Q1
Self-assessment of an individual’s personality is a relevant tool for discussing a person’s ability to become an effective leader. Self-assessment enables an individual to reveal crucial factors that determine effective leadership skills. Self-assessment for leadership helps in identifying whether a person has an essential communication skill that facilitates interaction in a company to facilitate a flow of information from various levels of management (Rothstein & Burke, 2010). Additionally, the self-assessment tool helps individuals to ascertain whether they possess managerial skills such as decision-making techniques that assist in remedying the crisis in an organization to facilitate its operation amidst challenges.
Q2
Personality factors that are linked to better leadership outcomes include integrity, which is the ability to be accountable for every activity that happens in an organization. Integrity is an important personality factor because it inculcates trust in the organization’s leadership regarding expenditure of funds and management of the organization's confidential affairs. Besides integrity, Liao, Wayne, Liden, and Meuser (2017) note that confidence is also a personality factor that determines the effectiveness of administration in an organization. Confidence is a vital leadership factor because it helps leaders to venture into new business avenues regardless of the perceived challenges.
Delegate your assignment to our experts and they will do the rest.
Q3
Tom and Maria were promoted because they expressed exemplary leadership skills concerning their abilities to influence corporation among employees towards accomplishing the organization’s tasks. Additionally, Tom and Maria were developed because they facilitated innovation in the company by propelling its activities to new heights. In particular, some leadership skills are important than others when advancing from mid-level management to executive management positions because it allows individuals to exercise traits that are crucial for the company’s development at the time. The leadership qualities further help individuals to make important decisions about the organization concerns their goals and objectives.
Scenario 2
Q4
In and outgroups present various distinctions concerning leader-member exchange theory. Majorly, in groups differ from outgroups according to their roles and existence in the organization. Majorly, in groups are comprised of the company’s employees who are charged with the responsibility of handling diverse tasks assigned by their leaders. On the other hand, out groups differ because they include employees who are sourced from externally to engage in specific tasks assigned by their leaders.
Q5
Following the description, Maddy’s leadership consisted of both in groups and out groups following their diverse roles and activities. Specifically, the in-group include John, Tina, and Lori who are trusted by the manager following their ability to go an extra mile when handling various organizational tasks. The leadership also consisted of out-group employees who perform specific duties assigned by their leaders. However, both in-group and out-group are required to operate together to ensure organizational success.
Q 6
If I take over the leadership of ActNow organization, I would change the relationship between the employees and me to facilitate service delivery. In particular, I would improve the relationship by being tolerant and open to the customers to enable them to be free enough to inform me about specific challenges affecting them in the organization. Further, I would change the relationship by including many socialization periods to enable me to learn the strengths and weaknesses of the employees for appropriate assignment to different roles. Additionally, I would change the relationship by being embracing private sessions with employees to determine their perceptions concerning the organization’s affairs.
Scenario 3
Q7
Charisma refers to a situation in which an individual or a leader in an organization can attract admiration and attention from other people as well as possess the power to influence them to engage in different activities according to the organization’s operations. Despite being an innate characteristic, charisma is learnable following its importance in the organization. Leaders can learn to be charismatic by embracing traits that inspire admiration among their subjects as well as engaging in constant learning to be ahead of their employees on various organizational skills. Additionally, Charisma is learnable because it involves identifying and embracing specific behaviors that inspire employees such as hard work and open-mindedness.
Q8
A compelling vision statement must be attainable. Besides the significance of the vision statement in guiding an organization’s activities, it should be attainable based on the organizations' resources and the staff’s abilities. The management must ensure that the vision statement aligns to the organization's financial abilities as well as the employee’s skills to avoid ambiguity in their operations. A vision statement must be precise as noted by Gupton (2009). Contrary to other organizational development plans that include many details, a vision statement should be precise to enable, employees, discover areas to focus on to achieve the organization’s goals.
Q9
“ Our vision is to create a sustainable economy through better products and customer service.” I believe the vision will be effective at appealing and motivating the staff because it emphasizes the need to create a sustainable economy. Hence, most employees will respond to the vision by operating according to the organization’s mission to achieve success. Continually, the vision will be motivating because it emphasizes the importance of quality customer service to achieve prosperity in the organization’s operations.
Q10
Despite the competence of the vision statement, it might be difficult to motivate all the different groups of employees following potential differences in what motivate employees. Among the leadership behaviors that prove useful for organizations include collaborating with employees in identifying various complexities in the operations processes and responding effectively towards their management. Further, Theletsane (2015) note that open-mindedness is a transformational leadership skill that enables managers to become conscious of multiple activities in the organizations as well as the employees' behavior to ascertain coherence in its operations.
References
Gupton, S. L. (2009). The Instructional Leadership Toolbox: A Handbook for Improving Practice. Corwin Press.
Liao, C., Wayne, S. J., Liden, R. C., & Meuser, J. D. (2017). Idiosyncratic Deals and Individual Effectiveness: The Moderating Role of Leader-Member Exchange Differentiation. The Leadership Quarterly, 28 (3), 438-450.
Rothstein, M. G., & Burke, R. J. (Eds.). (2010). Self-Management and Leadership Development. Edward Elgar Publishing.
Theletsane, K. I. (2015). Dynamics of Leadership, Issues, Trends and Options. The Business & Management Review, 6 (3), 158.
