My Leadership Style Analysis Essay

My precedeing Style AnalysisWGU leadinghipSAT2 Task 1My leading Style AnalysisA1. leaders Style EvaluationThere argon many different leaders rooms. After reading the assigned chapters for this task. I was able to identify my own lead mode as a result. In order to know my leadership mood, I took a serial of assessments in order to nail down my in-person leadership dah. Assessments I took that table serviceed me to determine my personal leadership title be the Emotional Expressive Scale, personalised Magnetism Deficit Inventory, Task Oriented Attitudinal and Behavior assessment, Clarifying your expire Values, What Style of Leader atomic number 18 you or would you be, What is your propensity of pickings Risk, How plastic atomic number 18 you, the Least Preferred Co- passer Scale for Measuring Leadership style, and Measuring your Situation and Perspective assessments (DuBrin, A. (2010). Leadership query findings, practice, and skills (6th ed.). Mason, OH South-We stern, Cengage Learning. ISBN-13 9780547143965).After taking the above assessments, I was able to determine that my personal leadership style is Participative. A Participative leader is a person in charge who shares closing making with group members (DuBrin, A. (2010). Leadership Research findings, practice, and skills (6th ed.). Mason, OH South-Western, Cengage Learning. ISBN-13 9780547143965). A1a. StrengthsAs a Participative leader, my leadership style advocates groupwork. Advocating squadwork is considered strength for my leadership style. This is strength for my leadership style because advocating groupwork gives aggroup members chance to participate in the decision-making making process of developing team, and as a result, employees are empowered, and feel a senseof be as a result. some other strength that my leadership style has is that my leadership style strives for consensus. This is considered strength for my leadership style because having a consensus empowers emp loyees, and provides them with a sense of belonging as a result. A1b. WeaknessesOne weakness of my leadership style is that if team members do not agree on something, a decision cannot be made until all team members are in agreement with a specific decision. This can be considered a weakness for my learning style if team members are not able to Another weakness for my leadership style is the chance for wasting time. This is considered a weakness for my leadership style because if teams are not able to form a consensus for any reason, productivity stops, a valuable time is lost until a consensus is formed. A2. Comparison of Leadership StylesOther leadership Styles that I learned about and found evoke are the compulsive Leadership Style, and the entrepreneurial Leadership Style. The Autocratic Leadership Style is when the leader retains most of the authority for himself or herself (DuBrin, A. (2010). Leadership Research findings, practice, and skills (6th ed.). Mason, OH South-Wes tern, Cengage Learning. ISBN-13 9780547143965). Unlike the Participative Leadership style, the Autocratic Leadership Style retains most of the authority, patch Participative Leadership Style allow team members the world power to receive decisions form on policies and procedures develop by teams, with the final approval of management. In addition, the Autocratic leadership style are not concerned with the concerns of team members. era the Participative leadership style allows for team members to develop and form their opinions, and as a result, this privilege implies that this leadership style is concerned with the concern of team members. The entrepreneurial leadership style stems from personality characteristics and circumstances of individuals (DuBrin, A. (2010). Leadership Research findings, practice, and skills (6th ed.). Mason, OH South-Western, Cengage Learning. ISBN-13 9780547143965).The Entrepreneurial leadership style is a leadership style for individuals who are adva nced(a) enough to open and operate their ownbusiness. The Entrepreneurial leadership style is completely different from the Participative leadership style. The Entrepreneurial leadership style tends to pee higher achievement and is where the Participative leadership style tends to strive for consensus. The Entrepreneurial leadership style tends to be more creative and intense than the Participative leadership style. The Participative leadership style tends to negotiate demands of employees, and the Entrepreneurial leadership style responds immediately if a crisis presents. A3. Leadership Style DiscussionsUnderstanding different Leadership Styles can foster me to go away an effective leader by dish outing me to identify inferior areas in my personal leadership style. be able to identify personal leadership deficiency volition give me the opportunity of being aware. Being aware of deficiency in my leadership style give help me to gain new skills that go away help me to rect ify and perfect wanting(predicate) areas in my leadership style. This newfound awareness will allow me the opportunity to obtain knowledge, skills and abilities needed in order for me to become an effective leader. Another reason spirit different leadership styles can help me to become an effective leader is that it will give me the opportunity to think outdoors the box. This skill will help me to be more creative in my leadership style, and as a result, I will gain and experience new leadership skills to my personal leadership style. This new skill will allow me to future improve and perfect deficient areas of my leadership style, and will help me to become an effective leader as well.In addition, finding the many different leadership style will also help me to become a effective leader by ultimately allowing me to go out the many different learning styles, this will allow me to improve my colloquy skills, which will allow me to effectively communicate with employees. This s kill will improve my leadership skills, and help me to become an effective leader as a result. A4. ProblemsIn order to minimize problems for leaders in the body of work, it is imperative that leaders are emotionally intelligent, know their own personal leadershipstyle, and understand the many different leadership styles in order to minimize problems for them in the workplace. Problems that can present for leaders in the workplace that do not have a complete understanding of differences in leadership styles are miscommunication, and a decrease in employee object lesson as a result. A4a. Overcoming ProblemsIn order for leaders to improve miscommunications in the workplace, leaders should hold periodical meeting and encourage employee input. This will demonstrate to employees that the leader is concerned with team members and is accessible to employees when needed this can improve communication in the workplace as a result. In addition, conducting weekly meetings will also establish an open door constitution for employees. An open door policy demonstrates to employees that you are available, and as a result, communication can future be better in the workplace. In order for leaders to development moral in the work place, leaders should take the opportunity of the open door policy to put to know their employees personally, in addition, in an effort to increase employee moral, leaders should plan team building activities in an effort to increase employee moral as well.Taking the opportunity of the open door policy to get to know your employees personally will increase employee moral in the workplace. Employees will continue to believe that their organization appreciate them as employees, and as a result, communication will improve, and employee moral will increase as a result. Leaders can further improve employee moral by load-bearing(a) team-building activities. For example, leaders should incorporate quarterly activities such as employee luncheon, and or em ployee picnics in order to improve employee moral. These teambuilding activities will further demonstrate to employees that the company appreciates them and as a result, employee moral will increase as a result.A5. Synergies ternion potential advantages that may be created between the Leadership styles are the exponent to collaborate with other team members, obtaining a higher level of enthusiasm, and the ability to make decisions confidently. The Participative leadership style can create the advantage of allowing team members to obtain knowledge, and implement skills that are presented byother team members as a result. . The ability to collaborate with team members will allow two employees and leaders opportunity to develop ideas as a result. The Entrepreneurial leadership style will give teams and leaders the opportunity to become enthusiastic while performing job descriptions.Being enthusiastic in the work place will allow both team member and leaders to become motivated while performing job descriptions as a result. The Autocratic leadership style will give leaders opportunity to make business decision more confidently. This ability for leaders to make business decisions confidently empowers leaders in the work place, when leaders are empowered, they develop self-confidence needed while making business decisions as a result. A5a. Increasing productivityThe ability to obtain knowledge, and implement skills that are presented by other team members will increase productivity because employees will gain new ideas and skills that can help them to perform their job description with ease. When employees are confident with performing their job description, productivity will increase as a result. Being enthusiastic while performing duties in the workplace stimulates and motivates both team members and leaders the same, and as a result, team members are eager and happier while performing their job descriptions, and as a result, productivity increases when employe es are happier in the workplace. When managers have the ability to make snuff it business decisions with confidence, leaders are empowered, employees become subordinate to their leaders, and as a result, productivity increase because leaders become responsible for administer employees cognitive operation appraisals that can provide raises for employees as a result.B. ReferencesCiulla, J. B., Price, T. L., and Murphy, S. E. (2005). The quest for moral leaders Essayson leadership ethics. Cheltenham, UK Edward Elgar. ISBN-13 9781845429454.Topchik, G. (2007). The first-time managers guide to team building. New York AMACOM. ISBN-13 978814474297. Anonymous. (2009). Introducing theone-on-one affray resolution process. Dispute Resolution Journal, 64(3), 90. Brown, J. (2010, January). Leadership vs. management. Supply House Times, 52(11), 118,120-121. Gesell, I. (2010). How to lead when the generation gap becomes your everyday reality. Journal for Quality and Participation, 32(4), 21-24.G uttman, H. (2008). Leading high-performance teams. Chief Executive (231), 33-35. Momeni, N. (2009). The relation between managers emotional intelligence and the organisational climate they create. Public Personnel Management, 38(2), 35-48. DuBrin, A. (2010). Leadership Research findings, practice, and skills (6th ed.). Mason, OH South-Western, Cengage Learning. ISBN-13 9780547143965.