Rit1 Task 2
RIT1 Task 2 Competency 317.1.5-03-05 Leadership
Organizational Leadership Styles
This scenario describes a corporation that has grown to great success under the leadership of CEO Executive A. He is driven, fiercely ambitious, and entirely focused on the success of the company. He shies away from recognition and credits other leaders for the company’s success. He takes blame for poor results and mistakes and takes pride in developing strong leaders in the company. These are the traits of a level 5 leader.
Executive A plans to retire in two years. The top two likely replacements for CEO are Leader B and Leader C.
The qualities of Leader B fall under the transactional style of leadership. It has been established that Leader B creates clear goals by clarifying role and task requirements and by continually guiding subordinates in the direction of these goals. He rewards and recognizes those that perform well and holds accountable and punishes those that do not.
Leader C is very effective at motivating his subordinates by instilling a sense of pride through his vision for the company. He believes that his employees can achieve abundant success when motivated to transcend their own selfishness for the good of the company. He takes a rational approach to problem solving. He tries to connect with his employees on a personal level and prefers the employees consider him as a coach or mentor. These are the traits of a transformational leadership style.
Leader B would not be an effective CEO if he were appointed to replace Executive A. His leadership style is very different from Executive A. He lacks the skills and vision. He assigns tasks and expects positive results without providing much input. He will assign blame when a task goes wrong but not be able to assist in course correction. He will struggle to hold the trust and loyalty of his staff. His lack of humility and inability to accept responsibility for mistakes could lead to resentment.
Leader C is
Organizational Leadership Styles
This scenario describes a corporation that has grown to great success under the leadership of CEO Executive A. He is driven, fiercely ambitious, and entirely focused on the success of the company. He shies away from recognition and credits other leaders for the company’s success. He takes blame for poor results and mistakes and takes pride in developing strong leaders in the company. These are the traits of a level 5 leader.
Executive A plans to retire in two years. The top two likely replacements for CEO are Leader B and Leader C.
The qualities of Leader B fall under the transactional style of leadership. It has been established that Leader B creates clear goals by clarifying role and task requirements and by continually guiding subordinates in the direction of these goals. He rewards and recognizes those that perform well and holds accountable and punishes those that do not.
Leader C is very effective at motivating his subordinates by instilling a sense of pride through his vision for the company. He believes that his employees can achieve abundant success when motivated to transcend their own selfishness for the good of the company. He takes a rational approach to problem solving. He tries to connect with his employees on a personal level and prefers the employees consider him as a coach or mentor. These are the traits of a transformational leadership style.
Leader B would not be an effective CEO if he were appointed to replace Executive A. His leadership style is very different from Executive A. He lacks the skills and vision. He assigns tasks and expects positive results without providing much input. He will assign blame when a task goes wrong but not be able to assist in course correction. He will struggle to hold the trust and loyalty of his staff. His lack of humility and inability to accept responsibility for mistakes could lead to resentment.
Leader C is