You have just been promoted to a management position at a multinational company. Most of the leaders of the company are from the baby-boomer generation, which is known for closely adhering to a hierarchical, top-down leadership model. They have been with the company for an average of 18 years. You have been with the company nearly 5 years, working your way up from team leader at one of the subsidiaries of the company. You feel confident in your relationships with most of the senior leadership. The new director—an outsider—has asked you to create a leadership development program that focuses on concepts from positive psychology and the servant leader philosophy. These concepts are very foreign to the culture of the company, which makes your task more complicated.
Your research and preparation have provided you with ample information to develop the framework for a leadership development program (as requested by the director). The director has asked you to provide a proposal to the board of directors that includes the following:
An introduction to the historical underpinnings of positive psychology and servant leadership
A brief outline of the development program
A summary of what benefits the company will accrue from the implementation of your plan
An example of what each leader will ultimately create for him- or herself (the personal leadership creed from Week 4, including the instructor’s suggested changes)
Remember to consider the culture of the company as you develop this proposal. Also, remember that the director is new and is asking for your help to make a powerful impression of the direction that he or she is intending to take the company.