Leadership Style
1. I would describe Evelyn Gustafson’s leadership style is Charismatic , she has the ability to inspire and motivate people to do more than they normally do, despite obstacles and personal sacrifice. She creates an atmosphere of change, and she drives her subordinates to work hard. Her behaviour is supportive, she shows concerns for her subordinates by providing flexible scheduling, and giving them frequent breaks, and provided training.
Its strengths included Gustafson’s could motivate her employees to meet the goals, mean more production can be done, and less time frustrated over the job. Weaknesses are she might not be well to deal with the company problem such as efficiency , a charismatic leader tends to believe more in him- or herself than in their team. This can create a risk that a project, or even an entire organization, might collapse if the leader were to leave
In addtition she shows signs of empathy which is the capacity to recognise or understand another's state of mind or emotion. It is often characterized as the ability to "put oneself into another's shoes", or to in some way experience the outlook or emotions of another being within oneself.
Her sources of influence were the fact that she use to be a customer service represenative and she knows how it feels to deal with the low wages and the disgruntle employees.
2. Erik Rasmussen’s may have adopted the Directed leadership-he tells his subordinates exactly what to do. His behaviour includes setting performance goals , for instance he increased the number of calls per hour each representative have , he made schedules, for example in the text “ scheduling was the goal for him’. He can also be described as being task-oriented, which he can become be very autocratic. He or she will actively define the work and the roles required, put structures in place, plan, organise and monitor. However, as task-oriented leaders spare little thought for the well being of their teams, this approach
Its strengths included Gustafson’s could motivate her employees to meet the goals, mean more production can be done, and less time frustrated over the job. Weaknesses are she might not be well to deal with the company problem such as efficiency , a charismatic leader tends to believe more in him- or herself than in their team. This can create a risk that a project, or even an entire organization, might collapse if the leader were to leave
In addtition she shows signs of empathy which is the capacity to recognise or understand another's state of mind or emotion. It is often characterized as the ability to "put oneself into another's shoes", or to in some way experience the outlook or emotions of another being within oneself.
Her sources of influence were the fact that she use to be a customer service represenative and she knows how it feels to deal with the low wages and the disgruntle employees.
2. Erik Rasmussen’s may have adopted the Directed leadership-he tells his subordinates exactly what to do. His behaviour includes setting performance goals , for instance he increased the number of calls per hour each representative have , he made schedules, for example in the text “ scheduling was the goal for him’. He can also be described as being task-oriented, which he can become be very autocratic. He or she will actively define the work and the roles required, put structures in place, plan, organise and monitor. However, as task-oriented leaders spare little thought for the well being of their teams, this approach