1. In Assignment 3: Using Leadership to Improve Ethical
Performance, you will conduct an interview with someone who
you consider a leader (e.g., current or former boss, a pastor or
spiritual advisor, a friend who can be considered a leader, etc.).
You will then use the information that you gather during the
interview to write about the leadership characteristics he / she
possesses. Take a few minutes to review the specific criteria for
Assignment 3before you begin creating the Leader Profile.
Next, complete the following steps:
1. Identify an individual in your community that you believe to
be leader.
a. Contact the individual to determine if he / she will be able to
participate in this project for school.
b. Schedule an appointment to conduct an interview.
Assignment 3 is due Week 9, so please plan accordingly.
Note: As you think about the type of information you will need
to gather from your chosen leader during the interview, use your
outline from Assignment 2 as approved by your professor to
guide your interview process.
2. Submit the following information in a Word document:
a. Provide a brief two [2] paragraph biography of the selected
person, which includes a description of the individual, his / her
job title, and name the organization where he / she works.
Assignment 2 paper information: This is an outline I guess you
can go by.
Outline
I. Introduction
a. Brief description of the motivation concept
b. Relationship to performance
II. Factors that Improve Motivation
a. Overview
b. Empowerment
c. Talent Development
III. Conclusion

2. It is a common understanding that every organization that seeks
to be successful in the highly competitive global marketplace
has no choice but to invest in its employees. Therefore, this is
based on the understanding that the overall organizational goals
cannot be informed or accomplished if the workforce does not
meet the expected performance standards. For these
performance standards to be streamlined by the organizational
goals, employees have to be properly motivated. In making sure
the employees are properly motivated, the organizational
management has to find strategic approaches to make sure that
job satisfaction is maximized, and the employees are fully
engaged and committed to accomplish the goals mentioned
above. While different organizations have different
organizational needs, meaning that they differ in the strategies
they need to adopt for enhancing employee involvement, there
are general strategies that, properly tailored to meet these
specific needs, will surely accomplish improved employee
involvement and the overall improvement in performance.
One of the greatest factors that bring about motivation in an
organization is employee empowerment. Employees want to be
comfortable and satisfied with their jobs and roles. They do not
always want to be directed and controlled in order for them to
perform. Every employee needs to be able to make decisions
because he is capable of doing so. Many employees have ideas
on the various ways in which improvements in their key areas
can be made better, based on the fact that it is the employees
that have the firsthand experience of the problems and
challenges the organization faces (Mantle & Lichty, 2012).
Sometimes employees may have the best ideas solving these
problems, which will make their work easier and comfortable.
As a result, they will be ready to perform better and accomplish
the goals of the organization as well as their own. With this
understanding, every organization should establish ways to
implement employee empowerment as the first recommendation
for improving employee involvement.
Another important aspect of the improvement of employee

3. involvement is employee development, talent development, and
training. Of course, there are areas in which employees are not
capable of making decisions, possibly because they do not have
the academic background or professional training. Therefore,
this does not mean that the employees should be left in
positions in which they cannot make any decisions. Every
employee needs to be capable so that he/she can not only make
decisions but also perform in his/her role, which can be
accomplished through talent development and training. As such,
making it possible for employees to adopt positions of making
decisions motivates them to achieve their goals and to help the
organization to accomplish their goal to a higher extent, which
is another way to improve their involvement.
According to (Pink, 2011), employee development, talent
development, and training have been well explained with the
use of Maslow’s hierarchy of needs, which explains the human
motivation to meet personal needs. It is obvious that every
employee has personal and professional aspirations, which
every employer should be able to help employees also focus on
their success as professionals. For instance, helping employees
develop their careers by providing different opportunities in the
organizations through different approaches to talent
development further improves their involvement, which is why
employers should not only provide training and development but
should also let employees choose their development paths.
However, this is based on the understanding that different
employees have different levels of capabilities, strengths, and
weaknesses.
The last recommendation is on effective communication
between employees and their employers or the organizational
management. As has been mentioned above, different employees
have different levels of capabilities, strengths, and weaknesses.
Nevertheless, effective communication is the greatest tool to
create this understanding. Effective communication within the
organization is supposed to be fostered in different ways,
making sure that the most effective communication channels

4. and language are used with the employees. For instance, in most
organizations, managers are encouraged to use face-to-face
communication with their employees, which is better and much
more effective that newsletters, email, or even memos (Laroche
& Rutherford, 2012). In the modern world of business,
employees seek to develop positive social relationships with
their employees, especially considering that workplaces are
becoming increasingly diverse, which mean people are
becoming increasingly different. Fostering effective
communication, therefore, will help build positive relationships
between employees and managers and, as a result, help in the
improvement of employee involvement.
This analysis has identified three major approaches to the
improvement of employee involvement as a way of improving
the performance of employees and the organization at large.
However, make sure that employee empowerment becomes
integrated into the management practices of the organization;
there are various methods that can be present. One of the most
popular, which will be recommended, in this case, is the use of
employee reviews. Therefore, this would involve the use of
employee feedbacks on the improvements that should be made
in their divisions while at the same time making these
employees part of the implementation process. For instance,
one would engage an employee in selecting the best channels
for communicating with different types of clients and discuss
with him the problems with the current channels, owning to the
fact that he/she is the one that makes the direct communication
with the client.
This paper has also identified employee development, talent
development, and training as an additional approach to
improvement of employee involvement. In an effort to makes
sure that employees develop in the different areas they prefer,
there are various approaches in which this can be accomplished,
one of the most important being the involve of external training
and talent development experts, who will call the employees to
seminars, workshops, and professional conferences (Laroche &

5. Rutherford , 2012). They have the best tools for professional
training and even career counseling, after which employees will
be able to make personal choices on the areas in which they
would like to further their training and development. Finally,
effective communication workshops should be introduced in an
effort to hone employees’ communication and interpersonal
skills.
References
Laroche, L., & Rutherford, . (2012). Recruiting, Retaining, and
Promoting Culturally Different Employees. New York:
Routledge.
Mantle, M. W., & Lichty, . (2012). Managing the
Unmanageable: Rules, Tools, and Insights for Managing
Software People and Teams. Boston, MA: Addison-Wesley.
Pink, D. H. (2011). Drive: The Surprising Truth About What
Motivates Us. New York: Penguin Publishing Group.