The strongest score in the “Skills-Based Leadership Theory” has been registered in the “Individual Atrribute” section due to the strong character that the CEO has, whereas lower scores were registered in the competencies and leadership outcomes since this administration lacks the career experience that normally is involved in such positions.When it comes to information sharing, tolerance in mistakes, conflict on different levels and constructive tensions, the management/leadership of the organisation uses different approaches and yard sticks depending on the individual/ entity being involved. Therefore, its business ethics are exercised in a biased way. One of the major benefits of a skill-based theory of leadership is that it acknowledges that anyone can become a leader. Individuals need only work hard to develop the skills of a good leader to be effective. This is being seen as a threat to some members of the administration.
Fayol recognized there was no limit to the principles of management. And, Fayol’s work was one of the primary comprehensive statements of a general management theory. He proposed that there were six primary functions of management and fourteen principles of management. Based on his point of view, a manager must attain proper feedback process in order to make necessary adjustments and must analyze the deviations. There are four management functions; to forecast and plan, to organize, to command or leading, and to coordinate.
The leadership behaviors at CVS reflects the aforementioned leadership philosophy. In an interview with leaders at CVS headed by Merlo motivates their employees to accomplish more than what is usually expected of them. According to Northouse (2013), the transformational leader plays a vital role in initiating change, where followers and leaders are inextricably bound together in the transformation process (Northouse, 2013). In the case of CVS, this is clearly evident by what Scott Baker, CVS Senior Vice President has to say : “nobody works in solos, we collaborate on concepts and ideas with the goal of providing our customers with best-in-class service and high quality merchandise” (CVS, 2015). CVS’ encouragement of open communication
Having an open mind is another characteristic people turn to when contemplating what an ideal person is. It shows that one is open to new ideas, suggestions and can see the opposing side of an argument. Appreciation is given to those with this trait because it is easier to reach agreements on important matters by both sides of the argument compromising. Machiavelli, on the other hand, prefers to be in control and tells people this in The Prince. Once again, he has a pessimistic outlook on what the optimal person is.
Through their research, they identified a positive correlational relationship between laissez- faire leadership and role ambiguity and also with conflict among the team members-both of these outcomes were produced on the DecisionTech executive team. Ambiguity, as found in the research, is a direct connection to the third dysfunction described in the novel- “lack of commitment” (Lencioni, 2007.) Having uncertain roles on a team creates an environment that encourages apathy in goal completion. The lack of follow through is related to the individual intrinsic value that each team member has- when one’s role is not clearly defined and established, the member lacks role value on the team and therefor does not feel the need to commit to decisions made as a team
Having a positive energy implies that the leader feels that even when a situation arises, he or she can find a way to find a solution to the problem. This type of leader is willing to go through extra miles to ensure that he or she achieves the goals of the organization. in addition, according to the contingency theory, an extroversive leader is usually relationship oriented and in most cases this leader finds ways of ensuring that he is sociable to people at all times, (House,
Although it is good to show emotion, it is being too emotional which create problems (Sundheim, 2013). After the test of Personality Dimensions in the Leadership course, I found out I am a Resourceful Orange who is independent, easy going and entertaining but act too quickly (Tudor, 2007). However, this type of personality will pay less attention to the details since we think that it is too complicated and troublesome. Hence, I have to learn think before act and pay more attention to the details. In the Leadership course, I’ve know more about myself and my groupmates.
You have heard some of these pithy statements of a personal philosophy. They are catchy but not particularly useful as thoughtful, deliberate guides to behavior. “My philosophy is simple: get good people, tell them what needs to be done, and then let them alone!” “My philosophy can be stated very simply: treat others—boss, peer, and subordinate—just as you want to be treated! Make the world better!” “I can spell out my philosophy in a very few words:
A weakness in my leadership style was not taking support from experienced persons. A strength of past experience was that I acted like a leader and tried helping others succeed in their activities and by doing so I was able to build strategic alliances in the process. Another strength of my leadership experience was in not asking for perfection from myself. Rather than asking for perfection, I tried to celebrate small time successes and also sometimes failures that provided lot of information and insights about adopting news of leading the organization. Another strength of my leadership experience was recognizing leadership qualities in other team members that helped me in supplementing my own capabilities.
and Vohra N. 2014 ) Despite the characteristics and benefits shown above in research and other various theories transformational leadership has a few drawbacks.Transformational leaders are known to be motivational and inspired in achieving the goals and targets of a organisation. Specialists say that these sorts of pioneers would require bolster from more meticulous and composed individuals, which implies that different administrators, associates or certain colleagues would be expected to help keep up a value-based concentration that can keep the vision of these pioneers moving the correct way. Another problem that most organisations face is that when transformational leaders ignore the reality and the truth.This over-dependence can likewise limit their eagerness to dig into look into and intelligent thinking to confront unforgiving facts about the circumstance of their