Running head LEADERSHIP PORTFOLIO1LEADERSHIP PORTFOLIO4.docx

Running head: LEADERSHIP PORTFOLIO 1
LEADERSHIP PORTFOLIO 4
Leadership Portfolio
Your Name
Southern States University
Abstract
You will write a 150-word overview of your leadership style
and techniques here.
Keywords: Leadership Portfolio
Write a 5-10 sentence explanation of your leadership style
to introduce your paper.
Leadership Potential Assessment
You should write 3-5 sentences about the assessment including
your score and how you can apply that information as a leader.
Managerial Leadership Skills
Big Five Personality Profile
Motive Profile

Motive Profile with Socialized Power
Leadership Interest
Theory X and Theory Y Attitudes
How Ethical is Your Behavior
Strategic Management Assessment
Personal Vision Statement
You will include the personal vision statement from your week
7 paper here. This information will come from your week 7
paper.
Personal Mission Statement
You will include the personal mission statement from your week
paper.
Personal SWOT Analysis
You will include the SWOT Analysis from your week 7 paper
here. If you did not properly quote things and use in text
citations for your original paper, you should update that for this
submission. This information will come from your week 7
paper.
Motivational Theory
You will include at least 1-2 pages of information from your
motivational theory paper here. You should include a minimum
of three references in this section. If you did not properly quote
things and use in text citations for your original paper, you
should update that for this submission. This information will

come from your week 2 paper.
Communication, Conflict, and Power
communication, conflict, and power paper here. You should
include a minimum of three references in this section. If you
did not properly quote things and use in text citations for your
original paper, you should update that for this submission. This
information will come from your week 3 paper.
Being a Follower
being a follower paper here. You should include a minimum of
three references in this section. If you did not properly quote
Charismatic Leader OR Transformational Leader OR
Charismatic and Transformational Leader (You should pick one
of these headings based on your content and delete the other
information.)
charismatic/transformational paper here. You should include a
minimum of three references in this section. If you did not
properly quote things and use in text citations for your original
paper, you should update that for this submission. This
information will come from your week 5 paper.
Team Development
team development paper here. You should include a minimum
of three references in this section. If you did not properly quote
Spiritual Development Plan
You will include the spiritual development plan from your week
paper.

Culture Identities
culture paper here. You should include a minimum of three
references in this section. If you did not properly quote things
and use in text citations for your original paper, you should
update that for this submission. This information will come
from your week 9 paper.
Conclusion
You will conclude with a paragraph (minimum of 8
sentences) about yourself as a leader.
References
You will include properly formatted APA references for all
resources used within your paper.
These should be arranged in alphabetical order with the second
and additional lines of the reference indented.
CULTURAL DIMENSION
5
Bruna Martins
BU 521 Organizational Leadership

Instructor: Dr. Michelle L. Clemons
June 2019
CULTURAL DIMENSION
1
Introduction
The globalization of business and the adoption of the latest
technological methods across the world has made it easy for
business leaders to interact easily. It is now possible for leaders
to carry out their business outside their cultural and social
norms. For this to be effective, it is crucial for the leaders to
comprehend other cultures to avoid any form of interpretations,
misapprehension, or miscommunications. Professor Geert
Hofstede helped in instituting five major cultural dimensions as
the comparative model that allows various nations to compare
their norms and values. Defining or describing the following
cultural dimensions; uncertainty avoidance index (UAI), power
distance (PDI), uncertainty avoidance index (UAI), long-term
orientation (LTO), masculinity (MAS) and individualism (IDV).
These concepts would play an essential role in understanding
other people’s culture and leadership techniques and skills. It
can be noted that Hofstede’s dimension’s model fails to clarify
the type of leadership that organizations deserve and should be
hired. He presented the most crucial tool that helps in creating
awareness of how cultures differ from one nation to another.
Culture does not make a leader tremendous or effective, but it is
his characteristics and traits that make him fruitful and able to
meet his or her set goals on time (McLaurin, 2008). This
primary aim of this paper is to assess various cultural dimension
and highlighting where I fall in each category.
Dimensions of National Culture

Power Distance Index (PDI) is based on the relationship
between employees and leaders in the organization. It is
essential to note that a high PDI means that the extent at which
a leader is causing the employees to relate or approach their
leaders. I fall to this dimension in that I have the ability to
approach my boss and communicate effectively with them
without any issue as well as solving any problem that may arise
between us (McLaurin, 2008).
On the other hand, lower PDI implies that the employees get the
motivation to engage with their leaders, knowing that their
opinions are important and considered in making any decision
in the company. Using this dimension indicates that there are
high chances that I will engage the company management with
the best ideas that aim at improving its performance. In this
dimension, some companies may use lower or middle-class
managers to pass the required information to the relevant
authority. In most cases, these managers have experience and
ability to pass information to higher leadership (Boeing, 2013).
Individualism is the idea that indicates how people have decided
to take care of themselves and their family members. In most
cases, this relationship is fruitful, and there are higher chances
that the company performance will increase. Based on cultural
values, people need to work together in accomplishing their set
goals and objectives. In this sense intend to have a low IDV,
meaning that I have a collectivist culture, members are very
committed to one another. In most companies that I have
worked with are considered to have a low IDV, I can commit to
my working teams as such leaders always experience a very
high retention rate and can recruit and train more employees to
the programs (Hallale, 2013). On the contrary, some countries
such as the United States of America have a very high score;
this implies that the nation is very individualistic, and people
tend to move away from friends and relatives. Companies
adopting IDV are most likely to perform well and go global
since employees can mobilize the world.
Masculinity versus Femininity (MAS) implies the difference

between cultures, which are based on ‘live to work’ vs. ‘work to
live ‘culture. Countries such as Japan have a high score on
masculine since it is not easy to find a woman at a leadership
position. Men are expected to climb leadership ladders. This has
created gender imbalance. As a business leader, I have to be
committed to my work to meet the set goals and objectives.
Uncertainty Avoidance Index (UAI) this determined by how the
company or community to handle future uncertainty. Nations
such as Saudi Arabia are ranked high on these concepts to avoid
various forms of uncertainty by adopting Sharia Law and strict
laws that are passed from one generation to another (Gallant,
2013). I relate to this dimension because I can come up with the
most effective ways of handling uncertainty. This makes it easy
for the company to meet its objectives on time.
Long-term orientation (LTO) is another dimension that I found
very interesting and most suitable in a business setting
(Hofstede, 1993). This concept indicates how society can
maintain their traditions and values. In this sense, the past
values are maintained or preserved for the future. As a leader, I
have to ensure that the company invests its time in research and
development (R & D), which has a long term benefit in the
organization.
Conclusion
Understanding others culture is essential in ensuring that
business goals are met within started time. As noted above, I
relate in one way or the other with all five dimensions, which is
essential in company performance.
References
Boeing, M., (2013). Analysis of cultural differences and their
effects on marketing products in the united states of America
and Germany: A cultural approach to marketing using Edward t.
Hall and Geert Hofstede. Hamburg, Germany: Anchor Academic
Publishing.
Gallant, M., (2013, September 6). The Business of Culture: How
Culture Affects Management Around the World. Retrieved from

http://www.halogensoftware.com/blog/the-business-of-culture-
how-culture-affects-management-around-the-world.
Hallale, N., (2013). The safety of cultures. TCE: The Chemical
Engineer, (863), 24-26.
Hofstede, G., (1993). Cultural constraints in management
theories. Executive (19389779), 7(1), 81-94.
doi:10.5465/AME.1993.9409142061
McLaurin, J., (2008). Leader-effectiveness across cultural
boundaries: an organizational culture perspective. Journal Of
Organizational Culture, Communications & Conflict, 12(1), 49-
69.
LEADERSHIP 1
LEADERSHIP 6
Bruna Martins
May 2019
Introduction
Numerous researches have identified that spirituality has a
significant positive impact on the performance of employees in
the workplace. The overall outcome is having an organization
that is well motivated and driven to perform in a competitive

industry (Pawar, 2016). The study identified the several benefits
of spirituality in the workplace with an emphasis on the first
five.
Regardless, from the study, it is clear that spirituality at the
workplace has its benefits towards employees. These benefits
will be used in the development of a workplace plan to
implement spirituality.
Benefits of Spirituality at the Workplace
The first in increased morale, involving activities that support
spirituality in the work setting lifts the enthusiasm of
employees boosting performance (Zsolnai, 2015). Secondly,
spirituality impacts satisfaction, this is demonstrated when
employees inspire each other to holistically involve themselves
at work and home thereby bringing about job satisfaction.
Household matters are addressed with positive influence
resulting in happiness (Zsolnai, 2015) Thirdly, improved
commitment strength, by having employees align themselves
with the goals and objectives of the organization fosters the
feeling as well as a demonstration of loyalty to the company.
Fourth, increased yield, when employees have a better
connection to their workplace, they are motivated to have
quality yields (Zsolnai, 2015). The direct outcome of this is
better performance and satisfaction from consumers. Finally,
advances the bottom line, the study that was conducted at a
national level, organizational leaders of spiritual companies
assimilate additional bottom-lines such as that of spirituality.
This motivates the employees for better expectations for
themselves as well as the company (Zsolnai, 2015).
Suggested Approaches
It is noteworthy that there are selected approaches that can
be used to implement spirituality in the workplace.
Nevertheless, the first step would be understanding the
dynamics associated spirituality before making the change
(Pawar, 2016). However, though many companies are spiritual,

the majority of those documented have been noted to have a
dominant religion. This results in companies being deemed
either an Islamic or Christian company. The first step for
management would be conducting a feasibility study; this would
identify the various religions that are present within the
organization (Pawar, 2016). This will be applicable in
determining the strategy to be applied, with globalization being
considered as a factor, most organizations today are multi-
faceted when it comes to spirituality and by imposing a single
religion on every employee may result in unwanted outcomes.
They may include job dissatisfaction, poor performance and
high employee turnover among others.
Plan Development
After understanding the demography of the workplace, the
next step would be determining the most appropriate means of
influencing employees and implementing a spiritual setting in
the company. This is achievable by developing leadership and
team development, total system development and redefinition of
the role of the business. By applying these strategies,
management has the potential to have a spiritual impact on its
workforce while ensuring the expenses to implement and
maintain the strategy remains low (AFsar, Badir, & Kiani,
2016). From the introductory segment, the benefits of having a
spiritual setting are identified; by using the stated strategies,
the company will be able to maintain the changes from the
positive performance of the employees and the company
illustrated by the increased revenue. Leadership and team
development should be the first strategy to be implemented;
with a team of individuals from a specific religious following, it
offers an effective and cheap means of spirituality (AFsar,
Badir, & Kiani, 2016). The team leaders will be encouraged to
inspire the values of self-effacement, conviction, and
integration; it can create a balanced ecosystem among the
various spiritual groups present.
The second strategy to be implemented is the total system

development. It was identified that an increasing number of
company managers, as well as organizational leaders, are
committing themselves to create an organization that nurtures
spirituality. It affects not only the employees but also the
stakeholders and consumers. It is important to appreciate the
companies that have invested in addressing the physical as well
as emotional needs of employees. However, they have been
hesitant about addressing spiritual matters as it is entwined with
global spiritual perspectives (AFsar, Badir, & Kiani, 2016). The
turbulent economic periods that humanity has faced has resulted
in a deeper search for meaning. Currently, various organizations
are experiencing a need to get in touch with what the most
allowing them to strengthen their connections. By allowing
management to evolve the level of spiritual values they will
have the potential to assist, the company target more than the
mainstream profits and bottom-lines (Paul, Dutta, & Saha,
2016). By developing the human aspect of the company, it will
be beneficial for the company as well as society through their
charities.
The final step in developing a spiritual plan would be the
redefinition of the role of the business. In the contemporary
setting, more companies are changing their strategies from
making profits to solution creators for societal and various
global problems (Vitell et al., 2016). The main purpose of
implementing a spiritual development plan is to influence the
employees as well as other stakeholders. By having a far-
reaching influence, it has the capacity to be beneficial for the
company, as it will have its contributions positively affecting
the company as well as other people (Vitell et al., 2016). This
will be achieved by having a workforce that is already
spiritually driven and motivated to generate revenue for the
company that will be used to have a positive impact nationally
and globally.
Conclusion
The spiritual development plan is designed to be as

efficient as possible, by influencing as many employees as
possible while ensuring their expenditure is minimal. The
expenditures would be in the form of training and rebranding
allowing the company to achieve its full ability. All this will
happen with the company boasting higher job satisfaction and
performance rates.
References
Afsar, B., Badir, Y., & Kiani, U. S. (2016). Linking spiritual
leadership and employee pro-environmental behavior: The
influence of workplace spirituality, intrinsic motivation, and
environmental passion. Journal of Environmental Psychology,
45, 69-88.
Paul, M., Dutta, A., & Saha, P. (2016). Improving
Organizational Effectiveness through Workplace Spirituality
and Organizational Citizenship Behaviour: A Conceptual
Review. In Globsyn management conference 2015 (Vol. 1, p.
79). Allied Publishers.
Pawar, B. S. (2016). Workplace spirituality and employee well-
being: An empirical examination. Employee Relations, 38(6),
975-994.
Vitell, S. J., King, R. A., Howie, K., Toti, J. F., Albert, L.,
Hidalgo, E. R., & Yacout, O. (2016). Spirituality, moral
identity, and consumer ethics: A multi-cultural study. Journal of
business ethics, 139(1), 147-160.
Zsolnai, L. (2015). The spiritual dimension of business ethics
and sustainability management. Springer,.
SWOT ANALYSIS 1

Bruna Martins
May 2019
SWOT analysis
Event planner business
Because of my good communication and socializing skills, I
thought that to start a business for event planning. I decided
that I would be planning events such as birthdays, weddings,
and other types of events.
The other reason for starting this type of business is the fact
that I have event planning knowledge obtained from helping out
my friend who organized his own entertainment events in our
hometown. I observed and learned some of the things that make
an event memorable.
Strengths
I have the skills required to start this business. Since my
business is a starter we will charge less compared to other
businesses in order to attract more customers. I will use a team
of very social and skilled people to make the events livelier.
People willing to hold events will see the company be appealing
since we will use modern decorations and modern equipment to
ensure that clients choose as over other people. We will
advertise our business through all means possible to ensure that

many people know about our services. We will ensure that
communication with clients is handled in a professional and
polite manner (Rohm, 2009).
The business is also going to be chosen by customers because
it has no bad reputation, unlike other businesses. The business
will also be eyeing the young people because they hold a lot of
parties. This type of market will be got by employing young
people with a lot of influence on young people. The last but not
least strength of the proposed business is that the business will
offer high-quality services than other existing businesses.
Weaknesses
As much as I think that I have the experience I running an
event planning business, my experience is not comparable to the
experience of the existing businesses. My business will have to
learn new things as it already running.
On business startup the business, we will not be in a position
to make profits because of the investments that will be
implemented to support the running of the business. Running
an event planning business requires a lot of attention. The
planners have to the conscience of many things to make the
event successful. This type of business involves traveling.
Travelling may cause isolation from family. Because of the fact
that this is a new business, some customers may not have faith
in us. Some customers may not expect us to perform as well as
the order businesses. Our competitors may think of us as non-
experienced armatures and hence see as to be no relevant
competitors. Our competitors have numerous resources which
are yet to have (Bodner, 2011). Our competitors have already
developed customer relations.
Opportunities
Our competitors won’t consider us to be a threat. This
means that some of our competitors won’t develop strategies to
protect their markets; this will give us enough time to penetrate
the market (Yuece, 2012). Because of our extensive
advertisement using internet sites and word of mouth our
business will be known to many people. The strategies that will

create new opportunities include:
-Use of new methods of advertisement.
-Changes in government policy related to events planning.
-The people holding events this day have increasingly become
young people. Since I am a young citizen with young friends I
and my employees will have a lot of influence.
-Clients demands. Our clients demand may be difficult for the
archive with the available resources.
-Budgeting may be another problem in a startup because we
won't have a clear figure of the amount of money required in an
event.
Threats
-The quality of our services may not be optimal because of lack
of experience.
-I will have to stop in the other economic activities in order to
venture into this business.
-The other threat is being able to form the right team to run the
business.
-Managing business resources and property.
-Maintaining business standards and reputation.
-Bad debts after starting up the business
The vision statement for the business
The business has a number of visions. The business vision is
creating a good reputation and to become the leading event
planner company in the state. We will make this come true by
maintaining a good customer relation and complying to our
customer’s request in order to make them happy.
The mission statement for the business
Be the best in event planning and make our customers proud of
choosing us.
Competitors
-Our main competitors will be sunshine events and exclusive
events companies.
-Our business will advertise more using the internet rather than
using word of mouth like our competitors.

-My business will also ensure that the team is selected
professionally rather than using random guys who avail
themselves for work like our competitors. The business will
also ensure that it abides by all legal requirements.
References
Bodner, B. (2011). Company Analysis of Red Bull. GRIN
Verlag.
Parsons, N (2018). What Is a SWOT Analysis, and How to Do It
Right.Retrieved from: https://www.liveplan.com/blog/what-
is-a-swot-analysis-and-how-to-do-it-right-with-examples/
Rohm, A. (2009). The SWOT Analysis. Munich, Germany:
GRIN Verlag.
Yuece, I. (2012). SWOT Analysis of McDonald’s and
Derivation of Appropriate Strategies. GRIN Verlag.
TRUST AND COOPERATION 1

BU521 - Organizational Leadership
Dr. Michelle L. Clemons
Week 6 – Assignment #6
Bruna Martins
Trust refers to the expectation or belief that a person has good
intentions and that his actions or words can be relied upon. In a
team context, the leader is the focal referent of the belief and
expectation. Dirks (2000) argues that trust in the leader is a
major determinant of team performance. When members trust
their team leader, they suspend their personal motives, doubts
and questions in order to pursue the objectives of the team
(Dirks, 2000). The following paper addresses the concept of
trust in team leadership. It reflects on the steps that I would
undertake to enhance trust and cooperation in a future team
context.
Leaders have to understand the behaviors that underlie trust in
order to increase the level of trust of other people towards them
(Zenger & Folkman, 2019). This means that building trust in my
team will entail the knowledge and practice of these behaviors.
The first behavior is the leader’s capability to create and
maintain positive relationships with team members. People can
only trust if a relationship is formed during their first

interaction and maintained into the future (Zenger & Folkman,
2019). Secondly, the leader has to show good Judgment that’s
aided by being knowledgeable and well-informed about
developments in his field. Thirdly, he/she must portray
consistency by walking the talk and setting a good example for
the team members (Zenger & Folkman, 2019). The behaviors
should be practiced in the most appropriate context that
reinforces the team members’ belief in the leader.
To maintain positive relationships with team members, I will
show genuine concern about the workplace and personal issues
that affect them. For example, I will support members in
weddings or other domestic events and condole with them in
times of grief. I will provide paid leaves for team members who
have genuine issues affecting their wellbeing. Secondly, I will
give negative feedback in a sensitive way to avoid tearing down
the team members. At this point, I will remember the fact that
most of these members depend on the job for their livelihoods
and that negative feedback would make them feel like their jobs
are in jeopardy. Thirdly, I will resolve conflicts and
misunderstandings immediately after they occur to prevent
division or diversion from core objectives. Conflict can damage
trusts especially if it persists in the workplace.
On the other hand, good judgment and expertise in my field will
boost the members’ level of trust. I will focus on achieving
impeccable results since results are a clear indication of
expertise. Therefore, I will work hard in other related projects
and research widely in order to achieve long term goals. A
streak of good results will motivate team members to
voluntarily seek after my opinions. At this point, I will ensure
that the opinions or suggestions given to members are based on
evidence to prevent failure and the consequent decrease in trust.
Thirdly, I will showcase my good judgment/expertise by
providing quick and objective solutions to team problems. I will
also anticipate problems using common managerial techniques
such as forecasting to ensure that the team moves in the right
direction.

To show consistency, I will lead by example and walk the talk.
For example, I will be the first to complete and present project
assignments without passing the deadline. I will also do what I
promise to do for the team. This entails honoring and following
through commitments. For example, if I promise to facilitate an
increment in the allowances of team members, I will work
tirelessly to ensure that this promise is fulfilled. Team members
are more likely to trust me if they believe that I will always
meet my end of the deal. Additionally, leading by example will
bring employees on board to work on a common goal.
Consistency in decision making will also enhance trust within
my team. I will not deviate from the team’s course in times of
adversary. I will also observe stability in terms of the team
strategy by not deviating from the approach that was agreed
upon at inception. Team members are more likely to trust me
when they are assured that I will not change my decisions
midway or even change the project objectives.
I believe that trust in the leader will yield cooperation within
the team. When positive relationships are maintained,
individuals are likely to cooperate and to trust the leaders.
However, as a leader, I will need to create the culture of
cooperation and collaboration at the initial stages of team
formation. This will be achieved by providing a talking
platform where team members can discus about their
backgrounds, competencies and work habits (Gratton, 2009).
The exercise will enhance the creation of critical working
relationships that foster cooperation.
In conclusion, I will build trust in the team through; enhancing
positive relationships, showing consistency and portraying
expertise/good judgment. I believe that addressing relationships
will be the most critical factor for enabling trust since team
members might not see the consistency or good judgment of the
leader if they don’t like him. On the other hand, cooperation
will result from the leader’s ability to create a culture of

cooperation and collaboration by providing an opportunity for
members to interact and share their experiences. It will also
result from increased trust towards the leader.
References
Dirks, K. (2000). Trust in leadership and team performance:
Evidence from NCAA basketball. Journal Of Applied
Psychology, 85(6), 1004-1012.
Gratton, L. (2009). How to Foster a Cooperative Culture.
Retrieved from https://hbr.org/2009/01/four-ways-to-encourage-
more-pr
Zenger, J., & Folkman, J. (2019). The 3 Elements of Trust.
Retrieved from https://hbr.org/2019/02/the-3-elements-of-trust
Running Head: ORGANIZATIONAL LEADERSHIP
1
ORGANIZATIONAL LEADERSHIP
2
Bruna Martins

May 2019
There are different leadership styles which are embraced by
different leaders in the organizations. There are those leadership
styles which does not give an opportunity to the employees to
contribute towards improvement in the performance of the
organization. In this type of leadership, the leader is the only
one who makes decisions in the organization. There are other
leadership styles which encourage the employee to give their
opinions on how the performance of the organization can be
improved.
I am both a charismatic and transformational leader because, in
my leadership style, I combine both qualities of a charismatic
leader and those of a transformational leader. The charismatic
leadership style entails having the leader supporting employees
as they are handling the tasks assigned to them. Also, they
motivate followers to improve the way things are done and also
they encourage them to get things done. This applies when the
tasks being handled are difficult hence the leader will encourage
them to continue with the tasks as he or she gives them the
support which they need ("Charismatic Leadership:
Measurement and Empirical Validity,").
As for the transformational leadership style, the leader allows
the employees to give their opinions regarding the changes
which are needed in the organization. After the members have
proposed the changes which should be carried out in an
organization, they also propose ways in which the changes will
be implemented. This means that the employees contribute to
the decisions which are made by the leader by giving their
opinions. To make it possible having the employees
contributing to the decision making regarding the operations of

the organization, the leader encourages freedom of expression
whereby the employees are free to express their ideas (Antonas,
2017).
The importance of these leadership styles is that it empowers
employees and makes them feel comfortable at the workplace.
When the employees are comfortable, they are able to deliver
the services effectively because when they face challenges, they
are free to discuss the problem with the leaders and decide the
way in which the problem will be solved. Also, when the
employees realize that their decisions are put into consideration
when the decisions are being made in the organization, they feel
appreciated and hence they will be willing to carry out their
duties effectively (Ewest, 2017).
This is an indication that leadership style determines the
performance of the organization. This is because when the
leader is the only one making decisions in the organization, then
the employees will feel that they are being forced and also when
they have a problem, they will not discuss it with their leader
and in turn, this will affect their performance. Employees
should be given an opportunity to express themselves regarding
what they want so that they can deliver the services effectively.
Also, they should feel free with their leaders so that when they
are facing challenges, they will be free to discuss them with
their leader.
Having employees who are free with their leaders depends on
how the leaders interact with them. This means that when the
leaders do not give them an opportunity to give their opinions
then it will be difficult for the employees to be free with their
leaders. Leaders should always interact freely with the
employees hence ensuring that the employees will be free to
discuss with him or her any issues or difficulties which are
faced in the organization. After identifying the problems which
are being faced in the organization, the employees will give
possible ways of handling them and the leader will give the
final decision (Uslu & Oklay, 2015).
The ideal leadership styles for any organization are

transformational leadership style and charismatic leadership
styles. This is because the two types encourage the contribution
of the employees to the improvement n the way the services are
rendered. Also, the type of leadership will make the employees
feel valued and thus they are comfortable at the workplace. The
leaders should, therefore, choose one of the leadership styles to
apply between the two and when possible they can be combined
because they will lead to the improved performance of the
employees. When the performance of the employees improves,
the organization will achieve its goals (Mhatre & Riggio, 2014).
In conclusion, my leadership styles are charismatic and
transformational styles because I combine the two. By
combining the two, it will ensure that the employees are
comfortable in the workplace and also they are free to give their
opinions regarding the changes which need to be carried out in
the organization. Also, I like encouraging the employees to get
things done by guiding them when they have difficulties and
encouraging them that they will succeed. Motivating employees
will ensure that they succeed in handling the tasks which have
been assigned to them. By helping the employees when handling
the tasks assigned to them and also by giving them an
opportunity to give their opinions regarding the changes which
should be done in the organization result in the combination of
charismatic leadership style and transformational style. When
these two leadership styles are combined, it is possible to
achieve the desired outcomes in the organization because the
employees are encouraged to work towards achieving their goals
and also they contribute towards the way in which the
organization operates by giving their opinions and the leader
will implement only the suitable ones.
References
Antonas, V. (2017). Transformational leadership. Coaching for
Impact, 80-96. doi:10.4324/9781315110400-6
Charismatic Leadership: Measurement and Empirical Validity.
(n.d.). Charismatic Leadership in Organizations, 71-118.

doi:10.4135/9781452204932.n3
Ewest, T. (2017). Prosocial Leadership Development in
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Mhatre, K. H., & Riggio, R. E. (2014). Charismatic and
Transformational Leadership. Oxford Handbooks Online.
doi:10.1093/oxfordhb/9780199755615.013.012
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Leadership on Organizational Trust Trust. Leadership and
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0_5
Running Head: HOW TO LEAD AND FOLLOW WELL
HOW TO LEAD AND FOLLOW WELL
2
BU521 - Organizational Leadership
Dr. Michelle L. Clemons
Week 4 – Assignment #4
Bruna Martins
How to Lead and Follow Well
A good leader should not only lead but should be also ready to
follow. To achieve these goals, first of all, a leader must first
define his own guiding principles, his own values, and the basic
beliefs that guide our own decisions and actions on our own
path. Identify his own values and find his voice. Carsten et al
(2010) proposes that leaders with good followers and those
willing to follow others have clear and clear values so that they
can have more sensible choices and the inner confidence needed
to make difficult decisions, rather than blindly imitating others.
This is a prerequisite for standing by. The title does not make

us a true leader. What really matters is the way we achieve
excellence. If a leader wants to win the promise and achieve the
highest performance, he must lead by example, take the lead in
modelling, and act as an example for others. Leadership is
influence, how to move others, and let the subordinates not only
agree with your actions, but also be willing to follow.
As revealed by Goﬀee and Jones (2006) leadership is a
relationship, the relationship between leaders and followers. As
leaders, they have never relied on their own individuals to
achieve excellence, but by mobilizing others and working
together for a common goal. Therefore, mutual respect and
newcomers, as leaders, it is important to take the initiative to
understand the wishes and needs of the following people. Listen
to the voice of the group. As leaders, the ability to establish and
maintain a certain interpersonal relationship determines the
success of their leadership. The key to building this relationship
is the follower's expectations of the leader. Through the author's
case study of the best personal leadership practice, the survey
statistics show that if people want to follow a certain leader
voluntarily, these leaders must have the top four quality (these
four qualities are selected by more than 60%): Sincere, forward-
looking, competent, and stimulating.
If the leader is not sincere, he will not be able to lead by
example. To share the vision, he must be forward-looking and
motivate. The premise of challenging the status quo is that you
must feel that you are competent; trustworthiness is the premise
of everything, sincere People can be trustworthy; promoting
people is trustworthy and crucial.
For the leader, only the dream is not enough. Leaders must also
be able to communicate this dream with excitement, motivate
people to be excited about this dream, and join the long journey
to realize their dreams. Therefore, people are expected to be
enthusiastic, energetic and optimistic. If leaders are not
passionate about their careers, why should others have them?
Leaders are not only passionate about their careers, dreams and
visions, but passionate about their followers. Leaders are full of

confidence in followers, a positive attitude to arouse the
confidence and enthusiasm of followers, and enhance the ability
and performance of followers (Blanchard et al 2009). The
ability here does not refer to the specific technical capabilities
required by the business, but to the past performance and ability
to do things. People need to believe that leaders can take them
where they want to go. People must see that leaders have the
appropriate experience and good judgment. Followers must also
be able to believe that leaders know where they are going and
have a vision for the future because we know that leaders are
not only the builders of the organization, but also the
organization and the meaning of the organization.
Conclusion
The importance of excellence to our organization is self-
evident. First, a strong leader can make our entire organization
operate more efficiently, producing a 1+1>2 effect. Second, it
can identify the direction and inspire people. In times of
difficulty, let the team be more confident and determined to
overcome difficulties and achieve goals. Finally, help us better
cope with risks and crises.
References
Goﬀee R and Jones G (2006). Why Should Anyone Be Led by
You: What it Takes to Be an Authentic Leader. Boston, MA:
Harvard Business School Press.
Carsten M., Uhl-Bien M., West B., Patera J. and McGregor R.
(2010). Exploring social constructions of followership: A
qualitative study. Leadership Quarterly 21: 543–562.
Blanchard A., Welbourne J., Gilmore D. and Bullock A. (2009).
Followership and employee attachment to the organization. The
Psychologist-Manager Journal 12: 111–131.
LEADERSHIP

1
LEADERSHIP
2
Week 3 Assignment
Bruna Martins
April 2019
Leadership
Every leader has a communication style, conflict style and the
type of power that are using mostly depending on the
environment and personality among other factors. To
development an assertive and effective communication, the
daily interaction is very important. it will also enable one to
conflict style and the type of power that they use mostly. In this
essay, we are going to discuss the communication style, the
conflict style, and the type of power that I mostly use.
Communication Style
In every communication, assertiveness is always employed
because it is not a skilled that is reserved for the chosen few,
but for everyone and it needs practice if it is not used frequently
(Alonderiene & Majauskaite 2016). The technique can be
mastered at home or with the friends depending on the
persistence and the self-honesty. The communication styles are
important as they help in understanding a person and knowing
their reaction after passing the information. Before a person

decides that he or she wants to communicate assertively, the
understanding of the usual communication style is needed.
There are five communication styles that are used in different
situations and a person will mostly fall into a particular one
which is their default style. The one that is default to me is the
assertive styles.
The Assertive Style
The assertive communication is the most effective and the
healthiest communication style as it ranges between being too
passive and too aggressive (Tsai & Men 2017). Assertiveness
enables one to be confident and communication without
manipulation or resorting to the games. Because the person
knows his or her limits they do not allow to be pushed beyond
them because another person needs something. This is my main
style but to my surprise, most people do not use it.
I use the style mostly because it enables the achievement of the
goals without hurting others together with the protection of my
own rights and respective the rights of others (Newton n.d).
Also, it is beneficial to be because it enables one to make his or
her own choices and the understanding of the non-verbal
behaviors of an individual. Besides, the style enables the polite
communication together with respecting other and feeling them.
The style come to be the one that I use the most because this is
what I practice every day.
Conflict Style
Conflict is among the common things at any place and it can led
to mental issues, reduced productivity and the absenteeism at
the work place. On the other hand, conflict acts as a motivator
which brings new ideas and innovations thus increasing the
flexibility and understanding at the work environment (Benoliel
2017). But, the different conflicts have to be effectively
managed to facilitate the success of the organization. These
conflicts are majorly solved using the different styles,
compromising, competing, avoiding, collaborating, and
accommodating depending on its own benefits. With me, the
style that I use mostly is the collaborating conflict management

style.
The conflict collaborating managing style uses both the
cooperative and assertiveness ways for finding the solutions.
Cooperative and assertiveness works together to identify the
solution that is very confortable will all the parties without
favoring one. Due to the equal judgment on both sides, the
negative feelings of the outcome is avoided hence peace at work
(Benoliel 2017). Besides, the style enhances equity and honesty
hence the most effective style that I practice because is not into
favorism. The style is highly utilized to solve the conflicts at
the workplace that arises every day without favoring one part.
Judgment is done basing on the facts and the truth.
Type of Power
An effective leader is able to understand how to manage power
together with the employees and the tasks. The type of power
that I mostly use is the referent power which has the ability of
building loyalty with others while attracting them. The power
gives respect to all the bodies of the organization basing on the
values of the respective leader (Prescott 2015). The style can
be studied, developed or born with it and exercised in the field
for effectiveness.
As a leader, this type of power is utilized by the leader when
they respect every member of the organization regardless of the
race, gender, disability, and religion among others. When the
respect is from the top management, the other employees will
also emulate the same character hence effective management of
the organization (Iqbal et al., 2015). Besides, respect facilitates
effectiveness and efficiency at the work place hence maximum
production. The style is very effective in all the organization as
it enhance respect which among the leader aspects for
effectiveness in the organization.
In conclusion, the communication, conflict and the leadership
styles are among the basics foundation of managing the
organization. The style that the leaders practice under this is
what will determine how the organization will succeed. Leader
have to choose the styles that are most beneficial not to them

but also the whole organization. If they are born with these
styles, they can learn and practice them regularly for effective
management of the organization.
References
Alonderiene, R., & Majauskaite, M. (2016). Leadership style
and job satisfaction in higher education institutions.
International Journal of Educational Management, 30(1), 140-
164.
Benoliel, B. (2017). What’s Your Conflict Management Style?
Retrieved from:
https://www.waldenu.edu/connect/newsroom/walden-
news/2017/0530-whats-your-conflict-management-style
Iqbal, N., Anwar, S., & Haider, N. (2015). Effect of leadership
style on employee performance. Arabian Journal of Business
and Management Review, 5(5), 1-6.
Newton, C. (n.d). Five Communication Styles. Retrieved from:
http://www.clairenewton.co.za/my-articles/the-five-
communication-styles.html
Prescott, J. (2015). The Six Types of Power for Leaders. The
Power of Great Leaders. Retrieved from:
https://www.linkedin.com/pulse/six-types-power-leaders-john-
prescott
Tsai, W. H. S., & Men, L. R. (2017). Social CEOs: The effects
of CEOs’ communication styles and parasocial interaction on
social networking sites. New media & society, 19(11), 1848-
1867.
ACQUIRED NEEDS THEORY
1
ACQUIRED NEEDS THEORY
5

Acquired Needs Theory
Bruna Martins
April 2019
Acquired Needs Theory
The acquired needs theory presents that individuals acquire
specific needs over time and an individual’s life experiences
shape these needs. Grounded on this theory, individuals have
three motivational needs including achievement, power, and
affiliation. Every individual has an ambition for achievement,
power, or affiliation and each individual is driven by one of
these needs. These three needs influence an individual’s
motivation and effectiveness in job functions. Therefore,
understanding what motivates each of the employees is
important for a leader to motivate the employees.
One of the needs in this acquired needs theory is the need for
achievement. It entails the desire of an individual for
considerable achievements, skill mastery, control, or high

standards (Lussier & Achua, 2015). Employees having a high
need for achievement do not seek power or approval but rather
success. Such employees avoid low-risk activities since they are
easy to accomplish and thus cannot measure success and void
high-risk activities for fear of failure or success may be
attributed to luck and not actual effort (Arnolds & Boshoff,
2003). Employees with a high need for achievement value
success as a result of the effort level they exert. They also value
feedback as they progress.
Therefore, a leader can motivate these employees by giving
them nonroutine and challenging tasks having cleat and
attainable objectives. This is because, employees with a high
need for achievement prefer challenging tasks as such tasks
stretch their abilities and measure their success (Wu, Matthews,
& Dagher, 2007). However, as much as the tasks assigned to
these employees are challenging, the leader should ensure that
these tasks are of moderate difficulty since such tasks have a
moderate success probability and the success outcomes are due
to their effort and not luck. As well, a leader need not give such
employees immediate and frequent on their performance since
high achievers want rapid feedback to measure whether they are
improving or not (Wu et al., 2007). As well, a leader needs to
give high achievers increased responsibility to do new things
since such employees seek personal responsibility in finding
solutions to problems.
Another need in the acquired needs theory is power. Employees
with a need for power are authority motivated. They are driven
by the needs to control others, be influential, effective and
make an impact (Lussier & Achua, 2015). Such employees have
a strong need to lead and for their ideas and contributions to
prevail. The employees need either personal or institutional
power. Those needing personal power wants to control and
direct others, and this is undesirable, and those needing
institutional power wants to organize others’ efforts to achieve
organizational goals, and this is desirable (Aworemi, Abdul-
Azeez & Durowoju, 2011). Those with a high need for power do

not seek recognition or approval but rather agreement and
compliance.
A leader can leverage the potential of those employees needing
power to positively support team goals and help others in the
team feel competent. Motivating employees with a high need for
power necessitates a leader to let such employees plan and
control their job functions as much as possible since they drive
their motivation from being in charge (Arnolds & Boshoff,
2003). As well, a leader should include such employees in
decision-making, in particular, if the decisions affect them since
power-driven employees desired to be influential and make an
impact. As well, since power-drive individual prefers to work
alone rather than in a team, a leader can place such employee
into competitive and status-oriented tasks. Additionally, for
those employees that need institutional power, a leader can
assign such employees to leadership positions in teams since
they are effective in organizing the efforts of others in a team to
achieve a common goal (Aworemi et al., 2011).
The last need in the acquired need theory is the need for
affiliation. Individual with a high need for affiliation drive
motivation from friendly and close interpersonal relationships
(Lussier & Achua, 2015). Such individuals strive for
harmonious relationships with others and need to feel accepted
by others. They are not inclined to competitive situations but
rather cooperative situations. They desire relationships which
encompass high mutual understanding degree. They prefer work
which offers significant personal interactions, and thus they are
good at working in teams (Chapman & Schwartz, 2010). They
seek approval rather than recognition.
Motivating employees with a high need for affiliation would
necessitate a leader to assign or let such employees to work as
part of a team. Having a strong bond with others makes
affiliation-driven employees feel they belong somewhere and
get a sense of being part of something and this gives them
motivation (Chapman & Schwartz, 2010). Besides, such
employees are supportive team members. The tasks that these

employees do are not drivers of their satisfaction. These
individuals get satisfaction from working with other people. As
well, a leader needs to give the affiliation-driven employees lots
of praises since such employees prefer approval (Chapman &
Schwartz, 2010).
In conclusion, a leader can utilize the acquired needs theory to
motivate the employees. First, a leader needs to understand the
needs of the employees. This enables a leader to identify
employees who are either motivated by achievement, power, or
affiliation. For the achievement-driven employees, a leader
needs to assign such employees moderate difficulty task since
these employees drive motivation from carrying out challenging
but attainable tasks. For the power-driven employees, a leader
needs to let such employees plan and control their job functions
and participate in decision-making. For the affiliation-driven
employees, a leader needs to let such employees work as part of
a team.
References
Arnolds, C. A., & Boshoff, C. (2003). The influence of
McClelland's need satisfaction theory on employee job
performance: A causal study. Journal of African business, 4(3),
55-81.
Aworemi, J. R., Abdul-Azeez, I. A., & Durowoju, S. T. (2011).
An empirical study of the motivational factors of employees in
Nigeria. International journal of economics and finance, 3(5),
227-233.
Chapman, S. G., & Schwartz, J. P. (2010). Affiliation Need. The
Corsini Encyclopedia of Psychology, 1-2.
Lussier, R. N., & Achua, C. F. (2015). Leadership: Theory,
application, & skill development (6th ed.). Cengage Learning.
p.86
Wu, S., Matthews, & Dagher, G. K. (2007). Need for
achievement, business goals, and entrepreneurial
persistence. Management Research News, 30(12), 928-941.

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