Leadership for 1.2, Conceptualizing Leadership Questionnaire, disclosed processing, relationship,

Leadership and leadership styles

            I tend to practice the participative
leadership style, which dominates in decision making as the leader. However, as
a leader, I find myself utilizing techniques from three leadership styles.

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First, participative, it is in my nature to make an effort in including all
team members in the decision-making process. Second, people-oriented, it is
important to me to focus on organizing, supporting and developing a team as a
whole with a friendly and approachable demeanor paying close attention to the
benefit of everyone in the group. Lastly, task-oriented, actively defining the
work and roles required, implementing structure and organizing and monitoring
tasks assigned; offer a distinct make-up to maintain focus on getting
assignments and tasks complete. The benefit of recognizing leadership styles
aids in understanding my strengths and weaknesses. Identifying these strengths
and weaknesses, I can then be a more proactive and an effective leader by
strategically utilizing these strengths to offset the weaknesses.

found the LEAD chapter questionnaires to be quite insightful. The questionnaire
for 1.2, Conceptualizing
Leadership Questionnaire, disclosed processing, relationship, and skill
emphasis was most important when it comes to the way I identify with leadership.

In 2.2, Leadership Traits Questionnaire, I found the feedback received when
soliciting responses from the various rankers for their evaluation of me on the
designated questions to reflect similarly to my own self-evaluation. 3.2
Leadership Strengths Questionnaire highlighted my leadership strengths to be
that of an implementer and encourager, with mediator following close behind. These
are characteristics of the Democratic leadership style I scored on the
Leadership Style Questionnaire in 4.2. Since my task score is higher in the 5.2
Tasks and Relationship Questionnaire, it was determined I gave more attention
to goal accomplishments rather than to people-related matters. However, my
scores were only separated by one point. It is in my opinion, both are equally
important. Upon completing the Leadership Skills Questionnaire in 6.2, I
pondered the scores in my previous assessment. Administrative and Conceptual Skills
were my dominant traits which are in direct correlation to why tasks are more
of priority for me over people-related matters. The ability to create a vision
as a leader was determined in the Leadership Vision Questionnaire taken in
section 7.2. The results emphasized I had a high range of creativity when
designing a vision. In 8.2, Organizational Climate Questionnaire, I was able to
measure at a high range in the areas of providing structure and promoting
standards of excellence by establishing a constructive climate. Each assessment
adds a new component when evaluating my leadership abilities. Building
Community Questionnaire in 9.2 is no different recording an average score when
including out-groups. It is not my intention to not seek out those who are
considered part of the out-group. I am interested in including those members
and would work with them. However, according to this assessment, not a priority
of mine. I am not one for conflict, therefore, the 10.2 Conflict Style
Questionnaire peeked my interest to what I would score. My persons of interest
were my husband and my co-worker. The results were as I expected. In the
categories of avoidance, competitive, compromise, accommodation and
collaboration, although I am more comfortable in certain areas with my husband,
person A, rather than my co-worker, person B, I scored in the same range for
both subjects. The assessment in 11.2, Core Values Questionnaire, was probably
the easiest for me to complete. The two most important core values for me are
family and truth. The last assessment completed, Path-Goal Styles
Questionnaire, stumped me because my responses could have gone two ways on some
of the questions being asked. However, I found my strongest style to be supportive
and achievement-oriented, with the directive and participative leadership
styles separated by the same one point that divided my strongest styles. These
self-assessments provided a clear comprehension of the kind of leader I am and
want to be.

When stepping into the leadership role on
Part B of the Charter, it was in the feedback session that allowed me to hear
how fellow teammates responded to the leadership role portrayed. I was humbled
by the positive attributes stated despite the clashing of others personalities,
writing skills, and conflict. It was apparent I unified the team with my
participative leadership style. A few of the responses that stand out the most
are, great communicator, great leadership, carried her load and then some, open
to suggestions, good at editing and giving feedback, professional, relaxed, on
top of assignments and due dates, willing to help others with their work, and
motivated the team to better their sections. The teammates in this phase felt I
“knocked it out of the park.” In addition, taking into consideration the
feedback of Professor Williams, our team scored a 60 out of 60 on this
assignment. What a great accomplishment that made me feel as a leader. Not only
receiving a 100 percent on an assignment but earning the respect and gratitude
from my fellow teammates.


Leader strengths and weaknesses

a leader my strengths are to be able to facilitate and organize tasks among fellow
team members. Also, identifying what is needed to complete and how to
effectively delegate those responsibilities. In addition, have a keen instinct
to recognize the diversity of personalities among members gave me the leading
edge needed to adapt when providing clarification and direction. By implementing motivation and trust I am able
to appreciate the unique differences brought by each member. It is important to
understand the balance of tactics and strategy among fellow members as well. Lastly,
praising others and supporting the idea of dealing with each member as equals
can be viewed as another strength. When it comes to personal life and work life,
I find it important to give affirmation and reward those who meet and exceed
expectations. This mirrors the participative leadership style I often scored
during the VLeader simulations.

with recognizing strengths, a good leader knows the importance to classify their
weaknesses. Professor Williams’ feedback to evolve the team’s culture was spot
on. One of the weaknesses shared during the group assignments was I am too
nice. I encountered apprehension with not offending or putting down my fellow
teammates for their irresponsible and poor quality of work. I was more
concerned with team morale and doing whatever it took to move forward and
complete the tasks at hand. In addition, there were times I found myself taking
on more than I should when instincts ought to have indicated to delegate back
to the team and trust those members. As a leader, I recognize these to be areas
to improve.


Emotional intelligence

it comes to emotional intelligence, I remained neutral. During the design phase
of the project, it became frustrating for some team members who were
effectively communicating while others were nowhere to be found. I chose to
remain neutral and calm by being understanding. Due to my calmness and
neutrality, the group members that were frustrated became more willing to show
grace versus banding together and passing down a harsh verdict of removing them
from the team. If I had become frustrated and projected that emotion on the
other teammates it would have fueled the fire resulting in continued negative
‘group think’. By displaying self-control, the team became unified and those
who were not participating were guided to the importance of the tasks at hand
and what needed to be done. Therefore, I was able to apply aspects of emotional
intelligence, and the team was joined together to receive a successful grade.


Dealing with Conflict and Tension; communication and

one reacts to adversity can make or break you as a leader. It is pertinent as a
leader to not impose influence based on rank but rather respects the unique
diversity among team members and learns to view things from the different points
of views. This was helpful when we as a team faced conflict during the group
project. Through it all, our team maintained a supportive environment while
showing respect for each other. During our feedback sessions, I refrained from
inappropriate comments and kept the criticism constructive in nature. Being
direct in my approach revealed clarity to my concerns with no hidden message.

The straight-forwardness allowed a free-flowing, two-way, conversation where
thoughts and feelings were shared. The direct approach was effective and left
no room for misunderstandings.

has its pros and cons. Adapting to the form and degree of each member’s
participation level and decision-making can be challenging. Getting everyone on
the same page is a skill. My participative leadership style was key when
engaging team members and motivating them to be more involved in the process.

This method focused on helping develop each individual’s skills; one person’s
weakness can be another person’s strength. In my attempt as the leader, I
encouraged members to feel a sense of control of their destiny, if you will, in
return to motive hard work. All while utilizing the project as a teachable
moment so each member felt more involved in the process.


Power and Interactions; Motivating
each other, internal politics, influence

some organizations, leaders find it difficult to create and maintain an ethical
climate. Leaders have a distinct opportunity to shape an ethical climate with
the power they have access to. Although those who possess it can abuse power,
power can also have a positive outcome for those involved. When interacting
with the team as a leader, I emphasized on motivating the team individually and
as a whole. Members reacted to a certain leadership style based on his or her
personality and it was up to me to find what motivated them. Feedback played a
key role. I was proficient in guiding teammates to perform, produce quality
work and meet deadlines. In addition, utilizing affirmations and praise to
create a relationship and in return, their productivity levels exceeded expectations.


Personal Decision Making and Team
Leadership (constructive climate)

of the leadership skills that are extremely vital during this project was being
able to analyze the tasks or issues at hand and determine and implement a plan.

The leaders that were originally assigned to the Part B section of the project
were not performing. It was necessary to address the issue and recommend they
step down to allow me to lead this critical piece of the assignment. With the
consensus of the team as a whole, I set forth a plan in place. Each member was
reassigned a section, time frame, and guidance on the expectation of their
section. As new leader of Part B, it was important to be delegative but also
participative. Being the leader in this project, I was responsible for 4 other
members of the group. Therefore, I was accountable to ensure everyone was on
track and progressing as they completed their required sections. There were
times needed to have a “come to Jesus” conversation with team members to
realize the severity of their actions and quality of work. Though decisions were
not always easy, I felt decisions being made were for the good for everyone


Team Development and Enforcing
Ground Rules

group took a hands-on approach with the expectation to build knowledge, recall
leadership skills and interaction with each other during this project. As a
group, we learned from our CEO’s rigorous yet dedicated style of work. We as
individuals learned how to accept his methods of leadership, which helped
develop us as individuals as well as the team as a whole. Our project helped us
understand the foundation it takes and be able to utilize the same skills and
practices we learned in this course. The developments of these skills are
crucial to being able to apply in our future endeavors. 

            What drove our team to success was
our ability to listen to one another and have a mutual understanding of what
this project consists of. We all had a goal in mind, and we all wanted to contribute
equal time and effort to developing a well compiled final submission. Members of the team were assigned to
complete all tasks within 48 hours prior to the due date, send it to the team
for review, or post it as instructed. If unforeseen obstacles prevented task
completion, the team would communicate and I would decide how to mitigate and
stay on track. Although five different individuals with different mindsets and
views constructed the project, I was able to utilize respect and constructive
criticism for overall growth and understanding for the team. This was
key when enforcing the ground rules.


Developing creativity, motivation
techniques employed

is the focal point of every innovative process, which calls for diverse
interaction. However, motivating the team by providing them with a positive working
environment encouraged the team to share ideas and work together. I unleashed
the creative potential of members by stimulating the freedom to have control of
their own destiny. This insinuates
that there is no one correct way to complete things but rather a plethora of
possibilities. This opens many doors to creativity. In addition, as a leader, it is important to guide and
equip the members of the team with examples and references. By
making myself available as a mentor and providing each member with the
knowledge and understanding of the tasks at hand improved performance, raised
morale and increased productivity.


Team Effectiveness

            There is more to leadership than
being in charge of a team and having the title. An area I would develop, as a
leader would be, understanding my own motivation. Having the right motivation
will allow me to be an effective leader. I never want to lead without the
mindset that it is an honor and vocation. I lead because I want to make a
difference. Another area of development is, during times of chaos; it is an
instinct to step in and tighten up on control to strive for greater efficiency.

However, to grow as a leader, it is essential to relinquish authority at times and
give team members considerable autonomy. For those members who procrastinate, I
need to trust their abilities to boost success.

            The ability to spot problems is part
of what makes a good leader. Issues are inevitable when in a group or on a
team. There are many moving pieces that have the ability to contribute to
issues blossoming. Issues were prevalent because of the work ethic of the
members of our team. Some members were not motivated to produce quality work
and procrastinated. At times, assignments appeared to be rushed through or put
off until the last minute to complete, therefore, low quality work was
produced. For those of us in the group who made a commitment to invest in being
organized, stay on task, and produce quality work banned together and made the
best of the circumstance. How could the issues have been handled differently?
We could have allowed the inadequate members removed. It would have been easy
to give up on the members who did not perform up to par for the first
assignment, perhaps less stressful. However, our decision was unanimous, and it
was in the best interest of all members to push on. One of the finest decisions
we made as a team. Through the adversity, we faced we all learned to be better
leaders, accountable and improved our quality of work.

What you learned and how your skills
have been enhanced

need to fail and make mistakes in front of other team members to be able to
yield risks. Three areas our team could be more effective in the future are:
expect everyone on the team to act like a leader, celebrate incremental success
and laugh together. There were times when individuals were in the leadership
role and they did not act or perform like a leader. Other members were imposed
to step in, myself being one, and direct, plan and implement goals for the team
to be successful. However, due to the concern about grades and performance
appraisals, our team took our time together seriously and did not truly
celebrate the incremental success and laugh together. We as a team were focused
on getting to the end and overlooked the importance of taking the time to enjoy
the fruits of a labor and each other. Impressively, we have done very well
throughout the assignments. I would not change the team and the experience I
have had working with them. In this encounter, I have learned about my
abilities as a leader, operating with diverse personalities and motivating and
molding different abilities and temperaments. I am pleased with the outcome and
what my future endeavors hold.