Exemplary Leadership Truly Matters
Exemplary Leadership truly Matters
May 22, 2011
Abstract
Leadership theories have been extensively studied, developed, and applied to understand the impact they bestow on organizations. This assignment evaluates and reflects on the leadership style of my former graduate advisor, mentor, and friend through a critical analysis examining organizational power, contingency factors, influence tactics, ethical issues, and decision-making style. This paper describes my advisor’s transformational leadership style, and how this behavior affected my task performance, job performance, and organizational commitment. This analysis concludes with a review of my leadership skills and abilities and an evaluation of the utility of this course and the organizational behavior assessments in helping me become an effective manager/leader.
Exemplary Leadership truly Matters
Introduction
My former graduate advisor, mentor, and friend, Dr. Clifford Harding, MD, PhD, is an exemplary leader. As a manager/leader, my goal is to develop the skills, knowledge, and behaviors that I have witnessed in Dr. Harding. This study explores the organizational power identified in Dr. Harding’s leadership style and how his legitimate power permits significant contingency factors (Colquitt, Lepine, and Wesson, 2011a, p. 455). Although Dr. Harding’s leadership style employed a number of influence tactics, as my mentor, he routinely used consultation tactics (Colquitt et al., 2011a, p. 456 - 458). Dr. Harding’s numerous leadership roles suggest that he uses all four leader decision-making styles (Colquitt et al., 2011a, p. 486 - 489). His role as a Principle Investigator (PI) follows transformational leadership principles (Colquitt et al., 2011a, p. 496). Dr. Harding’s genuine honesty, trustworthiness, and desire to assist my development into an effective, independent investigator were influential factors that positively affected my job performance and organizational commitment. Although
May 22, 2011
Abstract
Leadership theories have been extensively studied, developed, and applied to understand the impact they bestow on organizations. This assignment evaluates and reflects on the leadership style of my former graduate advisor, mentor, and friend through a critical analysis examining organizational power, contingency factors, influence tactics, ethical issues, and decision-making style. This paper describes my advisor’s transformational leadership style, and how this behavior affected my task performance, job performance, and organizational commitment. This analysis concludes with a review of my leadership skills and abilities and an evaluation of the utility of this course and the organizational behavior assessments in helping me become an effective manager/leader.
Exemplary Leadership truly Matters
Introduction
My former graduate advisor, mentor, and friend, Dr. Clifford Harding, MD, PhD, is an exemplary leader. As a manager/leader, my goal is to develop the skills, knowledge, and behaviors that I have witnessed in Dr. Harding. This study explores the organizational power identified in Dr. Harding’s leadership style and how his legitimate power permits significant contingency factors (Colquitt, Lepine, and Wesson, 2011a, p. 455). Although Dr. Harding’s leadership style employed a number of influence tactics, as my mentor, he routinely used consultation tactics (Colquitt et al., 2011a, p. 456 - 458). Dr. Harding’s numerous leadership roles suggest that he uses all four leader decision-making styles (Colquitt et al., 2011a, p. 486 - 489). His role as a Principle Investigator (PI) follows transformational leadership principles (Colquitt et al., 2011a, p. 496). Dr. Harding’s genuine honesty, trustworthiness, and desire to assist my development into an effective, independent investigator were influential factors that positively affected my job performance and organizational commitment. Although
References: Brown, M. E., & Mitchell, M. S. (2010). Ethical and unethical leadership: Exploring new avenues for future research. Business Ethics Quarterly, 20(4), 583-616. Retrieved from http://secure.pdcnet.org/beq/Business-Ethics-Quarterly Browne, M. N. & Keeley, S. M. (2007). Asking the right questions: A guide to critical thinking (8th ed.). Upper Saddle River, NJ: Pearson,/Prentice Hall. Clifford Harding named chair of pathology at CWRU/UH. (2011, January 11). Newswise. Retrieved from http://www.newswise.com/articles/clifford-harding-named-chair-of-pathology-at-cwru-uh Colquitt, J.A., Lepine, J.A., Wesson, M.J. (2011a). Organizational behavior: Improving performance and commitment in the workplace (2nd ed.). New York, NY: Mcgraw-Hill Irwin. Colquitt, J.A., Lepine, J.A., Wesson, M.J. (2011b). Organizational behavior: Improving performance and commitment in the workplace (2nd ed.). New York, NY: McGraw-Hill Irwin. Premium Content. http://highered.mcgraw-hill.com Piccolo, R. F., & Colquitt, J. A. (2006). Transformational leadership and job behaviors: the mediating role of core job characteristics. Academy Of Management Journal, 49(2), 327-340. Retrieved From http://journals.aomonline.org/amj/