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Directive leadership- leaders assume personal responsibility for making major decisions and then act as a taskmaster to get things done.

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Brody explains that individuals may have their own predispositions toward one or more leadership style.
Self-Awareness:
1. Which type(s) of leadership are you most inclined to use or which do you most often use in a current leadership role? You can use work, family, friends, community groups, recreational teams, etc. to respond. If you are not currently in any leadership role, which leadership style do you feel you would be most prone to use?
*Please use the four questions on p. 15 for diagnosing your leadership style as a guide for further reflection of your response.

Leadership Styles (p.4):
Directive leadership- leaders assume personal responsibility for making major decisions and then act as a taskmaster to get things done. Although they may occasionally ask questions or allow limited dialogue, there is no doubt that the decision is essentially and primarily theirs. They prefer to “take charge.” They see themselves functioning as an orchestra conductor, calling on staff to harmoniously achieve a desired result.
Participative leadership- leaders present ideas and invite feedback from staff. They want to retain final decision-making authority, but they also want their employees to suggest alternative solutions.
Delegative leadership- derive considerable satisfaction from giving decision-making responsibilities to their staff. If they participate in the decision-making process, they are comfortable in assuming no more authority than other members of the group.
Diagnosing Your Leadership Style (p. 16):
1. What is my predominant style (directive, participative, or delegative) of leadership? Are there clear benefits from using this style? Are there negative side effects? Thinking back to particular instances, have I matched the right style with the situation at hand? In the future, should I consider testing other styles?
2. Of the possible managerial challenges or flaws, do I see myself manifesting any of them in my own leadership behavior? If so, should I make efforts to modify my attitudes or behavior to increase my effectiveness? Are there times when some of these limitations may actually be useful and necessary?
3. In the review of leadership competencies, which ones do I exhibit? Is it within my capacity to strive for others? If so, can I find some safe ways to test an underdeveloped competency? If not, can I find others who can complement my strengths?
4. Which of the emotional intelligence attributes do I consider to be well developed? Which attributes do I need to develop further?
Only use this textbook –
Brody, R.& Nair, M. (2014). Effectively Managing and Leading Human Service Organizations. Thousand
Oaks, CA: Sage Publications.

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