Leadership Style Interview Newsletter help

timer Asked: May 12th, 2017
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Question Description

Resources: The Art and Science of Leadership, Ch. 4 & Ch. 6, Leadership Newsletter Article Template, and Phoenix Career Guidance System™ Milestone 7.8 Informational Interview

Select someone in a leadership position at your organization or at a local company where you might seek employment. This individual could be a director, manager, supervisor, or CEO of the organization.

View the video in the Phoenix Career Guidance System™ (Milestone 7.8-Do informational interviews) for tips on interviewing a potential employer through an investigative interview.

Interview an individual who has a leadership role.

Write a 1,050- to 1,400-word profile of the individual that you interviewed for your company's newsletter, and include the following:

  • Identify the individual and their position within the company, and briefly describe the organization.
  • Interpret the individual's leadership style based on the Five-Factor personality model, and offer one or more examples of the management and leadership roles of this individual.
  • Explain one incident where this individual had to solve a difficult problem or situation because things did not go as planned.
  • Describe the lessons that she/he learned from being able to problem solve, even when what she/he had been taught did not work.
Format your profile consistent with the newsletter template (formats may vary depending upon company's style; check internet or Microsoft® Word for templates).

Interviewing my Manager (Supply Chain Management Assistant Chief) and his name is Mr. Wolfe.

Open minded, Open for new ideas, innovation, Lead upfront.

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The Big Five Personality Dimensions Over time, psychologists and organizational behavior researchers have condensed countless personality traits into a list of five major personality dimensions, known as the Big Five (Barrick and Mount, 1991; Digman, 1990; Norman, 1963). Research shows that these five dimensions are consistent components of personality not only in the United States, but in several other cultures as well (e.g., Alessandri, 2011). Table 4-4 summarizes the key elements of the Big Five personality dimensions. Table 4-4 Big Five Personality Dimensions Personality Dimensions Description Conscientiousness Degree to which a person is dependable, responsible, organized, and plans ahead Extraversion/Introversion Degree to which a person is sociable, talkative, assertive, active, and ambitious Openness to experience Degree to which a person is imaginative, broad minded, curious, and seeks new experiences Emotional stability Degree to which a person is anxious, depressed, angry, and insecure Agreeableness Degree to which a person is courteous, likable, good natured, and flexible Sources: Based on descriptions provided by W. T. Norman, “Toward an adequate taxonomy of personality attributes: Replicated factor structure in peer nomination personality ratings,” Journal of Abnormal and Social Psychology 66 (1963): 547–583; J. M. Digman, “Personality structure: Emergence of the five-factor model,” Annual Review of Psychology 41 (1990): 417– 440; and M. R. Barrick and M. Mount, “The five big personality dimensions and job performance: A meta-analysis,” Personnel Psychology 44, no. 1 (1991): 1–76. A number of the Big Five personality dimensions have links to work-relevant behaviors such as academic (Poropat, 2009) and career success (Seibert and Kraimer, 2001), the performance of managers who work abroad (Caligiuri, 2000), and use of different types of power (Karkoulian, Messarra, and Sidani, 2009). Additionally, conscientiousness, agreeableness, and emotional stability are found to be related to ethical leadership (Kalshoven, Den Hartog, and De Hoogh, 2011). However, none alone strongly predicts performance or leadership effectiveness. Of the five dimensions, conscientiousness is the most strongly correlated to job performance. This connection makes sense: Individuals who are dependable, organized, and hard working tend to perform better in their job. Extraversion is the Big Five dimension with the second-highest correlation to job-related behaviors and is particularly important in jobs that rely on social interaction, such as management or sales (Anderson, Spataro, and Flynn, 2008). It is much less essential for employees working on an assembly line or as computer programmers. Unlike conscientiousness, which can apply to all job levels or occupations, extroversion is not an essential trait for every job, although it appears to be much celebrated in today’s businesses. Susan Cain, author of the book “Quiet: The Power of Introverts in a World That Can’t Stop Talking,” believes that the United States has a bias for extroversion and the ideal person is considered to be extroverted. (2013). However, introverts can be highly effective. The ability to thoughtfully reflect and listen to others is a highly valuable trait in leaders. Lisa Petrilli, CEO of C-Level strategies, who considers herself to be an introvert, says: “We get our energy from what people refer to as our inner world. That’s very powerful. Ideas really do run businesses” (Vanderkam, 2012). Openness to experience can help performance in some instances, but not in others. For example, being open to new experiences can help employees and managers perform well in training because they will be motivated to explore fresh ideas and to learn (Goldstein, 1986), and it might help them to be more successful in overseas assignments (Ones and Viswesvaran, 1999). Neville Isdell, CEO of Coca-Cola until 2008 believes that openness to experience is key to leadership. He thinks that students should also learn about cultural differences through a variety of experiences including travel (Bisoux, 2008b). In describing the qualities he looks for in new Coca-Cola hires, he adds, “ . . . they also must have a sense of curiosity. They must want to travel and discover new societies and see the world. Curious people are engaged.” Ken Chenault, CEO of AmEx, suggests that being open to change and able to adapt to it are the most important characteristic today’s leaders need to have: “It’s not the strongest or the most intelligent who survive, but those most adaptive to change” (Chester, 2005). But the same eagerness to explore new ideas and ways of doing things can be an impediment to performance on jobs that require careful attention to existing processes and procedures. As one would expect, emotional stability also is related to job behaviors and performance. At the extreme, individuals who are neurotic are not likely to be able to function in organizations. Some degree of anxiety and worrying, however, can help people perform well because it spurs them to excel. Andy Grove’s (former executive at Intel) book Only the Paranoid Survive: How to Exploit the Crisis That Challenges Every Company and Career is an indication of the sense of anxiety he instilled at Intel to make sure employees perform and the organization excels. Finally, although agreeableness is a highly desirable personality trait in social situations, it generally is not associated with an individual’s work-related behaviors or performance. Furthermore, some recent research suggests that leaders who are higher on emotional stability, extroversion, and agreeableness, while low on conscientiousness, have followers with higher job satisfaction and job commitment (Smith and Canger, 2004). The most important managerial implication of the Big Five dimensions is that despite the reliability and robustness of the Big Five as measures of personality, no single trait is linked strongly to how well a leader or manager will perform in all types and levels of jobs. The links to leadership that do exist are relatively weak, and even a broad personality measure such as the Big Five alone cannot account for success or failure in the complex leadership process. Proactive Personality Do you know someone who routinely identifies opportunities, challenges the status quo, takes initiatives, and perseveres even when blocked by obstacles? No matter what happens, that person stays positive and keeps going. Chances are that the person has a proactive personality (see SelfAssessment 4-3). Proactives take control to influence events in their lives and attribute things that happen to them, particularly positive events, to their own efforts or abilities (Crant, 2000; see Figure 4-3). Such people focus on changing their environment rather than being constrained by it (Bateman and Crant, 1993). Research indicates that proactives have more job satisfaction and a more positive outlook about their career and life (Crant, 2000; Li, Liang, and Crant, 2010; Seibert, Crant, and Kraimer, 1999), have higher life satisfaction (Greguras and Diefendorff, 2010), and are more entrepreneurial (Becherer and Maurer, 1999). The construct has been linked to job performance to a higher extent than the Big Five dimensions (Fuller and Marler, 2009), and there is some cross-cultural research that indicates its applicability in cultures other than the United States and Britain (Joo and Ready, 2012; Kim, Hon, and Crant, 2009). Furthermore, proactivity involves both the setting of goals and the motivation to achieve them (Parker, Bindl, and Strauss, 2010). Figure 4-3 Characteristics of Proactives Shelly Provost, a partner at the venture incubator Lamp Post Group, describes fearless entrepreneurs who are often considered proactives as people who speak up, inject energy and enthusiasm into their activities, and are positive, focused and hard working. She says: “The grittiest people don’t just work longer and harder, although that is part of the equation. They keep a laser focus on their goal and say, ‘no thanks,’ to anything that gets in their way” (Haden, 2012). These are all qualities of proactive people. All these characteristics have implications for leadership especially during times when organizations are in need of change and revival. Being proactive is likely to help a leader identify opportunities, encourage followers toward action, and be more motivated to achieve goals, all important aspects of leadership. Charismatic Leadership: A Relationship Between Leaders and Followers The word charisma means “an inspired and divine gift.” Those who have the gift are divinely endowed with grace and charm. Charismatic leaders capture our imagination and inspire their followers’ devotion and allegiance. We describe political and religious leaders as charismatic, but leaders in business organizations can also be gifted. Charismatic leaders are those who have a profound emotional effect on their followers (House, 1977). Followers see them not merely as bosses but as role models and heroes who are larger than life. Consider the case of President Barack Obama who presents many of the elements of a charismatic leader. The large number of volunteers who engaged in his presidential campaigns and supported him felt a strong emotional connection to him, as witnessed by the many people who attended his events and the high level of emotion they exhibited. The expressions “Yes we can” and “This is our time” and other powerful messages during his acceptance speech in 2008, such as “If there is anyone out there who still doubts that America is a place where all things are possible, who still wonder if the dream of our founders is alive in our time, who still questions the power of our democracy, tonight is your answer” (Gibbs, 2008: 34) inspired his followers. Obama’s optimism and perceived sincerity connected with the majority of the U.S. electorate and many around the world, for example in Germany, where 200,000 people turned out to see candidate Obama. He became the symbol of change and hope for many who, even without knowing much about him, felt a connection to him. Charismatic leaders inspire followers who are devoted and loyal to them and their vision. The relationship involves an intense bond between leaders and their followers and goes beyond a simple exchange. The case of Obama and many other charismatic leaders also show that charisma is clearly in the eye of the beholder; followers make the charismatic leader. The charismatic bond is far from typical of leadership situations and neither essential nor sufficient for effective leadership. The following sections consider the three required elements for the development of charismatic leadership: leader characteristics, follower characteristics, and the leadership situation (Figure 6-1). Figure 6-1 Requirements of Charismatic Leadership Characteristics of Charismatic Leaders Charismatic leaders share several common personality and behavioral characteristics and traits (Table 6-1). Although many of the traits—such as self-confidence, energy, and the ability to communicate well—are related to all types of leadership, their combination and the presence of followers and a crisis are what set charismatic leaders apart. First and foremost, charismatic leaders exude self-confidence in their own abilities and a strong conviction about their ideas along with a sense of moral righteousness of their beliefs and actions (Bass, 1985; Sashkin, 2004). Mahatma Gandhi’s unwavering beliefs about the need for change in India and Martin Luther King Jr.’s single-minded focus on civil rights are examples of this trait. Their high level of confidence motivates their followers and creates a self-fulfilling prophecy. The more confident the leader is, the more motivated the followers are, which further emboldens the leader and encourages the followers to carry out the leader’s wishes wholeheartedly. Additionally, charismatic leader’s high energy and enthusiasm further boosts followers’ positive moods, which increase the attraction to the leader and his or her effectiveness (Bono and Ilies, 2006). Positive expressions, motivation, and hard work increase the chances of success, which provides proof of the correctness of leader’s vision. Table 6-1 Characteristics of Charismatic Leaders • • • • • High degree of self-confidence Strong conviction about ideas High energy and enthusiasm Expressiveness and excellent communication skills Active image building, role modeling, and impression management Steve Case, chairman of the Start-up America Partnership (aimed at the growth of innovative firms in the United States; Start-up America, 2011) and the highly confident founder of Revolution, a company dedicated to increasing consumer power in health decisions, and former CEO of America Online (AOL), made others believe in his vision of connecting everyone through the Internet. Case believes that three things are most important in success: people, passion, and perseverance (Case, 2009). One of Case’s former associates explains, “In a little company everybody’s got to believe. But there needs to be somebody who believes no matter what. That was Steve. Steve believed from the first day that this was going to be a big deal” (Gunther, 1998: 71). Even though the merger of AOL with Time Warner was unsuccessful and led to a $135 billion loss, Case put the failure behind him and poured his energy and resources into several new ventures, including Revolution and a free health and medical information website, RevolutionHealth. Case’s advice to potential entrepreneurs is, “If you feel passionate about a particular business and have the fortitude to break down barriers and redirect when needed, you can do great things” (Edelhauser, 2007). Many examples of the charismatic leader’s self-confidence can be found in political leaders. President Obama’s simple message “Yes we can” is an example of the expression of confidence from a charismatic leader. Fidel Castro withstood considerable pressure over 50 years until his retirement in 2011 and has remained undaunted in his approach. Aung San Suu Kyi, the leader of the political resistance in Burma and 1991 Nobel Peace Prize recipient, who was under house arrest from 1989 to 2010, but persisted in proclaiming her agenda for democratic reform. President Gamal Abdul Nasser of Egypt galvanized Arab pride in the 1950s and 1960s, and his view of a united Arab world dominated the psyche and dreams of millions in the Middle East. Other destructive charismatic leaders use their “gift” to abuse and exploit followers; we discuss them in a later section. Charismatic leaders are typically highly expressive with excellent communication skills and able to use nonverbal cues and dramatic symbols to lend dramatic support to their well-crafted verbal message. Their exceptional articulation skills, which help them express their excitement and communicate the content of their ideas to their followers, are a primary tool in persuading followers to join in their vision. Obama’s considerable oratory skills provide an example, as do J. F. Kennedy’s, Hitler’s, and Fidel Castro’s. The communication skills allow the charismatic leaders to define and frame the mission of the organization or the group in a way that makes it meaningful and relevant to followers. In addition, they appeal to their followers’ emotion through the use of language, symbols, and imagery. Examples of all of these can be found in President Obama’s first inaugural speech (Obama’s Inaugural speech, 2009). Finally, charismatic leaders present a carefully crafted image as role models to their followers and use active impression management to support that image (Conger and Kanungo, 1998). They “walk the talk,” whether it is through the self-sacrifice that they make and demand of their followers or the self-control they demonstrate. House and Shamir (1993) note that a large number of charismatic political leaders spent time in prison, a sacrifice that demonstrates their willingness to put up with hardship to achieve their vision. For example, Gandhi and Nelson Mandela were imprisoned for defending their beliefs. Other charismatic leaders, such as Martin Luther King, Jr., who role modeled the peaceful resistance he advocated, demonstrate through their actions what they expect of their followers. James E. Rogers, chairman and CEO of Duke Energy believes leaders need to be closely involved and role model the behaviors they want followers to demonstrate (Bryant, 2009b). Overall, the characteristics of charismatic leaders are not in dispute; however, they are not the only factor. The next step is describing the development of followers who are devoted to the leader. Table 6-2 Characteristics of Followers of Charismatic Leaders • • • • • • • Intense emotional bond High degree of respect, affection, and esteem for the leader Loyalty and devotion to the leader Identification with the leader High confidence in leader High-performance expectations Unquestioning obedience Characteristics of Followers Because charismatic leadership results from a relationship between a leader and followers, the followers of such leaders demonstrate certain characteristics. Take away the frenzied followers and Hitler would not have been considered charismatic. The same is true for many cult leaders. Even for positive and constructive charismatic leaders such as Gandhi, followers demonstrate particular traits and behaviors (Table 6-2). Followers of charismatic leaders feel an intense emotional bond to the leader. Consider the reaction of employees of Russ Berrie and Co. when the toymaker’s founder and namesake died suddenly. Berrie had established a close family bond with his employees. He was the best man at some of their weddings, and one company executive continued to visit his grave regularly because he felt a spiritual bond with the deceased leader (Marchetti, 2005). Additionally, charismatic followers respect and like their leader. They are strongly devoted to him or her and have a strong sense of loyalty. They admire their leader, and emulate his or her behaviors and mannerisms, including talking, dressing, and acting like the leader. They identify with him, a process that further helps followers internalize the leader’s values and aspirations as their own. In addition to the emotional component, charismatic followers have high confidence in their leader’s ability and high-performance expectations. They believe their leader will change the world, or at least their community or their organization. All these characteristics are likely to lead followers to obey calls to actions without question, a factor that can have dire consequences if the leader is abusive or unethical (Samnani and Singh, 2013). Researchers suggest that charismatic leaders change the followers’ perception of the nature of what needs to be done and create a positive mood contagion (Bono and Ilies, 2006). Leaders offer an appealing vision of the future, develop a common identity, and heighten the followers’ self-esteem and sense of self-efficacy (for a review, see Conger, 1998). In addition, one of the key components of the emergence of charismatic leaders is for the followers to perceive a need for change because the current state is unacceptable and because they believe that a crisis either is imminent or already exists (Shamir, 1991). The case of the 2008 election of Barack Obama presents all these elements. His supporters enthusiastically believed in his vision and their ability to create change to correct a situation they considered unacceptable. The Charismatic Situation President Obama’s case provides yet one more element of charismatic leadership: a se ...
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What you need to Know about Mr. Wolfe
Instructor’s Name
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What you need to Know about Mr. Wolfe
Mr. Wolfe is the Supply Chain Management Chief at my place of work. He is an
open-minded manager who is in charge of ensuring that the transportation of raw materials,
sales, research and development and logistics are well coordinated to the time the goods
reach the consumer. He is a great leader with exceptional management skills which is
attributed to his leadership style. He is well known in the organization as a motivational,
charismatic leader who has the capability of solving problems with ease and inspires a great
follower presence.
His personality dimension is that of openness to experience meaning that he adores
being informed, having a vast experience and creative. Mr. Wolfe is broad minded, has a
strong imagination and strongly appreciates the introduction of new ideas by his
subordinates. He is always willing to try out new ideas, loves brain teasers and is naturally
inquisitive. He is a leader who is dedicated to ensuring that we explore our creativity. He is
intent on achieving the best through teamwork and collaborative work towards meeting the
organization’s mission and vision. He goes beyond managing the daily transacti...

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Tutor went the extra mile to help me with this essay. Citations were a bit shaky but I appreciated how well he handled APA styles and how ok he was to change them even though I didnt specify. Got a B+ which is believable and acceptable.

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