Reference no: EM132775911
Chapter. The Leader as an Individual.
Overview:
This chapter will equip you to understand the importance of self-awareness and how to recognize your blind spots along with how to define your attitudes and explain their relationship to leader behavior. You will also learn how to identify major personality dimensions and understand how personality influences leadership and relationships within organizations. Additionally, you will understand how to lead and work with people with varied personality traits.
Learning Objectives:
Understand the importance of self-awareness and how to recognize your blind spots.
Identify major personality dimensions and understand how personality influences leadership and relationships within organizations.
Clarify your instrumental and end values and recognize how values guide thoughts and behavior.
Define attitudes and explain their relationship to leader behavior.
Explain attributions and recognize how perception affects the leader-follower relationship.
Recognize individual differences in cognitive style and broaden your own thinking style to expand leadership potential.
Understand how to lead and work with people with varied personality traits.
Discussion Board (450 words)
Reflection and Discussion Forum Week 4Reflection and Discussion Forum Week 4
Reflect on the assigned readings for the week. Respond to the following prompts: "What do I feel are the most important aspects of my learning in the chapters this week?" and "What about this learning was really worthy of my time and understanding?" Then explain how important it is in society or business.
Also, provide a graduate-level response to each of the following questions:
What might be some reasons the dimension of "openness to experience" correlates so strongly with historians' ratings of the greatest U.S. presidents but has been less strongly associated with business leader success? Do you think this personality dimension might be more important for business leaders of today than it was in the past? Discuss.
A survey found that 79 percent of CEOs surveyed fall into the category of being "highly optimistic," whereas a much lower percentage of chief financial officers were rated as highly optimistic. Do you think these differences reflect personality characteristics or the different requirements of the two jobs? Discuss.
Respond to the post of at least two peers, using 100 words minimum each.
[Your initial post should be based upon the assigned reading for the week, so the textbook should be a source listed in your reference section and cited within the body of the text. Other sources are not required but feel free to use them if they aid in your discussion].
[Your initial post should be at least 450+ words and in APA format (including Times New Roman with font size 12 and double spaced). Post the actual body of your paper in the discussion thread then attach a Word version of the paper for APA review]
Assignment (350 words)
Leadership Development: Case for Analysis 4
Environmental Designs International
Synopsis
Carver was a highly skilled architect responsible for managing a team of designers in Environmental Designs International's (EDI) Chicago office. Although his abrupt personality had helped him climb the corporate ladder, his intimidating communication style was beginning to create problems and hamper his ability to get results. Carver learned in his performance review that his work relationships were suffering and the complaints about him were increasing. Even his longtime peers were avoiding him as much as possible and finding ways to work around him. Sensitive to the growing animosity toward him, Carver began to reconsider how he interacted with his staff and peers. He felt motivated to begin using some of the tools he learned in the executive education course he recently completed.
Questions:
"At the senior management level, you get hired for competence. You get fired for personality." In your opinion, is this statement true or false? How does it relate to Barry Carver and his current leadership style?
Identify the behaviors described in this case that were damaging to Barry Carver's work relationships. Why would a manager behave this way? What negative consequences did these behaviors have on his peers and subordinates?
How realistic is it that Carver (or anyone) can change his own leadership skills? What kind of help might he need?