Posted: August 1st, 2022



Respond to at two of your colleagues’ postings that contain a perspective other than yours. 


2–3 paragraphs in length per Colleague 

Discussion 1: Affinity Group Checkpoint #3

This week, you will once again have the help and support of your peers by engaging in a discussion of your coursework with your Affinity Group. Remember to thoughtfully and truthfully consider other group members’ work and respond with meaningful suggestions.

For Research Paper Track, your initial post should be 4–5 paragraphs.

To prepare for this Discussion:

Review this week’s Learning Resources, especially:

Wiseman, L. (2017). Multipliers: How the best leaders make everyone smarter (Rev. ed.). New York, NY: HarperCollins.

· Chapter 2, “The Talent Manager”

· Chapter 7, “The Accidental Diminisher”

· Chapter 8, “Dealing with Diminishers”




 to at two (2) colleagues’ postings
that contain a perspective other than yours. Your response will typically be
2–3 paragraphs in length
, as a general expectation.

· Share an insight about what you learned from having read your colleagues’ postings and discuss how and why your colleague’s posting resonated with you professionally and personally.

· Offer an example from your experience or observation that validates what your colleague discussed.

· Offer specific suggestions that will help your colleague build upon his or her perceptions as a leader.

· Offer further assessment from having read your colleague’s post that could impact a leader’s effectiveness.

· Share how something your colleague discussed changed the way you consider your own leadership qualities.

· No Plagiarism

· Cite References

1st Colleague – Natasha M 

Research Paper Track – Purpose/Significance, Research Questions (1–2)

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Purpose Statement

This study aims to investigate the forms of support organizational leaders can offer Gen Z to maximize their unique talents and help them grow, while at the same time increasing the effectiveness of their leaders, and the competitiveness of their organizations. There is an anticipated influx of Gen Z in the workplace in the near future. Gen Z employees are described as technology-driven or digital natives, a trait that is viewed as beneficial to organizations (Beck & Wright, 2019). However, current practices of leaders lack the kind of support this generation needs to maximize their talents. Instead, most leaders rely on misconceptions about Gen Z, such as the myth that Gen Z is a phase that will pass with time (McCrindle & Fell, 2019). These misconceptions cause leaders to impose their values and beliefs on Gen Z, which makes the work environment unaccommodating for the latter, resulting in high turnover rates. At the same time, literature on the kind of support Gen Z needs is inadequate. Most researchers so far have only focused on the traits of Gen Z that make them either unique or undesirable to employers, and the challenges leaders face when working with Gen Z.

Research Questions

What forms of support can organizational leaders offer Gen Z to maximize their unique talents?

How do the forms of support help Gen Z retain their jobs longer and grow, while benefiting the organizations they work for at the same time?

The research questions relate to the problem statement significantly because their focus is on the issues identified. In the wake of increased diversity as a result of globalization, the effectiveness of leaders in ensuring the inclusion of all the diverse groups of their workforce has been compromised. Inclusion translates to a conducive work environment that enhances the productivity of every member of the workforce. However, leaders are experiencing a significant challenge in this aspect, which is a factor that critically impedes their effectiveness. One of the diverse groups organizational leaders is currently struggling to accommodate is Gen Z. Gen Z have been described by many scholars as vastly unique compared to the previous generations, in traits, behaviors, and talents (Pichler et al, 2021). Nevertheless, the same traits that make them unique and valuable to organizations also make them difficult to work with, prompting the active search for the best strategies to handle a Gen Z workforce, especially due to the inevitability of their influx into organizations in the near future.

Whereas the search for strategies to support Gen Z promises a boost in the effectiveness of leaders, another necessary aspect to consider is how it impacts the growth and success of Gen Z. As already mentioned, high attrition rates are being reported among Gen Z (Jetha et al., 2021). This high attrition is mainly caused by the rigidity of leaders despite the fast-changing business environment, which, in turn, results in the fragmentation of the workplace (Jetha et al., 2021). Thus, the rigidity of the leaders makes the workplace environment unconducive for Gen Z, calling for techniques of making leaders more flexible and agile to help them attract rather than repel Gen Z. Gen Z will then be able to hold down jobs and grow. This factor that will reflect the effectiveness of their leaders and cause positive implications for their respective organizations.

The impact of identifying supportive strategies for leaders of Gen Z employees can also be viewed under the lenses of multipliers and diminishers. Investigating and finding strategies for leaders to offer support for Gen Z will make leaders multipliers because they will be able to provide an environment that deploy the talents of the group to the fullest (Wiseman, 2017). Currently, most leaders are accidental diminishers who acquire resources and waste them (Wiseman, 2017). A review of the existing literature show that Gen Z leave the workplace sooner due to the actions of their leaders (McCrindle & Fell, 2019). Hence, identifying the kind of support Gen Z needs, as this research study aims to, will help leaders become multipliers who use the resources they have to the fullest. Equally, Gen Z will be able to benefit and grow from the organizations they join.


Jetha, A., Shamaee, A., Bonaccio, S., Gignac, M. A., Tucker, L. B., Tompa, E., … & Smith, P. M. (2021). Fragmentation in the future of work: A horizon scan examining the impact of the changing nature of work on workers experiencing vulnerability. American journal of industrial medicine, 64(8), 649-666.

McCrindle, M., & Fell, A. (2019). Understanding Generation Z: Recruiting, training and leading the next generation. McCrindle Research Pty Ltd.

Pichler, S., Kohli, C., & Granitz, N. (2021). DITTO for Gen Z: A framework for leveraging the uniqueness of the new generation. Business Horizons, 64(5), 599-610.

Wiseman, L. (2017). Multipliers: How the best leaders make everyone smarter (Rev. ed.). HarperCollins.

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2nd Colleague – Jiminez Pace

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The purpose

The purpose of my research is to showcase the need to focus on forgiving as a skill and behavior that leads to positive change in organizations. I have established the connection between employee engagement and productivity. This research aims to take it a step further in understanding how the act of forgiveness affects the organization, and its levels of trust, engagement, well-being, and productivity. I hope to determine with my research how improvements in well-being are the result of trusting workplace environments and effective conflict management. 

Research questions

Through my journey, I hope to find answers to the following questions: 

· Could forgiveness be a conflict resolution strategy to elevate a workplace culture?  

· What are the behaviors that lead to forgiveness in the organization, and how leaders can create environments to foster those behaviors? 

For many years, the focus on conflict resolution has been on the issues that generated the conflict, but not on the relationships that were broken due to that conflict and that if failed to deal with, would increase the likelihood of future conflict. That is why forgiveness plays a critical role in conflict resolution (Moolakkattu, 2010).


Moolakkattu, J. (2010). Forgiveness and Conflict Resolution. Contemporary Perspectives on Peace and Non-violence. M.K. Gandhi.

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