Key Points For these 5 questions  Self Evaluation and Leadership Profile Developing Creativity 1. Deciding to be a certain kind of leader may be more a matter of knowing oneself than making random selection. Each person has evolved to have a set of strengths and a set of weaknesses. Attempting to be the kind of leader that mimics a mentor or preceding leader may not necessarily be the best thing to do. It is possible that someone else is the type of leader they are in part because of their personal style.   2. Simply put personal style can be a choice but it is also a matter of knowing what you do best and what you do not do best. Selecting a personal style requires participating in a kind of self-inventory.  It is important to be honest, critical, and rewarding when taking a self-inventory. Honesty will allow you to penetrate the layers of insecurity and remove obstacles, which prevent the leader from making accurate observations. It is also helpful to ask others their opinion when participating in this examination. Taking a critical approach will help to determine those areas which need more attention and need to be strengthened. Often specialized classes or instruction can help. In the case of the leader who has nervousness before speech making can learn certain relaxation exercises, or receive instruction in proper speech making techniques. Offering praise for the areas that you maintain high efficiency raises confidence and self-esteem. These areas may be natural to you or you may have perfected them through training, practice and hours of experience. 3. Style will separate you from your peers and helps the leader standout out as an individual without alienating you from the group. Style can combine a number of elements: dress, voice quality, decision making approach, trust, integrity, physical energy, mental process, accessibility and personal traits. Style is often spoken of as the way we do things and the manner in which we get them done. Each person has certain traits that distinguish him or her from others. These elements of style differ between leaders and may contribute to their effectiveness or lack of effectiveness. Horizontal groups based on race, gender, culture, or even education may pursue styles that are in somewhat related to each other and different form other classes related to that group. Each of these classes carries with it a way of doing things and may actually affect how the leader gets things done.   4. One approach to getting things done as used by the leader is coercive power. This approach uses threats and punishment to move people into action. It may be effective in the short rune, but over a longer period of time will prove to be the least effective style of moving people into action. Coercion is used often and many aspiring to be successful leaders perceive it as an important step to authority. When a leader simply threatens punishment an immediate communication barrier is established between the leader ...

1. Key Points For these 5 questions
Self Evaluation and Leadership Profile
Developing Creativity
1. Deciding to be a certain kind of leader may be more a matter
of knowing oneself than making random selection. Each person
has evolved to have a set of strengths and a set of weaknesses.
Attempting to be the kind of leader that mimics a mentor or
preceding leader may not necessarily be the best thing to do. It
is possible that someone else is the type of leader they are in
part because of their personal style.
2. Simply put personal style can be a choice but it is also a
matter of knowing what you do best and what you do not do
best. Selecting a personal style requires participating in a kind
of self-inventory. It is important to be honest, critical, and
rewarding when taking a self-inventory. Honesty will allow you
to penetrate the layers of insecurity and remove obstacles,
which prevent the leader from making accurate observations. It
is also helpful to ask others their opinion when participating in
this examination. Taking a critical approach will help to
determine those areas which need more attention and need to be
strengthened. Often specialized classes or instruction can help.
In the case of the leader who has nervousness before speech
making can learn certain relaxation exercises, or receive
instruction in proper speech making techniques. Offering praise
for the areas that you maintain high efficiency raises confidence
and self-esteem. These areas may be natural to you or you may
have perfected them through training, practice and hours of

2. experience.
3. Style will separate you from your peers and helps the leader
standout out as an individual without alienating you from the
group. Style can combine a number of elements: dress, voice
quality, decision making approach, trust, integrity, physical
energy, mental process, accessibility and personal traits. Style
is often spoken of as the way we do things and the manner in
which we get them done. Each person has certain traits that
distinguish him or her from others. These elements of style
differ between leaders and may contribute to their effectiveness
or lack of effectiveness. Horizontal groups based on race,
gender, culture, or even education may pursue styles that are in
somewhat related to each other and different form other classes
related to that group. Each of these classes carries with it a way
of doing things and may actually affect how the leader gets
things done.
4. One approach to getting things done as used by the leader is
coercive power. This approach uses threats and punishment to
move people into action. It may be effective in the short rune,
but over a longer period of time will prove to be the least
effective style of moving people into action. Coercion is used
often and many aspiring to be successful leaders perceive it as
an important step to authority. When a leader simply threatens
punishment an immediate communication barrier is established
between the leader and follower. Coercion invites resistance and
retaliation. It creates obstacles by attempting to establish an
environment of fear between the leader and follower. People
will work harder for a leader they respect than one they fear.
Compliance can be had through coercion, however the use of
voluntary compliance is a far more effective technique.
5. Offering rewards, gifts, favors or recognition is an element of
reward power as the leader attempt to gain the favor of
employees. Rewards in the form of material goods or even cash

3. communicate values of importance and attempt to influence
attitude and thus behavior. Rewards do have a direct influence
on both society and the individuals who attempt to prosper
under its economic structure. Rewards may not inspire the
individual to do their best, instead bribes them into creating
action. Obtaining power through offering rewards does not
inspire the individuals sense of excitement and vision and thus
while effective is not the most effective style of motivating
followers. Rewards do have a place in the leaders approach,
however, should be understood for both its limitations and
merits.
6. Legitimate power means the leader has established structure,
form, station, authority and protocol. Legitimate power provides
a platform for the leader, who once they are on it, should never
abandon it without a good reason. Once the platform is
legitimized the leader can go about the business of leading.
Legitimacy is based on the group’s acceptance of common
beliefs and practices, which include the distribution of influence
within the particular setting. Consistent behavior and
acceptance of legitimate power is the leaders platform. The
group responds to leaders who fit certain roles with consistent
behavior and persist with the group’s expectations. There are
certain expectations of what a judge, policeman, lawyer,
president, father, mother, aunt, general, chairperson or doctor
should represent relative to their perspective titles. Certain
actions and activities are expected of those brandishing those
titles and are considered appropriate or legitimate.
7. When the leader displays a high skill level in some specific
area, they may be perceived as an expert. Expert power reflects
the deference appropriated to a perceived authority. It tends to
further legitimize leaders and makes them more accepted. A
leader attempting to gain support for a certain project can
benefit from being perceived as an expert. This perception
inspires support for a common cause and reduces unproductive

4. conflict. People frequently accept expert pronouncements
because it takes time and effort for an adversary to gather
information for an alternative position. Most are not willing to
risk the loss of popularity involved in going against the
confident leader. Knowing more about a subject than others,
combined with the legitimacy position, gives an incumbent a
decided advantage in any situation. The leader should always
try to be perceived as knowledgeable, which means that he or
she rarely participates in groups of other experts, delegates as
many details as possible, always strives for greater expertise,
and often refrains from speaking. The main job of the leader is
to inspire, occasionally offering a trace of detail merely to
imply greater knowledge. Acknowledging a mistake quickly and
not dwelling on it in no way diminishes the leaders authority.
8. The most effective form of leadership may be having the
voluntary respect of followers. Charismatic leadership is based
on the admiration that people feel toward an individual. The
charismatic leader has an extraordinary ability to inspire trust
and confidence. Honesty, integrity, dependability, knowledge,
heroism, and self-assurance are qualities associated with this
leader. People want to agree with and follow charismatic
leaders who establish a public presence, and they may twist
their logic to agree with the charismatic leader’s position.
Followers defend a charismatic leader when the leader is not
present and take strong exception to those who unfairly criticize
the leader. The duration of effective leadership depends greatly
on the leader’s ability to use charismatic power. Charisma is
related to the leader’s ability to inspire trust and confidence.
Many factors contribute to charisma: insincerity, vision, focus,
confidence, wisdom, courage, sensitivity, discipline, reliability,
and strength. Maintaining the proper social distance can greatly
impact the leaders authority. While the leader should be too
distant from the group it is also as important that the leader not
be too familiar and close to the group. A leader should always
be a leader, even when in an informal environment.

5. Please answer the questions in two or one and half pages
1. Discuss the importance of social distance in leadership.
2. Why is coercive power a short-term approach to gaining
authority?
3. Examine the approaches to gaining power and discuss your
opinions on each.
4. What are the results of leadership when the process message
is not focused?
5. Discuss the differences in communication styles between
informative and persuasive presentations.