Leadership Archetype Analysis

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

General Dynamics is a Fortune 100 company. For more than 50 years, they have been serving the United States government by providing the Department of Defense tanks, ships, and submarines. (http://www.gdit.com/About-Us/History/, 2011, p. 1) With the progression of technology, General Dynamics has development into the market leader in mission-critical information systems. Between 1999 and present day, General Dynamic acquired Communication Systems, Electronic Systems, and Worldwide Telecommunication Systems. The largest and fastest growing division of General Dynamics is the companies Information Systems and Technology group.

In this intriguing Wharton Leadership Digest interview, authors James Quigley and Mehrdad Baghai talk about eight archetypes of leadership from their new book, As One: Individual Action, Collective Power (Portfolio, 2011): • The landlord and tenants – Tenants voluntarily decide to join landlords, but once they do, the boss has the top-down power, controlling access to scarce resources, doling out rewards and sanctions, and dictating the terms of tenants’ participation. • The community organizer and volunteers – The power for setting direction comes from the bottom up, but the community organizer is the glue that holds things together. Volunteers can’t be ordered around; instead, they join on their own terms if

The Life Styles Inventory provides a clear and effective means for characterizing one' own personality, and through this certain of their leadership proclivities and capabilities, and thus can be used as a starting point in making changes towards a better leadership-oriented personality. As the name implies, it is through different styles of approaching life that this inventory approaches both personality and leadership, and it is through understanding one's present set of styles that an individual can make changes towards becoming a better leader and a

The three areas of my personal leadership repertoire which are the weakest are consultative type II leadership, Group-based Type 2 Leadership, and Autocratic Type 1 Leadership

Throughout the entire course of this class, I have been asked to fill out different self-assessments related to whatever topic or approach to leadership Peter Northouse (2013) was discussing in his book Leadership Theory and Practice. Each one of these self-assessments were intended to help me in discovering who I was as a person and a leader. Some of the leadership self-assessments included the Least Preferred Coworker Measure from the Contingency Theory chapter, the Leader-Member Exchange Questionnaire from the Leader-Member Exchange Theory chapter, and the Servant Leadership Questionnaire from the chapter that discussed Servant Leadership. Many of these questionnaires I found to be very effective in helping me discover more about my personality traits and leadership style.

Scales were formed using the best items from the factor analysis. Change-oriented behavior correlated the strongest with subordinate ratings of the manager’s competence, whereas employeecentered behavior correlated highest with subordinate satisfaction with the manager. In the second study, Yukl (1998) administered leader behavior questionnaires to 318 direct reports of managers in charge of 48 organizational units (division, agency, district office, plant) of varying size from 15 private and public sector organizations. Most of the managers occupied middle or upper-level management positions. The leader behavior questionnaire included representative items from the Managerial Practices Survey (MPS), an instrument used for multi-source feedback workshops (Yukl, Wall, & Lepsinger, 1990). The questionnaire also included some items adapted from the MLQ (Bass & Avolio, 1990). Some new items were written to describe aspects of change-oriented behavior not represented in these earlier questionnaires. An exploratory factor analysis produced a clear factor structure for task-oriented behavior, relationshiporiented behavior, and change-oriented behavior. The latter factor included identifying external threats and opportunities, envisioning new possibilities, proposing innovative strategies, and encouraging

During this past week, I completed my leadership traits assessment and tallied the results from my friends and coworkers. This process was interesting because it has been several years since I have completed an activity like this one. My results were as follows, I received my highest ratings in being persistent, determined, trustworthy, dependable, friendly, diligent, and conscientious. On the other hand, my lowest scores are in self-confident, self-assured, and perceptive. These results were not surprising to me because they are developmental opportunities that I have been working to overcome. It was good to see that what my results are consistent with what I already knew.

For this assignment, I have decided to use the leadership trait, skills and style questionnaires. For this questionnaire, I asked 5 different people that know me in different contexts in life, such as personal, school, and work environments. For the majority, I rated myself higher on the traits than my fellow colleagues. On some of the traits however, I was rated higher than what I thought. Overall, I averaged a 4/5 which means that everyone agreed with the traits that were given. For the style questionnaire, I found out that I place more emphasis in building relationships rather than completing tasks. Finally, the skills questionnaire, my leadership skills are in the high range for technical skills, and my human and conceptual skills are in the moderate range.

Later, administration was aware of this and she took an adaptive approach to tackle the issue. She simply created not only a space for my ideas to be shared but took extra step to ask me further questions, reviews and subsequently incorporated my ideas in the decision-making process. The administration valued my decision and integrated staff feedback. However, adaptive leadership is not limited only to top leaders. I have practiced this leadership style when I was given a supervisor project for the end of the year activities. My third grade team members on my side, I believed I did not know all so I asked for their insight because they each had their wealth of opinions and diverse perspective. As a new leader, I was flexible and honest with my team when the project was not making progress. I did not want to do the traditional ideas, so my team came up with a Nature Walk Day with food, games and prizes. We had to change are overall approach to use creative

Compared to a hundred years ago, women have advanced tremendously in society. Unlike in the early 1900s, we are now able to get an education, participate in the workforce, as well as take an active role in politics. We, as women, have worked very hard to get where we are today. However, even if we have greatly advanced in the past decade, there is a current phenomenon that is pulling women back in the workforce: the leadership labyrinth. This famous term was introduced on a Wall Street Journal article in 2004 (Eagly & Carli, 2008). Leadership labyrinth signifies the end of the glass ceiling, which symbolizes a clear barrier that prohibits women from reaching high and filling leadership roles. The end of the glass ceiling meant that women

There are many leadership styles and is important to know which style you are. There are many ways one can learn their leadership style, for example, through assessments. Knowing your leadership style will help you become a better leader. Although there are many leadership assessments our text discussed four assessments that can give insights into building blocks of personality most commonly identified by peers, subordinate employees, and supervisors (Ledlow, et al, 2014). These assessments include: Hemisphere Dominance assessments; Jungian assessments; Vark test; Struder Group; Price Group; and many

Trait leadership is the one in which I believe that I would fall under when it comes to the type of leadership style I tend to have, in my opinion. I believe that I have several traits such as task knowledge, integrity, and confidence in which I am able to put into play into certain situations in the hospital setting. There are many instances in which I have been able to use my experience from being a tech for two years prior to becoming a nurse to have the knowledge in certain situations to perform a vital task saving a patient’s life just because I had seen the way a mentor and older nurse had made it through this type of situation before. I believe there are many ways that are great ways for a person to lead as long as it is not one where

Thank you for your post. As I survey my own submission and those of our peers, it is clear that many of us chose to examine the negative impact of charismatic leaders who are well known. It was refreshing to see that you choose a leader whom you knew as you sought to apply our course reading and discussions to a situation that was close to you. The ability to carry course material out of the theoretical realm and into one’s practical day-to-day life is what this is all about. Well done.

Research on leadership began with a search for inherited characteristics that differentiated leaders from non-leaders and