Employment Stewardship for Trust and Accountability-myassignmenthelp

Question: Discuss about theEmployment Stewardship for Trust and Accountability. Answer: The author emphasised that the missing ingredient for the leaders to deal with the teams is the use of purpose based recognition to accelerate the company success. This factor if well recognised will help the leaders to bridge the gap between where their teams are and where they dream to be (Gostick Elton, 2009). This chapter is all about the basic four leadership areas including goal setting, communication, trust and accountability. True leadership is to interconnect the company goals with the employee goals. A senior leader must convey the corporate goals to the employees and establish trust with them to facilitate greater level of employee investment. To hold people accountable the leaders must identify the employees successes in addition to failure (Marciano, 2010). According to author, instead of pointing to deficiencies, rewarding the employees activities will make them move closer to their goals. Leader must communicate to everyone to influence behaviours, and reinforce standards. It will help establish trust with employees to share the credit. Accountability may be positive if recognition is added to the equation (Gostick Elton, 2009). The chapters differentiate between leader who are Expectors and altruists. Expectors expect something in return for rewarding the employees. Therefore, recognition acts a manipulation to drive productivity. On the other hand the altruists recognise the employees to motivate them and promote their noteworthy behaviour (Johnson, 2016). This chapter is about creating the carrot culture in an organisation where the employees are valued and appreciated to drive performance. In this culture the leader gives right reward to the employees by finding out what motivates them. In this process the manager becomes relevant as they matter to employees (Bryant Kazan, 2012). This chapter is about identifying if the employees are satisfied and engaged as it is the requirement to establish carrot culture. Satisfied employees are happy with pays and benefits and are reluctant to change the status quo. Engaged employees are willing to innovate, lead and serve customers but may leave the door if they are unhappy due to any factor (Gostick Elton, 2009). According to the author the building block of the carrot culture are the hollow value statements, and not recognising the excellence. The carrot culture demands celebrating the important moments in companys culture, recognising the employees loyalty, recognising the employees above and beyond, and day-to-day recognition (Gostick Elton, 2009). The fear of carrot culture as per author is due to fear of jealousy, difficulty observing everything, loss of value due to too much recognition, fear of cash benefits, or only intention to drive benefits within the job scope, which limits the above and beyond recognition behaviour (Gostick Elton, 2009). Reference Bryant, A., Kazan, A. L. (2012).Self-leadership: how to become a more successful, efficient, and effective leader from the inside out. McGraw Hill Professional. Gostick, A., Elton, C. (2009).The Carrot Principle: How the Best Managers Use Recognition to Engage Their People, Retain Talent, and Accelerate Performance [Updated Revised]. Simon and Schuster. Johnson, R. A. (2016). From Altruists to Workers: What Claims Should Healthy Participants in Phase I Trials Have Against Trial Employers?. InEthics and Governance of Biomedical Research(pp. 29-45). Springer, Cham. Marciano, P. L. (2010).Carrots and sticks don't work: build a culture of employee engagement with the principles of respect. McGraw Hill Professional.