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BUS 302 BUS302 BUS/302 Leadership Assessment

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BUS 302 BUS302 BUS/302 Leadership Assessment

Most companies and organizations have members of their senior executives that take on more than their role as an executive but are also the organizational leader for the company.

Theyare the type of person that works to mold the company into the image that they want for it by being a role model for the behaviors and characteristics that will help achieve organizational goals.

Leadership styles are different, and many of the best leaders have their own unique style that they use to inspire others to do their best in whatever capacity the company needs them in.

Description

BUS 302 BUS302 BUS/302 Leadership Assessment

Most companies and organizations have members of their senior executives that take on more than their role as an executive but are also the organizational leader for the company.

Theyare the type of person that works to mold the company into the image that they want for it by being a role model for the behaviors and characteristics that will help achieve organizational goals.

Leadership styles are different, and many of the best leaders have their own unique style that they use to inspire others to do their best in whatever capacity the company needs them in.

Not all managers or executives can be seen as leaders, and some senior executives may have a leadership style that actually has a negative impact on the company as a whole, but usually in order for the company to be profitable and excel, this type of leadership should not be able to lastlong or should be balanced by other better leaders within the company.

The COO or Chief Operating Officer at a previous organization had a very charismatic presence. He was the type of leader that made an employee want to “do good” on any project that they would work on for him. His leadership style could be described as consultative.

According to DuBrin (2011), “Consultative leaders confer with group members before making a decision. However, they retain the final authority to make decisions” (p. 123).

This was probably one of his biggest strengths as an executive and leader of the company because he madethe employees feel as though they truly had a stake in the company larger than just earning a paycheck.

On any decision that might need to be made that would impact a particular department, he would invite the employees that would be affected by any changes to comment on what they believed to be the right action.

There are times when individuals within the company may have an insight on something that would not be considered by upper management because they are not performing those duties day in and day out like the employees.

Overall, this leadership style had a very positive impact on me and on the company as a whole. Employees did not seem to mind when he would ask them to go that extra mile for the company by doing something above and beyond the normal duties or working overtime.

They seemed to be willing to do these activities because they understood that he would appreciate it and would return the favor when it comes to something that the employees may need in the future.

He was not just an executive, but could truly be called a leader. The organizational structure of the company that I used to work for had a departmental approach.

According to Christiensen (2007), “Several subunits based on specialization according to the purpose or process principle, which each correspond to homogeneous parts of the task environment” (p. 32).

Each member of the department would be considered a part of a particular sales team, and act in the supporting roles to the different sales people.

BUS 302 BUS302 BUS/302 Leadership Assessment

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BUS 302 BUS302 BUS/302 Leadership Assessment

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