- What are the “Big Five” personality factors? How do they affect your leadership abilities and capabilities? Which factor(s) was most strongly associated with leadership? Discuss which of these personality traits you feel you possess and give a personal example of how they benefited you in a leadership context.
Big 5 personality factors.
Extraversion is the factor most commonly associated with leadership. Myself, as a former leader of a scout’s team in my school, I possessed the trait of consciousness. This position allowed me to be vigilant on the processes to follow and make accurate decisions within a short duration of time according to the demands of the scouts.
- Define/describe emotional intelligence. What impact does emotional intelligence have on helping people be successful? Give a personal example of its impact on your life
Emotional intelligence is the ability to apply emotions in life’s tasks, understand, express; manage emotions within oneself and relationships and being able to use emotions to facilitate thinking. People who are more sensitive to their emissions and their impacts to others will be more successful leaders, and this will help them in situations where they are required to support others.
When it comes to me, emotional intelligence had helped me solve people’s problems as well as solving my problems. For instance, when a team member lost a parent in a road accident, I felt sorry for the partner. I mobilized the whole scout’s team to assist as much as possible in the consolation of the Scout member.
- Rate yourself on the Skills Inventory. (Page 69 -70) What are your leadership competencies? Do your scores suggest that one or two of the skills are stronger? Do you agree with the assessment? Why or Why Not?
Skill- model perspective.
Creative ability to solve new/unusual, ill-defined organizational problems
Capacity to understand people and social systems
The accumulation of information & the mental structures to organize the information
Yes it is true because I have applied my skills to solve unusual situations as well as understanding social systems in a group
- How does the skills approach of leaders and managers differ? Explain.
Management skills differ from leadership skills. For instance managers who are reactive, prefer to involve others to solve a problem and have little emotional involvement. Leaders who are emotionally active, shape ideas over responding to them and change the way people think about a situation. Leaders are more involving to solving issues than managers.
- Are social judgments skills the same as emotional intelligence? Explain your answer.
Social judgment skills are different from emotional skills. They are applied more when dealing with external situations and how to judge a condition without the involvement of the leader’s emotions. Emotional intelligence is the way a leader understands his emissions in order to be able to help the subordinate’s emissions.
- Who is the best leader you know? The worst? To what extent does the style approach account for the differences between the leaders?
The best leader I know of is my student’s council leader, and the worst leader is my class discussion group leader. While the students’ council leader exercised a high leader-member exchange type of leadership, the study group leader is more self-centered.
Skill model perspective.
- What is Situational Leadership? Explain fully.
Situational leadership is a type of leadership where one is designated with the duties of a leader, or one is chosen to be a leader put of a situation that needed immediate leadership.
- Define leadership style. Identify, explain, and give examples of directive and supportive behaviors
Leadership style can be said to be the way in which a leader relates to their subordinates. It focuses mainly on how the leaders act in problem situations. A good example is paternalism or opportunism.
- What is the Contingency Theory? Explain fully.
Contingency theory is a theory developed by Fielder and Cemers in 1974 that attempts to link particular leaders to specific situations. It states that a leader’s productivity depends on how well a leaders solutions and judgments fit the problem based on existing generalizations.
- How did Fielder develop the Contingency Theory? How do styles and situations impact leadership?
Fielder developed the contingency theory by looking at situation variables and the effectiveness of leaders with variations in the variable to create a judgment that different leadership styles will be more effective with different condition variables.
- What is the path-goal theory designed to explain?
The path-goal theory was developed to enable us to understand how leaders encourage people working under them to achieve designated goals. It emphasizes on the link between a leaders approach, the working settings, and the behavior of junior colleagues.
- Should a leader develop his or her style to each subordinate, or to the work group as a whole? Why?
A leader should not develop specific styles for each subordinate but rather use the same style in the same organization as that would lead to some division in the organization.
- Distinguish between transformational leadership and charismatic leadership.
Transformational leadership is a process that transforms individuals and comprises an exceptional custom of influence that changes followers to undertake more than what is expected. It is more concerned with emotional behavior, customs, work requirements, standards and the long-term goal.
Charismatic Leadership, is a leadership style where leaders have a unique way that has a distinct effect on his or her subordinates. It transforms the follower’s perceptions and links indent of followers to reflect the face of the organization and throughout the leadership process. Leaders express high expectations to followers and help the followers gain self-fulfillment and meet their goals.
- Explain the concept of transformational leadership. How did Burns interpret the concept? Distinguish between transformational and transactional leadership.
Transformational leadership in a whole is a situation in which an individual gradually transforms into a leader through exposure to exceptional forms of influences. In the entire process, the followers and leaders become bound together through that transformation.
Burns interpreted the concept is to be Procedure of interacting with other people to form an association that raises ethics and motivation in a follower and the leader.
Transactional leadership mainly majors on interaction of leaders and subordinates and the interaction is clearly evident in various aspects of life. In transformational leadership, the leader is attentive to the needs and motives of followers and tries to help followers attain their set goals.
Northouse, Peter G. Leadership: Theory and Practice. Thousand Oaks, Calif: Sage, 2004. Print.
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