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Finding a Perfect Position

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Finding a Perfect Position Finding a perfect position requires an assessment of the strengths and weaknesses of a person’s leadership style. The Leadership Assessment from Pearson/Prentice Hall was conducted within the framework of the University of Phoenix assessment site. Results from this regimen reveal that the author is task oriented (Robbins, 2009). Recognition of weakness in one’s style should be considered positively since it would be contrary to the best interests of an individual or an organization to employ the services of that person based on attributes which could eventually lessen effectiveness. The assessment clearly revealed that my weakness from a leadership style perspective is that I am not people or relationship oriented. This should not mean that I have anti-social tendencies but is closely aligned to my perception or attitude concerning particular tasks. When given an assignment I develop expectations which will formulate my approach to that task. The task must be efficiently carried to completion. My expectations would include that the people assigned to this task are capable and if proven otherwise, they should be replaced or given the opportunity for correction. The assessment may correctly indicate that I have a lower concern for people and do not necessarily trust people. This bears a strong relationship to my task orientation in which that particular strength causes or requires me to maintain a focus on the vision of the involvement of the moment. My expectation is for others to join that vision as I do.

Many theories are available with overlapping and contrasting styles included in their descriptions. Fiedler’s contingency model specifically mentions the task oriented versus relationship oriented style which carries close parallel to the assessment (Robbins & Judge, 2007). One aspect of his theory which raises concern

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