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LZT2 Task1 XX Copy.docx LZT2 College of Information Technology, Western Governors Un

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LZT2 Task1 XX Copy.docx LZT2 College of Information Technology, Western Governors University Power, Influence and Leadership â€“ LZT2 T... ask 1 Leadership Approach For my leadership approach, I would choose to target the US office and allow the India office to continue normally. It is clear from the scenario that the US office needs a more directive style leadership approach to get them back on track and to ensure company policy is always followed. The US office has been operating without direct supervision and the results have had a negative effect on both the relationship with the India office as well as the overall company network health. Taking a direct leadership style, the first issues that would need to be addressed is the lack of following company policy. That specific issue seems to be the cause of most of the negative outcomes. The US team would need to be directly supervised and their performance monitored to ensure these policies were enforced. Daily team meetings should occur at the beginning and end of each day as a team building activity to reenforce the policies. These meetings would serve to reinforce the policies and communication specific daily tasks as well as provide a handoff activity at the end of each day to ensure proper communication with the India office. This direct supervision should get that office back on track and ensure consistent results daily through performance and policy monitoring done directly by mana. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . [Show More]

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