Assignment task: Please respond to the below discussion thread by using the proper sources to substantiate your response.
Note: Please provide sources in your response
Topic: Risk Integration
To deal with risk there must be a plan and a strategy. A risk management plan should identify the risk, evaluate the potential loss or gain, and lastly a cost-benefit analysis to mitigate the risk (Hagen, 2018). People play an important role within the company and can be one of its biggest assets or a risk to the organization (Wright, 2017). If people do not buy into a risk management plan, they will impede the direction the organization wants to go. The way risk is explained to an individual can determine their risk appetite (Freudenstein, et al., 2020). The experience and leadership style of the leader impacts how the message is delivered. Some leaders are reluctant to lead because of leadership risk perception (Zhang, Nahrgang, Ashford, & Derue, 2020). Elisha is an example of a reluctant leader. Even though he had been mentored by Elijah for years he still questioned himself (Merida, 2015). He asked God for a double dose of prophetic powers to be a better spiritual leader (Merida, 2015). Moses is another example of a reluctant leader. Not everyone will hear the call to be a leader, but if God calls all should listen.
References:
- Freudenstein, F., Croft, R., Wiedemann, P., Verrender, A., Böhmert, C., & Loughran, S. P. (2020). Framing effects in risk communication messages - Hazard identification vs. risk assessment. Environmental Research, 190
- Hagen, B. M. (2018). The problem, risk, and opportunity enterprise management. Sugarland, TX: Probabilistic Publishing. ISBN:978-1-941075-03-6. Merida, T. (2015). Christ-centered exposition: Exalting Jesus in 1 & 2 Kings. Tennessee: B & H Publishing Group. ISBN:9780805496703.
- Wright, L. (2017). People, risk & security. London: Palgrave Macmillan. ISBN: 978-1-349-95092-8.
- Zhang, C., Nahrgang, J. D., Ashford, S. J., & Derue, D. S. (2020). The risky side of leadership: Conceptualizing risk perceptions in informal leadership and investigating the effects of their over-time changes in teams. Organization Science, 31(5), 1138-1158.