Leadership Stewardship Report: Module Code Analysis and Best Practices

This report examines leadership stewardship and its application in fostering employee engagement, drawing on the RESPECT model and the works of Marciano, Robbins, and Deresky. It explores the use of operant conditioning, rewards and recognition, and various engagement strategies. The report delves into the seven drivers of the RESPECT model: recognition, empowerment, supportive feedback, partnering, expectations, consideration, and trust. Each chapter is summarized, highlighting key concepts such as positive reinforcement, the importance of clear expectations, and the building of trust within teams. The report emphasizes the role of managers in creating a culture of respect, providing opportunities, and offering supportive feedback to enhance employee motivation, productivity, and overall organizational success. The report also discusses the limitations of traditional reward programs and the need for a more holistic approach to employee engagement.

Leadership Stewardship
Student Name:
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Module code:
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Daily Insight
Chapter 1:
Managers apply operant conditioning to change behaviors of employees. Different
managers can use positive reinforcement, negative reinforcement, or punishment. According to
Marciano (2010), is that reinforcement whether negative or positive, involves initiatives that
helps increase future behaviors among employees. For example, some of the positive initiatives
could involve using money, rewards, privileges, or praises. While negative initiatives could
cover removal of stimulus. Punishment involves using adverse consequences likely to decrease
future behaviors.
Chapter 2:
Rewards and recognitions fail to function. Marciano (2010) gives a number of
contributing reasons. Traditional reward programs only tend to reinforce employees that are
productive and engaged. Their failure to function as required is because they breakdown teams,
limit creativity, create stress among supervisors, and decrease motivation among employees and
have greater opportunity to become assets.
Chapter 3:
The chapter focuses on best ways to engage employees. Employee engagement focuses
on satisfaction and motivation. Even though management need to evaluate psychological
instruments such as reliability, external, or validity, there should be a distinction between the
symptoms versus the cause. For example, Marciano (2010) explains that a manager must be in a
position to differentiate and separate the wheat from the chaff.

Chapter 4:
The respect model provides the best approach to build and strengthen the cultural spirit of
engagement among employees. After conducting a study, Marciano (2010) identified several
drivers that form a respect model. Furthermore, Patrick and Raj Kumar (2012) contend on some
of the factors that make employees feel respected my managers. The drivers include recognition,
empowerment, supportive feedback, partnering, expectations, consideration, and trust.
Chapter 5:
The chapter focuses on recognition as the first drivers of engaging employees.
Recognition plays a role of replicating behaviors among employees (Robbins and Judge, 2013).
It provides the opportunity for the behavior to occur again. A manager could consider
appreciating employees/team members for going out of his way to achieve the set objective or
achieve positive performance beyond expectations.
Chapter 6:
Empowerment forms the second aspect in engagement model. It involves offering employees
with opportunities, resources, and trainings that makes them successful. Managers should
consider sharing information, decision-making, and autonomy (Robbins, et al, 2015). These
initiatives show employees best ways to create environment to flourish and utilize their talents.
Disrespect could involve failure to share information, learning opportunities, resources, and
training.
Chapter 7:

Every employee becomes engaged when managers offer supportive feedback. For
instance, Deresky (2014) illustrates that providing positive feedback through information, makes
employees focus, direct and shape their behaviors to achieve the set objectives. The best way to
do this involves communicating to an individual as well as the entire team. Every supervisor has
a responsibility to create asset and capital out of every employee.
Chapter 8:
Creating a partnership with employees require constant communication and creativity.
Organizations differ in terms of teamwork and areas of operations. There are several approaches
that every manager could consider adopting to enhance partnership with employees. Marciano
(2010) outlines them as benefits, finance meeting, department representative, employee owned,
state of the union, drumbeat meeting, self-development, cross training, department swap, partner
audit, or mentor program among others. The bottom line is to make every employee feel like a
valued partner.
Chapter 9:
Expectation serves a role of making employees become engaged. Marciano (2010)
illustrates that training should not be the bottom line. In other words, even though employees
might be well trained, failure to understand what managers expects of them, this could as well be
futile. Supervisors that take initiatives to collaborate with their team members in setting clear
goals are the one who show respect to their employees. Consequently, it helps create and
strengthen a culture of engagement among employees.
Chapter 10:
Showing employees that you care about them is an effective way of creating an
engagement culture. Marciano (2010) defines consideration as the process of giving thoughts to

an idea or person. A supervisor should demonstrate this through actions, decisions, or words.
Besides, while consideration costs nothing, it helps an organization achieve the set goals.
Consequently, it helps reduce turnover, tardiness, and absenteeism.
Chapter 11:
Trust forms a foundation to any relationship. When we start to trust anyone, we start to
have faith and confidence in what they say (Robbins and Judge, 2013). Trust among employees
influences the bottom line of an organization. It makes an employee achieve greater productivity,
creates strong relationship with supervisors, and openness in sharing of information. Practises
that increase trust include transparency, straight-talk, take the bullet, give credit, admit mistakes,
keep your word, and among others.
Chapter 12:
Every manager must implement RESPECT model to achieve higher performance. Every
leader must use RESPECT to lead. Employees like following respectful leaders. Robbins and
Judge (2013) argue that respect provide leaders with an opportunity to influence behaviors of
other team members. For instance, Deresky (2014) it is easier for a respected leader to inspire
their followers to become engaged.

Reference
Deresky, H. (2014). International management: Managing across borders and cultures, (8th ed).
Pearson
Marciano, P. (2010). Carrots and sticks do not work: Build a culture of employee engagement
with the principles of RESPECT. McGraw Hill
Patrick, A, H., & Raj Kumar, V. (2012). Managing workplace diversity: Issues and challenges.
SAGE OPEN, April-June 2012: 1–15
Robbins, P. S., and Judge, A, T. (2013). Organizational behaviour (15th ed). Pearson.
Robbins, S, De Cenzo, D, Coulter, M & Woods, M. (2015). Management: The essentials (3rd ed).
Pearson Australia