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Effective Attributes of Followers in a Leadership Process

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The opening focuses on reflections of the event of the negotiation activities within a virtual learning environment (Lewicki, Saunders, Minton, &amp. Barry, 2003. McKeachie &amp. Svinickie, 2011. Oxford Brooks University, 2009). It is argued that the course of the negotiation was successful in preparing the learner for further leadership roles (Brookfield, 1995. McKeachie &amp. Svinickie, 2011). Further comments focus on the learner’s style of negotiation and reactions to others during the negotiation process (Antelo, Prilipko, &amp. Sheridan-Pereira, 2010. Balez, 2008. Changingminds.org, 2011, Dunn, 1989, Hudson, 2002-03. Lewicki et al., 2003. Myers, 2009. Shockley-Zalabak, 2002. Shepard, 2010. Verderber, 1990). This report explores how success was achieved in the project, reflected upon, and based on that success, the literature, and personal insight from the reflection further recommendations are made.
I sat down to review what I knew so far. My plant was responsible for manufacturing and assembling parts that were suffering from a high incidence of quality issues with massive rejection rates at the customer site. The quality issues had not been resolved and my quality inspectors had uncovered that the problems were, at least in part, due to another division’s parts that were supplied to my plant. I had gotten word that the other plant’s staff and their plant manager had refused to take responsibility. I thought the other plant manager was unfairly and inaccurately interpreting the term “95% level of quality approval”. The thought of me and my plant’s staff being unfairly blamed for a serious problem at the customer site infuriated me. I have a lot of pride in my work and the work of my staff and I do not take well to other insulting work that has been performed in good faith.&nbsp.