Mgt501 Management Organizational Behavior
Trident University
Doryce Garcia
Module 4 SLP Assignment
MGT501: Management and Organizational Behavior
Dr. Peter Haried
8 December 2014
For this assignment I had to take an assessment and rate my leadership abilities. I rated
myself on the transformational leadership assessment, by Carless, Wearing, & Mann, L. (2000).
I will discuss what I rated myself on for leadership abilities, and have a co-worker, that I know
well, score me on what they think my leadership abilities are. I will discuss and analyze my
scores, compare it to what my co-worker scored on me, the scale, and what it says about my
leadership style. I will analyze the scores, based on the results I obtained, and focus on the …show more content…
leadership behaviors I think needs to be improved. Lastly, I will discuss how my leadership
abilities translate into my actual behaviors in my organization and the results of my
improvements made.
The assessment had seven key transformational leadership behaviors identified by
Carless, Wearing and Mann, which are: Vision, Staff Development Supportive, Leadership,
Empowerment, Innovative Thinking, Lead by Example, and Charisma. My results of the
assessment that I perceived myself as being, was a score of five. The survey revealed that I am
strong in all key transformational leadership behaviors. I use vision to communicate a clear and
positive outlook for the future of the organization. I try to development my staff by supporting
and encouraging their development. I always give my staff encouragement and recognition to a
job well done, as well as, guidance when it’s needed to improve. I try to empower my staff by
trusting in their decisions and involve them in projects, when I can. I encourage cooperation
among team members and believe in knowledge is power, meaning, I pass on my knowledge to
further their development. I perceive myself as an innovative thinker and try to encourage my
staff to think “outside the box” about problems in new ways. I try to lead by example to set
values I believe in and hope the staff sees what I do and follows suit. The last behavior I am
strong in is charisma. Charisma shows my work ethic, and pride in what I’m doing, it lets the
staff see my respect in others and inspires them. It also shows that I am highly competent at
what I do for the organization. The survey done by my co-worker painted a slightly different
picture after comparing my survey to what my co-worker assessed on me.
My co-worker scored
me a three to four. She rated me a 5 on vision, staff development supportive, leadership,
empowerment, and innovative thinking, but on two key behaviors, lead by example and
charisma, she rated me a 3. Identifying my weak areas only makes me a better leader. I will
develop a plan to address weaknesses while maintaining my strengths. My leadership style is
strong, but I always like to improve upon it. (Carless S. A., Wearing, A. J., & Mann, L., 2000).
Transformational leadership is not without drawbacks. While I understand I can learn
this leadership approach, it takes a visionary personality to make it work. The transformational
leader tends to see the big picture but may not be mindful of the details that it takes to get there.
Which describes my weakness. Not everyone on my team may buy into my vision, and some
may prefer a known concept to an uncertain promise. I need to project enthusiasm, but excessive
enthusiasm can wear thin. In addition, team members do not all move at the same pace. The
results of improving weak leadership behaviors in my organization will be reaching new
levels
of performance transformational leadership is based on believing in others, that each member of
the team has valuable contributions to make. My strategy is to empower each one of them.
Transformation means redefining the business culture, so I need to consider what will work for
my employees. Rewarding my employees is a good idea, and empowering them to develop
those ideas. Other improvements I could entertain are posting photos of the employee of the
month, or show an employee that they are appreciated with a certificate, written note and a gift
card to a classy restaurant. I’ll be sure to spread good feeling around because I don’t want my
employees to perceive that all the rewards are going to a few, will cause resentment. (Gandolfi,
2012).
A leader is someone who has the ability to influence followers that have the same
determination and outcomes for change as they do. Not all leaders are famous people, or people
in high positions of power. There are leaders all around us. They are just ones that
possess leadership qualities that not all people have. This does not mean though that they are
born leaders. This also doesn’t mean that all leaders are good leaders. People build their
leadership qualities through life experiences. Great leaders are able to effectively influence their
subordinates. This influencing is usually done by using their authority. Most people tend to
believe and trust in people in authority because they have reputation and rapport. Another source
of influence that leaders use to influence others is expertise. “If subordinates believe that their
managers have more knowledge or technical skill than they do, they will accept the manager’s
view more easily”. Lastly, charisma can also be used to influence others. “A charismatic leader
is a person who has the ability to influence others because of his or her inspirational qualities,
and have the power to obtain cooperation and devotion of their followers”. Effective leaders
know that they need to do more than simply convince others to follow them. They need to
effectively communicate their goals along with the goals of their followers to make sure that they
are both heading in the same direction. When a leader and their subordinates share the same
goals, they help each other work harder in achieving that final common goal. Good leaders are
great at making change happen. They see the need for change and work with their followers in
making the change happen in the future by setting real goals. This is the type of leader I aspire
to be. (Lolly, E., 1996).
References
Carless S. A., Wearing, A. J., & Mann, L. (2000). A short measure of transformational leadership. Journal of Business and Psychology, 14(3). Retrieved on 2 December, 2014, from http://infinitasbiz.wordpress.com/2014/01/04/assessing-your-transformational-leadership-behaviors/
Gandolfi, F. (2012). A conceptual discussion of transformational leadership and
Intercultural competence. Review of International Comparative Management, 13(4), 523.
Retrieved on 2 December, 2014, from http://www.rmci.ase.ro/no13vol4/03.pdf Lolly, E., (1996). Transformative Leadership. Ohio Literacy Resource Center. Retrieved on 6 December, 2014, from http://literacy.kent.edu/Oasis/Leadership/over2.htm#lead
Stephenson, C. (2004). From the dean: are leaders born or made? Ivey Business Journal Online,
J1. University of Western Ontario. London. Retrieved on 5 December, 2014, from http://www.iveybusinessjournal.com/departments/from-the-dean/are-leaders-born-or-made
Doryce Garcia
Module 4 SLP Assignment
MGT501: Management and Organizational Behavior
Dr. Peter Haried
8 December 2014
For this assignment I had to take an assessment and rate my leadership abilities. I rated
myself on the transformational leadership assessment, by Carless, Wearing, & Mann, L. (2000).
I will discuss what I rated myself on for leadership abilities, and have a co-worker, that I know
well, score me on what they think my leadership abilities are. I will discuss and analyze my
scores, compare it to what my co-worker scored on me, the scale, and what it says about my
leadership style. I will analyze the scores, based on the results I obtained, and focus on the …show more content…
leadership behaviors I think needs to be improved. Lastly, I will discuss how my leadership
abilities translate into my actual behaviors in my organization and the results of my
improvements made.
The assessment had seven key transformational leadership behaviors identified by
Carless, Wearing and Mann, which are: Vision, Staff Development Supportive, Leadership,
Empowerment, Innovative Thinking, Lead by Example, and Charisma. My results of the
assessment that I perceived myself as being, was a score of five. The survey revealed that I am
strong in all key transformational leadership behaviors. I use vision to communicate a clear and
positive outlook for the future of the organization. I try to development my staff by supporting
and encouraging their development. I always give my staff encouragement and recognition to a
job well done, as well as, guidance when it’s needed to improve. I try to empower my staff by
trusting in their decisions and involve them in projects, when I can. I encourage cooperation
among team members and believe in knowledge is power, meaning, I pass on my knowledge to
further their development. I perceive myself as an innovative thinker and try to encourage my
staff to think “outside the box” about problems in new ways. I try to lead by example to set
values I believe in and hope the staff sees what I do and follows suit. The last behavior I am
strong in is charisma. Charisma shows my work ethic, and pride in what I’m doing, it lets the
staff see my respect in others and inspires them. It also shows that I am highly competent at
what I do for the organization. The survey done by my co-worker painted a slightly different
picture after comparing my survey to what my co-worker assessed on me.
My co-worker scored
me a three to four. She rated me a 5 on vision, staff development supportive, leadership,
empowerment, and innovative thinking, but on two key behaviors, lead by example and
charisma, she rated me a 3. Identifying my weak areas only makes me a better leader. I will
develop a plan to address weaknesses while maintaining my strengths. My leadership style is
strong, but I always like to improve upon it. (Carless S. A., Wearing, A. J., & Mann, L., 2000).
Transformational leadership is not without drawbacks. While I understand I can learn
this leadership approach, it takes a visionary personality to make it work. The transformational
leader tends to see the big picture but may not be mindful of the details that it takes to get there.
Which describes my weakness. Not everyone on my team may buy into my vision, and some
may prefer a known concept to an uncertain promise. I need to project enthusiasm, but excessive
enthusiasm can wear thin. In addition, team members do not all move at the same pace. The
results of improving weak leadership behaviors in my organization will be reaching new
levels
of performance transformational leadership is based on believing in others, that each member of
the team has valuable contributions to make. My strategy is to empower each one of them.
Transformation means redefining the business culture, so I need to consider what will work for
my employees. Rewarding my employees is a good idea, and empowering them to develop
those ideas. Other improvements I could entertain are posting photos of the employee of the
month, or show an employee that they are appreciated with a certificate, written note and a gift
card to a classy restaurant. I’ll be sure to spread good feeling around because I don’t want my
employees to perceive that all the rewards are going to a few, will cause resentment. (Gandolfi,
2012).
A leader is someone who has the ability to influence followers that have the same
determination and outcomes for change as they do. Not all leaders are famous people, or people
in high positions of power. There are leaders all around us. They are just ones that
possess leadership qualities that not all people have. This does not mean though that they are
born leaders. This also doesn’t mean that all leaders are good leaders. People build their
leadership qualities through life experiences. Great leaders are able to effectively influence their
subordinates. This influencing is usually done by using their authority. Most people tend to
believe and trust in people in authority because they have reputation and rapport. Another source
of influence that leaders use to influence others is expertise. “If subordinates believe that their
managers have more knowledge or technical skill than they do, they will accept the manager’s
view more easily”. Lastly, charisma can also be used to influence others. “A charismatic leader
is a person who has the ability to influence others because of his or her inspirational qualities,
and have the power to obtain cooperation and devotion of their followers”. Effective leaders
know that they need to do more than simply convince others to follow them. They need to
effectively communicate their goals along with the goals of their followers to make sure that they
are both heading in the same direction. When a leader and their subordinates share the same
goals, they help each other work harder in achieving that final common goal. Good leaders are
great at making change happen. They see the need for change and work with their followers in
making the change happen in the future by setting real goals. This is the type of leader I aspire
to be. (Lolly, E., 1996).
References
Carless S. A., Wearing, A. J., & Mann, L. (2000). A short measure of transformational leadership. Journal of Business and Psychology, 14(3). Retrieved on 2 December, 2014, from http://infinitasbiz.wordpress.com/2014/01/04/assessing-your-transformational-leadership-behaviors/
Gandolfi, F. (2012). A conceptual discussion of transformational leadership and
Intercultural competence. Review of International Comparative Management, 13(4), 523.
Retrieved on 2 December, 2014, from http://www.rmci.ase.ro/no13vol4/03.pdf Lolly, E., (1996). Transformative Leadership. Ohio Literacy Resource Center. Retrieved on 6 December, 2014, from http://literacy.kent.edu/Oasis/Leadership/over2.htm#lead
Stephenson, C. (2004). From the dean: are leaders born or made? Ivey Business Journal Online,
J1. University of Western Ontario. London. Retrieved on 5 December, 2014, from http://www.iveybusinessjournal.com/departments/from-the-dean/are-leaders-born-or-made