CHAPTER 2

CHAPTER 2

Reflection:
Based on the Questionnaire, I can see that my strongest leadership traits are integrity and
sociability while the weakest are determination When it comes to socializing between members,
I think I can do a great job as I tend to be the social butterfly and the glue in the group. As a
leader, I always want to create a friendly atmosphere for members to work in and to have a
connection with each of them. Because in my opinion, a phenomenal leader the one knows their
team’s needs and regulates the harmony, and morale of the team. Someone they can count on.
However, I still have some shortcomings when it comes to decision-making or organizing and
managing skills. I’m an indecisive and reluctant person especially when making big decisions
that can change the whole team. I would usually try to avoid it. But thinking back, I should have
taken the bull by its horns because avoidance can harm the team dramatically.
And I have not always been the kind of leader that I am today. In my earlier childhood, I was a
passive and shy girl. It continued until 5 years ago - my freshmen year of high school when I
would just choose the role of doing content or staff. But gradually, I made friends and they
encouraged me to go out of my comfort zone, to take charge as a leader of the small group. By
going through many hardships and obstacles, I learned and thrived every day since and gained
many skills that can now be proudly called my “leadership traits”.

To me, I’m most impressed by Oprah Winfrey. Her leadership is unarguably amazing but she
has a trait that I’m still working hard on which is charisma and confidence. People usually are
attracted to the one that has something they lack and that is my case. I admire her charismatic
aura and her inspirational public speech so much. She is the role model I want to follow in the
future

Action:

As I mentioned earlier, I have a big respect for Oprah Winfrey, and the most significant traits that
I want to incorporate into my own style of leadership are charisma and confidence. Those are
the two traits that I need to work on. I am very nervous whenever I have to deliver a speech in
front of many people and sometimes I can not persuade them very well.

One leadership trait I would like to change is that sometimes I can be overly critical. When
working as a team, I want the highest standards of finals because I think that “If you start to
work on something, you have to do it to your best. If not just don’t do it at all”. As a result,
sometimes it can put a lot of stress and pressure on the whole team. I recognize that excessive
criticism can demoralize team members. To address this, I plan to look at the positive sides by
acknowledging and praising the efforts and achievements of my team, even when sometimes
the outcomes aren't perfect. Additionally, I will look for feedback regularly on my leadership style
to understand how my criticism affects others and identify areas for improvement.

The single trait that distracts from my leadership is my tendency to be indecisive which is why
my determination trait is one of the weakest. This indecisiveness can lead to missed
opportunities and frustrate team members who are looking for direction. To work around this
trait, I plan to set clear decision-making frameworks with specific criteria. I will try to determine
which is the priority and which is not because I tend to be distracted by many trivial things in the
decision-making process. In addition, to improve my timeliness in decisions, I will limit the time I
spend gathering information by setting a deadline and sticking to it. Lastly, I will practice making
smaller, low-stakes decisions in everyday life to build up my confidence and enhance my
decision-making skills over time.
By doing these specific actions, I hope that I can improve myself and hone my leadership traits
CHAPTER 3
01. As you reflect on the assumptions of Theory X and Theory Y, how would you describe your
own philosophy of leadership?
2. Of the three styles of leadership (authoritarian, democratic, and laissez-faire), what style
comes easiest for you? Describe how people respond to you when you use this style.
3. One of the aspects of democratic leadership is to help followers take responsibility for
themselves. How do you assess your own ability to help others help themselves?

Reflection:

Reflecting on the theories, I think that my philosophy of leadership aligns more closely with
Theory Y. I believe that individuals are inherently motivated, capable of self-direction, and seek
fulfillment in their work. As I leader, I like to focus more on trust and collaboration, fostering an
environment where team members feel empowered to take initiative and contribute their ideas.
My leading role is to provide support and guidance not to order them around because
sometimes it can have counteraction and limit their options. However, real life is not that dreamy
because there are in fact many lazy people that need direction and constant check. So I’d say in
some inevitable cases I have no other choice but to switch my philosophy to theory Z which is to
incorporate both X and Y when leading.

Out of the three styles, I’d prefer the democratic leadership style. I naturally enjoy involving
team members in decision-making processes, valuing their contributions and different
perspectives. When I adopt this approach, people generally respond positively, feeling
respected and appreciated. For example, when I had a presentation for Linguistic 2, I gave my
teammates opportunities to present their ideas and we came up with a fantastic presentation
concept (a talk show) that both our team and our teacher were satisfied with. Overall, I think
inclusivity will result in a stronger team dynamic where everyone is an individual who matters
and is listened to.

I think I can help others help themselves quite effectively. I will never do their tasks for them,
Instead, I will encourage them to take ownership of their tasks and make decisions. I do this by
guiding while also allowing space for independence. For instance, before any meeting, I will give
them an outline or guidance of the presentation contents that they can base on to do research
or they can freely adjust it to their understanding
However, I am aware that I still need to improve further because sometimes I can be too busy
and neglect some members who seek help. I will try to actively listen to their concerns and
challenges and provide constructive feedback via many platforms like chat or online meetings if
I can’t meet them face to face.

1. If you were to try to strengthen your philosophy of leadership, what kinds of changes would
you have to make in your assumptions about human nature and work?
2. As you look at your results on the Leadership Styles Questionnaire, what scores would you
like to change? What would you have to do to make those changes?
3. List three specific activities you could use to improve your leadership style.
4. If you make these changes, what impact will this have on others?
Action:

To strengthen my philosophy of leadership, I need to adjust some of my assumptions about

human nature and work. Specifically, it is necessary to recognize and embrace the diversity in
individual motivations and work styles. While I currently lean towards the belief that most people
are self-motivated and seek fulfillment, I must also acknowledge that some individuals may
require more structure and guidance. Additionally, I would focus on understanding that not
everyone thrives in collaborative environments; some may perform better with more autonomy.
Therefore, aside from my democratic leadership style, I should also balance my authoritarian
style like theory Z which I have mentioned previously.

Looking at the questionnaire, I think that I still have a fair Laissez-Faire score. I want to lower it
to be more involved in the teamwork. The most important thing is communication

Feedback Sessions: Organizing regular feedback sessions with team members can help me
understand their perspectives on my leadership style and identify areas for improvement. This
will also promote a culture of open communication.
Leadership Workshops: Participating in workshops or training programs focused on various
leadership styles, including democratic and authoritarian leadership, will enhance my skills and
adaptability in different situations.
Mentorship: Seeking mentorship from experienced leaders can provide insights and guidance
on effective leadership practices. Learning from their experiences can help me refine my
approach and develop a more flexible leadership style.

If I implement these changes, the impact on others could be significant. I would create a more
supportive and adaptable environment that recognizes individual differences.
CHAPTER 5
1. Based on what you know about yourself and the scores you received on the Leadership Skills
Questionnaire in the three areas (administrative, interpersonal, and conceptual), how would you
describe your leadership skills? Which specific skills are your strongest, and which are your
weakest? What impact do you think your leadership skills could have on your role as a leader?
Discuss.
2. This chapter suggests that emotional intelligence is an interpersonal leadership skill.
Discuss whether you agree or disagree with this assumption. As you think about your own
leadership, how do your emotions help or hinder your role as a leader? Discuss.
This chapter divides leadership into three kinds of skills (administrative, interpersonal, and
conceptual). Do you think some of these skills are more important than others in some kinds of
situations? Do you think lower levels of leadership (e.g., supervisor) require the same skills as
upper levels of leadership (e.g., CEO)? Discuss.

Reflection:

Based on my self-reflection and the scores from the Leadership Skills Questionnaire, my
strongest skills lie in the interpersonal category (communication and building relationships). This
strength enables me to foster a collaborative team environment and effectively address
conflicts. Even though my administrative and conceptual come out to be equal, I think my
administrative skills are the weakest, particularly in areas like project management and strategic
planning. This deficiency might impact my ability to organize tasks efficiently and ensure that
team goals are met within deadlines. Sometimes when I’m snowed under with work, I get
overwhelmed easily and lose direction.

I agree that emotional intelligence is a crucial interpersonal leadership skill. Understanding and
managing emotions—both my own and those of others—plays a significant role in effective
leadership. On one hand, high emotional intelligence allows me to empathize with team
members, creating trust and open communication. On the other hand, if I allow stress or
frustration to influence my decisions, it can negatively impact my interactions and
decision-making processes. Maintaining emotional awareness helps me respond thoughtfully
rather than react impulsively, which ultimately strengthens my leadership capabilities.

I agree that emotional intelligence is a vital interpersonal leadership skill. It enables me to

understand and manage both my emotions and those of others, fostering trust and open
communication. High emotional intelligence helps me empathize with team members, but if I let
stress influence my decisions, it can negatively affect my leadership. Maintaining emotional
awareness allows me to respond thoughtfully, enhancing my effectiveness as a leader.

I believe the importance of administrative, interpersonal, and conceptual skills varies by

leadership level. For supervisors, strong interpersonal skills are crucial for managing team
dynamics, while upper-level leaders, like CEOs, may need more conceptual skills for strategic
and long-term vision. Lower-level leaders often require administrative skills to manage tasks
directly, while higher-level leaders focus on delegation and guidance.
Action

1. One unique aspect of leadership skills is that they can be practiced. List and briefly describe
three things you could do to improve your administrative skills.
2. Leaders need to be socially perceptive. As you assess yourself in this area, identify two
specific actions that would help you become more perceptive of other people and their
viewpoints. Discuss.
3. What kind of problem solver are you? Are you slow or quick to address problem situations?
Overall, what two things could you change about yourself to be a more effective problem solver?

To enhance my administrative skills, first, I will join a time management training workshop or an
online course such as Coursera. Learning effective techniques for prioritizing tasks and setting
realistic deadlines will help me organize projects more efficiently. Additionally, I will try several
project management software, such as Trello or Asana to track task assignments and progress
more effectively since I tend to forget things easily. Finally, scheduling weekly plans to review
goals, deadlines, and resource allocation helps me stay organized. I will be able to address
potential issues early and ensure that my team focuses on our goals.

To improve my social perception, I will do 2 things. First, practicing active listening will be
crucial. By fully concentrating on the speaker, asking clarifying questions, and summarizing
what I’ve heard, I can better understand their viewpoints and emotions. This deeper
engagement will foster stronger connections with my team members. Second, I can practice my
empathy for other people, such as trying to put myself in others' shoes during team discussions.
I can appreciate different perspectives and respond more appropriately to the needs of my
team.

In terms of problem-solving, I tend to be a quick responder, addressing issues as they arise.

While this can be advantageous, it sometimes leads to hasty decisions without fully considering
all aspects. To become a more effective problem solver, first, I should take a moment to stop
and think thoroughly before reacting. This will allow me to consider various angles and potential
consequences, leading to more holistic decisions. Second, actively seeking diverse opinions
from team members before making decisions will enhance the quality of solutions by
incorporating different perspectives
CHAPTER 6
1. For this exercise, you are being asked to interview several people you know about your
strengths. Instructions:
• First, identify three people (e.g., friends, coworkers, colleagues, family members) from whom
you feel comfortable asking for feedback about yourself.
• Second, ask each of these individuals to do the following:
a. Think of a time or situation when they saw you at your best
b. Tell a brief story about what you were doing
c. Describe why they thought you were performing well in this situation
d. Based on this story, describe what unique benefits you offered others in this
situation
• Third, from the answers the individuals gave, identify two or three recurring themes.
These themes represent your strengths.
2. What is your reaction to what others (in Step 1) have identified as your strengths? Are the
strengths others identified about you consistent with your own perceptions of your strengths? In
what way are they consistent with your scores on the Leadership Strengths Questionnaire?
3. This chapter suggests that it is important for leaders to reveal their strengths to others.
As a leader, how do you feel about disclosing your strengths to others? How do you react when
others express their strengths to you?

Reflection

Friend: My friend recalled a time when I organized a community event. They described how I
coordinated logistics, engaged participants, and created an inclusive atmosphere. The unique
benefit I offered was my ability to connect people and foster collaboration among diverse
groups.
Team member: A team member mentioned the project where I led a team through a challenging
deadline. They noted my calm demeanor and ability to motivate the team under pressure. They
thought I excelled because I communicated clearly and provided support where needed. The
unique benefit I provided was creating a sense of unity and shared purpose, helping us meet
our goals.
Family Member: My family member shared a moment when I helped resolve a conflict during a
family gathering. They appreciated how I listened to both sides and facilitated a constructive
conversation. They believed I performed well because I showed empathy and remained neutral.
The unique benefit I offered was my ability to foster understanding and harmony within the
family.
From these stories, recurring themes emerged: communication, connectedness, and harmony.
These themes represent my strengths.

My reaction to the strengths identified by others aligns closely with my own perceptions. I have
always viewed myself as someone who communicates well and fosters connections among
people. The feedback reinforces my belief that I can create a collaborative environment.
Additionally, the calmness under pressure mentioned by my colleague resonates with my
self-assessment, particularly in high-stress situations. These strengths are also consistent with
my scores on the Leadership Strengths Questionnaire, which highlighted interpersonal skills
and emotional intelligence as key areas of strength.
As a leader, I feel it is important to reveal my strengths to others. For example, during team
meetings, I often share my strengths in communication and collaboration by initiating open
conversations. Sharing my strengths not only builds trust but also encourages my team
members to recognize and utilize their own strengths.
When team members, like Hiền, express her strengths to me—such as her analytical skills—I
also respond positively, praising her contributions and encouraging her to apply those skills in
our work. Overall, embracing and sharing strengths contributes to a more cohesive and
motivated team.

1. Based on the questionnaire in this chapter and your own insights, create a business card
for yourself that lists your five signature strengths.
2. Of the four domains of leadership strengths (see Table 6.2), which are your strongest?
Describe how you could solicit support from followers to complement these areas of strength.
3. Imagine you are the leader of a classroom group required to do a semester-long service
learning project. Identify and discuss specific things you could do to create a positive climate,
positive relationships, positive communication, and positive meaning.

Action

Đỗ Linh Nhi
Art Director
Tel: 090XXXXXXX

Signature Strengths:
Effective Communication
Empathy
Collaboration
Problem-Solving
Adaptability

Of the four domains of leadership strengths, my strongest areas are Realized Strengths and
Unrealized Strengths. I can often identify my strengths easily and utilize them well to support my
work. However, sometimes, I will go with the flow and do not express my strengths that clearly
especially when I am struggling with deadlines. For example, my strength is creativity but I will
use it to do the slides when I’m freer. If not, I will not show it and leave the task to others.

As the leader of a classroom group working on a semester-long service learning project, to

create a positive climate, I would establish a welcoming atmosphere by initiating icebreaker
activities to help group members get to know each other. And throughout the project, we will
celebrate achievements to praise and encourage members’ work.
Building Positive Relationships requires trust and respect. I would encourage team-building
exercises and promote open dialogue, allowing each member to share their thoughts and
experiences. Regular check-ins would help me understand individual needs and concerns,
strengthening our connections.
For Positive Communication, I will have regular meetings where everyone can voice their
opinions and provide feedback. Lastly, to create positive meaning, I would ensure that team
members understand the project's impact on the community. Sharing stories from previous
service projects and connecting our work to larger social issues will create a sense of meaning
and motivation.
CHAPTER 7
1. Stephen Covey (1991) contended that effective leaders "begin with the end in mind" (p.
42). These leaders have a deep understanding of their own goals and mission in life. How would
you describe your own values and purpose in life? In what way is your leadership influenced by
these values?
2. Creating a vision usually involves trying to change others by persuading them to accept
different values and different ways of doing things. Are you comfortable influencing people in
this way? Discuss.
3. As we discussed in this chapter, effective visions can be articulated with strong symbols.
How do you view yourself as being able to do this? Are you effective at generating

Reflection

My values and purpose in life center around integrity, empathy, and growth through learning. I
believe in the importance of honesty and accountability in both personal and professional
relationships. I want to be true to everyone and myself. Empathy guides my actions, allowing
me to connect with others and understand their perspectives. Additionally, I am committed to
continuous learning and personal development. I love to learn new things every day because
knowledge is never enough. These values deeply influence my leadership style, as I always try
to understand the members of my team and learn from my mistakes so that I can improve my
leadership skills.

I find myself comfortable influencing others, particularly when it comes to finding mutual goals
and values. However, I approach this responsibility with care and respect for individual
perspectives. I believe that effective influence should not be about force but rather about
inspiring and motivating others to see the benefits of change. I aim to communicate the vision
clearly, showing how new values and practices can lead to positive outcomes for the team.

I don’t think right now I can articulate a vision using strong symbols that well. While I understand
the importance of using metaphors and storytelling to create emotional connections, I often find
it challenging to convey my ideas in a way that resonates deeply with others. My generating
strong symbols may not always translate effectively, which can limit the impact of the vision I
want to share. To improve this, I will watch and study effective leaders and how they use
symbols in their communication and try to practice little by little.

1. Based on your score on the Leadership Vision Questionnaire, how do you assess your ability
to create a vision for a group? Identify specific ways you could improve your abilities to create
and carry out visions with others.
2. Good leaders act out the vision. Describe what ideals and values you act out or could act out
as a leader.
3. Take a few moments to think about and describe a group or an organization to which you
belong presently or belonged in the past. Write a brief statement describing the vision you would
utilize if you were the leader of this group or organization.
Action

Based on my score on the Leadership Vision Questionnaire, I assess my ability to create a

vision for a group as quite high. However, while I can set clear goals, such as improving team
performance, I often struggle to convey a compelling narrative or symbols to show the team my
vision. To improve, I will gather feedback from my colleagues through surveys or meetings to
understand their perceptions of our current vision. I will also involve team members in
brainstorming sessions to refine our vision.

As a leader, I try to act out ideals and values such as integrity, collaboration, and inclusivity. For
instance, I demonstrate integrity by being transparent in my decision-making processes, such
as sharing the rationale behind project changes with my team. I prioritize collaboration by
actively seeking input from team members, showing that every voice matters. Creating an
inclusive environment valuing different perspectives is also crucial.

I used to do voluntary work for a community service organization that helps poor children. If I
were the leader, my vision would focus on building strong partnerships with local businesses,
schools, and residents to give better opportunities to the children. I would promote inclusivity by
holding community forums to ensure every voice is heard.
CHAPTER 12
1. This chapter suggests that leadership has a moral dimension and that leaders have a
responsibility to use their authority for the common good. Do you agree? Discuss.
2. When you consider the character of a leader and what a leader does (the leader's actions),
which of these two factors is more important with regard to ethical leadership?
Can a person with bad character be an ethical leader? Discuss your answers.
3. In this chapter, the circumstances at Abu Ghraib prison are used as an example of unethical
leadership. Do you agree with this assessment? How do you view what happened at Abu
Ghraib? What factors explain the leadership ethics in this situation?
To illustrate the importance of ethical actions, consider what happened at the Abu Ghraib prison
in Iraq in 2004. Because of the atrocities on 9/11, national security and intelligence gathering
became a high priority. Rules and standards of interrogation were expanded, and harsh
interrogation methods were approved. The government's goal was to obtain information for
purposes of national security.
Problems at the prison became evident when the media reported that prisoners were being
sexually abused, humiliated, and tortured by prison personnel and civilian contract employees.
Gruesome photographs of demeaning actions to prisoners appeared in the media and on the
internet. To obtain intelligence information, some U.S. Army soldiers used means that violated
military regulations and internationally held rules on the humane treatment of prisoners of war
established by the Geneva Convention in 1948.
In the case of the Abu Ghraib prison, the goal of maintaining national security and intelligence
gathering was legitimate and worthwhile. However, the means that were used by some at the
prison were considered by many to be unjustified and even ruled to be criminal. Many believe
that the goals did not justify the means.

The challenge of treating everyone fairly is illustrated in what happened to Richard Lee when he
coached his son's Little League baseball team. His son, Eric, was an outstanding pitcher with a
lot of natural ability. During one of the games, Eric became frustrated with his performance and
began acting very immaturely, throwing his bat and kicking helmets. When Richard saw Eric's
inappropriate behavior, he immediately took his son out of the game and sat him on the bench.
The player who replaced Eric in the lineup was not as good a pitcher, and the team lost the
game.
After the game, Richard received a lot of criticism. In addition to Eric being mad at him, the
parents of the other players were very angry. Some of the parents came to Richard and told him
that he should not have pulled his son out of the game because it caused the team to lose.
In this example, the other players' parents failed to recognize what Richard was doing as a
coach.
Richard made a strong effort to be fair to all the players by treating his son the way he would
treat any player who acted out. He set a standard of good sportsmanship; when his own son
violated the rules, he was disciplined. Richard's actions were ethical, but coaching the team as
he did was not easy. He did the right thing, but there were repercussions.
This example underscores the importance of the actions of a leader. A leader's actions play a
significant role in determining whether that leader is ethical or unethical.
4. This chapter includes a story about Richard Lee, the father who coached his son's Little
League baseball team. What was your reaction to the story? Do you think Richard was an
ethical leader? How would you have responded in this situation?

Reflection

I agree with the statement. Leaders influence others and make decisions that impact many.
Therefore, they must prioritize ethical considerations and the well-being of their team and
community. For example, leaders should advocate for inclusive practices and equitable
opportunities showing their commitment to the common good.

When considering ethical leadership, I believe that character is more important than actions. A
leader’s character shapes their values and decision-making processes, influencing how they act
in various situations. While a leader may perform ethical actions, if their underlying character is
flawed, those actions may not reflect true ethical leadership. A person with a bad character may
make situations appear ethical but inside it lacks genuine integrity.

I agree that the circumstances at Abu Ghraib prison exemplify unethical leadership. The actions
in the case violated both military regulations and international laws regarding humane treatment.
While the goal of national security may have been legitimate, the horrific abuses that occurred
were unjustifiable and showed a moral failing in leadership. Factors contributing to this situation
include a lack of accountability, a culture that prioritized results over ethics, inadequate training
on humane treatment, and a failure to instill strong ethical values.
.
I found Richard Lee's story to be a strong example of ethical leadership. We can see Richard’s
fairness by treating his son the same way he would any other player. I believe he acted as an
ethical leader, prioritizing discipline and integrity over winning. His decision, though difficult, was
necessary to set a standard for the entire team. In this situation, I would have responded
similarly, emphasizing the values of teamwork and respect over individual performance. While
facing criticism would be challenging, I will still put my foot down.

1. Based on your responses to the Ethical Leadership Style Questionnaire, what are your core
values? Do you think other people know your core values? Are you comfortable talking about
these values with others? In your planning for the future (e.g., the next five years), how will your
values influence what you do? Discuss.
2. Character is a fundamental aspect of ethical leadership. What are your character strengths
and weaknesses? List three specific actions you could take to strengthen your character.
3. In the Observational Exercise (12.4), you observed and analyzed the ethical leadership of a
specific leader. If you were to apply the same analysis to your own leadership, how would you
describe yourself? What factors best explain the ethics of your own leadership? If you were to
try to become a more ethical leader, what specific changes should you make in your leadership?
Discuss.

Based on my responses to the Ethical Leadership Style Questionnaire, my core value is duty
ethics, which emphasizes the importance of fulfilling responsibilities and obligations. I believe
that those around me recognize this value, as I consistently strive to uphold my commitments in
both personal and professional settings. I am comfortable discussing my duty ethics with others,
as I see it as fundamental to building trust and accountability. In planning for the next five years,
this value will guide my decisions, driving me to seek opportunities that align with my sense of
duty, whether in my career or community involvement, ensuring that I contribute positively to
those around me.

My character strengths include trustworthiness, responsibility, and fairness, which help me build
strong relationships. However, I struggle with being overly critical of myself and balancing my
responsibilities. To strengthen my character, I could practice self-compassion by recognizing my
achievements, improving my time management using planners or apps, and seeking feedback
from trusted colleagues to gain different perspectives on my performance. These actions would
help me reinforce my strengths while addressing my weaknesses.

I would describe myself as a leader who values honesty and responsibility. I strive to
communicate transparently with my team, ensuring that decisions are made openly and with
integrity. To become a more ethical leader, I should focus on enhancing my active listening skills
to better understand diverse perspectives and ensure that all voices are valued in the
decision-making process. Additionally, I can work on providing constructive feedback that
fosters growth and accountability within the team.
EXTRA
CHAPTER 8
A00fter the lesson, I learned that establishing a constructive climate in the workplace is
essential for fostering collaboration, innovation, and overall employee satisfaction. A positive
work environment not only enhances productivity but also promotes well-being among team
members. To create a constructive climate, a leader should consider 4 factors: Providing
structure, Clarifying norms, Building cohesiveness, and Promoting a standard of excellence.

I also learned about the case of ABC which has inspired me a lot and broadened my horizon of
how a great leader can create a constructive environment for their team.

Establishing a constructive working climate is essential for fostering productivity and employee
satisfaction. To achieve this, four key factors must be prioritized: providing structure, clarifying
norms, building cohesiveness, and promoting a standard of excellence.

Providing structure involves creating clear frameworks for tasks, roles, and responsibilities,
which helps team members understand expectations and reduces ambiguity. When individuals
know what is required of them, they can focus their efforts more effectively.

Next, clarifying norms is crucial for establishing a shared understanding of acceptable behaviors
and practices within the team. This includes defining communication protocols, decision-making
processes, and conflict-resolution strategies, which collectively cultivate a sense of safety and
predictability.

Additionally, building cohesiveness among team members fosters strong interpersonal

relationships and collaboration. This can be achieved through team-building activities, open
communication channels, and opportunities for informal interactions, which help to create trust
and a sense of belonging.

Finally, promoting a standard of excellence sets a high benchmark for performance and
encourages continuous improvement. By recognizing and rewarding outstanding contributions,
leaders can inspire their teams to strive for excellence and take pride in their work. Together,
these four factors create a robust foundation for a constructive working climate where
employees feel valued, engaged, and motivated to contribute their best efforts. By intentionally
nurturing these elements, organizations can enhance teamwork, boost morale, and ultimately
drive better outcomes, creating an environment that not only meets but exceeds expectations.
This holistic approach not only benefits individual team members but also strengthens the
organization as a whole, paving the way for sustained success in a competitive landscape.

Reflecting on the chapter, I want to apply the constructive climate in practice to improve myself
even more with 3 specific actions.
First, I think that building cohesiveness is my priority when it comes to the topic. I would
encourage open communication in the team. Each team member can share their ideas,
feedback, and concerns without fear of judgment. I will also have regular check-ins, team
meetings, and anonymous feedback platforms (Google Form, Padlet, etc.).

Second, promoting standards of excellence is also important. People need recognition and
appreciation to thrive in work. Acknowledging individual and team contributions boosts morale
and reinforces a sense of belonging. Simple gestures, such as verbal praise or recognition in
team meetings, can significantly impact how employees perceive their value within the
organization. This practice fosters loyalty and encourages a culture where everyone strives for
excellence.

Finally, providing opportunities for growth and development enhances job satisfaction. When
members see a clear path for advancement, they are more likely to invest in their roles and
contribute positively to the team. I think this method can be applied further in my work in the
future. If I lead a team in the company or organization, I will offer training programs, mentorship,
and career development resources to give members areas for personal development. This will
also show that the leader is ready to be committed to their members’ personal and professional
growth.

Even though providing structure and clarifying norms is also crucial, I’d like to focus more on the
two aforementioned facets.
CHAPTER 9
Embracing Diversity and inclusion
PRESENTATION
1st group: Managing Conflict
2nd group: Establishing a Constructive Climate

The two group presentations were very well-prepared and informative.

The first group provided us with the case of two infamous brands: Starbucks (USA) and Nha
Nam (Vietnam). They give us many useful further insights into the cases. I have heard about the
Nha Nam case before but never did I read about the Starbucks case which is quite shocking to
me. Because I am a big fan of Starbucks and I drink their matcha every day, the news took me
aback.

I think that the cases provided by the first group were interesting and very close to us. Those
are representative examples of how a company or organization can manage its conflicts.
Listening to their presentation, I do agree with some of the contents and opinions that Starbucks
has done a better job of resolving their conflict and saving their image in the public eye from
falling. Starbucks introduced a more holistic approach to the problem. They apologize publicly,
implement policies for more inclusivity for customers using the toilets, and also train their
employees to ensure that no such bad experience will ever happen again to their customers. On
the other hand, Nha Nam has done a poor job in solving the conflict. Nguyen Nhat Anh director
only gave a status on Facebook as an apology and we can not see the sincerity and
genuineness in it. From my perspective, the case of Nha Nam can’t really be considered a
successful conflict management. It sounds as if they were just trying to solve a media crisis to
stop further damaging of brand’s image but in a very careless way. Therefore, I think the case of
Nha Nam is not very relevant to the topic compared to that of Starbucks.

As for the second group, Nguyen Duc Thach Diem’s case of establishing a constructive climate
in Sacombank was very inspiring. However, the presentation delivery of the group did not
effectively captivate the interest of us the listeners. Some members talked in too small volume
and the discussion part was too quick (maybe due to time limits). Hence, I was not able to
understand the case that deeply. Although it can be seen that they have invested time on the
case judging by the length of the case, it would be better if the group had included another
foreign case to compare.

Overall, the