Let Task 317.1
LET Task 317.1
Identify leadership styles
1. Executive A’s style of leadership is most closely related to that of a level 5 leader. Level 5 leaders blend the paradoxical combination of deep personal humility with intense personal will (Collins, 2001). In the situation given for this scenario it seems apparent that executive A has many of the traits that would be used to describe a level 5 leader. Executive A is described as driven, highly ambitious and solely focused on the success of the company; these are all traits of a level 5 leader. These types of leaders are routinely described as showing great humility; this trait is evident in executive A’s reluctance to take recognition for the company’s achievements while routinely crediting other management in the organization. Playing into the idea of humility, this also seems apparent in the way that executive A is quick to accept accountability for errors. The fact that executive A was able to take this companies and its stock from mediocrity to greatness and actually keep it there is one of the most recognizable trademarks of a level 5 leader.
2. Leader B appears to be more closely aligned with the traits of a transactional leader. Transactional leaders guide or motivate their followers in the direction of established goals by clarifying role and task requirements (Robbins & Judge, 2007). These traits are apparent in the description of leader B clearly explaining established goals to direct employees to the desired outcome. Another characteristic of a transactional leader, and is also described in the actions of leader B, is to watch for an opportunity to take corrective action and ultimately placing fault with the employee and issuing a reprimand. The contingent reward system that is being utilized by leader B whereas he is identifying and rewarding good performance in subordinates is also a quality of a transactional leader.
3. And finally leader C, as described in the scenario, is exhibiting the
Identify leadership styles
1. Executive A’s style of leadership is most closely related to that of a level 5 leader. Level 5 leaders blend the paradoxical combination of deep personal humility with intense personal will (Collins, 2001). In the situation given for this scenario it seems apparent that executive A has many of the traits that would be used to describe a level 5 leader. Executive A is described as driven, highly ambitious and solely focused on the success of the company; these are all traits of a level 5 leader. These types of leaders are routinely described as showing great humility; this trait is evident in executive A’s reluctance to take recognition for the company’s achievements while routinely crediting other management in the organization. Playing into the idea of humility, this also seems apparent in the way that executive A is quick to accept accountability for errors. The fact that executive A was able to take this companies and its stock from mediocrity to greatness and actually keep it there is one of the most recognizable trademarks of a level 5 leader.
2. Leader B appears to be more closely aligned with the traits of a transactional leader. Transactional leaders guide or motivate their followers in the direction of established goals by clarifying role and task requirements (Robbins & Judge, 2007). These traits are apparent in the description of leader B clearly explaining established goals to direct employees to the desired outcome. Another characteristic of a transactional leader, and is also described in the actions of leader B, is to watch for an opportunity to take corrective action and ultimately placing fault with the employee and issuing a reprimand. The contingent reward system that is being utilized by leader B whereas he is identifying and rewarding good performance in subordinates is also a quality of a transactional leader.
3. And finally leader C, as described in the scenario, is exhibiting the
References: Collins, J. (2001). Level 5 Leadership. Harvard Business Review, 1-12. Robbins, S. P., & Judge, T. A. (2007). Oganizational Behavior (Twelfth ed.). Upper Saddle River, NJ, USA: Prentice Hall.