...A.1. Evaluate my leadership style My main leadership style is delegator. The advantages to the employees are they work on their own, no one stands over them and they set their own work schedules. The employees use their creative talents to enhance the finished product. The employees feel that they are in charge and have a stake in the finished project. Other advantages for the employees to work this way are they have the freedom to set their own hours. They can arrive late, leave early or take a long lunch, as long as the project they are responsible for is on schedule. This style of leadership empowers and makes the employee more responsible (Beck & Yeager, 2001). Strengths: · Leader time management- The leader or manager will more time to focus on important issues instead of standing over employees making sure the work is done. · Using the best talent for the task- One person is not good at everything, if the best person is selected for the task, based on ability, the task will be completed quickly and painlessly. · Develop skills- Delegation allows employees to learn and grow. Assignments completed with a coworker will allow the employee to learn new skills that the employee does not know. Developing the employee’s skills prepares the employee for a promotion and it allows the leader to pick from a larger creative pool. · Communication- Communication is imperative, without communication between the employee and the leader, the leader will not know the progress of the...
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...Leadership Task 1 September 16, 2014 Leadership Analysis Personal Leadership Style After reading Leadership: Research Findings, Practice, and Skills, I believe that I fall into a Participative style of leadership, as I am very big on getting feedback about decisions, especially when the feedback is from a person or persons that have more experience in the current situation than I do. My philosophy in life and business is that most likely someone has already encountered the same project or problem and would have insight on how to accomplish or resolve. Further, I believe this mindset would put me in the subcategory of a consultative leader, where I gather input, but retain the final decision making authority. “Consultative leaders confer with group members before making a decision. However, they retain the final authority to make decisions” (Dubrin, 2010). I know that as a manager, I can be detached from everyday work that matters to the customers. This is where those whom I manage would be able to offer more insight on operations. Additionally, I am not well versed in every aspect of operations within a company, therefore, I would rely on experts in their fields, i.e., marketing, to provide insight. The openness of management with this style is a strength. As workers on the front line are involved with customers and daily operations, their feedback is valuable and real, it helps play a part in strategic planning. When employees know their opinions matter and that management...
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...Running Head: Leadership Skills Analysis Leadership Skills Analysis Competency 325.1 Running Head: Leadership Skills Analysis As I reviewed all the different leadership styles within our e-text I came to the conclusion that my individual leadership agenda is most congruent with the participative style. " Sharing decision making with group members and working with them side by side has become the generally accepted leadership approach in the modern organization" (DuBrin, 2009, p. 113). As a leader, I strive to make an effort to extract thoughts and opinions from my team members when making major decisions that impact the team as a whole with my chosen leadership style. Participative, also referred to as consensus, leadership allows managers to evaluate and integrate the whole picture within their role allowing for a more unified approach to decision-making. Thorough assessment of my team members’ leadership styles, I have chosen to compare the styles of Delegation and Problem-Solving. (… effective leaders who are good at problem solving,[->0] skilled at managing the balance between openness and decisiveness)”. (Beck &Yeager, 2001). Problem Solvers hope to maintain a balance between sincerity and conclusiveness. The Delegator utilizes a different leadership approach. “What leaders often...
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...SAT2 Leadership Task 1 A1.) I am a Participative/Consultative leader. My style on the Leadership Grid is Sound Leader. I believe in empowering my team to participate in the decision making process both as a team and as individuals. My team members are experts in their particular functions, and as such have valuable skills and experience to add to the decision making process. In order not to slip into the Human Relations leadership style, I maintain control of the final decision after getting input from the team, and manage the insignificant day-to-day decisions with an understanding of the needs of the team and the requirements of the project. I set incremental and final goals for the team after we have discussed a project and determined the appropriate path to successful completion. I am aware of personal goals of my team members, and support them while keeping in mind the organizational objectives. a.) One strength of the Participative/Consultative leadership style is that the team members feel heard and are invested in the outcome as they have contributed to the project development and structural process. This means that there is less complaining, more focus on the goals of a project, and generally more willingness to cooperate with other team members in order to reach objectives. Another is that in utilizing my subject matter experts in a given area, I do not myself have to become an expert in each area. I trust my subject matter experts to know their area of expertise...
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...LEADERSHIP - SAT TASK 1 A1. LEADERSHIP STYLE Leadership is the ability to organize a group of people in order to achieve a common goal. My leadership style is participative leadership and it is to share decision making with each member of my group. A Participative style of leadership encompasses consultative, consensus, and democratic. As a participative leader who is consultative, it is very important that I confer with members of the group before making final decisions on issues concerning the group. In addition, as a consensus leader, it is important to build consensus among the group in order to encourage group discussions concerning an issue and finally make decisions that fully reflect the agreement and support from the members of the group. Consensus leader ensures that all members of the group are involved to support a decision before it is considered final. Also, a participant leader is a democratic leader who ensures that final authority in decision making lies on the group. In this case, the group deliberate on issues and collect group opinion, and then cast votes in order to determine the final decision to make. DuBrin, A. (2010). Leadership. The advantages of the Participative style of leadership are that it operates on bases of management openness which allow leaders to accept suggestions from group members to manage the operations. The participative style also allow welcoming ideas from workers since the workers are closer to the market and know how the products...
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...A1. Leadership Style: My leadership style evolved from an autocratic style while serving in the military to a situational style in my current career as a therapy supervisor. My staff consists of sixteen occupational therapists, three occupational therapy assistants, one speech-language pathologist, and ten physical therapists. The staff members are unique individuals with high level of education and various skill levels. Together, they are a highly engaged team. The most senior staff member has thirty-nine years of clinical experience with twenty years as the department supervisor. The most junior staff member has ten months of clinical experience and a strong focus on research. Majority of the staff have over fifteen years of clinical experience and mentor the less experienced staff members. Therefore, I must identify the priorities of the department and the larger organization, the technical and clinical skills of the staff, the engagement of the staff, and adjust my leadership from directing, coaching, supporting, and delegating depending on my staff’s needs and the situation. This style allows me to be flexible in my approach depended on the tasks and actions that I am requesting from them. This style also allows me to support my staff in their professional and technical development. This style resulted in the development of a clinical education program, preschool-aged therapy group, teaching opportunities both in the community and overseas, and home-based therapy...
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...SAT Task 2 Personality Traits and leadership styles of great leaders Each person is unique and has their own personality traits that make them different from the next person. Likewise, each leader is different and has their own methods of leading their teams. In order to be an effective leader there are certain traits that research has shown effective leaders have. They are broken down into two categories, general personality traits and task related personality traits. In the figure below you can see examples of the general personality traits of effective leaders. General Personality Traits of effective Leaders (Fig. 2-1 DuBrin, A. , 2013). A self confident leader is a good leader due to his/her self assurance. The ability and confidence to take charge and make (sometimes quick) decisions is important for leaders because it often must be done. Self confidence is also associated with being able to stay calm in stressful situations, another good trait for effective leaders. Humility is an very important trait for leaders to exhibit at the right times. No one knows everything and as a leader, they need to realize and acknowledge they too make mistakes and have room to grow in order to improve. Trustworthiness is an important trait for leaders to have so that they set a good example for their team. Also, honesty is important to be given the first and every time so that incorrect information is not communicated from employee to employee or from employee to customer...
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...Lens and Dilemmas Ethical Leadership C206 April 4th, 2015 Ethical Lens and Dilemmas Ethics is the guiding force in any respectable organization. With a moral compass, especially in the leadership of organization, a company can become compromised and fall into a quagmire of legal issues, a tarnished reputation, and devaluation of company stock if it is a publically traded company. In pursuit of examine my own ethical lens I will analyze the ethical traits of an admired leader, my own traits as exhibited in the Ethical Lens Inventory, and how I make a decision concerning a particular ethical dilemma. Ethical Traits of President Obama My chosen leader for this ethics review is President Barack Obama. President Obama’s two leading exhibited ethical traits are respect and fairness. According to article Obama's Leadership & Character Traits Obama showed the first trait, respect, when he shared his views concerning diplomacy with Iran before he took office. He believed that we should recommence peace talks with Iran rather than pass a bill that would seek to label a group within their borders a terrorist threat which would lead us to locate troops near the Iranian border and escalate already heated tensions with Iran. Obama showed respect in this instance by believing that the past of an organization does not inherently infer that the organization should be disrespected by using force first rather than diplomacy. (Obama's Leadership & Character Traits, n.d.) The...
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...A. Discuss how an understanding of nursing-sensitive indicators could assist the nurses in this case in identifying issues that may interfere with patient care. Nursing-sensitive indicators reflect elements of patient care that are directly affected by nursing practice, specifically three aspects of nursing care which include: structure, process, and outcomes. Structural indicators include the supply of nursing staff, the skill level of nursing staff, and the education and certification levels of nursing staff. Process indicators measure methods of patient assessment and nursing interventions. Nursing job satisfaction is also considered a process indicator. Outcome indicators reflect patient outcomes that are determined to be nursing-sensitive because they depend on the quantity or quality of nursing care. These include things like pressure ulcers and falls. When understanding the above, this could greatly assist the nurses in the case of Mr. J in identifying issues that may interfere with patient care in a number of ways. In the first sentence of the scenario, it states that Mr. J is a retired rabbi, with that statement we are informed of Mr. J’s religious beliefs and background of Jewish faith. Structural indicators, specifically the education level of the nursing staff would benefit the certain beliefs and customs members of the Jewish community follow. Having a high level of education would aide in the nurses quality of care. Process indicators would also be of assistance...
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...Fiedler's Contingency Theory of Leadership is regarded by many as the first situational theory of leadership. He broke with the behavioral theorists of leadership and hypothesized that their is no one right way for a leaders to behave in all situations. He went on to state that situations could be classified as most, moderately and least favorable to leadership based on three dimensions -- leader-member relations, task structure and position power. Fiedler's Theory of Leadership is more complex than the behavioral theories of leadership. He said in took a pretzel shaped hypothesis to explain a pretzel shaped world. One of the contributions of his theory of leadership was the idea that not one form of leadership is appropriate for all situations. He continued to view most people as having a predisposition to be either task or relationship-oriented as a primary style of leadership. In addition, he recognized that people had a secondary style of leadership which they could use in low stress situations. For task-oriented leaders, their secondary style was relationship-oriented. For relationship-oriented, the secondary style is to look for new challenges. To understand the situation, Fiedler said that the following three factors had to be considered: Leader-member relations - Degree to which a leader is accepted and supported by the group members. Task structure - Extent to which the task is structured and defined, with clear goals and procedures. Position power - The ability...
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...contingency model is a leadership theory of industrial and organizational psychology developed by Fred Fiedler (born 1922), one of the leading scientists who helped his field move from the research of traits and personal characteristics of leaders to leadership styles and behaviours. 1 Two factors 1.1 Least preferred co-worker (LPC) 1.2 Situational favourableness 2 Leader-situation match and mismatch 2.1 Examples 3 Opposing views 4 Summary Two factors The first management style, Taylorists, assumed there was one best style of leadership. Fiedler’s contingency model postulates that the leader’s effectiveness is based on ‘situational contingency’ which is a result of interaction of two factors: leadership style and situational favorableness (later called situational control). More than 400 studies have since investigated this relationship. Least preferred co-worker (LPC) The leadership style of the leader, thus, fixed and measured by what he calls the least preferred co-worker (LPC) scale, an instrument for measuring an individual’s leadership orientation. The LPC scale asks a leader to think of all the people with whom they have ever worked and then describe the person with whom they have worked least well, using a series of bipolar scales of 1 to 8, such as the following: Unfriendly 1 2 3 4 5 6 7 8 Friendly Uncooperative 1 2 3 4 5 6 7 8 Cooperative Hostile 1 2 3 4 5 6 7 8 Supportive .... 1 2 3 4 5 6 7 8 .... Guarded 1 2 3 4 5 6 7 8 Open ...
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...Diploma in Strategic Management and Leadership (QCF) | Unit 1 Developing Strategic Management and Leadership Skills | Student name | Assessor name | | | Date issued | Completion date | Submitted on | | | | | | Assignment title | Strategic Management and Leadership Report (1 of 1) | ------------------------------------------------- LO | Learning Outcome | AC | In this assessment you will have the opportunity to present evidence that shows you are able to: | Task no. | Evidence(Page no) | 1 | Understand the relationship between strategic management and leadership | 1.1 | Explain the link between strategic management and leadership | 1 | | | | 1.2 | Analyse the impact of management and leadership styles on strategic decisions | 1 | | | | 1.3 | Evaluate how leadership styles can be adapted to different situations | 1 | | 2 | Be able to apply management and leadership theory to support organisational direction | 2.1 | Review the impact that selected theories of management and leadership have on organisational strategy | 1 | | | | 2.2 | Create a leadership strategy that supports organisational direction | 2 | | 3 | Be able to assess leadership requirements | 3.1 | Use appropriate methods to review current leadership requirements | 3 | | | | 3.2 | Plan for the development of future situations requiring leadership | 3 | | 4 | Be able to plan the development of leadership skills | 4.1 | Plan the development of leadership skills for a specific requirement...
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...Diploma in Strategic Management and Leadership (QCF) Unit 1 Developing Strategic Management and Leadership Skills Student name Assessor name Date issued Completion date Submitted on Assignment title Strategic Management and Leadership Report (1 of 1) LO Learning Outcome AC In this assessment you will have the opportunity to present evidence that shows you are able to: Task no. Evidence (Page no) 1 Understand the relationship between strategic management and leadership 1.1 Explain the link between strategic management and leadership 1 1.2 Analyse the impact of management and leadership styles on strategic decisions 1 1.3 Evaluate how leadership styles can be adapted to different situations 1 2 Be able to apply management and leadership theory to support organisational direction 2.1 Review the impact that selected theories of management and leadership have on organisational strategy 1 2.2 Create a leadership strategy that supports organisational direction 2 3 Be able to assess leadership requirements 3.1 Use appropriate methods to review current leadership requirements 3 3.2 Plan for the development of future situations requiring leadership 3 4 Be able to plan the development of leadership skills 4.1 Plan the development of leadership skills for a specific requirement 3 4.2 Report on the usefulness of methods used to plan the development of leadership skills. 4 Learner declaration ...
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...EXERCISE: WHAT KIND OF LEADER AM I?1 | |Strongly | | | |Strongly | | |Disagree | | | |Agree | |I like to stand out from the crowd. | 1 | 2 | 3 | 4 | 5 | |I feel proud and satisfied when I influence others to do | 1 | 2 | 3 | 4 | 5 | |things my way. | | | | | | |I enjoy doing things as part of a group rather than achieving | 1 | 2 | 3 | 4 | 5 | |results on my own. | | | | | | |I have a history of becoming an officer or captain in clubs | 1 | 2 | 3 | 4 | 5 | |and/or organized sports. | | | | | | |I try to be the one who is most influential in task groups at | 1 | 2 | 3...
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...Running Head: LEADERSHIP - TASK 1 1 SAT2- Leadership Task 1 Lauren Hutcheson ID#: 282778 April 14, 2014 MBA – Healthcare Western Governors University Running Head: LEADERSHIP - TASK 1 2 A1. Leadership Style Upon conducting research, it is clear that the definition of “leadership” is not agreed upon. It is fluid, based upon many perceptions, situations, and surroundings. According to Robinson (2010), adopting a specific style of leadership is rather futile as it is, “contingent on the personal traits of the leader, the people being led, and the nature of the activity.” Tools are available to help guide potential leaders in determining a preferred style of leadership. For example, utilizing the “Leadership Self-Assessment Quiz: What Style of Leader Are You or Would Be?” as created by Durbin, 2009 it was determined that my leadership skills lean towards becoming a participative leader. As defined by Dubrin (2009), participative leadership shares decision-making with the group and its members. Participative leadership encompasses so many behaviors and characteristics that it can be divided into three subtypes: consultative, consensus, and democratic. Consultative leaders confer with group members before making a decision. However, they retain the final authority in making those decisions. Consensus leaders strive for consensus while democratic leaders confer final authority to the group. They function as collectors of group opinion and take a vote before making a decision...
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