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[answered] Assignment: SelfAssessment Exercise Learning Outcome: Analy


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Assignment: Self-Assessment Exercise

Learning Outcome: Analyze and explain their roles as leaders in improving organizational effectiveness

Self Assessment Exercise found in Greenberg on page 359 of Chapter 11.

Complete all three sections; Directions, Scoring, and Discussion Questions. Use outside research articles to support your answers to the Discussion Questions; 2 outside sources for each DQ, so at least 6 total articles.

In answering each of the DQs, you will need to provide specific, personal examples to support and highlight your claims regarding your own leadership style(s).


Assignment: Self?Assessment Exercise

 

Learning Outcome: Analyze and explain their roles as leaders in improving organizational effectiveness

 

Self Assessment Exercise found in Greenberg on page 359 of Chapter 11.

 

Complete all three sections; Directions, Scoring, and Discussion Questions. Use outside research

 

articles to support your answers to the Discussion Questions; 2 outside sources for each DQ, so at least 6 total articles.

 

In answering each of the DQs, you will need to provide specific, personal examples to support and highlight your claims regarding your own leadership style(s).

 

Rubric Information you need from page 338 (The Great Person Theory Are some people born to lead? Common sense suggests that this is so. Great leaders of the past, such as Alexander the Great, Queen Elizabeth I, and Abraham Lincoln do seem to differ from ordinary people in several respects. The same could also be said of various contemporary leaders, including some politicians, military personnel, and business executives. Such individuals are inclined to possess high levels of ambition coupled with clear visions of precisely where they want to go. One scientist expressed this idea as follows: [I]t is unequivocally clear that leaders are not like other people. Leaders do not have to be great men or women by being intellectual geniuses or omniscient prophets to succeed, but they do need to have the ?right stuff? and this stuff is not equally present in all people. Leadership is a demanding, unrelenting job with enormous pressures and grave responsibilities. It would be a profound disservice to leaders to suggest that they are ordinary people who happened to be in the right place at the right time . . . In the realm of leadership (and in every other realm), the individual does matter.8) Homework start here

 

Determining Your Leadership Style As noted on pages 353? , situational leadership theory identifies four basic leadership styles. To be able to identify and enact the most appropriate style of leadership in any given situation, it is first useful to understand the style to which you are most strongly predisposed. This exercise will help you gain such insight into your own leadership style. Directions Following are eight hypothetical situations in which you have to make a decision that will affect you and members of your work group. For each, indicate which of the following actions you are most likely to take by writing the letter corresponding to that action in the space provided. Action A. Let the

 

members of the group decide themselves what to do. Action B. Ask the members of the group what to do but make the final decision yourself. Action C. Make the decision yourself but explain your reasons. Action D. Make the decision yourself, telling the group exactly what to do. _____ 1. In the face of financial pressures, you are forced to make budget cuts for your unit. Where do you cut? _____ 2. To meet an impending deadline, someone in your secretarial pool will have to work late one evening to finish typing an important report. Who will it be? _____ 3. As coach of a company softball team, you are required to trim your squad to twenty?five players from thirty currently on the roster. Who goes? _____ 4. Employees in your department have to schedule their summer vacations so as to keep the

 

office appropriately staffed. Who decides first? _____ 5. As chair of the social committee, you are responsible for determining the theme for the company ball. How do you do so? _____ 6. You have an opportunity to buy or rent an important piece of equipment for your company.

 

After gathering all the facts, how do you make the choice? _____ 7. The office is being redecorated. How do you decide on the color scheme? _____ 8. Along with your associates you are taking a visiting dignitary to dinner. How do you decide

 

what restaurant to go to?

 

Scoring Count the number of situations to which you responded by marking A. This is your delegating score. Count the number of situations to which you responded by marking

 

B. This is your participating score. Count the number of situations to which you responded by marking C. This is your selling score. Count the number of situations to which you responded by marking D. This is your telling score. Discussion Questions Based on this exercise, 1.What was your most predominant leadership style? Is this consistent with what you would have predicted in advance? 2. According to situational leadership theory, in what kinds of situations would this style be most appropriate? Have you ever found yourself in such a situation, and if so, how well did you do? 3.Do you think that it would be possible for you to change this style if needed? What challenges would you confront in attempting to do so?

 

Group Exercise Identifying Great Leaders in All Walks of Life A useful way to understand the great person theory (as discussed beginning on p. 338) is to identify those individuals who may be considered great leaders and then to consider what it is that makes them so great. This exercise is designed to guide a class in this activity.

 

Directions Divide the class into four equal?size groups, arranging each in a semicircle. In the open part of the semicircle, one group member?the recorder?should stand at a flip chart, ready to write down the group?s responses. The members of each group should identify the ten most effective leaders they can think of?living or dead, real or fictional?in one of the following fields: business, sports, politics/government, or humanitarian endeavors. One group should cover each of these domains. If more than ten names come up, the group should vote on the ten best answers. The recorder should write down the names as they are identified. Examining the list, group members should identify the traits and characteristics that those people have in common that distinguish them from others not on the list. In other words, what is it that makes these people so special? The recorder should write down the answers. One person from each group should be selected to present his or her group?s responses to members of the class. This should include both the names of the leaders identified and

 

their special characteristics. Discussion Questions 1.How did the traits identified in this exercise compare to those described in Table 11.2 as important

 

determinants of leadership? Were they similar or different? Why? 2. To what extent were the traits identified in the various groups different or similar? In other words, were different characteristics associated with leadership success in different walks of life? Or, were the ingredients for leadership success universal? 3.Were some traits identified surprising to you, or were they all what you would have expected?

 


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