...Week 5 Case Assignment Read Ch. 7's Leadership Case Problem A - "Ray, The Empowered Athletic Club Director" pp. 242-243. Analyze Questions 1-3. 1. How effective is Larry’s approach to empowering Ray to boost enrollment? I would say that Larry’s approach to empowering Ray to boost enrollment wasn’t effect at all. Larry told Ray, “Ray you are empowered as the manager to boost enrollment working within your advertising budget. Boosting enrollment is your responsibility, not mine….” With that being said I would say that isn’t much of an empowerment speech or boost. He should have given him some ideas of how to get more people in because it was clear that Ray was doing everything to try. There isn’t much Larry can do to empower him to boost enrollment, with Ray already putting out flyers, advertising on social media, as well as advertising word-of-mouth. Like Ray said they are competing with all of the other fitness clubs around the town so will be hard to get more people to join Modern Fitness. 2. Which political tactic or tactics do you recommend Ray to use to deal effectively with his empowering boss? I would recommend a few political tactics for Ray to use to deal effectively with his empowering boss. One would be changing the sales pitch, this is what draws in the gym members. His boss wants the number of gym enrollment to increase and this could help. With a great sales pitch it could have people come in to see what the gym has to offer. Secondly, get the...
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...Case Study 2 Leadership Case Problem A: Is Margo too Macro? Thomas Edison State College 1. To what extent has Margo Santelli chosen the right approach to leading the managers in her unit of the financial services firm? The interviews conducted by Laura reveal mixed results about Margo’s leadership style and perception. Three of the four managers felt that Margo was too “macro”, leaning almost, if not completely, to a laissez-faire leadership style. As Dubrin, 2010, argues “…employees managed by a laissez-faire leader experience ambiguity.” Dubrin goes further to explain that studies have concluded that these employees who face ambiguity face difficulties when prioritizing work, due to lack of direction. (p. 114) Margo’s style is so laissez-faire and macro, in fact, that one of the managers did not even recall who she was specifically. Furthermore, this particular manager is leaving the company and joining the workforce of a competitor, which leads us to believe that he is not happy working with Margo and/or her leadership style. 2. What advice can you offer Margo to be a more effective leader? Margo should approach her leadership style to each manager that she supervises, on a case by case basis. Although a general leadership style can be adopted, Margo should understand that each person faces different needs of how much guidance and support they need. Leadership can be tailored to the industry and individually towards specific people. No two people are the...
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...The Leadership Quarterly 23 (2012) 809–821 Contents lists available at SciVerse ScienceDirect The Leadership Quarterly journal homepage: www.elsevier.com/locate/leaqua Personality predictors of leadership styles and the self–other agreement problem Reinout E. de Vries ⁎ VU University Amsterdam, Department of Social and Organizational Psychology, Van der Boechorststraat 1, 1081 BT, Amsterdam, The Netherlands a r t i c l e i n f o a b s t r a c t Whereas it has been acknowledged that personality plays an important role in leader emergence and effectiveness, most studies have shown weak relations between personality and leadership styles. In this study, it is argued that one of the reasons for this lack of association may lie in the low level of self–other agreement among leaders and subordinates. In this study both leaderand subordinate ratings of leader personality and leadership styles are employed to inspect the relations between HEXACO Honesty–Humility, Extraversion, Agreeableness, and Conscientiousness on the one hand and Ethical, Charismatic, Supportive, and Task-oriented leadership on the other. Using an instrumental variable procedure, strong direct effects of Honesty–Humility on Ethical leadership, Extraversion on Charismatic leadership, Agreeableness on Supportive leadership, and Conscientiousness on Task-oriented leadership were observed. The results imply that the relatively weak relations between personality and leadership styles in previous studies...
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...A1. Leadership Style: My leadership style evolved from an autocratic style while serving in the military to a situational style in my current career as a therapy supervisor. My staff consists of sixteen occupational therapists, three occupational therapy assistants, one speech-language pathologist, and ten physical therapists. The staff members are unique individuals with high level of education and various skill levels. Together, they are a highly engaged team. The most senior staff member has thirty-nine years of clinical experience with twenty years as the department supervisor. The most junior staff member has ten months of clinical experience and a strong focus on research. Majority of the staff have over fifteen years of clinical experience and mentor the less experienced staff members. Therefore, I must identify the priorities of the department and the larger organization, the technical and clinical skills of the staff, the engagement of the staff, and adjust my leadership from directing, coaching, supporting, and delegating depending on my staff’s needs and the situation. This style allows me to be flexible in my approach depended on the tasks and actions that I am requesting from them. This style also allows me to support my staff in their professional and technical development. This style resulted in the development of a clinical education program, preschool-aged therapy group, teaching opportunities both in the community and overseas, and home-based therapy...
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...The leadership style I most emulate is that of Windows 2: The Leader as a Problem Solver. This style of leadership allows a hands-on approach to reinforce the development and enhancement of a skill. A leader of this magnitude has the ability to analyze the root cause of a situation and formulate a strategy for corrective action with minimal impact to the organization. Problem solver leaders are motivators for their peers as well as the superiors who are vital component to the stability of a company’s growth. As a problem solver leader, I like to lead by example. My previous experience as a supervisor in the Navy and now as a leader in the dental office, has equipped me with the tools to solve and analyze discrepancies for corrective action. As a lead dental hygienist, I train junior personnel on all clinical and biohazardous regulations. As a problem solver leader, I can demonstrate the result of a risk if proper protocol is not used. One of the tools I’ve used as a problem solver was to designed and developed a manual of corrective strategies for employees to consult regarding equipment, instruments, x-ray exposures to name a few. This form of leadership capitalizes on arresting a potential problem while being cognizant of time management (patient’s appoint time) for patient care. There are many strengths of being a problem solver leader. One of the strengths is the ability to analyze a situation and solve the problem with a solution. Problem solvers are leaders who see a discrepancy...
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...The Leadership Quarterly 14 (2003) 769 – 806 Leadership theory and practice: Fostering an effective symbiosis Stephen J. Zaccaro*, Zachary N.J. Horn Department of Psychology, Center for Behavioral and Cognitive Study, George Mason University, David J. King Hall, 4400 University Drive, 3064 Fairfax, VA 22030-444, USA Accepted 12 September 2003 Abstract Leadership theory has not lived up to its promise of helping practitioners resolve the challenges and problematics that occur in organizational leadership. Many current theories and models are not contextualized, nor do the dynamic and critical issues facing leaders drive their construction. Alternatively, practitioners too often approach leadership problems using trial and error tactics derived more from anecdotes and popular fads than validated scientific data and models. Yet, while this gap between theory and research has bedeviled the leadership community for much of its history, there have been few if any systematic examinations of its causes. In this review, we have sought to highlight the particular barriers on the leadership practice and theory-building/testing constituencies, respectively, that constrain efforts to integrate them. We also offer a number of propositions and guidelines that we hope can break through these barriers and help stakeholders create a more effective leadership theory and practice symbiosis (LTPS). Finally, we have offered two cases of effective LTPS as examples and models for such integrative...
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...TALI SHIMONI TransformationalLeadershipandCreative Problem-Solving:TheMediatingRoleof PsychologicalSafetyandReflexivity ABSTRACT Previousresearchhaspointedtotheimportanceoftransformationalleadershipin facilitating employees’ creative outcomes. However, the mechanism by which trans- formational leadership cultivatesemployees’ creativeproblem-solving capacity isnot well understood. Drawing on theories of leadership, information processing and creativity,weproposedand tested amodelinwhichpsychologicalsafety and reflex- ivity mediate the effect of transformational leadership and creative problem-solving capacity. The results of survey data collected at three points in time indicate that transformational leadership facilitates the development of employees’ creative prob- lem-solvingcapacitybyshapingaclimateofpsychologicalsafetyconducivetoreflex- ivity processes. However, the findings also indicate that psychological safety is related both directly and indirectly, through reflexivity, to employees’ creative problem-solvingcapacity.Thisstudyshedsfurtherlightonthewaysinwhichtrans- formational leaders help to develop and cultivate employees’ capacity for creative problem-solving. Keywords: creative problem-solving, transformational leadership, psychological safety,reflexivity. Work organizations in a variety of industries seek to develop and cultivate their ability to address ill-defined and complex problems creatively (Mumford, [CorrectionNotice:AcorrectiontotheonlineEarlyViewofthisarticlehasbeenmade...
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...Assignment 2.1 Profitel Inc. Which perspective of leadership best explains the problems experienced in this case? Chapter 12, Leadership In Organizational Settings, discussed five perspectives of leadership – (1) competency, (2) behavioral, (3) contingency, (4) transformation, and (5) implicit. The competency perspective of leadership best explains the problems experienced by Profitel. Profitel had many years of extreme profitability and minimal competition. As competitors entered into the telephone market, Profitel’s board of directors recognized that the competition in the cellular and voice over IP business posed a threat. The board responded by hiring an outsider to become the new CEO. The board decided to hire Lars Peeters, an executive who served as the CEO for a publically traded European and CEO for a cellular telephone company in the United States. Lars appeared to be a perfect fit; he had extensive industry knowledge and global experience, a high-octane energy level, self-confidence, decisiveness and a persuasive style. Of the various leadership competencies listed in the text (personality, self-confidence, drive, integrity, leadership motivation, knowledge of the business, cognitive and practical intelligence and emotional intelligence), Lars appeared to have most of them. However, McShane1 (pg. 352-355)points out that competency perspective have limitations and practical implication. The competency perspective assumes that all effective leaders have the same...
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...Leadership Style Charlene Taylor WGU 000345193 Leadership Style Analysis There are many leadership styles that were presented in the reading. As well as the reading, I completed an assessment “What’s Your Leadership Style?” (About.com). This assessment, as well as my reading of the material identified my style as participative and situational leadership. Participative leadership involves engaging multiple group members in the decision making process, as well as problem solving. The leader does have the final choice in the decision. This style of leadership helps to encourage and motivate group members. “This style of leadership often leads to more effective and accurate decisions, since no leader can be an expert in all areas” (About.com). As a participative leader, I always drive teamwork among my team. This gives the members of my team the ability to share in the decision making processes of the company. Participative leadership does have some negative factors. Participative leadership “results in extensive and time-consuming team meetings and committee work” (Dublin, 2010). Many managers also believe that giving group members a share in the decision making lowers their power. Another weakness in this style is that a decision cannot be made until the entire group agrees on something. This can slow down productivity, as the group argues and discusses the points until everyone unanimously agrees. Situational leadership occurs...
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...Chapter 10 – Servant Leadership Discussion Questions and Exercises 1. What is the historical basis of servant leadership? What are the unique, underlying values of his perspective? Originating in the seminal work of Greenleaf, servant leadership is a paradoxical approach to leadership that challengers our traditional beliefs about leadership and influence. Servant leadership emphasizes that leaders should be attentive to the needs of the followers, empower them, and help them develop their full human capacities. They build strong relationships, with others, are empathic, and ethical, and lead in ways that serve the greater good of followers, organizations, and the community. 2. In what ways is servant leadership a paradox? Is servant leadership more of a trait or a behavior? Being a servant leader implies following, and following is viewed as the opposite of leading. Although servant leadership incorporates influence, the mechanism of how influence functions as a part of servant leadership is not fully explicated in the approach. Researchers cannot come to an agreement on the characteristics of servant leadership. There are far too many different opinions. Servant leadership is more of a trait because it comes from the leader, the leader wants to help, the leader wants to improve moral, it is natural and not something learned. 3. Have you known people who, by nature, are servants? In a way we are all servants, we all want to please someone and help...
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...Task 1 Leadership Style A1 – Leadership Style Evaluation: There are basically four styles of leadership which have been defined by this course of study at WGU (Western Governors University) MBA program. These four styles are as follows: • Director • Problem Solver • Developer • Delegator When looking at these styles I have determined that my style of Leadership is a combination of the four. These two styles are Developer and Problem solver. In order for you to better understand my style; I decided to pull from my past experiences as both a leader and a manager. My professional career has included many positions ranging from Project manager, Operations, Marketing, and Area Manager. In many of the positions I have held I have had anywhere from a few people reporting to me to up to 25 direct reports on multiple levels. It is from these past experiences that I have drawn from and determined that I have developed two leadership styles. I am 80 percent a problem solver and 20 percent a developer. I have always been a manager who likes to involve my peers as much as possible in the decision making processes. I view this strategy as being a significant key to success for any leadership position. I rarely make decisions without involving those around me. I have always viewed the skill set and knowledge base of my associates as the best resource available for making critical business related decisions. I also have a tendency to develop those around me whenever the business...
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...Leadership R-Jay P. Quiambao, CIE • Leader – Someone who can influence others and who has managerial authority • Leadership – What leaders do; the process of influencing a group to achieve goals • Ideally, all managers should be leaders • Although groups may have informal leaders who emerge, those are not the leaders we’re studying Leadership research has tried to answer: What is an effective leader? • Trait Theories (1920s-30s) – Research focused on identifying personal characteristics that differentiated leaders from nonleaders was unsuccessful. – Later research on the leadership process identified seven traits associated with successful leadership: • Drive, the desire to lead, honesty and integrity, selfconfidence, intelligence, job-relevant knowledge, and extraversion. Exhibit 17–1 Seven Traits Associated with Leadership Source: S. A. Kirkpatrick and E. A. Locke, “Leadership: Do Traits Really Matter?” Academy of Management Executive, May 1991, pp. 48–60; T. A. Judge, J. E. Bono, R. llies, and M. W. Gerhardt, “Personality and Leadership: A Qualitative and Quantitative Review,” Journal of Applied Psychology, August 2002, pp. 765–780. Exhibit 17–2 Behavioral Theories of Leadership Exhibit 17–2 (cont’d) Behavioral Theories of Leadership • Behavioral Theories – University of Iowa Studies (Kurt Lewin) • Identified three leadership styles: – Autocratic style: centralized authority, low participation – Democratic style: involvement...
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...LEADERSHIP Bill Gates once said, “As we looked into the next century, leaders will be those who empower others”. This quite sufficiently describes what is, in my opinion, the new leadership. The way to describe how the old leadership differs from the new leadership can be summed up in one word: sustainable. Compared to the old leadership with a very rigid, tip down approach, the new leadership style is more sustainable and holistic, with power flow in all directions and flexible way of carrying out tasks and activities. The new leadership style weighs a lot on ethical and social responsibility. One of the most significant differences between the old and the new leadership styles is the way the relationships are forged. Relationship in old style leadership is characterized by a hierarchy, top-down relationship with great emphasis on power and control in the hand of the leader, where the leader has the utmost control and authority. Information is usually proprietary for the leader and is usually guarded, with very less flow from the leader to the followers. The leadership focus is to gain control and recognition of position, which usually involves tactics such as manipulation and fear. The new leadership mechanism is the complete opposite of it. The power structure is no longer a hierarchy, but resembles more of networks and communities, with each individual being a node in the network. The leader empowers the individual, both directly and through the network of the individual...
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...subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection under the Act. Do not remove this notice. 13 11I11"11"1~"IIIII"III"~I""IIII~""II"11111 004113733 Metaphors of LeaderShip: An Overview ROBERT DUBIN I am not an expert on leadership. However, some knowledge of organizations and organizational behavior is claimed. It is from this perspective that I will engage in an over-view, not a re-view of the contents of this volume. One way to interpret an overview is to think of it as looking overliterally as looking beyond. It is in this sense that this overview is prepared. Initial Observations Two initial observations have struck me. 1) Leadership must ~urely mean followership. 12) Leadership is interestingto us because it occurs within organizations. Of clearly secondary importance for students of organizations is leadership expressed in informal groups, in natural groups, and in temporary groups. Yet, in this volume these simple points seem to slide by unnoticed and ignored to the peril of clarity in presenting and interpreting results. Another observation: 3) The ease with which the concept of leadership is treated as a synonym for management and supervision. This is amazing. My knowledge of org~nizational behavior has .led me to the conclusion that effective organizations can be managed and supervised and not led, while some ineffective organizations can be led into their...
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...Chief of Staff Reflection Paper on Strategic Leadership Seminar, block 1 On the verge of block two of Strategic leadership seminar, I am pondering over my own leadership experience gained last two decades at the tactical level. As an infantry officer for 20 years, most of my time was spent in the field with the troops, in spite of attending...
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