Leadership Styles and Associated Qualities
RIT 1: Task 317.1.5: Leadership
Part A:
1) Based on the example given in the scenario, Executive A would be considered a Level 5 leader. He is ambitious and his primary goal is the success of the company. Over the course of his time as CEO, Executive A tuned the company around, increased the value of the company’s stock exponentially and led them to a point where they generated a profit for the first time in years. He is charismatic, powerful and a media darling. However, at the same time he avoids taking center stage, he is humble and he shares credit for the company’s success with his subordinates and peers within the company yet he is also willing to accept blame for mistakes and failures. He is a leader who mentors other potential leaders who work for him.
2) Leader B is a Transactional Leader. He is goal-oriented, preferring to establish clear goals and tasks for his employees in order to meet his long-term vision. As a transactional leader, Leader B accomplishes his goals by setting up a distinct chain of command, with well-defined positions and duties for all of his subordinates. Each employee in this chain of command is also made aware of specific rewards they will receive for following orders and performing their duties. In addition to the rewards, there are punishments for failure, or for not meeting goals. These may not be specifically defined, however they are well-understood and there is typically a formal disciplinary system in place.
3) Leader C is a Transformational Leader. He motivates his employees to minimize their own self-interest in favor of the overall good of the company. He is a charismatic leader, who believes that his employees can be successful if they are passionate about his vision. His expectations are high as he focuses on team building, motivation and collaboration with employees at all different levels of the organization. There is a high focus on personal and professional growth for individuals. A transformational
Part A:
1) Based on the example given in the scenario, Executive A would be considered a Level 5 leader. He is ambitious and his primary goal is the success of the company. Over the course of his time as CEO, Executive A tuned the company around, increased the value of the company’s stock exponentially and led them to a point where they generated a profit for the first time in years. He is charismatic, powerful and a media darling. However, at the same time he avoids taking center stage, he is humble and he shares credit for the company’s success with his subordinates and peers within the company yet he is also willing to accept blame for mistakes and failures. He is a leader who mentors other potential leaders who work for him.
2) Leader B is a Transactional Leader. He is goal-oriented, preferring to establish clear goals and tasks for his employees in order to meet his long-term vision. As a transactional leader, Leader B accomplishes his goals by setting up a distinct chain of command, with well-defined positions and duties for all of his subordinates. Each employee in this chain of command is also made aware of specific rewards they will receive for following orders and performing their duties. In addition to the rewards, there are punishments for failure, or for not meeting goals. These may not be specifically defined, however they are well-understood and there is typically a formal disciplinary system in place.
3) Leader C is a Transformational Leader. He motivates his employees to minimize their own self-interest in favor of the overall good of the company. He is a charismatic leader, who believes that his employees can be successful if they are passionate about his vision. His expectations are high as he focuses on team building, motivation and collaboration with employees at all different levels of the organization. There is a high focus on personal and professional growth for individuals. A transformational