict
management.
Research questions
Through my journey, I hope to find answers to the following
questions:
· Could forgiveness be a conflict resolution strategy to elevate a
workplace culture?
· What are the behaviors that lead to forgiveness in the
organization, and how leaders can create environments to foster
those behaviors?
For many years, the focus on conflict resolution has been on the
issues that generated the conflict, but not on the relationships
that were broken due to that conflict and that if failed to deal
with, would increase the likelihood of future conflict. That is
why forgiveness plays a critical role in conflict resolution
(Moolakkattu, 2010).
References
Moolakkattu, J. (2010). Forgiveness and Conflict Resolution.
Contemporary Perspectives on Peace and Non-violence. M.K.

Gandhi. https://www.mkgandhi.org/articles/forgiveness.htmlBot
tom of Form
Discussion 2: The Accidental Diminisher Versus Dealing With
Diminishers
Explain the quote: “When you have a diminishing impact, you
are likely to be completely unaware of it and probabl y the last
to know. As a leader, how do you know whether you are having
a diminishing effect, despite having the best intentions? How do
you increase your self- awareness?” (Wiseman, 2017, pp. 202–
203).
To prepare for this Discussion:
Review this week’s Learning Resources, especially:
everyone smarter (Rev. ed.). New York, NY: HarperCollins.
· Chapter 2, “The Talent Manager”
· Chapter 7, “The Accidental Diminisher”
· Chapter 8, “Dealing with Diminishers”
· https://www.enotes.com/homework-help/what-is-the-
difference-between-a-problem-321087
Assignment:
Respond to two (2) of your colleagues’ postings that contain a
perspective other than yours. Your response will typically be 2–
3 paragraphs in length, as a general expectation.
· Share an insight about what you learned from having read your
colleagues’ postings and discuss how and why your colleague’s
posting resonated with you professionally and personally.
· Offer an example from your experience or observation that
validates what your colleague discussed.
· Offer specific suggestions that will help your colleague build
upon his or her perceptions as a leader.
· Offer further assessment from having read your colleague’s

post that could impact a leader’s effectiveness.
· Share how something your colleague discussed changed the
way you consider your own leadership qualities.
· 2-3 paragraphs in length per colleague
· No Plagiarism
· Cite References
1st Colleague – N. Mills
The Accidental Diminisher Versus Dealing With Diminishers
Top of Form
Accidental Diminisher Profiles that Might Enhance My Abilities
to become and Effective Multiplier
Multipliers are associated with leadership effectiveness based
on the strategies they adopt and their subsequent impact on their
followers. Therefore, the aim of any leader should be to become
a multiplier. However, most leaders are diminishers, even when
they have the best intentions, coining the term accidental
diminishers (Wiseman, 2017). Accidental diminishers, similar
to multipliers, are capable of attracting talent. The most
significant difference is in how they use and impact the talent,
where multipliers create numerous growth opportunities for
their talent while accidental diminishers take actions that
cripple the growth and success of their followers.
Despite the latter’s ineffectiveness in many areas, they have
profiles that others may rely on to enhance their own abilities
and become effective leaders. For example, accidental
diminishers often have the best intentions when pursuing
various leadership actions (Wiseman, 2017). This is a profile
others may use to enhance their abilities and become effective
multipliers by examining what these leaders with best intentions
do that is not working, and making better choices as a result.
Simply put, others may use the negative profiles of accidental
diminishers to make better decisions that are associated with
multipliers.
For example, accidental diminishers are bound to decide on
behalf of their teams because they have the profile of the
Decision Maker. This profile leads accidental diminishers to use

inner circles to make decisions, which denies the rest of the
organization the satisfaction of being part of the process, as
well as its execution (Wiseman, 2017). Others may observe the
impact of such actions on followers, particularly how it hinders
buy-in, and choose to act otherwise, which is being the Debate
Maker. When others shift from being the Decision Maker to
being the Debate Maker, they become multipliers.
Accidental diminishers also have the profile of Empire Builders.
This profile refers to their ability to attract talent or resources
and waste them by dividing these resources based on ownership
(Wiseman, 2017). Multipliers, on the other hand, acquire
resources or talent and utilize them accordingly, thereby
increasing the genius of everyone (Wiseman, 2017). Therefore,
to become a more effective multiplier, I will observe the actions
of diminishers as they pertain to the use of talent and resources,
and the impact on achievement of goals. Based on my
observations, I will make choices that multiply the talents I
attract for purposes of their growth and success, such as not
insisting on owning or controlling resources.
In other words, accidental diminishers are often one step away
from becoming multipliers. What they lack is the information
and strategies that support their good intentions of having a
positive impact on their teams, and helping them grow.
Therefore, each of the diminisher profiles can mold me into an
effective multiplier by observing their negative impacts and
choosing alternative actions. The profiles offer excellent
explanations of what provokes diminisher tendencies (Wiseman,
2017). This means that to become an effective multiplier, the
solution is to steer away from these provocative actions.
How Breaking the Cycle of Diminishing can Impact My
Organization
The main downside of diminishing is its negative implications
on the productivity, growth, and success of the talent the
organization attracts. Once the productivity of such talent is
hindered, it becomes difficult for the organization to realize its
goals. Hence, breaking the cycle of diminishing will have a

positive impact on my organization by enhancing productivity.
Wiseman (2017) argues that people go to work to be utilized
and to do progressive work. The utilization of talent has direct
positive implications on organizational success. The cycle of
diminishing denies organizations this opportunity. Thus,
breaking the cycle would be beneficial to them.
Levels of Dealing with Diminisher Strategies
Dealing with diminisher strategies first requires defenses
against the dark arts of diminishing managers. This is achieved
by halting the downward spiral, neutralizing immediate
problems, and relieving stress (Wiseman, 2017). In simple
terms, dealing with diminishers requires putting an end to their
leadership methods and adopting better ones. The second level
involves multiplying up by using the strengths of the
diminishers and guiding them toward the right direction
(Wiseman, 2017). Lastly, inspiring multiplier leadership in
others is also a strategy for dealing with diminishers. The
strategy entails celebrating progress, addressing one issue at a
time, and assuming positive intent, among other actions
(Wiseman, 2017). Implementing these levels encourages the
shift from diminishing to multiplying.
Reference
Bottom of Form
2nd Colleague – M. Thomasor
Top of Form
Compose a description of Accidental Diminisher profiles that
might enhance your abilities to become more of an effective
Multiplier.
The Accidental Diminisher profiles that might enhance my
abilities to become an effective Multiplier are the Rescuer,
Protector, and Optimist (Wiseman, 2017). These were the most
prevalent profiles from my results of the Multiplier Quiz.

According to Wiseman (2017), I am “Likely an Accidental
Diminisher.” All things considered, it is important that I
improve them. Therefore, although I have good ideas and
intentions, I often send the wrong signals because I have
tendencies that make people feed undervalued, obligated to my
dreams, dependent on me, and mainly, they believe failure is
not an option when working with me – which can hinder
learning and growth for both the team and organization (2017).
To enhance my abilities to become a more effective Multiplier,
to start, I must be more mindful, shift my way of thinking and
acting to help others grow as leaders (Wiseman, 2017). Also,
utilize my knowledge of the business to ask more insightful and
challenging questions of the team, and not provide all the
answers or bring up ideas but ask for them, this way, I spark
the insight of others which provides a valuable opportunity to
empower them to “stop, think, and rethink,” and vision things
for themselves instead of me (coming across as) pushing my
own thoughts and agenda (2017). However, when I am sure my
perspectives have merit or will be beneficial, I must dispense
my ideas in small doses according to Wiseman (2017). Timing
is everything as well, therefore, providing adequate space
between my ideas and others, helps to create synergy, thus,
allowing enough room for everyone to chime in and contribute
purposefully. In turn, I build relationships, gain trust, and get
more than I could ever contribute on my own, and the team is
more prone to actively listen and embrace what I have to say –
which creates more value for me as the leader, for the team,
individuals, and the organization because they grow (2017).
To be an effective Multiplier, it is also important that I be more
assertive with my team and hold them accountable. In turn,
they experience the full consequences of their work and actions
(Wiseman, 2017). In keeping with Wiseman, (2017), I must
give back their work and the pen, and let them know how they
can improve or what needs completing. This way, by wrestling
with the work themselves and letting them know it is okay to
fail, I grant them ownership. This way, they feel valued and

appreciated, confident, and they stretch their thinking (2017).
Likewise, they learn from their missteps – which helps them to
grow their intelligence and flourish in their profession (2017).
Explain how breaking the cycle of diminishing can impact your
organization.
Breaking the cycle of diminishing leadership behaviors can
profoundly and positively impact the organization. In a
Multiplier work environment, leaders can actively bring out the
best ideas and full intelligence of those around them. However,
when experiencing and feeling the brunt or pain of diminishing
leaders, employees must realize that most Diminishers have
good intentions (Wiseman, 2017). This way, employees can
help progressively shape the work environment, by providing
the most upbeat attitudes and responses to mitigate diminishing
leaders. By utilizing self-leadership and self-control and
maximizing one's astute contributions, employees can stand up
to Diminishers by being an "agent and advocate of their
defense" (Wiseman, 2017). In turn, minimizing the reductive
effect of well-intentioned diminishing leaders to foster a more
conducive and productive work environment (2017).
Analyze the three levels of dealing with diminisher strategies.
When dealing with Diminishers, three strategies minimize the
magnitude of their sting; "Defenses Against the Dark of
Diminishing Managers, Multiplying Up, and Inspiring
Multiplier Leadership in Others" according to Wiseman (2017).
These strategies help people to continue to utilize their greatest
intelligence and the support of others they trust, and despite
being surrounded by diminishing leaders, they can still propel
the organization forward, otherwise, they multiply out and up
(2017). Furthermore, to combat diminishing behaviors, one must
be optimistic about leaders reducing behaviors, invite
diminishing leaders into your work, and model the way of a
Multiplier - which can significantly deflect and mitigate
diminishing behaviors and dynamics in the organization –
whether intentional or accidental (2017).
Reference

Bottom of Form

Discussion 1 Affinity Group Checkpoint #3This week, you will on

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