Leadership and decision making Name Institutional affiliation

Test alternatives(positive modeling)  Positive modeling creates a system of mentors  It instills discipline among the works  Promotes positive behavior and performance in the workplace  Employees must be trained on their roles and responsibilities  Positive modeling alternatives;  mentoring,  teamwork,  positive reinforcement

Incorporating mentorship  Mentorship is part of positive modeling  Mentor workers must demonstrate the appropriate behavior  Positive behaviors are encouraged  Employees learn the ins and outs of their roles in the workplace  There must be a strong relationship between the mentor and the workforce  Negotiation of agreements will be core thus emulate the mentor

Troubleshoot  Workplace problems must be addressed  The management should treat employees right  Employees must be recognized  Training employees and helping them adapt to the changes is critical  Team work activities  Frequent communication  Coaching on new processes  Employees through this will feel confident in their work

 Inadequate plans to address the problems  Lack of mentorship in the organization  Provision of training to employees that does not train  Communication breakdowns due to misunderstandings  Lack of motivation since the management does not comprehend the power of rewards and recognition Issues hindering achievement of goals

References  Bhugra, D., Till, A., & Ruiz, P. (2013). Leadership and Decision- Making. Leadership in Psychiatry.  Parker, P. D., Martin, A. J., Colmar, S., & Liem, G. A. (2012). Teachers’ workplace well-being: Exploring a process model of goal orientation, coping behavior, engagement, and burnout. Teaching and Teacher Education.  Roskes, M. (2014). Constraints that help or hinder creative performance: a motivational approach. Creativity and Innovation Management.  Thomas, K. M. (Ed.). (2012). Diversity resistance in organizations. Psychology Press.  Weinberg, F. J., & Locander, W. B. (2014). Advancing workplace spiritual development: A dyadic mentoring approach. The Leadership Quarterly.