Table of Contents 1Introduction4 2Methods4 3Results5 4Discussion7 4.
1Leadership Style7 4. 2Values and Behaviours8 4. 3Influence9 4. 4Power Bases and Networks9 5Conclusions11 6Recommendations11 6. 10 – 6 Months11 6.
27 – 18 Months12 6. 32 Years and Beyond12 References13 Appendix 1Introduction The report will concentrate on my assessment of successful and effective leadership through personal observation and also through an interview of an individual that I believe is successful and effective as a leader.The results will be considered and discussed with an emphasis on my perceptions of the leader’s leadership style, values and behaviours in comparison to the person’s own views and leadership theory. A two year plan will also be developed to improve my own leadership effectiveness based on the findings and insights gathered from the research. The report will answer the following questions: •What are the leaders’ perceived leadership style, values and behaviours from my observations? Does the leader agree with my observations of their leadership style, values and behaviours? •How does the leader influence others? •How does the leader draw on networks and power bases? •Do the findings agree with the theory on effective leaders? •How can my own leadership effectiveness be improved based on the findings? The report will outline the methodology used to gather the data, a detailed account of the findings, a discussion on the results and a comparison against the relevant theory and present conclusions and recommendations based on the research.
Methods Data for the report was collected by way of observation of a person I perceived as being an effective leader over a one week period and through a one on...
one interview with that person after the observation period. The person I selected has a long history (24 years) of experience in senior leadership roles within the federal public service. His present role is as the head of a large federal government department. The observations were undertaken without the person knowing they were being observed.During the interview I was able to engage the leader in three questionnaires from the unit text that I felt would give more insight into the persons’ values that might not have been as obvious from simple observation over the short observation time period. The questionnaires undertaken during the interview included: •Leadership Assessment Quiz 5.
1 (Ethical Reasoning Inventory) (DuBrin et al. , pp124-125); •Leadership Assessment Quiz 8. 2 (Organisational Politics Questionnaire ) (DuBrin et al. , pp222-223); •Leadership Assessment Quiz 9.
1 (Survey of Influence Tactics) ) (DuBrin et al. , pp242-243);It must be noted that due to the limited timeframe for observation and with my limited knowledge of appropriate observation techniques the results of the observation period may not be as accurate as would have been if I was properly trained. During the report I will refer to the leader as ‘AM’. 3Results The results from my observations and questionnaires during the interview are shown below. Observed AM’s View Leadership stylePARTICIPATIVE/CONSULTATIVECONSULTATIVE ValuesHonest Committed Ambitious Capable Helpful ResponsibleRespect Commitment Fairness Teamwork Listening BehavioursSelf-confident AssertiveSense of humour Self aware Motivated Empathy Strong work ethic Socially adeptTrustworthy ‘Take charge’ Adaptable Sense of humour Motivated Tenacious Observed ScoreAM’s Own
Score Leadership Assessment Quiz 5.
1 (Ethical Reasoning Inventory)95 Leadership Assessment Quiz 8. 2 (Organisational Politics Questionnaire)711 Leadership Assessment Quiz 9. 1 (Survey of Influence Tactics)Observed ScoreAM’s Own ScoreNorm 1. Team Play554. 1 2.
Charm433. 3 3. Appearance543. 3 4. Manipulation of situation223. 1 5.
Manipulation of person212. 6 6. Assertiveness543. 9 7. Joking or kidding433.
7 8. Exchange of favours442. 9 9.Promise of reward222. 5 10.
Threat of punishment111. 8 11. Ingratiation233. 2 12. Logic or reason544.
3 13. Alliances443. 3 14. Threat of appeal211.
5 15. Compliments553. 6 16. Compromise443.
4 4Discussion DuBrin et al. define an effective leader as one that ‘…helps group members attain productivity, quality and satisfaction… ’ through the right behaviour, skills and attitudes (DuBrin et al.
, pp60-83). By identifying the values and behaviours that effective leaders use most often, one is then able to also utilise these same traits to help group members and ultimately organisations attain their goals.The purpose of the following discussion is to compare and evaluate my perceptions of AM’s behaviours and values with those held by AM, how they compare against leadership theory and how these new found insights can assist in improving my leadership effectiveness. 4. 1Leadership Style From my observations of AM it became apparent early on that he was using behaviours linked to a predominantly participative leadership style, evidenced by the high percentage of decision making being shared with and within the group.His principal style as a participative leader appeared to be consultative in approach where most decisions were conferred with team members before final decisions were made by him (DuBrin et al.
, p75). As a result, maintaining lines of open communication with his team also seemed to be a main concern. It also appeared that he was attempting to ‘make a connection’ with the members of the team by creating an environment of warmth, friendliness, trust and emotional support. DuBrin et al. acknowledge that ‘…when leaders concentrate on communication and developing relationships with followers, it is viewed as effective leadership’ (DuBrin et al.
p61). Therefore, both of these relations based leadership behaviours have a direct correlation to effective leadership. However, AM’s leadership style was not always consultative. There were times where his style did appear to change. These circumstances were mainly apparent when dealing with other leaders (consensus) and members of his team that were perceived to be lacking in motivation (authoritarian). This modus operandi of using different leadership styles for different people and situations appears to be supported by Fiedler’s Contingency Theory, Path-Goal Theory and Hersey-Blanchard Situational Leadership Model (pp173-200).
Although, DuBrin et al. does make the point that this approach is reliant on leaders having a lot of experience, common sense and emotional intelligence to be effective (DuBrin et al. , p35), which AM has acquired throughout his extensive career. AM’s view of his leadership style was in agreement with my observations of a consultative style. Surprisingly though, he thought he would find it very difficult to change his leadership style, as was demonstrated by his actual behaviour.
One reason for this diversion may be a lack of self-awareness and emotional intelligence.Although
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