... Managers need to recognize these differences and develop a plan for cohesion and stability. In the University of Phoenix class Organizational Leadership, the members of Learning Team B have all taken DiSC Assessments to understand better these traits and tendencies. In the following paper I will outline a professional development plan for these members both individually and as a group with my ability to lead them. Ebony Ingram Ebony Ingram is an Assessor (Ci) with a predominately cautious style. The assessor is “less guarded and less indirect than most other cautious styles” (University of Phoenix, 2015). An assessor is a wonderful asset to have on a team because they can have great intuition with a head full of knowledge through detailed evaluation. The negative of this style is that even though Assessors are quick thinkers, they may be slow to take action (University of Phoenix, 2015). This is something to keep in mind when putting together a professional development plan with contrasting personnel working together. Rasha Long Rasha Long is a Go-Getter (Sd) with a predominately steadiness style. The go-getter is “less open and less indirect than most other steadiness styles” (University of Phoenix, 2015). This can be beneficial to a group through taking charge in short-term situations and multitasking. One negative of this style is that a go-getter can become rigid and guarded when under pressure (University of Phoenix, 2015). As leaders, this personality can be utilized...
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...stated in his interview that when an employee has done something wrong it goes through a discipline process where there is a sit down meeting with the managers and the employee. This discipline practice could be achieved in a less foreboding way. In the Management and Power book, it discusses control processes and systems. One technique is the “employee discipline system,” There are a few key points that help us understand ways to discipline employees that are consistent and reliable. “Progressive discipline ties reprimands to the severity and frequency of misbehavior” (392), Mr. Garcia could improve his system if he follows a progressive style, one that is more relatable to his workers. Another thought is that “a reprimand should support realistic rules,…consistently applied,…in a supportive setting,” this is similar to the style of the one-minute manager. Another concept that Mr. Garcia can focus on is his “strategic leadership.” In the Management and Power book it states that strategic leadership “inspires people to continually change, refine, and improve strategies and their implementation” (153) When talking with some of his employees, they all state that he is respectful and capable. However, they believe he could help the workers by having clearer set goals and actions. Using the concept of a strategic leader, “he has to be a guardian of trade offs,” (153) which means he needs to keep focused on the task at hand and discipline if necessary. He needs to “create a sense of...
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...My Leadership Philosophy Dictionary.com defines leadership as the position or function of a leader, a person who guides or directs a group. I will go in-depth on leadership and how I feel it should be achieved in hopes that you will grasp my vision for leadership. I will be explaining what I consider an importance to leadership and describing the aspects I want to improve in my own leadership style. There are many different leadership styles: transactional, laissez-faire, and coaching to name a few, and I believe ones’ leadership style is based off of your morals and the interactions you have had with your leadership. My goal is to take the different leadership attributes I observe and produce the perfect leadership style for myself. I quickly found out that my objective was not easy for me to achieve. I have worked in three different duty positions in my four years serving in the Army, but all of them gave me an opportunity to work on my leadership skills. I used my experience as the lowest ranking Soldier on my team as an opportunity to learn from my higher-ups while in the Cyber Protection Brigade. I do not solely base my leadership quality on how my higher-ups feel I need to be, but how my soldier views me as their leader. I strive to portray a leadership style that my Soldiers will want to emulate....
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...Situational Leadership Approach in Organizations Trina J. Hill LDR 531 - Week 2 January 22, 2013 Dr. Devona Smith-Fink Situational Leadership Approach in Organizations Management theorists Paul Hersey and Ken Blanchard developed the situational leadership approach. This methodology supports the notion that there is not one leadership style more important or ideal than another. Rather, the leader must apply an adaptive manner by judging the impact of contextual information along the path of leadership processes. Military organizations have recognized the importance of the contextual factors involved in the situational leadership approach. The Situational Life Cycle Theory of Leadership The theory requires the leader to examine the maturity level of their subordinates and fuse the task-oriented and relations-oriented behavior. Leadership style is also emphasized; and a delicate balance with maturity and style materializes to successfully lead based on the situation. Hersey and Blanchard modeled four leadership styles: telling, selling, participating and delegating with four maturity levels: low, medium (low skills), medium (high skills), and high maturity. “Four degrees of maturity (quadrants M1-M4) are distinguished… segments of a continuum ranging from immature to mature” (Yukl, 2010 p 233). The cycle is progressive as relationships and behaviors are directed, coached, delegated and supported from leader to subordinate, as exhibited in the figure. A high-maturity...
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...Running Head: PERSONAL LEADERSHIP STYLE Personal Leadership Style Shannon Hicks University of Phoenix Personal Leadership Style For one to understand the significance of a leader, the term must first be understood. The term leadership is a word taken from the common vocabulary and incorporated into the technical vocabulary of a scientific discipline without being precisely redefined (Yukl, 2006). One of the many examples of leadership is defined as the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organization (2006). Common, but significant vocabulary words used in the above definition would be influence, motivation, and contribution. An effective leader has to be able to influence the team. Without influence, followers will be reluctant to support the leader in the task. The leader must gear up to articulate the goals of team. Different methods of influence can be used to accomplish different outcomes depending on the nature of the situation. An experienced leader can manipulate people into doing something, may become committed to the task, subsequently discovering the act is the best option for the team. Ethical use of power is encouraged, but should not abused. Motivation is the desire a person has for achieving a goal, combined with the energy to work toward the goal ((Lintem, 2002). Leaders should concern themselves with what things mean to people, and try to get people...
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...ADVANTAGES and DISADVANTAGES of SOME COMMON LEADERSHIP STYLES and EVALUATION OF HOW TO IMPLEMENT THEM BEST in the 21st CENTURY Name:Lei Jie Student Number:139105483 Tutor Name: Nathan Lomax Word Count:982 WORDS Module Number:MODULE LE2023 As international companies become more and more powerful, their leaders are faced with the responsibility for their survival and development. Being aware of different leadership styles could help them to make the right decisions. This essay looks at three common leadership styles, evaluates their strengths and weaknesses and examines how they may be implemented in the 21st century workplace. Although it may be difficult to classify people under specific headings, having awareness of different styles could be a benefit to managers. One leadership style identified by Goleman (2000) is the coercive style. This kind of leadership is synonymous with dictatorship, where only one person presides with absolute authority over the followers or workers(“Autocratic Leadership Style,” n.d.). The coercive leadership style is most often associated with negative leaders. People with coercive traits, a means of control, often give compulsory orders and need absolute obedience, or severe punishment is awaiting. It might inhibit the organization’s flexibility and weaken employees’ incentive. Employees’ under long-term emotional domination would feel depressed and stressful. However, today, autocratic leadership, used correctly, remains distinctly effective...
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...Technology is ever- evolving and constantly progressing. Understandably, managers have taken a progressive approach to managing by emphasizing on teamwork and cooperation. (Nickels, McHugh, & McHugh, Chapter 7, 2010). The innovation of Steve Job’s influential leadership has had a substantial impact on the fate of the organization and lives of followers of Apple Inc. At Apple Inc., business is slated to be conducted ethically, honestly and also claims to comply with all laws and regulations. There are many methods for evaluating and defining Steve Job’s style of ethical leadership in comparison to others. The Williams Institute Ethics Awareness Inventory Assessment defines one style of ethical leadership as Equity. Beliefs that there are no absolute standards of right and wrong are common with leaders that exhibit an Equity ethical leadership style. How does the management style used at Apple Inc. parallel with that of Equity? Apple has instituted policies not only for Apple employees but anyone doing business with Apple. There are codes of conduct for suppliers of products and conditions are written out for the price of doing business with Apple. “The code of conduct requires suppliers to provide safe and healthy working conditions, to use fair hiring practices, to treat their workers with dignity and respect, and to adhere to environmentally responsible practices in manufacturing. To that end, the code includes standards in areas of Labor and Human Rights, Health and...
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...Unit 5012 Being a Leader Introduction: Being a leader is bliss in its true sense as it helps a person to set goals or targets in their lives and then prepare an organized plan of action in order to accomplish all these goals. Leadership is the capability of efficient execution of various tasks by driving each member of the team to give his/her best and channelize his/her potential and co-ordinates the entire team to work collectively in order to accomplish greater organizational goals. Learning outcome 1) Understand the organisation’s ethical and value-based approach to leadership 1.1) Evaluate the impact of the organization’s culture and values on leadership Organisational culture is a total of the organisation’s past and current assumptions, experiences, philosophy and values that hold it together. These are expressed in its self-image, inner workings, interactions with the outside world, and future expectations. It is the way the organization conducts its business, communicates and exchange information. The ideal organisational culture depends on the strategy of the company and kinds of competitive forces its businesses are dealing with. Values are building blocks of culture. They motivate behavior and emotional responses. They support the process in which people approach their work, make choices and decisions and deal with each other. Deal and Kennedy’s cultural model helps us understand rites and rituals in corporate culture. Deal and Kennedy’s cultural...
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...we look at a broader perspective, several different forms of leadership styles and approaches have been adopted by the both the coaches. Based on observations, coach knight plays a negative leadership style role, while coach K’s approach was a more positive approach. The behavior of the two coaches is therefore differing to each other. Coach Knight’s Leadership approach style was hurtful, detrimental and vigorous but lead, but through these practices his team had successful wins. On the Parallel, coach K was liberal, substantial and progressive but also potent. The two coaches practiced many rules and made several changes to succeed as a team, they were very talented and had skills that left constant trails for success. Power Bases Expert, Referent, coercive and Reward Powers were the Power bases used by both the coaches for the successful building of a successful team; Coach K has used reward and referral power by connecting with his players and by constantly encouraging his players by consistently appreciating their performances and thus used the power bases in a positive way. Knight used applied coercive power on his players in order to boost the performance of the player. But on the other hand he also was rewarding by inviting players to his home for dinner and appreciate the hard work of the players by hugging the players and pat their backs and for doing a good job. Managerial and Leadership roles The managerial skills of coach Knight were more...
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...Small Business > Managing Employees > Managers Taxonomy of Management Theories by Lisa McQuerrey, Demand Media Different management theories address different aspects of corporate leadership. Different management theories address different aspects of corporate leadership. Related Articles Theories of Management Roles Theories of Total Quality Management Management Theories & Concepts at the Workplace What Is a Blue-Collar Worker and a White-Collar Worker? Advantages & Disadvantages of Matrix Organizational Structures in Business Organizations Advantages and Disadvantages of Diversity in Workplace The taxonomy of management theories represents classifications of detailed descriptions of management approaches, philosophies and practices used across a wide range of industries. Each individual theory outlines specific approaches to issues related to workforce management topics including employee morale, leadership styles and organizational structuring of employee groups. Bureaucratic Management Theory Introduced in the 1930s, a bureaucratic management theory develops a hierarchy among managers and employees, creating a chain of command in which each person in an organization has an immediate direct report above him. An example of bureaucratic management theory can be found in companies in which an organization is divided into individual departments, each containing a manager who reports to a director, a director who reports to a vice president and a vice president...
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...is a dull side of the normal practice of human asset administration; it frequently expect a top down chain of command in the middle of administration and its representatives and fundamentally advances the acts of managerial right. These sorts of administration practices engage the supervisor and their subordinates to do any sort of exercises (as indicated by law) without the assent and former data to the representatives (Saini, 2013). This report will examine the top down methodology of human asset administration quickly to assess its dim sides and it will exhibit the suggestions to change over this methodology into a more straight approach which will consider the workers as individuals instead of an asset to oversee. Top down progressive system of Human Resource Management There are various HRM techniques in practice to viably deal with the human asset by creating a relationship between the endeavors of people...
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...Changing Face of Police Management For law enforcement agencies to succeed its current leadership style and practices must change to keep up with these progressive times. The old authoritarian style of leadership of conformity and unyielding compliance will no longer work today. One of the reasons for law enforcement agencies to prepare now rather later is because the face of law enforcement is evolving. As veteran officers retire a new generation of police officers are being hired and are currently or soon will be leaders in their agencies. To prepare for this eventuality, law enforcement agencies need to develop them by using a shared leadership model, by enhancing their communication skills as well as creating a strategic plan for their agency. By addressing these key issues, agencies will become more successful in obtaining its organizational goals. For an organization is to succeed they need to understand the generational differences between the specific generations affecting law enforcement, “Baby Boomers”, “Generation X” and “Generation Y.” In an article written by McCafferty, he describes the differences of the generations: Demands on police officers in the past 30 years have grown dramatically with the increasing threats to social order and personal security. Selection of police officers has always been difficult, but now with the increasing demand and complexity of police work, along with the candidates applying from Generation X and even Generation...
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...Crystal Reed-Hardy Interview Transcripts Leadership February 27, 2013 Interviewer: Crystal Hardy Interviewee: Cassandra Patterson, Vice President of Human Resources, Housing Authority City of Milwaukee (HACM). Interview Setting: Interview conducted in office of Ms. Patterson, downtown corporate office. The interview was conducted at 3:30 PM on Wednesday afternoon. Affiliation with interviewee: Ms. Patterson has been is my supervision and mentor. Start of Interview Interviewer: Please tell me about your history with HACM. Interviewee: I am Vice of Human Resources (HR) for the Housing Authority of the City of Milwaukee (HACM). I am of African-American decent and female by gender. I came up from the ranks and has elevated to the executive positions she now holds with HACM, a position she has held for the last seven years. Interviewer: What are your responsibilities as a leader? Interviewee: As the VP Human Resources I am responsible for directing all of the people functions of the Authority in accordance with the policies and practices of the Authority. Interviewer: What is your Educational Background? Interviewee: I possess a Bachelors of Arts and a MBA, with emphasis on strategic HR. Interviewer: How did you get into your current position? Interviewee: I started out twenty years ago as a Lieutenant in the US Army where I did HR work and got into the corporate arena and came up the ladder from HR Generalist, HR Manager to Director to VP. Interviewer:...
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...of his or her personal leadership style. As a student at the University of Phoenix, one may accomplish this by participating in self-assessments. When one is earnest and open with his or her views and values, these self-assessments reflects it, which enables one to develop and grow in his or her leadership style. The self-assessment used for this assignment contains six areas and each area is analyzed and interpreted. The analysis and interpretation gives one a true picture of his or her strengths and weaknesses in a leadership role as a Counselor helping veterans to enter and be successful in post-secondary education. The first self-assessment asked “What’s My Leadership Style?” which taps the degree to which one is task or people oriented indicates that one’s concern for people or people-orientation which focuses on group interactions and the needs of individual members is high with a score of eight. The self-assessment also indicated that one’s concern for task or task-orientation which focuses on getting the job done is also high with a score of 17. This self-assessment states that the “best leaders are ones that can balance their task/people orientation to various situations” and a high score on both task/people orientation indicates this balance (Pfeiffer and Jones, 1974). The self-assessment that follows asked “How Charismatic Am I?” and one having a high score in this area is considered by followers as having heroic or extraordinary leadership abilities. The self-assessment...
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...Finding the Leader in You: Self-Assessment Organizational Behavior BUS 520 Dr. Ras Tsidi Acolatse July 23, 2013 Finding the Leader in You: Self-Assessment An accurate profile of my personality characteristics would read: progressive 21st Century leader, able to achieve positive results through transformational and transactional leadership (Schermerhorn, Osborn, Uhl-Bien, & Hunt, 2012, p. 310), proven intuitive skills, keen sense of achieving results through compromising and excellent problem-solving techniques; achieved success in organizations developed through organic or mechanistic design. The results of my self-assessment portfolio reflect profile management foundations (PMF) of an individual with the necessary traits to manage and lead others in fluid, fast pace, and sometimes, volatile organizations. My “A Twenty-First Century Manager” score of 9/10 is the culmination, results of over 40 years in the workforce. Every job and professional experience has built upon the other in providing me the traits of being an effective leader in the 21st Century and beyond. I have gained and maintained the requisite skills to be an effective manager, and I possess the necessary traits for achieving mission success in organizations with varied and diverse missions, whether it is a Government agency/entity, or a private organization. I also have the ability to be both a transformation leader (score 24) or transactional leader (26), as dictated by the vision, goals, and objectivities...
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