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Apa format 1-2 paragraphs references It is often said that people today are no longer loyal to organizations. Yet employees are loyal to their direct supervisor. This discussion question asks you to evaluate and apply your understanding of followership theory. Reflect on any techniques for understanding, achieving, and positively applying organizational and personal power and influence as a follower. When effective leaders leave an organization to move on to another organization, they often take at least one or two employees. Employees who respect a leader and have generated a relationship and bond want to work under that leader. One indicator of effective leaders is communication skills in which a leader is attuned to the needs of each employee. REAL-LIFE APPLICATION: Discuss a leader with whom you are familiar and who has the loyalty of his or her direct reports. Alternatively, you might interview a friend or family member about their experiences or you may research a well-known leader. Address the following in your response. Evaluate how this leader earns respect and loyalty from his or her employees. If you were in a leadership position, what methods would you implement to inspire, motivate, and empower your employees? Support your discussion with at least one scholarly article and, if relevant, credible media reports, and cite each source using APA style. .
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Recommended
PHI 2604 – Critical ThinkingEthics Handouts
PHI 2604 – Critical Thinking/Ethics Handouts Lenel
Rev. 5/2020
Subjective Ethical Theories
I. Emotivism Criticism
According to this theory, moral judgments have
no cognitive content, thus no truth value. Moral
judgments merely reflect subjective attitudes
and emotions. Without a truth value, there can
be no moral statements! Thus, “it is morally
wrong to hit an innocent child” becomes a moral
utterance, neither true nor false.
The theory contradicts many of
our deeply held moral
convictions. For example, the
theories denies that, “Killing
babies for fun is morally wrong”
is a true statement.
II. Approbative Ethical Theories
A. The Divine Command Theory
According to this theory, an action is only morally
right because God approves of the action. But, if you
ask why God approves of the action, there seems to
be nothing to say. Thus God has no moral reasons
for that of which He approves!
The theory robs God of having
moral reasons for that of which He
approves.
B. Subjective Relativism
According to this theory, an action is morally right
simply because the agent (the one doing the action)
approves of the action. No matter how atrocious the
behavior may appear to others, as long as the agent
believes the behavior is morally right, it is!
The theory implies that every
individual is morally infallible, which
is extremely unlikely to be true.
C. Cultural Relativism
According to this theory, an action is morally right
because one’s culture approves of the action. Thus it
is cultures who create moral values by believing in
them collectively. If there is disagreement within a
culture, then an action is morally right because the
majority of one’s culture approves of the action.
This theory implies that there can
be no moral progress over time. It
implies that every culture (past and
present) has moral values that are
equally correct. The theory implies
that moral issues can be settled by
taking a survey. Far from justifying
the moral rightness of tolerance,
the theory undermines the view
that tolerance is objectively morally
right, as well as any other objective
moral value. Finally, while it does
recognize that individuals can be
mistaken in their moral judgments,
it does imply that every culture is
morally infallible, which is
extremely unlikely to be true.
Signature Assignment Instructions
Deliverables:3
Week 9: Written report due on Saturday
Paper:
The past 7 weeks, we learned about Leadership to demonstrate your understanding. The signature assignment will pull together the assignments for each week and you will submit a paper that addresses the following.
You own a consulting firm specializing ...
Write a 4–6-page analysis of a leader you either interviewed persona
Write a 4–6-page analysis of a leader you either interviewed personally or researched thoroughly. In your analysis, address specific ways the leader demonstrates effective leadership.
Effective leaders realize that employees should be recognized for a job well done. While some people prefer public praise and others prefer personal recognition, most employees want to be recognized in some way. Kouzes and Posner (2017) state that effective leaders begin their leadership development by first learning to lead themselves. Effective leadership begins from within and expands outward to affect others. This development cascades into effective leadership.
SHOW LESS
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
Competency 1: Evaluate the purpose and relevance of leadership.
Analyze how a leader reflects the definition of leadership.
Evaluate leadership style, characteristics, or themes in relation to the purpose and relevance of effective leadership.
Competency 2: Evaluate how leadership strengths apply in the workplace and within the community.
Analyze how a leader models leadership.
Analyze how a leader inspires a shared vision.
Analyze how a leader looks for new opportunities that may require experimentation or taking risks.
Analyze how a leader empowers and recognizes the contributions of others.
Toggle Drawer
Questions to Consider
As you prepare to complete this assessment, you may want to think about other related issues to deepen your understanding or broaden your viewpoint. You are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of your professional community. Note that these questions are for your own development and exploration and do not need to be completed or submitted as part of your assessment.
How does having or not having a shared vision affect your work? What strategies have you seen used that inspire a shared vision?
How do the leaders you know recognize and acknowledge exceptional work?
Preparation
Throughout your career, you could undoubtedly benefit from analyzing leadership and management characteristics of other leaders and managers you consider effective and successful. This assessment provides an opportunity and framework to do that in the context of effective leadership.
To complete this assessment, you have two options. You may choose to base your assessment on a leader you know personally or on a leader who is well-known. Be sure to read the complete instructions for both options carefully before making a decision.
Instructions
Option A: Interview a Leader You Know Personally
Identify someone you know who is currently serving in a leadership capacity at an organization. You may choose a leader affiliated with your employer, a community leader, a political or church leader, or anyone whose leadership skil ...
Unit 9 AssignmentFinal personal leadership portraitTeresa A Jor.docx
Unit 9 Assignment/Final personal leadership portrait
Teresa A Jordan
PSL7010
Professor Michael Webb
· Final Personal Leadership Portrait
Your last project assignment, Final Personal Leadership Portrait, is due at the end of this unit. You will synthesize all aspects of leadership and communication that you have examined and discussed in the course and analyze your own leadership qualities to create a portrait of the effective public service leader you aspire to be.
Since this assignment requires you to develop a self-portrait, you may write this paper in first-person voice. Note:It is very important for your academic development that you recognize that writing in the first person is not usually acceptable in academic papers. However, given the nature of this assignment, it has been deemed appropriate to make an exception here. Please remember that the third-person voice is the universal norm in academic writing. You should always exercise careful consideration before departing from this norm.
Your course project must be completed in its entirety. By now, you have received feedback from your Writing Coach and your instructor, which you should incorporate into this revised assignment.
Refer to the results of the Multifactor Leadership Questionnaire (MLQ) and the communication style self-assessment you completed in Units 1 and 2. Be sure to review and use the Writing Coach and Instructor feedback you received on your previous assignments as well:
· Unit 3: Communication and Organizational Effectiveness.
· Unit 5: Communicating and Leading for Change and Innovation.
· Unit 6: Developing Ethical and Authentic Leadership Behavior.
· Unit 7: Draft of Personal Leadership Portrait assignments.
For this assignment:
· Analyze one or more leadership styles and corresponding leadership theories based on the unit readings and your MLQ assessment results that you believe best align with personal leadership effectiveness.
I will like to focus the leadership style on an innovation leader and the transformational leader, and please use leadership theories on these types of leaders. You can just focus on the leadership style I possess which is transformational leader.
In the beginning of this course, I consider myself a democratic/participative leader, who would ideally like to become a transformational leader. This is the type of leader that is able to motivate others to become more or do more than they intended. This leader sets challenging expectations and higher performance. I believed that since this course starts I am more of a transformational leader, but also participative. The MLQ assessment shows me as a transformational leader.
Analyze one or more communication styles based on the unit readings and the results of your communication style self-assessment that you believe best align with personal communication effectiveness. There are various communication strategies for relaying information. Information can be conveyed verbally, nonverbally, or ...
Bus 520 assignt 3
An interview of a leader on how he/she uses leadership skills, ethics and communication to improve job performance
In assignment 3 using leadership to improve
FOR MORE CLASSES VISIT
tutorialoutletdotcom
In Assignment 3: Using Leadership to Improve Ethical Performance, you will conduct an interview with someone who you consider a leader (e.g., current or former boss, a pastor or spiritual advisor, a friend who can be considered a leader, etc.). You will then use the information that you gather during the interview to write about the leadership characteristics he / she possesses. Take a few minutes to review the specific criteria for Assignment 3 before you begin creating the Leader Profile. Next, complete the following steps:
Recommended
PHI 2604 – Critical ThinkingEthics Handouts
PHI 2604 – Critical Thinking/Ethics Handouts Lenel
Rev. 5/2020
Subjective Ethical Theories
I. Emotivism Criticism
According to this theory, moral judgments have
no cognitive content, thus no truth value. Moral
judgments merely reflect subjective attitudes
and emotions. Without a truth value, there can
be no moral statements! Thus, “it is morally
wrong to hit an innocent child” becomes a moral
utterance, neither true nor false.
The theory contradicts many of
our deeply held moral
convictions. For example, the
theories denies that, “Killing
babies for fun is morally wrong”
is a true statement.
II. Approbative Ethical Theories
A. The Divine Command Theory
According to this theory, an action is only morally
right because God approves of the action. But, if you
ask why God approves of the action, there seems to
be nothing to say. Thus God has no moral reasons
for that of which He approves!
The theory robs God of having
moral reasons for that of which He
approves.
B. Subjective Relativism
According to this theory, an action is morally right
simply because the agent (the one doing the action)
approves of the action. No matter how atrocious the
behavior may appear to others, as long as the agent
believes the behavior is morally right, it is!
The theory implies that every
individual is morally infallible, which
is extremely unlikely to be true.
C. Cultural Relativism
According to this theory, an action is morally right
because one’s culture approves of the action. Thus it
is cultures who create moral values by believing in
them collectively. If there is disagreement within a
culture, then an action is morally right because the
majority of one’s culture approves of the action.
This theory implies that there can
be no moral progress over time. It
implies that every culture (past and
present) has moral values that are
equally correct. The theory implies
that moral issues can be settled by
taking a survey. Far from justifying
the moral rightness of tolerance,
the theory undermines the view
that tolerance is objectively morally
right, as well as any other objective
moral value. Finally, while it does
recognize that individuals can be
mistaken in their moral judgments,
it does imply that every culture is
morally infallible, which is
extremely unlikely to be true.
Signature Assignment Instructions
Deliverables:3
Week 9: Written report due on Saturday
Paper:
The past 7 weeks, we learned about Leadership to demonstrate your understanding. The signature assignment will pull together the assignments for each week and you will submit a paper that addresses the following.
You own a consulting firm specializing ...
Write a 4–6-page analysis of a leader you either interviewed persona
Write a 4–6-page analysis of a leader you either interviewed personally or researched thoroughly. In your analysis, address specific ways the leader demonstrates effective leadership.
Effective leaders realize that employees should be recognized for a job well done. While some people prefer public praise and others prefer personal recognition, most employees want to be recognized in some way. Kouzes and Posner (2017) state that effective leaders begin their leadership development by first learning to lead themselves. Effective leadership begins from within and expands outward to affect others. This development cascades into effective leadership.
SHOW LESS
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
Competency 1: Evaluate the purpose and relevance of leadership.
Analyze how a leader reflects the definition of leadership.
Evaluate leadership style, characteristics, or themes in relation to the purpose and relevance of effective leadership.
Competency 2: Evaluate how leadership strengths apply in the workplace and within the community.
Analyze how a leader models leadership.
Analyze how a leader inspires a shared vision.
Analyze how a leader looks for new opportunities that may require experimentation or taking risks.
Analyze how a leader empowers and recognizes the contributions of others.
Toggle Drawer
Questions to Consider
As you prepare to complete this assessment, you may want to think about other related issues to deepen your understanding or broaden your viewpoint. You are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of your professional community. Note that these questions are for your own development and exploration and do not need to be completed or submitted as part of your assessment.
How does having or not having a shared vision affect your work? What strategies have you seen used that inspire a shared vision?
How do the leaders you know recognize and acknowledge exceptional work?
Preparation
Throughout your career, you could undoubtedly benefit from analyzing leadership and management characteristics of other leaders and managers you consider effective and successful. This assessment provides an opportunity and framework to do that in the context of effective leadership.
To complete this assessment, you have two options. You may choose to base your assessment on a leader you know personally or on a leader who is well-known. Be sure to read the complete instructions for both options carefully before making a decision.
Instructions
Option A: Interview a Leader You Know Personally
Identify someone you know who is currently serving in a leadership capacity at an organization. You may choose a leader affiliated with your employer, a community leader, a political or church leader, or anyone whose leadership skil ...
Unit 9 AssignmentFinal personal leadership portraitTeresa A Jor.docx
Unit 9 Assignment/Final personal leadership portrait
Teresa A Jordan
PSL7010
Professor Michael Webb
· Final Personal Leadership Portrait
Your last project assignment, Final Personal Leadership Portrait, is due at the end of this unit. You will synthesize all aspects of leadership and communication that you have examined and discussed in the course and analyze your own leadership qualities to create a portrait of the effective public service leader you aspire to be.
Since this assignment requires you to develop a self-portrait, you may write this paper in first-person voice. Note:It is very important for your academic development that you recognize that writing in the first person is not usually acceptable in academic papers. However, given the nature of this assignment, it has been deemed appropriate to make an exception here. Please remember that the third-person voice is the universal norm in academic writing. You should always exercise careful consideration before departing from this norm.
Your course project must be completed in its entirety. By now, you have received feedback from your Writing Coach and your instructor, which you should incorporate into this revised assignment.
Refer to the results of the Multifactor Leadership Questionnaire (MLQ) and the communication style self-assessment you completed in Units 1 and 2. Be sure to review and use the Writing Coach and Instructor feedback you received on your previous assignments as well:
· Unit 3: Communication and Organizational Effectiveness.
· Unit 5: Communicating and Leading for Change and Innovation.
· Unit 6: Developing Ethical and Authentic Leadership Behavior.
· Unit 7: Draft of Personal Leadership Portrait assignments.
For this assignment:
· Analyze one or more leadership styles and corresponding leadership theories based on the unit readings and your MLQ assessment results that you believe best align with personal leadership effectiveness.
I will like to focus the leadership style on an innovation leader and the transformational leader, and please use leadership theories on these types of leaders. You can just focus on the leadership style I possess which is transformational leader.
In the beginning of this course, I consider myself a democratic/participative leader, who would ideally like to become a transformational leader. This is the type of leader that is able to motivate others to become more or do more than they intended. This leader sets challenging expectations and higher performance. I believed that since this course starts I am more of a transformational leader, but also participative. The MLQ assessment shows me as a transformational leader.
Analyze one or more communication styles based on the unit readings and the results of your communication style self-assessment that you believe best align with personal communication effectiveness. There are various communication strategies for relaying information. Information can be conveyed verbally, nonverbally, or ...
Bus 520 assignt 3
An interview of a leader on how he/she uses leadership skills, ethics and communication to improve job performance
In assignment 3 using leadership to improve
FOR MORE CLASSES VISIT
tutorialoutletdotcom
In Assignment 3: Using Leadership to Improve Ethical Performance, you will conduct an interview with someone who you consider a leader (e.g., current or former boss, a pastor or spiritual advisor, a friend who can be considered a leader, etc.). You will then use the information that you gather during the interview to write about the leadership characteristics he / she possesses. Take a few minutes to review the specific criteria for Assignment 3 before you begin creating the Leader Profile. Next, complete the following steps:
vskills leadership skills professional sample material
vskills leadership skills professional sample material
Below is 4 questions that I need answered. I usually just get other .docx
Below is 4 questions that I need answered. I usually just get other peoples responses and take bits and pieces of every one to create mine. If you could please do the same and make my discussion question answers touch every important detail that my fellow students have also touched on. Please make my disscussion answers original not following the same answering format as my fellow students. I dont want my teacher to know that All I do is take bits and pieces of others post to create my own
*Explain what motivation is and why managers need to be concerned about it.
*Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.
*Explain how different elements of group dynamics influence the functioning and effectiveness of groups and teams.
*Explain why strategic human resource management can help an organization gain a competitive advantage.
Below is all of these questions answered by different classmates in my class. Please use their answers as a base to formulate your own...
Motivation is the psychological forces that determine the direction of a person’s behavior in an organization, a person level of effort and a person level of persistence in the face of obstacles. Managers should be concerned with motivation because it explains why people behave the way they do. It can explain why a waiter is mean or nice, or why the customer service representative you are dealing with is helpful and understanding or rude and unhelpful.
Leadership is the process by which a person exerts influence over other people and inspires, motivates, and directs their activities, to help achieve group or organizational goal. Leaders are affective when they can unite a group to achieve a common goal. There are five types of power that a leader must balance. Legitimate power: the authority that a manager has by virtue of their position in an organizations hierarch. Reward power: the ability of a manager to give or withhold tangible and intangible rewards. Coercive power: the ability of a manager to punish others. Expert power: power that is based on the special knowledge, skills, and expertise that a leader possesses. Referent power: power that comes from subordinates’ and coworkers’ respect, admiration, and loyalty.
There are five key elements of group dynamics. Group size: the number of members in a group can be an important determinant of members’ motivation, commitment and group performance. Group roles: a set of behaviors and task that a member of a group is expected to perform because of his or her position in the group. Group leadership: leadership is a key ingredient for high- performing groups, teams, and organizations. Group development over time: it sometimes takes a self-managed team two or three years to perform up to it true capabilities. Group norms: shared guidelines or rules for behavior that most group member follow. Group cohesivenes.
ppt administration.pptx group dynamics,power and politics ,lobbying,critical ...
group dynamics,power and politics ,lobbying,critical thinking and stress and its management
Write a 4–6-page analysis of a leader you either interviewed persona.docx
Write a 4–6-page analysis of a leader you either interviewed personally or researched thoroughly. In your analysis, address specific ways the leader demonstrates effective leadership.Effective leaders realize that employees should be recognized for a job well done. While some people prefer public praise and others prefer personal recognition, most employees want to be recognized in some way. Kouzes and Posner (2017) state that effective leaders begin their leadership development by first learning to lead themselves. Effective leadership begins from within and expands outward to affect others. This development cascades into effective leadership.By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
Competency 1: Evaluate the purpose and relevance of leadership.
Analyze how a leader reflects the definition of leadership.
Evaluate leadership style, characteristics, or themes in relation to the purpose and relevance of effective leadership.
Competency 2: Evaluate how leadership strengths apply in the workplace and within the community.
Analyze how a leader models leadership.
Analyze how a leader inspires a shared vision.
Analyze how a leader looks for new opportunities that may require experimentation or taking risks.
Analyze how a leader empowers and recognizes the contributions of others.
Reference
Kouzes, J. M., & Posner, B. Z. (2017).
The leadership challenge: How to make extraordinary things happen in organizations
(6th ed.). Hoboken, NJ: Wiley.
Assessment Example
Assessment 5 Example
.
Suggested Resources
The resources provided here are optional. You may use other resources of your choice to prepare for this assessment; however, you will need to ensure that they are appropriate, credible, and valid. The
BUS-FP3012 – Fundamentals of Leadership
Library Guide can help direct your research, and the Supplemental Resources and Research Resources, both linked from the left navigation menu in your courseroom, provide additional resources to help support you.
Capella Resources
For a list of key leaders you might consider for Option B of your assessment, see the
Option B Leaders List [DOC]
.
Bookstore Resources
These resources are available from the
Capella University Bookstore
.
Kouzes, J. M., & Posner, B. Z. (2017).
The leadership challenge: How to make extraordinary things happen in organizations
(6th ed.). Hoboken, NJ: Wiley.
Chapter 13, "Leadership Is Everyone's Business."
Preparation
Throughout your career, you could undoubtedly benefit from analyzing leadership and management characteristics of other leaders and managers you consider effective and successful. This assessment provides an opportunity and framework to do that in the context of effective leadership.
To complete this assessment, you have two options. You may choose to base your assessment on a leader you know personally or on a lead.
Knowledge Center ArticleLEADERSHIP ASSESSMENThttpswww.heid.docx
Knowledge Center: Article
LEADERSHIP ASSESSMENT
https://www.heidrick.com/Knowledge-Center/Article/What-is-your-leadership-signature
WHAT'S YOUR LEADERSHIP SIGNATURE?
12/12/2015
Karen Rosa West, PhD
TAGS: + Leadership Assessment + CEO Focus + Talent Strategy & Management
Why do some business leaders thrive while others flounder? Professional qualifications and technical competencies (the whats of leadership) play an important role, of course, but far more often we’ve observed that success or failure depends on how leaders lead — specifically, how leaders’ styles mesh with their teams and the cultures of their organizations.
An empirical research project we conducted to better understand these dynamics, and the behavioral patterns that underpin them, identified eight leadership styles, or archetypes. Taken together, they suggest implications for senior executives looking to better understand — and improve — their leadership skills, for teams seeking to improve their dynamics, and for organizations striving to improve the overall effectiveness of their leaders.
To learn more about the leadership styles, and to take a brief assessment, see our article in Harvard Business Review. The assessment provides immediate feedback about your style — potential strengths, weaknesses, and blind spots — and pinpoints the settings where you’ll be most and least effective.
What we did
To better understand how leaders lead and what contributes to effective leadership, we created a psychometric survey to measure three interrelated facets of leadership that our experience suggests are important differentiators. Specifically, we wanted to see to what degree leaders possessed 1) a “thriving mind-set”[1] (including a clear sense of purpose, deep commitment to learning, and conveyed sense of optimism); 2) a combination of social, self, and situational awareness; and 3) essential leadership values such as a performance orientation, ethical integrity, ability to collaborate, and openness to change, among others.
The survey included 1,006 largely US-based executives of director level and above at companies with 250 or more employees. The respondents represented a broad range of industries and functions. Importantly, our survey questions were designed to highlight the ambiguity and fluidity of the kinds of real-life situations that senior executives face. We did this by asking respondents to rate themselves on a continuum between sets of opposing, yet equally “right,” choices (for example, “I prefer a changing environment” versus “I prefer a stable environment,” or “I love to win” versus “I hate to lose”). Factor analysis allowed us to isolate the dozen or so survey questions (from the original 72) that together accounted for the vast majority of the variance we observed in the responses.
What we learned
When we looked at the patterns in the data and conducted further statistical analyses on them, including cluster analysis, we discovered something interesting: eigh ...
Assignment 1 The Role of the Leader and the VisionIn this modul.docx
Assignment 1: The Role of the Leader and the Vision
In this module, you reviewed the role of organizational visions and the role of the leader with respect to the vision. When leaders are aware of their mental models and leadership skills, they are more equipped to recognize their connection to the vision and engage team members in a shared vision.
Use resources from professional literature in your research.
academic articles regarding the role of the leader and the vision of an organization. On the basis of your research and experience, in a minimum of 400 words, respond to the following points:
· Discuss at least three action items related to your organization's vision.
· Discuss how the organizational vision can influence ethics in an organization. How does modeling relate to the vision?
· Relate your discussion post to your professional and personal experiences, as applicable.
Designing the perfect leader
Understanding the roles of professionalism and personality
Review
One of the perennial challenges facing leaders is which side of the fence they sit on
regarding the “personality versus process” debate. Typically, one group of leaders will
firmly believe in the cult of personality, and will trust in their own vision and their will to
impose it on their organization. However, in the other camp, there will be those who believe
it is all about process and control, that “what can’t be measured, can’t be managed”. Sadly,
the greater challenge is often missed, which is not how you implement one over the other
but how you reconcile them.
No matter how clear a vision or policy the person at the top has, they are dealing with
people, and people will blur the edges, whatever the prevailing ethos. For example,
imagine that a company has a choice of candidates for a new Chief Executive officer
(CEO). One has a high achieving record as a finance director exerting complete control
over their divisional; the other is equally well qualified, but as a creative director in the
marketing division. Who will lead the company most effectively? Or more pertinently, who
will be able to dovetail the two key drivers of professionalism and personality?
Horns of a dilemma
This decision relates directly to the nub of the argument for an article by Mastrangelo et al.
(2014) entitled “The relationship between enduring leadership and organizational
performance”. In the paper, the authors seek to explore the effect of professional
leadership behaviors (task-oriented, setting up processes) and personal leadership
behaviors (people-oriented, trust-building) on the intentions of employees to cooperate.
The central thesis held by the authors is that employee intentions are controlled by
professional leadership, but this is done through the existence of personal leadership
behaviors.
Enduring leadership
Let us take the example, then, of the new CEO of the company above, where the Board
decided they needed someone who exhibited primarily professional leadership.
Running head STYLES OF LEADERSHIP5Styles of Leadership .docx
Running head: STYLES OF LEADERSHIP
5
Styles of Leadership and Your Organization
Teneka Oliver
Organizational Behavior (MGMT601)
17 December 2017
General John J. Pershing once said, “A competent leader can get efficient service from poor troops, while on the contrary an incapable leader can demoralize the best of troops.” As a leader, personal accountability is the standard. A quality many never seemed to care about. Those that have been led define a leaders true competency. If they fail, it is because the leader has failed them.
In the military, competency is usually in the eye of the beholder; commonly referred to as leadership. Their assessment comes in the form of an appraisals, non-commission officer evaluation reports or officer evaluations that amasses everything accomplished in one year. Generally, throughout that year feedback is giving. All too often that is not the case. More times than not, individuals are left to write their own evaluation. There is no more daunting a task than having to rate your ability as a leader. The last thing an individual wants to do is place his or herself so high that others despise them, yet not under sell their own ability to lead others.
This, coupled with organization goals, values and mission, has the potential for several pitfalls. A true leader sees and seizes this as an opportunity. A chance too not only sharpen and hone their own leadership style, but perhaps try their hand at various others. An organization, in its simplest definition, is a group of people with a particular purpose. The military is nothing more than a group of people with the simple purpose of neutralizing the enemy. A task that the U.S. government exiles at. This task can not be carried out to its fullest without someone at the helm leading.
It takes a skilled individual, with unique qualities and abilities to bring a group of people with various backgrounds from different walks of life together on accord. One type of leadership style may work for one, where as it may not work for another. Something to always consider; all the while keeping in line with the organizations mission statement, vision and goals.
There are organization that you will see how differently leaders will manage. Some leadership styles may be more aggressive, calm, and even nonchalant. There are several different forms of leadership styles that can help strengthen your organization or either weaken it. Some leaders are likely to use just one specific style to establish a solid foundation. However, to be a successful people will to understand their leadership style and how it can possibly impact on their organization.
The problem with some leaders is that they assume that leadership style is based off personality instead of using a strategy that will address that situation. The ideal is being able to identify your style and make any adjustments that will be most beneficial for the organization. There is a saying, “Leadership is not just some ...
Assessing Candidate For Executive Level Roles
Helbling executive search consultants share their suggestions for evaluating and interviewing executive job candidates.
Leadership Self-AssessmentLeadership is defined in many wa.docx
Leadership Self-Assessment
Leadership is defined in many ways by many people. Some believe it can be learned, some believe it is innate or intuitive. The amount
of recent literature devoted to the theme of leadership is tremendous. When you examine the literature you will notice there are
endless opinions about what leadership is, how leaders are developed, the psychological factors associated with leadership, the traits
needed for effective leadership, the political aspects of leadership, and the unique elements of the academic environment.
Approaches to leadership are different in diverse situations and in various environments. Review the matrix below to see theories of
leadership and elements that make them different. The goal of the matrix is to assist you in understanding the various leadership
theories and the relationship between them.
Characteristics of Leadership Theories
Transactional Transformational Servant Charismatic Contingency Trait
Origin Burns, 1978 Burns, 1978 Greenleaf, 1970 House, 1976 Fiedler, 1964 Galton, 1869
Major Premise Leaders exchange
something with
followers to advance
both of their agendas.
Leader is interested in
developing followers to
their fullest potential.
Authority given
to followers.
Beliefs imparted
to followers.
To be effective, the
leader's style fits
the context of the
setting.
Leadership qualities are
genetic characteristics
of a family and passed
through generations.
Role of the
Leader
Rewards or disciplines. Motivates and inspires. Helps followers
achieve their
goals.
Role model for
beliefs imparted
to followers.
Is either task
motivated or
relationship
motivated.
Distinctive physical and
psychological
characteristics account
for leader effectiveness.
Role of the
Follower
Performs in exchange
for something.
Works for the greater
good of the group and
society in general.
Is empowered. Trust in the
leader's ideology.
Not applicable. Not defined.
Personality
Characteristics
of the Leader
Authoritarian,
negotiator, influential.
Charismatic,
inspirational, role model,
enabler.
Servant,
nurturer,
listener,
empathetic,
moral.
Self-confident,
dominant, role
model,
influential.
Varies depending
on the fit of the
setting.
Intelligence, strong
values, high level of
personal energy.
What Type of Leader Are You?
Your leadership style is your perception of how leadership should be. This self-assessment instrument will help you better
understand your own leadership style. Awareness of your style and recognition of the styles of others can help you more effectively
strategize how you perform your leadership duties and how you manage situations from a leadership position.
As you complete the survey, please keep in mind:
• There is no right or wrong answers.
• Nobody will judge you by your responses, but participating will provide you with an interesting foundation for future work in the
course.
• When you have completed the surve ...
Leadership
This presentation of Leadership discussed the nature of Leadership and Management, Theories and Power.
346 Part Four Leading Mobilizing Peoplebat27644_ch12_340.docx
346 Part Four Leading: Mobilizing People
bat27644_ch12_340-369.indd 346 11/14/17 06:29 PM
Strategic leadership involves anticipating and envisioning a viable future for the organi-
zation and working with others to initiate changes that create that future.27 For example,
Indian business leaders prioritize their top responsibilities28 as providing input for busi-
ness strategy (which you studied thoroughly in Part 1 of this book); being keepers of the
organizational culture (introduced in Chapter 2); and guiding, teaching, and serving as role
models for employees (employees being the focus of this part of the book).
Leading and Following
Organizations succeed or fail not only because of how well they are led, but because of how
well followers follow. Just as managers are not necessarily good leaders, people are not always
good followers. One leadership scholar stated, “Executives are given subordinates; they have
to earn followers.”29 But it’s also true that good followers help produce good leadership.
As a manager, you will be asked to play the roles of both leader and follower. As you lead
the people who report to you, you will report to your boss. You will be a member of some
teams and task forces, and you may head others. Although the official leadership roles get
the glamour and therefore are the roles that many people covet, followers must perform
their responsibilities conscientiously and well.
Good followership doesn’t mean merely obeying orders, although some bosses may view
it that way. The most effective followers are capable of independent thinking and at the same
time are actively committed to organizational goals.30 Exhibit 12.3 lists additional behaviors
of effective followers. Robert Townsend, who led a legendary turnaround at Avis, said that
the most important characteristic of a follower may be the willingness to tell the truth.31
The best followers master skills that are useful to their organizations, and they hold per-
formance standards that are higher than required. Effective followers may not get the glory,
but they know their contributions to the organization are valuable. And as they make those
contributions, they study leaders in preparation for their own leadership roles.32
Effective followers also distinguish themselves from ineffective ones by their enthusiasm
and commitment to the organization and to a person or purpose—an idea, a product—other
than themselves or their own interests.
Power and Leadership
1. Volunteering to handle tasks or help accomplish goals.
2. Accepting assignments in a willing manner.
3. Exhibiting loyalty to the group.
4. Voicing differences of opinion, but supporting the group’s decisions.
5. Offering suggestions.
6. Maintaining a positive attitude, even in confusing or trying times.
7. Working effectively as a team member.
EXHIBIT 12.3
Behaviors of Effective
Followers
SOURCE: Adapted from Holden Leadership Center, University of Oregon, http://leaders ...
346 Part Four Leading Mobilizing Peoplebat27644_ch12_340.docx
346 Part Four Leading: Mobilizing People
bat27644_ch12_340-369.indd 346 11/14/17 06:29 PM
Strategic leadership involves anticipating and envisioning a viable future for the organi-
zation and working with others to initiate changes that create that future.27 For example,
Indian business leaders prioritize their top responsibilities28 as providing input for busi-
ness strategy (which you studied thoroughly in Part 1 of this book); being keepers of the
organizational culture (introduced in Chapter 2); and guiding, teaching, and serving as role
models for employees (employees being the focus of this part of the book).
Leading and Following
Organizations succeed or fail not only because of how well they are led, but because of how
well followers follow. Just as managers are not necessarily good leaders, people are not always
good followers. One leadership scholar stated, “Executives are given subordinates; they have
to earn followers.”29 But it’s also true that good followers help produce good leadership.
As a manager, you will be asked to play the roles of both leader and follower. As you lead
the people who report to you, you will report to your boss. You will be a member of some
teams and task forces, and you may head others. Although the official leadership roles get
the glamour and therefore are the roles that many people covet, followers must perform
their responsibilities conscientiously and well.
Good followership doesn’t mean merely obeying orders, although some bosses may view
it that way. The most effective followers are capable of independent thinking and at the same
time are actively committed to organizational goals.30 Exhibit 12.3 lists additional behaviors
of effective followers. Robert Townsend, who led a legendary turnaround at Avis, said that
the most important characteristic of a follower may be the willingness to tell the truth.31
The best followers master skills that are useful to their organizations, and they hold per-
formance standards that are higher than required. Effective followers may not get the glory,
but they know their contributions to the organization are valuable. And as they make those
contributions, they study leaders in preparation for their own leadership roles.32
Effective followers also distinguish themselves from ineffective ones by their enthusiasm
and commitment to the organization and to a person or purpose—an idea, a product—other
than themselves or their own interests.
Power and Leadership
1. Volunteering to handle tasks or help accomplish goals.
2. Accepting assignments in a willing manner.
3. Exhibiting loyalty to the group.
4. Voicing differences of opinion, but supporting the group’s decisions.
5. Offering suggestions.
6. Maintaining a positive attitude, even in confusing or trying times.
7. Working effectively as a team member.
EXHIBIT 12.3
Behaviors of Effective
Followers
SOURCE: Adapted from Holden Leadership Center, University of Oregon, http://leaders.
Please Follow directions or I will dispute!Please answer origi.docx
Please Follow directions or I will dispute!
Please answer original forum with a minimum of 250 words and respond to both students separately with a minimum of 100 words each
Page 1 Original Forum with References
page 2 Justin response with references
page 3 Giovanni response with references
Original Forum
Examine your organization and leadership through the following questions:
1. How does your organization foster trust and open communication?
2. How is teamwork, power, and authority defined? Look deep at self interest vs. a common goal and empowerment.
3. What are the goals that people share in common? Motivations?
4. How would you describe the culture and leadership from the top down?
5. What recommendations do you have for your organization to enable others to act?
Your initial post should demonstrate and integration of readings and lessons to support your views.
Support your work with references and intext citations.
Student response
Justin
I work in a small budget office that has four members and is a part of a bigger finance office of 12. Between our small office, communication from the top to the bottom is extremely good and all trust each other very well. I believe our top manager is a strong leader and he creates a culture that embraces working together and encourages us to speak about problems at work if one arises. At the same time, he allows us to take risk and will allow us to work the way that works best for us. Leadership does not care how we get to a point as long as the end goal is achieved which does allow us to feel empowered. If we have a question, they just want us to work together to try and search for the solution but will help us once we give our thoughts or if it is time sensitive.
I do think we share a common interest or vision to provide strong budget advice to our commanders and resource advisors so they can execute their budgets legally and efficiently. I do see issues with personal goals getting in the way from time to time though. I think we build such good relationships that leadership hesitates to say anything when someone does focus on their own self-interest over the goals of the office. I find it interesting that some studies actually show leaders that promote a little value in promoting self-interest usually increases the follower's trust in the leader (Scherwin, 2009). I see this in our office. Our leaders help us with promotion, take care of family, and urgent personal tasks when time allots. I honestly think it encourages us to work harder towards the shared goals of the office when the work load is heavier and to have each other’s backs.
No office is perfect and always can improve. Leaders should always be pushing for improvement and looking for ways to improve any part of the group. For the finance office I work in, I would recommend that the leaders do try to make accountability more of a factor. Many times, leaders in the larger office will not ...
LDR 300 Final Exam : LDR 300 Final Exam Questions and Answers - Studentwhiz
A step by step guide to LDR300 innovative leadership for the LDR 300 Final Exam. Studentwhiz specially contains LDR 300 questions and answers special the way / steps how to solve LDR 300 Final Exam questions easily and quickly. These question mainly involve LDR 300 week 3 individual, LDR 300 week 5 final exam aptitude test, in university of phoenix the areas.
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My Ten Years” ExerciseProject yourself into the future .docx
“My Ten Years”
Exercise
Project yourself into the future ten years from today. When answering, develop the image of what you most hope and dream your life and work will be ten years from today.
In ten years, I am __32__ years old.
If/when I am working, my work is best described as- My work will be described as a leader who will empower other people to succeed in life for their dreams and ambitions while keeping the best interests of the company. I also see myself as a venture capitalist in the future.
In that context, my major work responsibilities are – My main work responsibilities will be business and people development. I want to take care of the people who work in my company and give them independence to show results.
The people I will see or talk to today include – My family, girlfriend and friends from babson college
.
The people whom I live and socialize with are – My family and friends
.
My most important possessions are – My positive attitude towards life
If someone were describing me to a friend today, they would say that - I am very outgoing and friendly.
.
When I have some free time, I spend it – learning a new skill
My leisure or fun activities in a typical week include - Driving and catching up with friends
As I think about my leadership, I take most pride in – I feel I understand people really well and can feel their emotions.
Research Critique Guidelines – Part I
Use this document to organize your essay. Successful completion of this assignment requires that you provide a rationale, include examples, and reference content from the studies in your responses.
Qualitative Studies
Background of Study
1. Summary of studies. Include problem, significance to nursing, purpose, objective, and research question.
How do these two articles support the nurse practice issue you chose?
1. Discuss how these two articles will be used to answer your PICOT question.
2. Describe how the interventions and comparison groups in the articles compare to those identified in your PICOT question.
Method of Study:
1. State the methods of the two articles you are comparing and describe how they are different.
2. Consider the methods you identified in your chosen articles and state one benefit and one limitation of each method.
Results of Study
1. Summarize the key findings of each study in one or two comprehensive paragraphs.
2. What are the implications of the two studies in nursing practice?
Ethical Considerations
1. Discuss two ethical consideration in conducting research.
Describe how the researchers in the two articles you choose took these ethical considerations into account while performing their researc
Write a critical appraisal that demonstrates comprehension of two qualitative research studies. Use the "Research Critique Guidelines – Part 1" document to organize your essay. Successful completion of this assignment requires that you provide rationale, include examples, and reference content from the studies in ...
APA, The assignment require a contemporary approach addressing Race,.docx
APA, The assignment require a contemporary approach addressing Race, Gender, and Crime. All work will include an introduction and a cogent thesis. The literature review will include a body of knowledge inclusive of in text citations, and supporting relevant references. The paper should end with discussions that highlight the future of the CJS. A conclusion of the literature review will end the written assignment. The assignment will consist of 2000 words. Reference page along with 6 peer reviewed references and course textbook.
.
APA style and all questions answered ( no min page requirements) .docx
APA style and all questions answered ( no min page requirements)
Diagnostic Techniques -
Pick any two diseases that require diagnostic tests to identify them from the body system. Use one of the body systems: cardiovascular, respiratory, renal, hepatobiliary, lymphatic, reproductive or nervous systems. For each of the diseases, explain:
Why is a particular test recommended?
How does the test work?
What information is obtained from the diagnostic test regarding the disease?
Does the diagnosis need confirmation with another diagnostic test?
.
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vskills leadership skills professional sample material
vskills leadership skills professional sample material
Below is 4 questions that I need answered. I usually just get other .docx
Below is 4 questions that I need answered. I usually just get other peoples responses and take bits and pieces of every one to create mine. If you could please do the same and make my discussion question answers touch every important detail that my fellow students have also touched on. Please make my disscussion answers original not following the same answering format as my fellow students. I dont want my teacher to know that All I do is take bits and pieces of others post to create my own
*Explain what motivation is and why managers need to be concerned about it.
*Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.
*Explain how different elements of group dynamics influence the functioning and effectiveness of groups and teams.
*Explain why strategic human resource management can help an organization gain a competitive advantage.
Below is all of these questions answered by different classmates in my class. Please use their answers as a base to formulate your own...
Motivation is the psychological forces that determine the direction of a person’s behavior in an organization, a person level of effort and a person level of persistence in the face of obstacles. Managers should be concerned with motivation because it explains why people behave the way they do. It can explain why a waiter is mean or nice, or why the customer service representative you are dealing with is helpful and understanding or rude and unhelpful.
Leadership is the process by which a person exerts influence over other people and inspires, motivates, and directs their activities, to help achieve group or organizational goal. Leaders are affective when they can unite a group to achieve a common goal. There are five types of power that a leader must balance. Legitimate power: the authority that a manager has by virtue of their position in an organizations hierarch. Reward power: the ability of a manager to give or withhold tangible and intangible rewards. Coercive power: the ability of a manager to punish others. Expert power: power that is based on the special knowledge, skills, and expertise that a leader possesses. Referent power: power that comes from subordinates’ and coworkers’ respect, admiration, and loyalty.
There are five key elements of group dynamics. Group size: the number of members in a group can be an important determinant of members’ motivation, commitment and group performance. Group roles: a set of behaviors and task that a member of a group is expected to perform because of his or her position in the group. Group leadership: leadership is a key ingredient for high- performing groups, teams, and organizations. Group development over time: it sometimes takes a self-managed team two or three years to perform up to it true capabilities. Group norms: shared guidelines or rules for behavior that most group member follow. Group cohesivenes.
ppt administration.pptx group dynamics,power and politics ,lobbying,critical ...
group dynamics,power and politics ,lobbying,critical thinking and stress and its management
Write a 4–6-page analysis of a leader you either interviewed persona.docx
Write a 4–6-page analysis of a leader you either interviewed personally or researched thoroughly. In your analysis, address specific ways the leader demonstrates effective leadership.Effective leaders realize that employees should be recognized for a job well done. While some people prefer public praise and others prefer personal recognition, most employees want to be recognized in some way. Kouzes and Posner (2017) state that effective leaders begin their leadership development by first learning to lead themselves. Effective leadership begins from within and expands outward to affect others. This development cascades into effective leadership.By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
Competency 1: Evaluate the purpose and relevance of leadership.
Analyze how a leader reflects the definition of leadership.
Evaluate leadership style, characteristics, or themes in relation to the purpose and relevance of effective leadership.
Competency 2: Evaluate how leadership strengths apply in the workplace and within the community.
Analyze how a leader models leadership.
Analyze how a leader inspires a shared vision.
Analyze how a leader looks for new opportunities that may require experimentation or taking risks.
Analyze how a leader empowers and recognizes the contributions of others.
Reference
Kouzes, J. M., & Posner, B. Z. (2017).
The leadership challenge: How to make extraordinary things happen in organizations
(6th ed.). Hoboken, NJ: Wiley.
Assessment Example
Assessment 5 Example
.
Suggested Resources
The resources provided here are optional. You may use other resources of your choice to prepare for this assessment; however, you will need to ensure that they are appropriate, credible, and valid. The
BUS-FP3012 – Fundamentals of Leadership
Library Guide can help direct your research, and the Supplemental Resources and Research Resources, both linked from the left navigation menu in your courseroom, provide additional resources to help support you.
Capella Resources
For a list of key leaders you might consider for Option B of your assessment, see the
Option B Leaders List [DOC]
.
Bookstore Resources
These resources are available from the
Capella University Bookstore
.
Kouzes, J. M., & Posner, B. Z. (2017).
The leadership challenge: How to make extraordinary things happen in organizations
(6th ed.). Hoboken, NJ: Wiley.
Chapter 13, "Leadership Is Everyone's Business."
Preparation
Throughout your career, you could undoubtedly benefit from analyzing leadership and management characteristics of other leaders and managers you consider effective and successful. This assessment provides an opportunity and framework to do that in the context of effective leadership.
To complete this assessment, you have two options. You may choose to base your assessment on a leader you know personally or on a lead.
Knowledge Center ArticleLEADERSHIP ASSESSMENThttpswww.heid.docx
Knowledge Center: Article
LEADERSHIP ASSESSMENT
https://www.heidrick.com/Knowledge-Center/Article/What-is-your-leadership-signature
WHAT'S YOUR LEADERSHIP SIGNATURE?
12/12/2015
Karen Rosa West, PhD
TAGS: + Leadership Assessment + CEO Focus + Talent Strategy & Management
Why do some business leaders thrive while others flounder? Professional qualifications and technical competencies (the whats of leadership) play an important role, of course, but far more often we’ve observed that success or failure depends on how leaders lead — specifically, how leaders’ styles mesh with their teams and the cultures of their organizations.
An empirical research project we conducted to better understand these dynamics, and the behavioral patterns that underpin them, identified eight leadership styles, or archetypes. Taken together, they suggest implications for senior executives looking to better understand — and improve — their leadership skills, for teams seeking to improve their dynamics, and for organizations striving to improve the overall effectiveness of their leaders.
To learn more about the leadership styles, and to take a brief assessment, see our article in Harvard Business Review. The assessment provides immediate feedback about your style — potential strengths, weaknesses, and blind spots — and pinpoints the settings where you’ll be most and least effective.
What we did
To better understand how leaders lead and what contributes to effective leadership, we created a psychometric survey to measure three interrelated facets of leadership that our experience suggests are important differentiators. Specifically, we wanted to see to what degree leaders possessed 1) a “thriving mind-set”[1] (including a clear sense of purpose, deep commitment to learning, and conveyed sense of optimism); 2) a combination of social, self, and situational awareness; and 3) essential leadership values such as a performance orientation, ethical integrity, ability to collaborate, and openness to change, among others.
The survey included 1,006 largely US-based executives of director level and above at companies with 250 or more employees. The respondents represented a broad range of industries and functions. Importantly, our survey questions were designed to highlight the ambiguity and fluidity of the kinds of real-life situations that senior executives face. We did this by asking respondents to rate themselves on a continuum between sets of opposing, yet equally “right,” choices (for example, “I prefer a changing environment” versus “I prefer a stable environment,” or “I love to win” versus “I hate to lose”). Factor analysis allowed us to isolate the dozen or so survey questions (from the original 72) that together accounted for the vast majority of the variance we observed in the responses.
What we learned
When we looked at the patterns in the data and conducted further statistical analyses on them, including cluster analysis, we discovered something interesting: eigh ...
Assignment 1 The Role of the Leader and the VisionIn this modul.docx
Assignment 1: The Role of the Leader and the Vision
In this module, you reviewed the role of organizational visions and the role of the leader with respect to the vision. When leaders are aware of their mental models and leadership skills, they are more equipped to recognize their connection to the vision and engage team members in a shared vision.
Use resources from professional literature in your research.
academic articles regarding the role of the leader and the vision of an organization. On the basis of your research and experience, in a minimum of 400 words, respond to the following points:
· Discuss at least three action items related to your organization's vision.
· Discuss how the organizational vision can influence ethics in an organization. How does modeling relate to the vision?
· Relate your discussion post to your professional and personal experiences, as applicable.
Designing the perfect leader
Understanding the roles of professionalism and personality
Review
One of the perennial challenges facing leaders is which side of the fence they sit on
regarding the “personality versus process” debate. Typically, one group of leaders will
firmly believe in the cult of personality, and will trust in their own vision and their will to
impose it on their organization. However, in the other camp, there will be those who believe
it is all about process and control, that “what can’t be measured, can’t be managed”. Sadly,
the greater challenge is often missed, which is not how you implement one over the other
but how you reconcile them.
No matter how clear a vision or policy the person at the top has, they are dealing with
people, and people will blur the edges, whatever the prevailing ethos. For example,
imagine that a company has a choice of candidates for a new Chief Executive officer
(CEO). One has a high achieving record as a finance director exerting complete control
over their divisional; the other is equally well qualified, but as a creative director in the
marketing division. Who will lead the company most effectively? Or more pertinently, who
will be able to dovetail the two key drivers of professionalism and personality?
Horns of a dilemma
This decision relates directly to the nub of the argument for an article by Mastrangelo et al.
(2014) entitled “The relationship between enduring leadership and organizational
performance”. In the paper, the authors seek to explore the effect of professional
leadership behaviors (task-oriented, setting up processes) and personal leadership
behaviors (people-oriented, trust-building) on the intentions of employees to cooperate.
The central thesis held by the authors is that employee intentions are controlled by
professional leadership, but this is done through the existence of personal leadership
behaviors.
Enduring leadership
Let us take the example, then, of the new CEO of the company above, where the Board
decided they needed someone who exhibited primarily professional leadership.
Running head STYLES OF LEADERSHIP5Styles of Leadership .docx
Running head: STYLES OF LEADERSHIP
5
Styles of Leadership and Your Organization
Teneka Oliver
Organizational Behavior (MGMT601)
17 December 2017
General John J. Pershing once said, “A competent leader can get efficient service from poor troops, while on the contrary an incapable leader can demoralize the best of troops.” As a leader, personal accountability is the standard. A quality many never seemed to care about. Those that have been led define a leaders true competency. If they fail, it is because the leader has failed them.
In the military, competency is usually in the eye of the beholder; commonly referred to as leadership. Their assessment comes in the form of an appraisals, non-commission officer evaluation reports or officer evaluations that amasses everything accomplished in one year. Generally, throughout that year feedback is giving. All too often that is not the case. More times than not, individuals are left to write their own evaluation. There is no more daunting a task than having to rate your ability as a leader. The last thing an individual wants to do is place his or herself so high that others despise them, yet not under sell their own ability to lead others.
This, coupled with organization goals, values and mission, has the potential for several pitfalls. A true leader sees and seizes this as an opportunity. A chance too not only sharpen and hone their own leadership style, but perhaps try their hand at various others. An organization, in its simplest definition, is a group of people with a particular purpose. The military is nothing more than a group of people with the simple purpose of neutralizing the enemy. A task that the U.S. government exiles at. This task can not be carried out to its fullest without someone at the helm leading.
It takes a skilled individual, with unique qualities and abilities to bring a group of people with various backgrounds from different walks of life together on accord. One type of leadership style may work for one, where as it may not work for another. Something to always consider; all the while keeping in line with the organizations mission statement, vision and goals.
There are organization that you will see how differently leaders will manage. Some leadership styles may be more aggressive, calm, and even nonchalant. There are several different forms of leadership styles that can help strengthen your organization or either weaken it. Some leaders are likely to use just one specific style to establish a solid foundation. However, to be a successful people will to understand their leadership style and how it can possibly impact on their organization.
The problem with some leaders is that they assume that leadership style is based off personality instead of using a strategy that will address that situation. The ideal is being able to identify your style and make any adjustments that will be most beneficial for the organization. There is a saying, “Leadership is not just some ...
Assessing Candidate For Executive Level Roles
Helbling executive search consultants share their suggestions for evaluating and interviewing executive job candidates.
Leadership Self-AssessmentLeadership is defined in many wa.docx
Leadership Self-Assessment
Leadership is defined in many ways by many people. Some believe it can be learned, some believe it is innate or intuitive. The amount
of recent literature devoted to the theme of leadership is tremendous. When you examine the literature you will notice there are
endless opinions about what leadership is, how leaders are developed, the psychological factors associated with leadership, the traits
needed for effective leadership, the political aspects of leadership, and the unique elements of the academic environment.
Approaches to leadership are different in diverse situations and in various environments. Review the matrix below to see theories of
leadership and elements that make them different. The goal of the matrix is to assist you in understanding the various leadership
theories and the relationship between them.
Characteristics of Leadership Theories
Transactional Transformational Servant Charismatic Contingency Trait
Origin Burns, 1978 Burns, 1978 Greenleaf, 1970 House, 1976 Fiedler, 1964 Galton, 1869
Major Premise Leaders exchange
something with
followers to advance
both of their agendas.
Leader is interested in
developing followers to
their fullest potential.
Authority given
to followers.
Beliefs imparted
to followers.
To be effective, the
leader's style fits
the context of the
setting.
Leadership qualities are
genetic characteristics
of a family and passed
through generations.
Role of the
Leader
Rewards or disciplines. Motivates and inspires. Helps followers
achieve their
goals.
Role model for
beliefs imparted
to followers.
Is either task
motivated or
relationship
motivated.
Distinctive physical and
psychological
characteristics account
for leader effectiveness.
Role of the
Follower
Performs in exchange
for something.
Works for the greater
good of the group and
society in general.
Is empowered. Trust in the
leader's ideology.
Not applicable. Not defined.
Personality
Characteristics
of the Leader
Authoritarian,
negotiator, influential.
Charismatic,
inspirational, role model,
enabler.
Servant,
nurturer,
listener,
empathetic,
moral.
Self-confident,
dominant, role
model,
influential.
Varies depending
on the fit of the
setting.
Intelligence, strong
values, high level of
personal energy.
What Type of Leader Are You?
Your leadership style is your perception of how leadership should be. This self-assessment instrument will help you better
understand your own leadership style. Awareness of your style and recognition of the styles of others can help you more effectively
strategize how you perform your leadership duties and how you manage situations from a leadership position.
As you complete the survey, please keep in mind:
• There is no right or wrong answers.
• Nobody will judge you by your responses, but participating will provide you with an interesting foundation for future work in the
course.
• When you have completed the surve ...
Leadership
This presentation of Leadership discussed the nature of Leadership and Management, Theories and Power.
346 Part Four Leading Mobilizing Peoplebat27644_ch12_340.docx
346 Part Four Leading: Mobilizing People
bat27644_ch12_340-369.indd 346 11/14/17 06:29 PM
Strategic leadership involves anticipating and envisioning a viable future for the organi-
zation and working with others to initiate changes that create that future.27 For example,
Indian business leaders prioritize their top responsibilities28 as providing input for busi-
ness strategy (which you studied thoroughly in Part 1 of this book); being keepers of the
organizational culture (introduced in Chapter 2); and guiding, teaching, and serving as role
models for employees (employees being the focus of this part of the book).
Leading and Following
Organizations succeed or fail not only because of how well they are led, but because of how
well followers follow. Just as managers are not necessarily good leaders, people are not always
good followers. One leadership scholar stated, “Executives are given subordinates; they have
to earn followers.”29 But it’s also true that good followers help produce good leadership.
As a manager, you will be asked to play the roles of both leader and follower. As you lead
the people who report to you, you will report to your boss. You will be a member of some
teams and task forces, and you may head others. Although the official leadership roles get
the glamour and therefore are the roles that many people covet, followers must perform
their responsibilities conscientiously and well.
Good followership doesn’t mean merely obeying orders, although some bosses may view
it that way. The most effective followers are capable of independent thinking and at the same
time are actively committed to organizational goals.30 Exhibit 12.3 lists additional behaviors
of effective followers. Robert Townsend, who led a legendary turnaround at Avis, said that
the most important characteristic of a follower may be the willingness to tell the truth.31
The best followers master skills that are useful to their organizations, and they hold per-
formance standards that are higher than required. Effective followers may not get the glory,
but they know their contributions to the organization are valuable. And as they make those
contributions, they study leaders in preparation for their own leadership roles.32
Effective followers also distinguish themselves from ineffective ones by their enthusiasm
and commitment to the organization and to a person or purpose—an idea, a product—other
than themselves or their own interests.
Power and Leadership
1. Volunteering to handle tasks or help accomplish goals.
2. Accepting assignments in a willing manner.
3. Exhibiting loyalty to the group.
4. Voicing differences of opinion, but supporting the group’s decisions.
5. Offering suggestions.
6. Maintaining a positive attitude, even in confusing or trying times.
7. Working effectively as a team member.
EXHIBIT 12.3
Behaviors of Effective
Followers
SOURCE: Adapted from Holden Leadership Center, University of Oregon, http://leaders ...
346 Part Four Leading Mobilizing Peoplebat27644_ch12_340.docx
346 Part Four Leading: Mobilizing People
bat27644_ch12_340-369.indd 346 11/14/17 06:29 PM
Strategic leadership involves anticipating and envisioning a viable future for the organi-
zation and working with others to initiate changes that create that future.27 For example,
Indian business leaders prioritize their top responsibilities28 as providing input for busi-
ness strategy (which you studied thoroughly in Part 1 of this book); being keepers of the
organizational culture (introduced in Chapter 2); and guiding, teaching, and serving as role
models for employees (employees being the focus of this part of the book).
Leading and Following
Organizations succeed or fail not only because of how well they are led, but because of how
well followers follow. Just as managers are not necessarily good leaders, people are not always
good followers. One leadership scholar stated, “Executives are given subordinates; they have
to earn followers.”29 But it’s also true that good followers help produce good leadership.
As a manager, you will be asked to play the roles of both leader and follower. As you lead
the people who report to you, you will report to your boss. You will be a member of some
teams and task forces, and you may head others. Although the official leadership roles get
the glamour and therefore are the roles that many people covet, followers must perform
their responsibilities conscientiously and well.
Good followership doesn’t mean merely obeying orders, although some bosses may view
it that way. The most effective followers are capable of independent thinking and at the same
time are actively committed to organizational goals.30 Exhibit 12.3 lists additional behaviors
of effective followers. Robert Townsend, who led a legendary turnaround at Avis, said that
the most important characteristic of a follower may be the willingness to tell the truth.31
The best followers master skills that are useful to their organizations, and they hold per-
formance standards that are higher than required. Effective followers may not get the glory,
but they know their contributions to the organization are valuable. And as they make those
contributions, they study leaders in preparation for their own leadership roles.32
Effective followers also distinguish themselves from ineffective ones by their enthusiasm
and commitment to the organization and to a person or purpose—an idea, a product—other
than themselves or their own interests.
Power and Leadership
1. Volunteering to handle tasks or help accomplish goals.
2. Accepting assignments in a willing manner.
3. Exhibiting loyalty to the group.
4. Voicing differences of opinion, but supporting the group’s decisions.
5. Offering suggestions.
6. Maintaining a positive attitude, even in confusing or trying times.
7. Working effectively as a team member.
EXHIBIT 12.3
Behaviors of Effective
Followers
SOURCE: Adapted from Holden Leadership Center, University of Oregon, http://leaders.
Please Follow directions or I will dispute!Please answer origi.docx
Please Follow directions or I will dispute!
Please answer original forum with a minimum of 250 words and respond to both students separately with a minimum of 100 words each
Page 1 Original Forum with References
page 2 Justin response with references
page 3 Giovanni response with references
Original Forum
Examine your organization and leadership through the following questions:
1. How does your organization foster trust and open communication?
2. How is teamwork, power, and authority defined? Look deep at self interest vs. a common goal and empowerment.
3. What are the goals that people share in common? Motivations?
4. How would you describe the culture and leadership from the top down?
5. What recommendations do you have for your organization to enable others to act?
Your initial post should demonstrate and integration of readings and lessons to support your views.
Support your work with references and intext citations.
Student response
Justin
I work in a small budget office that has four members and is a part of a bigger finance office of 12. Between our small office, communication from the top to the bottom is extremely good and all trust each other very well. I believe our top manager is a strong leader and he creates a culture that embraces working together and encourages us to speak about problems at work if one arises. At the same time, he allows us to take risk and will allow us to work the way that works best for us. Leadership does not care how we get to a point as long as the end goal is achieved which does allow us to feel empowered. If we have a question, they just want us to work together to try and search for the solution but will help us once we give our thoughts or if it is time sensitive.
I do think we share a common interest or vision to provide strong budget advice to our commanders and resource advisors so they can execute their budgets legally and efficiently. I do see issues with personal goals getting in the way from time to time though. I think we build such good relationships that leadership hesitates to say anything when someone does focus on their own self-interest over the goals of the office. I find it interesting that some studies actually show leaders that promote a little value in promoting self-interest usually increases the follower's trust in the leader (Scherwin, 2009). I see this in our office. Our leaders help us with promotion, take care of family, and urgent personal tasks when time allots. I honestly think it encourages us to work harder towards the shared goals of the office when the work load is heavier and to have each other’s backs.
No office is perfect and always can improve. Leaders should always be pushing for improvement and looking for ways to improve any part of the group. For the finance office I work in, I would recommend that the leaders do try to make accountability more of a factor. Many times, leaders in the larger office will not ...
LDR 300 Final Exam : LDR 300 Final Exam Questions and Answers - Studentwhiz
A step by step guide to LDR300 innovative leadership for the LDR 300 Final Exam. Studentwhiz specially contains LDR 300 questions and answers special the way / steps how to solve LDR 300 Final Exam questions easily and quickly. These question mainly involve LDR 300 week 3 individual, LDR 300 week 5 final exam aptitude test, in university of phoenix the areas.
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My Ten Years” ExerciseProject yourself into the future .docx
“My Ten Years”
Exercise
Project yourself into the future ten years from today. When answering, develop the image of what you most hope and dream your life and work will be ten years from today.
In ten years, I am __32__ years old.
If/when I am working, my work is best described as- My work will be described as a leader who will empower other people to succeed in life for their dreams and ambitions while keeping the best interests of the company. I also see myself as a venture capitalist in the future.
In that context, my major work responsibilities are – My main work responsibilities will be business and people development. I want to take care of the people who work in my company and give them independence to show results.
The people I will see or talk to today include – My family, girlfriend and friends from babson college
.
The people whom I live and socialize with are – My family and friends
.
My most important possessions are – My positive attitude towards life
If someone were describing me to a friend today, they would say that - I am very outgoing and friendly.
.
When I have some free time, I spend it – learning a new skill
My leisure or fun activities in a typical week include - Driving and catching up with friends
As I think about my leadership, I take most pride in – I feel I understand people really well and can feel their emotions.
Research Critique Guidelines – Part I
Use this document to organize your essay. Successful completion of this assignment requires that you provide a rationale, include examples, and reference content from the studies in your responses.
Qualitative Studies
Background of Study
1. Summary of studies. Include problem, significance to nursing, purpose, objective, and research question.
How do these two articles support the nurse practice issue you chose?
1. Discuss how these two articles will be used to answer your PICOT question.
2. Describe how the interventions and comparison groups in the articles compare to those identified in your PICOT question.
Method of Study:
1. State the methods of the two articles you are comparing and describe how they are different.
2. Consider the methods you identified in your chosen articles and state one benefit and one limitation of each method.
Results of Study
1. Summarize the key findings of each study in one or two comprehensive paragraphs.
2. What are the implications of the two studies in nursing practice?
Ethical Considerations
1. Discuss two ethical consideration in conducting research.
Describe how the researchers in the two articles you choose took these ethical considerations into account while performing their researc
Write a critical appraisal that demonstrates comprehension of two qualitative research studies. Use the "Research Critique Guidelines – Part 1" document to organize your essay. Successful completion of this assignment requires that you provide rationale, include examples, and reference content from the studies in ...
Similar to Apa format1-2 paragraphsreferences It is often said th.docx (20)
vskills leadership skills professional sample material
vskills leadership skills professional sample material
Below is 4 questions that I need answered. I usually just get other .docx
Below is 4 questions that I need answered. I usually just get other .docx
ppt administration.pptx group dynamics,power and politics ,lobbying,critical ...
ppt administration.pptx group dynamics,power and politics ,lobbying,critical ...
Write a 4–6-page analysis of a leader you either interviewed persona.docx
Write a 4–6-page analysis of a leader you either interviewed persona.docx
Knowledge Center ArticleLEADERSHIP ASSESSMENThttpswww.heid.docx
Knowledge Center ArticleLEADERSHIP ASSESSMENThttpswww.heid.docx
Assignment 1 The Role of the Leader and the VisionIn this modul.docx
Assignment 1 The Role of the Leader and the VisionIn this modul.docx
Running head STYLES OF LEADERSHIP5Styles of Leadership .docx
Running head STYLES OF LEADERSHIP5Styles of Leadership .docx
Leadership Self-AssessmentLeadership is defined in many wa.docx
Leadership Self-AssessmentLeadership is defined in many wa.docx
346 Part Four Leading Mobilizing Peoplebat27644_ch12_340.docx
346 Part Four Leading Mobilizing Peoplebat27644_ch12_340.docx
346 Part Four Leading Mobilizing Peoplebat27644_ch12_340.docx
346 Part Four Leading Mobilizing Peoplebat27644_ch12_340.docx
Please Follow directions or I will dispute!Please answer origi.docx
Please Follow directions or I will dispute!Please answer origi.docx
LDR 300 Final Exam : LDR 300 Final Exam Questions and Answers - Studentwhiz
LDR 300 Final Exam : LDR 300 Final Exam Questions and Answers - Studentwhiz
My Ten Years” ExerciseProject yourself into the future .docx
My Ten Years” ExerciseProject yourself into the future .docx
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APA (American Psychological Association) style is most commonly used to cite sources within
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Contributors: Joshua M. Paiz, Elizabeth Angeli, Jodi Wagner, Elena Lawrick, Kristen Moore,
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There are different theories of how to make the basic distribution. Among them are:
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3. The Difference Principle
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Strict Egalitarianism
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APA7
Page length: 3-4, including Title Page and Reference Page.
Discuss and explore the synergy that RFID technology & Time Based Competition has had on the grocery retail industry. Are the two concepts compatible? And then explain. Provide real-world scenarios, which reflect Time Base Competition.
video on
RFID in Logistics
.
APA format, 2 pagesThree general sections 1. an article s.docx
APA format, 2 pages
Three general sections:
1. an article summary,
2. how the article is relevant to psychology and human behavior (what do the results mean)
3. reaction to the article (was it interesting , were the results surprising, did it seem like common sense, etc.)
.
APA Style with minimum of 450 words, with annotations, quotation.docx
APA Style with minimum of 450 words, with annotations, quotations and 3 references.
. Mass vaccination after a disaster:
There was a natural disaster that occurred and has led to an infectious disease outbreak (your choice of one that is vaccine-preventable). Those affected by the disaster are settled in temporary locations with high population densities, inadequate food and shelter, unsafe water, poor sanitation and infrastructure that has been compromised or destroyed. There is a vaccine available for the infectious disease but there are not enough doses to give to all who are at-risk due to the natural disaster.
You are the public health official in charge of infectious disease prevention. Devise a plan to administer the vaccine to the population. Will you use a lottery system or target specific sub-populations? How will you track and monitor those who are vaccinated? Use the attributes of the infectious disease to provide reasoning behind your plan. What other prevention techniques that can be used to supplement the vaccination plan?
.
APA FORMAT1. What are the three most important takeawayslesson.docx
APA FORMAT
1. What are the three most important takeaways/lessons from the material provided in this online course (the entire quarter) and why? (150 words or more)
2. How did the material provided in this course assist your growth as a student and as an individual, in general? (150 words or more).
.
APA, 4 page paper on whether victims have enough influence in the cr.docx
APA, 4 page paper on whether victims have enough influence in the criminal justice process, in your view? Why or why not?
4 sources peer viewed with 2 of them being assigned readings already given SEE ATTACHED
paper should address at least three of the following, more specific issues with respect to the role victims in criminal cases.
- Plea bargaining decisions- Sentencing decisions- Right to restitution- Parole board decisions- Bail decisions- Right to privacy- Interaction with prosecutors, defense attorneys, judges, and juries, more generally- Differences along lines of race, class, and/or gender with regard to any of the above
It provide sufficient evidence (statistics, case examples, etc.) to support each point you make. You also want to engage with opposing points of view and defend the validity of your arguments. Explain why your argument is overall more compelling than others’ on this question.
Format and References
The paper should be
at least four
pages
(not including title or reference pages), double-spaced, with 12 font and 1” margins. But feel free to write more!
The paper should
include in-text citations
and a
reference page APA format
.
You should cite
at least four sources total
in the paper. These sources
must be peer-review/academic
(i.e., journals articles or books), and
at least two of four must be required
readings
assigned
in the syllabus SEE ATTATCHED for two dources already provided!!
.
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