Reply to MIGA 1 According to Chow & Chow (2008), effective knowledge sharing, which is based on mutual understanding of, respect for, and trust among team members, is facilitated by an atmosphere of mutual trust that can enhance employees’ psychological commitment to one another and reduce the fear of being taken advantage of by others. Sue is creating an environment and atmosphere that is somewhat hostile to her subordinates and colleagues. Joe is the VP, so he must take corrective action in the best interest and overall success of the organization. Joe must discuss with Sue the importance of trust among the leader and the followers. Mayer et al. (1995) defined trust as the willingness of a party to be vulnerable to the actions of another party based on the expectation that the other party will perform an action important to the trustor, regardless of the ability to monitor or control that other party, (p. 712). Trust is an understanding and belief in the ability and character of an individual. Joe must remind Sue to understand the grievances and complaints of the workers, by having compassion. Forbes Leadership Forum (2017), stated “people put faith in those who care beyond themselves.” Sue should be friendly and open to talk, and shouldn’t immediately go into defense mode. Colleagues are complaining about Sue’s lack of dependability and her broken promises, etc. She must treat every complaint seriously, and be more sincere and compassionate. Reply to MIFR 1 In order to maintain a good relationship between himself and Sue, Joe needs to assure her that he trusts her to produce good results but that she needs to use a different strategy to achieve such results. According to Atkins, involving people in decisions directly affecting them is one of the ways of building trust. As such, Joe should involve Sue in coming up with a strategy to train the workers on the new procures and in turn, Sue should involve the workers in deciding which procedures best suit them. Heathfield also states that it is important to listen to others with respect and full attention. Accordingly Joe should advice Sue to listen to her subordinates and in this way they will not be forced to come to him with complaints. In this case, Joe will be changing the organizational culture by having subordinates participate in making decisions that affect their work, thus building their trust in both Joe and Sue. On her part, Sue should work towards building her relationships with others at the workplace by improving her self-image and striving to be more trustworthy and ethical. For example, Sue acted contrary to fair-based ethics (Martin) when dealing with john especially when she promised to send john to a conference and instead sent someone else without informing him. Personal integrity, according to Peterson, is essential for leaders seeking to have good relationships with their subordinates. For Sue, this means that she should follow up and do the things she promises to do, su ...

1. Reply to MIGA 1
According to Chow & Chow (2008), effective knowledge
sharing, which is based on mutual understanding of, respect for,
and trust among team members, is facilitated by an atmosphere
of mutual trust that can enhance employees’ psychological
commitment to one another and reduce the fear of being taken
advantage of by others. Sue is creating an environment and
atmosphere that is somewhat hostile to her subordinates and
colleagues. Joe is the VP, so he must take corrective action in
the best interest and overall success of the organization.
Joe must discuss with Sue the importance of trust among the
leader and the followers. Mayer et al. (1995) defined trust as the
willingness of a party to be vulnerable to the actions of another
party based on the expectation that the other party will perform
an action important to the trustor, regardless of the ability to
monitor or control that other party, (p. 712). Trust is an
understanding and belief in the ability and character of an
individual.
Joe must remind Sue to understand the grievances and
complaints of the workers, by having compassion. Forbes
Leadership Forum (2017), stated “people put faith in those who
care beyond themselves.” Sue should be friendly and open to
talk, and shouldn’t immediately go into defense mode.
Colleagues are complaining about Sue’s lack of dependability
and her broken promises, etc. She must treat every complaint
seriously, and be more sincere and compassionate.
Reply to MIFR 1
In order to maintain a good relationship between himself and
Sue, Joe needs to assure her that he trusts her to produce good
results but that she needs to use a different strategy to achieve
such results. According to Atkins, involving people in decisions
directly affecting them is one of the ways of building trust. As
such, Joe should involve Sue in coming up with a strategy to

2. train the workers on the new procures and in turn, Sue should
involve the workers in deciding which procedures best suit
them. Heathfield also states that it is important to listen to
others with respect and full attention. Accordingly Joe should
advice Sue to listen to her subordinates and in this way they
will not be forced to come to him with complaints. In this case,
Joe will be changing the organizational culture by having
subordinates participate in making decisions that affect their
work, thus building their trust in both Joe and Sue.
On her part, Sue should work towards building her relationships
with others at the workplace by improving her self-image and
striving to be more trustworthy and ethical. For example, Sue
acted contrary to fair-based ethics (Martin) when dealing with
john especially when she promised to send john to a conference
and instead sent someone else without informing him. Personal
integrity, according to Peterson, is essential for leaders seeking
to have good relationships with their subordinates. For Sue, this
means that she should follow up and do the things she promises
to do, such as getting John the supplies and equipment she
promised him. When dealing with the workers, Sue should set
high expectations (Heathfield) on the number of circuit boards
to be produced per week but also let them know that she trusts
them to meet the expectations.
Reply to JERU 2
Leadership presence is determined by one’s values, beliefs,
thought processes, how they carry themselves, what they say,
how they act, and what they do (Keyser, 2014). To stand out
and increase my chances of moving up the corporate ladder, I
would create a leadership presence by encouraging and
empowering my employees; seeking out and listening to
individual team members; keeping promises; being self-aware
and accountable; walking the talk; maintaining open lines of
communication; promoting diversity, inclusion, and
multicultural viewpoints; sparking innovation by creating safe
environments to fail; and working tirelessly to gather as much
information as possible before making decisions while ensuring

3. the process is as transparent as possible (Richards-Gustafson,
n.d.). Since I am seen as more of a collaborator by my
colleagues, I need to focus on improving my voice of self by
being distinctive and dedicating more energy to achieving my
vision and professional goals (Moore, 2013).
To meet my career goals, I can employ ACE conditioning that
encompasses three key concepts: embracing my positive
assumptions including confidence, perspective, and clarity
while discarding my negative ones; working to improve my
communications strategies by clearly articulating what I want to
say and determining how best to say it in an engaging and
compelling manner to connect with my audience; and ensuring
that my energy in the form of my mood and the non-verbal cues
I use are positive and consistent with the messages I want to
deliver (Moore, 2013). I have also experienced positive
outcomes in my workplace by being complimentary, organizing
volunteers for charitable organizations, staying informed of
current events and politics, smiling frequently, participating in
team-building and social activities, and learning historically
significant quotes and sayings to inject when appropriate (Foo,
2010).
The specific techniques that I currently apply in my career
include being an effective listener, giving helpful feedback,
seeking advice, speaking clearly, handling problems quickly,
dressing appropriately, and remembering names; whereas, the
techniques that I need to improve on to meet my career goals
are trying to always be early, showing vulnerability, taking the
time to cultivate authentic relationships, and working to ensure
my frustrations do not send the wrong signals to my colleagues.
Reply to EVHA 2
John Baldoni (2010), author of What it Means to Lead with
Presence, defines leadership presence as “earned authority”.
Baldoni (2010), expresses that leadership presence exudes
“sincerity, values, and conviction”. The first step I would take
to stand out is to read the book, Own the Room, by Amy Jen Su
and Muriel Maignan Wilkins. The second step I would take is to

4. strengthen my signature voice by working on my
communication strategies. Specifically, choosing the right
strategy to convey the message (Moore, 2013). I do well in one-
on-one conversations or group discussions. However, my
weakness is being the only speaker to a group of people. To
strengthen this area, I would volunteer for opportunities to
practice speaking in front of groups. I may join a toastmasters
group. Another way, I would attempt to “stand out” is to
network with everyone and try to identify one personal thing
about them. Making a connection to another human leaves a
lasting impression. I do need to work on the voice of the self,
part of my signature voice. I am most definitely stronger in the
voice of others (Moore, 2013).
As a whole, I have a good understanding of my weaknesses
and am equipped with the tools to strengthen them to create a
balanced signature voice.