What impact does leadership style have on training and development of employees?

Assignment Overview

Three Classic Leadership Styles

The earliest research on leadership styles was conducted by Kurt Lewin (1939) and his students who identified three basic styles: autocratic, democratic, and laissez-faire. The autocratic style is directive, assertive, aggressive, and controlling in relationships. Leaders with an autocratic style use strict policies and procedures to control the work environment. Followers have little power and are unable to challenge authority. The leader with a democratic style is open-minded, interactive, egalitarian, collaborative, and focuses on policies and procedures less than the autocratic leader. Followers are a part of the decision making process at all levels. The leader with a laissez-faire styleuses a hands-off approach, gives followers a significant amount of autonomy to complete tasks, determine goals, make decisions, and focuses on policies and procedures less than the democratic leader. The laissez-faire style can be “risky” and can create chaos for followers due to a lack of supervision.

Classic Leadership Styles

A general in the military may have an autocratic style of leading, a dean of a college may have a democratic style of leading, and a retail manager may have a laissez-faire style of leading. Over the years, there have been many debates over leadership styles and what the optimum leadership style is.

Please begin by reading:

Cherry, K. (2014).Lewin’s Leadership Styles Three Major Styles of Leadership. Retrieved July 15, 2014, from.about.com/od/leadership/a/leadstyles.htm”>http://psychology.about.com/od/leadership/a/leadstyles.htm

Leadership Toolbox. (2008). Leadership styles: Democratic leadership style. Retrieved July 15, 2014, from.leadership-toolbox.com/democratic-leadership-style.html”>http://www.leadership-toolbox.com/democratic-leadership-style.html

Leadership Toolbox. (2008). Leadership styles: Autocratic leadership. Retrieved July 15, 2014, from.leadership-toolbox.com/autocratic-leadership.html”>http://www.leadership-toolbox.com/autocratic-leadership.html

United Nations Public Administration Network.(2010). Leadership styles. Retrieved July 15, 2014, from.un.org/intradoc/groups/public/documents/unssc/unpan024704.pdf”>http://unpan1.un.org/intradoc/groups/public/documents/unssc/unpan024704.pdf

Case Assignment

After doing some research, please prepare a 3-4 page paper (not including the cover and reference pages) in which you:

Choose a company from Fortune Magazine’s “Top 100 Companies to Work For 2014” (.com/best-companies/google-1/”>http://fortune.com/best-companies/google-1/). Select your company from the top 10 on the list.
Research the company, then answer the following questions.
Who is the leader (CEO) of the organization?
Which of the classical leadership styles exemplifies this leader?
What is the added value of this leadership style?
What impact does this leadership style have on the organization’s overall image?
What impact does leadership style have on training and development of employees?
Contrast this leadership style with United Airlines, named the worst company in America to work for by .com/”>glassdoor.com.
Based on your experiences and research, what kind of leadership style is needed to promote efficiency in an organization? What contingencies affect this outcome? Justify your response.
Assignment Expectations

Make sure that you use your own language (rather than copying sentences from the article).
Your paper will be graded based on the following criteria: Precision, Clarity, Breadth, Depth, Grammar/Vocabulary, Referencing, and Application.
Use 12-point type size (Times New Roman), double-spacing, and one-inch margins. Add a cover page and a references list.
Cite your sources: APA Style – Trident requires all PhD work to be in APA form. We also encourage all other students to comply with guidelines for proper citation of references. You may use the tutorial found on the following link (press “view the tutorial”):.apastyle.org/learn/tutorials/basics-tutorial.aspx?apaSessionKey=4532A4A4911C1E8D5E885C141739A382″>The Basics of APA Style

Module 1 – SLP

Classical Leadership Training and Development

Aristotle’s Ethos, Logos, and Pathos

Many centuries ago,Greek philosopher Aristotlewrote about the importance of ethos, logos, and pathos. These broad constructs can be used when influencing followers. Projecting a positive ethos (image) is significant for leaders when influencing followers because followers seek leaders who they can relate to. For example, a leader with a positive ethos may be ethical, trustworthy, or credible. Utilizing logos (logic) is important for a leader who is in charge of making conceptual decisions. Leaders who possess high levels of logos are respected and valued by their followers. It should be mentioned that depending too much on logos and not enough on ethos can be detrimental for a leader. Pathos is the ability to use one’s emotions to influence and connect with followers.

A case in point of the power in ethos, logos, and pathos: Consider the different approaches between Ronald Reagan and Jimmy Carter when they ran against one another in their final debate on October 28, 1980. Carter came across as cold and impersonal. To every question he was asked, Carter responded with facts and figures (logos). Those who watched this revolutionary debate realized that they could connect (ethos and pathos) with Ronald Reagan, and as a result, were more inclined to vote for him. Ronald Reagan was elected President of the United States of America in 1980.

Please read Martin Luther King’s letter from Birmingham Jail at:

.bu.edu/irsd/Ec326_2004/material_2004/Letter%20from%20Birmingham%20Jail.htm”>http://www.bu.edu/irsd/Ec326_2004/material_2004/Letter%20from%20Birmingham%20Jail.htm

Then, drawing on the material in the background readings and doing additional research please provide examples of how Martin Luther King used ethos, logos, and pathos in his powerful and highly influential letter from Birmingham Jail.

SLP Assignment Expectations

Your paper should be 3-4 pages, not including the cover sheet and reference page. You are expected to deal with these issues in an integrated fashion, rather than treating them as a series of individual questions to be answered one by one and left at that.

You will be particularly assessed on:

Your completion of all the steps in the exercise.
Your ability to synthesize information and present a concise and meaningful paper.
The clarity and quality of your writing.
Make sure that you use your own language (rather than copying sentences from the article).
Your paper will be graded based on the following criteria: Precision, Clarity, Breadth, Depth, Grammar/Vocabulary, Referencing, and Application.
Use 12-point type size (Times New Roman), double-spacing, and one-inch margins. Add a cover page and a references list.
Cite your sources: APA Style – Trident requires all PhD work to be in APA form. We also encourage all other students to comply with guidelines for proper citation of references. You may use the tutorial found on the following link (press “view the tutorial”):.apastyle.org/learn/tutorials/basics-tutorial.aspx?apaSessionKey=4532A4A4911C1E8D5E885C141739A382″>The Basics of APA Style

Module 2 – Case

Situational Leadership Training and Development

Assignment Overview

Situational Leadership

Situational leadership was originally developed by Paul Hersey and Kenneth Blanchard (1969). As the name implies, situational leadership requires adapting to situations that arise because the situational contingencies dictate your style for that moment. Situational leadership stresses that leadership is composed of both a directive and supportive dimension, and each has to be applied appropriately in a given situation. Although many theories of leadership are descriptive in nature, the situational approach is prescriptive. Situational leadership tells you what you should and should not do in various contexts. The three core competencies of a situational leader are: diagnosis, flexibility, and partnering. An example of a situational leader is a football coach who is able to adapt to each game of the season by diagnosing the situation, being flexible, and partnering with his or her team.

Please begin by reading:

Arvidsson, M., Johansson, C. R., Ek, A., &Akselsson, R. (2007).Situational leadership in air traffic control. Journal of Air Transportation, 12(1), 67-97. Retrieved July 15, 2014, from ProQuest (Document ID: 1303411551).umi.com/pqdweb?did=1303411551&sid=6&Fmt=4&clientId=29440&RQT=309&VName=PQD”>http://proquest.umi.com/pqdweb?did=1303411551&sid=6&Fmt=4&clientId=29440&RQT=309&VName=PQD

Yeakey, G.W. (2002). Situational leadership.Military Review. Retrieved on May 21, 2014, from.au.af.mil/au/awc/awcgate/milreview/yeakey.htm”>http://www.au.af.mil/au/awc/awcgate/milreview/yeakey.htm

Please watch:

YouTube Video: Warren Bennis on Leadership Development retrieved from.youtube.com/watch?v=NFHaHquIW0g&feature=related”>http://www.youtube.com/watch?v=NFHaHquIW0g&feature=related on May 15, 2014.

YouTube Video: Why You Should Invest in Leadership Development retrieved from.youtube.com/watch?v=a86N1BC27uI”>http://www.youtube.com/watch?v=a86N1BC27uI on May 15, 2014.

YouTube Video: Ken Blanchard – Leadership Point of View retrieved from.youtube.com/watch?v=DZni2_j15PY&feature=fvwrel”>http://www.youtube.com/watch?v=DZni2_j15PY&feature=fvwrel on May 15, 2014.

YouTube Video: Ken and Scott Blanchard retrieved from.youtube.com/watch?v=M1uyU3YSqes”>http://www.youtube.com/watch?v=M1uyU3YSqes on May 15, 2014.

Case Assignment

This Case Assignment has two parts:

Part A:

After doing some research, please prepare a 2 -3 page paper (not including the cover and reference pages) in which you:

Select a US leader who you consider to be an outstanding example of situational leadership. Conduct independent research on this individual and create a profile of this leader that addresses the following:
Why does this leader exemplify situational leadership? Support your answer with specific examples.
What added value did situational leadership bring to the organization/group this person was leading?
Do you think situational leaders are born with natural skills or can individuals develop the skills needed to be an effective situational leader? Justify your response.
Discuss a time when you had to be a situational leader.
Select a leader from outside of the US who you consider to be an outstanding example of situational leadership. Conduct independent research on this individual and create a profile of this leader that addresses the following:
Why does this leader exemplify situational leadership? Support your answer with specific examples.
What added value did situational leadership bring to the organization/group this person was leading?
Do you think situational leaders are born with natural skills or can individuals develop the skills needed to be an effective situational leader? Justify your response.
Discuss a time when you had to be a situational leader.
Part B:

Complete the following Situational Leadership Questionnaire (below) and then discuss your results in a 1-2 page paper. More specifically, do you agree with your results, how can you use your results to become a more effective leader, and how can this questionnaire be used for training and development purposes for most organizations.
Situational Leadership Styles Questionnaire

Directions

Assume you are involved in each of the following twelve situations. Each situation has four alternative actions you might initiate.
Read each item carefully.
Think about what you would do in each circumstance.
Circle the letter of the alternative action choice you think most closely describes what behavior you would use in the situation presented.
Circle only one choice.
Circle a choice for each of the twelve situations. Don’t skip any.
Move through the items quickly and stick with the first choice you make on each item. Your first choice tends to be the most accurate one.
Remember: Circle what you think you would do, not what you think you should do. The goal is to evaluate what behaviors you actually use – not to get right answers. If there is no alternative action that describes what you do in the situation, circle the item that most closely resembles what you would do.

Your staff has not been responding to your friendly conversation and obvious concern for their welfare. Their performance is declining rapidly. You would:
Emphasize the use of the standard procedures and the necessity for task accomplishment.
Make yourself available for discussion but do not push your involvement.
Talk to them and then set goal objectives.
Intentionally do not intervene.
The observable performance of your team is increasing. You have been making sure that all members are aware of their responsibilities and the standards expected. You would:
Engage in friendly exchange but continue to make sure that all members are aware of their responsibilities and standards of performance.
Take no definite action.
Do what you can to make the team to feel important and involved.
Emphasize the importance of deadlines and tasks.
Members of your team are unable to solve a problem themselves. You have normally left them alone. Group performance and interpersonal relationships have been good. You would:
Involve the team and together engage in problem solving.
Let the team work it out.
Act quickly and firmly to correct and redirect.
Encourage the group to work on the problem and be supportive.
You are considering a major change. Your staff has a fine record of accomplishment. They respect the need for change. You would:
Allow team involvement in developing the change but not bee too directive.
Announce changes and then implement them with close supervision.
Allow the team to formulate its own direction.
Incorporate team recommendations but direct the change yourself.
The performance of your team has been dropping during the past few months. Staff have been unconcerned with meeting objectives. They have continually needed reminding to do their tasks on time. Redefining roles and responsibilities has helped in the past. You would:
Allow the team to formulate its own direction.
Incorporate team recommendations but see that objectives are met.
Redefine roles and responsibilities and sure.
Allow team involvement in determining roles and responsibilities but not be too directive.
You have stepped into an efficient run situation. The previous manager ran a tight ship. You want to maintain a productive situation but would like to begin humanizing the environment. You would:
Do what you can to make the team feel important and involved.
Emphasize the importance of deadlines and tasks.
Intentionally not intervene.
Get them involved in decision making but see that objectives are met.
You are considering major changes in your organizational structure. Members of the team have made suggestions about needing change. The team has been productive and demonstrated flexibility in its day-to-day operations. You would:
Define the change and supervise carefully.
Participate within the team in developing change but allow members to organise implementation.
Be willing to make changes as recommended but maintain control of implementation.
Avoid confrontation, leave things alone.
Team performance and interpersonal relationships are good. You feel somewhat insecure about the lack of direction of the team. You would:
Leave the team alone.
Discuss the situation with the team and then initiate necessary changes.
Take steps to direct your staff towards working in a well defined manner.

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