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Lisa Baxter’s response to his challenges was good. Whenever she was harassed by her senior managers, her conscience remained focused. An immediate response to challenges would have risked her job. She did so well to remain herself whenever men harassed her. Additionally, failure to give in to any advances or threats was her well show of character. However, she ought to have raised an alarm when she was being harassed. This would have created awareness about women’s harassment within the firm. Proper response, courage, effective timing of communication and comfort are important aspects of leadership.
After Baxter reported her senior management nothing seemed to happen. This is due to male chauvinism. Senior managers could not take action against fellow men. Also, this might have been due to the fact that the reported senior manager holds an important position in the firm. If I was in the position of Baxter, I would advocate that women within the firm should cry out whenever faced with any form of harassment. However, in her position as a senior manager, I would push for legislation of rules to stop women’s harassment.
Baxter’s experience shows that it is important to be patient. Voice is power when required. When Baxter raised harassment issues, no more harassment to the junior staff happened. Sometimes it is important to take a risk. This is evident from Baxter’s failure to give in to the advances yet she did not lose anything. It is important to take your time before you raise a concern. This gives time to handle the issue at hand. On priorities, it is important to have clear priorities when in leadership. An individual personal or career development faces many challenges. These challenges are mainly gender-based and from senior managers. Organizational development depends on issues raised within a firm. Any firm will develop after handling challenges facing its management.
Baxter’s response at the team building retreat was bad. The situation at the entrance required an immediate response which she failed to offer. Baxter was able to redeem herself by pursuing the issue later. Here, she did well to inform the senior manager of his shortcomings. In my own opinion, Baxter would have performed better if she raised her voice at the entrance instead of holding the issue to a later date. Immediate response at the entrance would have won support from other workers. Here, the senior manager would have acted responsibly. It is easy to force a decision when it is still in its current form.
Baxter’s decision not to speak is a sign of cowardice. The decision to handle the matter later, offline and on one basis shows that Baxter could not handle the pressure. If the matter would have been raised immediately, there would be reactions to support or oppose the decision. Therefore, Baxter’s decision was informed by her worry to handle pressure from either side. This is why she chose to handle the senior manager alone at a later date. The two choices are not compatible. In the first case, a solution would be offered immediately. In the second case, there was no solution offered because it was upon the judgment of the senior manager.
Baxter’s manager requested help because he learned that his action was not proper. Here, he wanted to see Baxter’s position about the incident. Baxter’s response to the senior manager was informed by her desire to know why that decision was taken. The intent was to condemn that act in the presence of the senior manager. The senior manager’s response was to buy Baxter’s voice for equality within the firm. In my approach, I would ask the senior manager why that action was taken specifically against three women and two men among the others.
Baxter’s experience at the team building program shows that a protest should immediately someone is discriminated against. Voice is powerful when used at the right time and place. At risk, it is important to take a risk immediately it comes out to achieve your goal. Timing and priority of concerns should be made immediately a situation arises. This gives the concern a legitimate platform for arguments. Personal communication determines the immediate action to solve a problem. The interpersonal style used by managers is enough to cheat against proper action. A manager can use comfort to win a case in a protest.
Effective timing of communication and comfort
Baxter’s response to the situation was good. She was able to be read by the CEO. The decision to face the CEO on one basis won her the intent. However, she would have done better if other women would have been included to face the CEO.
The issue about the book assignment would lead to sexual harassment of women executives and workers. The discussion would be dominated by men. Therefore, the resolutions would favor men.
The meeting with the CEO showed that she was courageous. The choice to prefer her rather than the book was good. If the discussion would have been held, the attention would shift from the book to Baxter. The book was just an example to demonstrate Baxter.
The CEO’s reaction at first was to determine Baxter’s courage. This is why he offered no apology to his directive for the assignment but acted in favor of Baxter. In the position of Baxter, I would tell the other female executives to join me to pressure the CEO.
An individual’s courage determines his success. Voice is a powerful weapon to realize success. Risks are reduced when communication is done on one to one basis. On priorities, the individual concern is important than obeying a directive from a senior person in a firm. Communication and interpersonal style can be used to achieve an individual goal. Comfort in communication allows the recipient to respond in a positive manner.
Important aspects in leadership
She handled the situation well. The decision to wait for the chairmen to be composed was her strength to win her decision. However, she would have done better if she called a joint meeting between the senior manager and the chairman.
The senior manager’s weakness would be my back up in case the decision faced criticism. This would allow a critical view of the situation that would definitely adopt Baxter’s decision.
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Baxter’s experience shows that challenges in a firm make an individual strong. An individual voice determines success if it is backed with substantive evidence. Taking a risk does not mean losing but it can be again if well instituted. In an organization, the priorities of the firm should be given the first priority. Personal communication when an individual is not under pressure makes reasoning possible. Additionally, people in leadership approach issues well when they are relaxed.