Justin Gemoll – Justin’s assessment score is ENFP. The relationship theory would apply to Justin because he provides inspiration, helps others and wants everyone to reach their full potential/ My leadership plan for Justin is for him to participate in strategy development and implementation. Mai Yang – Mai’s assessment score is ISTJ. The leadership theory that would best apply to Mai is the relationship theory because she is focused on the performance of group members, and she has high ethical and moral standards. My leadership plan for Mai is that she assists in the market research, development, and implementation of strategy Leroy Washington – My personality assessment score is ISTP.
What communication techniques demonstrate the company’s flexibility? There are several techniques used by TRI that demonstrates their flexibility. The top-down system they have in place shows that they have in place a structured management system. The open door policy of theirs shows that they are receptive to their employees’ ideas and grievances. The cross training shows they are always aware and interested in the advancement of their employees.
BCOM/230 Abstract This exercise explains what we would write differently to our top administrators. It also indicates the way the memo should change based on its audiences. What types of information should be included in this memo what types of information should be omitted. This exercise will point out the potential repercussions of failing to know the audiences. Review Memo to the Executive Vice-President This message should be short but complete coverage of the subject matter.
Lastly, I will describe a boss who shows the same characteristics as Cynthia Jackson and how that leadership style fits the project. Leadership Style of Peter Vyas Peter Vyas is a participative leader. He is focused on supporting his team and their abilities to complete tasks set out for them. When using participative leadership “there is less emphasis on the task, but still high supportive behavior.” (Lewis, 2003, p. 82) He really allowed his team to be innovative, which is in line with the company’s culture. He has established what he wants his team to do but how they get to that point he has entrusted to them.
C. Vision Statement: (This should be an inspirational statement that captures the team's aspirations.) D. Shared Values: (eg., honesty, mutual respect, etc.) (Please offer rationale and a working definition for each team value.) E. Desirable team behaviors and consequences for non-compliance: (eg., punctuality, effective "listening," no harmful "group think," systematic documentation of important team communications and decisions, etc.) (Please explain what you mean by each desired behavior and why you believe it to be important for effective teamwork.)
284). As regarding the pragmatic approach, such mentors tend to clearly indicate their authority in the mentoring relationship, via “imparting knowledge and skills to the learner” and providing precise and clear instructions to the mentee (Kwan & Lopez‐Real, 2005, p. 282). On the other hand, interpersonal mentor promotes the idea of mutual support, sharing and collaboration, which can facilitate professional growth both for the mentor and student teacher, for instance, as Kwan and Lopez‐Real (2005) clarify, a critical friend mentor is defined as a supporting friend, who nevertheless, can provide some constructive criticism for the sake of the mentee's professional improvement. Managerial style was regarded the least popular style among mentors, which can be explained by a highly judgemental and least flexible nature of the approach, comparing to pragmatic and interpersonal styles. Interestingly, but the change in perceptions of the mentoring roles was found in course of time and experience for some of the mentors and was influenced by two reasons: either because of the student’s
Leaders set the overall vision for the organization and establish its goals and processes. “[A leader’s] ability to bring forth—maximize—the potential and abilities of those under [his] leadership marks [him] as a great competitor and leader.” (Wooden and Jamison, 2005 p.289-290). The next step is completing an assessment tool or survey which will allow opportunities as we proceed forward with creating and defining our organizational culture. The best way to determine the source of an issue is to ask the right questions to those that are truly effected by the issue. The survey will allow the participators to express publically or anonymously the specifics truthfully.
A critical thinker makes positive decisions that they can feel confident about implementing. Critical thinking also helps to understand the impact of decisions on others and builds trust in ones reasoning skills. Critical thinkers have a realistic idea of outcomes, and give the ideas and options of others their due validity. Critical thinking helps leaders to determine the impact of their decisions on others. Critical thinking is beneficial in the decision making process because it gives a leader all of the necessary information and options available before making a decision.
Some of them are: the importance of honesty and integrity in leadership; the need of effective communication inside the organization; the necessity to understand the team's business or mission; and, the requirement to adapt to changing situational factors. Another topic that has received considerable attention inleadership and management discussions is motivation. The main reason of such popularity is a close connection between leadership and motivation. Motivation is a key component of leadership. It is unlikely that managers or supervisors can be successful without being able to motivate followers.
Emotional Intelligence in the Workplace Successful leaders have been studied extensively in an effort to determine the attributes contributing to effective leadership. Pearman (2011) writes leaders who employ the use of emotional intelligence deliver more transparent communication, accomplish initiated goals, and realize a greater level of employee satisfaction and engagement. The relevance of emotional intelligence correlates with the need for leaders to have followers. This is dependent on strong relationships (Pearman, 2011). Therefore, in addition to possessing the necessary technical skills, a truly outstanding leader also maximizes the application of emotional intelligence in the workplace.