“an executive in whom genuine personal humility blends with intense professional will.”
(Collins, 2005) Executive A exhibits these characteristics and is a Level 5 leader.
Executive B defines clear goals and breaks down the roles and tasks while steering subordinates in the direction of the stated goals. She believes in a clear chain of command, which implies that she has delegated the authority to make decisions to lower level organizational leaders. She also believes in accountability. She rewards employees for good behavior and punishes for bad behavior. Transactional leaders “guide or motivate their followers in the directions of established goals by clarifying role and task requirements.” (Judge and Robbins,
2012) Executive B displays these attributes and is a Transactional leader.
Executive C is described in the scenario as setting high expectations for employees, promoting a sense of pride in the company, and delights in his the rational plan to attack problem solving throughout the organization. He truly feels that through inspiration and passion, people can achieve considerable success. He prefers to be thought of as a mentor rather than a manager and tries to reinforce this by remembering
References: Judge, S. P. and Robbins, T. A. (07/2012). Organizational Behavior, 15/e VitalSource for Western Governors University [1] (VitalSource Bookshelf), Retrieved from http://online.vitalsource.com/books/9781256819752/id/ch12 Collins, J. (2005). Level 5 Leadership: The Triumph of Humility and Fierce Resolve. Harvard Business Review, July-August. Retrieved from http://cb.hbsp.harvard.edu/cb/pl/11609307/11609308/54cd9c1ed3bce7a46db40c8bdf2eb2 5b