May 22, 2011
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
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 guided leadership is important and Dr. Harding is an exemplary leader, several leader substitutes and neutralizers decreased Dr. Harding’s leadership influence (Colquitt et al., 2011a, p. 504 - 506), which will be explored in this paper. Context
During my life I have encountered a number of leaders and mentors, but one that is exemplary as a leader, mentor, and friend was my graduate advisor and mentor, Clifford Harding, MD, PhD. Dr. Harding took on a number of leadership roles at Case Western Reserve University. He is Professor and Chair of Pathology. He runs his own research lab in the areas of immunology, oncology, and infectious disease. He is the Director of the Medical Scientist Training Program (MSTP) and the founding Chair and current Director of the Immunology Training Program (ITP) at Case. Dr. Harding sits on several scientific society and journal editorial boards and serves on several NIH grant sections. Discussion and Analysis
Dr. Harding is an exemplary leader and scientist in the fields of immunology oncology and infectious disease. Dr. Harding leads with organizational and personal power. Dr. Harding’s legitimate power, as defined by Colquitt et al. (2011a), is derived from his positions as Professor and Chair of the Department of Pathology, Director of the MSTP and ITP, PI of is own lab, and numerous positions in the broader scientific community (p. 452 - 453). His positions of authority support his reward and coercive powers to effectively lead (Colquitt et al., 2011a, p. 452 - 453). His reward power is demonstrated by his control over departmental funds, pay raises, research directions, job assignments, employee evaluations, and student admission or exclusion to graduate programs. Under Dr. Harding’s leadership, grant applications in the Department of Pathology increased 80 percent over the last three years (Clifford, 2011). He has coercive power to expel graduate students for misconduct or poor academic performance, as well as fire,...