Decision Making Styles Leadership Term Paper

Pages: 10 (3455 words)  ·  Bibliography Sources: ≈ 7  ·  File: .docx  ·  Level: College Senior  ·  Topic: Leadership


Thinkers are very good at making long, detailed decisions that take up a great deal of time, but learning how to take short cuts and to occasionally use timesaving tricks rather than doing things as carefully as possible can help them have more success. Making a decision quickly and on time can be more productive than spending a very long time on a decision and then missing the deadline. The importance of stability and organization can be a hindrance in some situations; thinkers need to learn how to deal with change and disorganization and still be able to make decisions. Showing initiative on new projects can be difficult for the thinker, and so can compromising with the opposition, and both of these skills would be important for improving the performance of the thinker. Thinkers need to come to terms with having to state unpopular decisions even though the people this decision affects may not be terribly pleased. Finally, thinkers should use policies more as guidelines, rather than hard-set laws, and finding flexibility is an important goal for thinkers.

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The director is characterized by decisive actions and decisions, with an attitude of certainty and finality accompanying every move made. The director likes to be in control of the situation, and some would call him or her a "control freak." Directors seriously dislike inaction, and will not take a passive approach to any decision. The director likes to have the freedom to manage himself and others, and does not want to be bogged down by outside influences that might prevent him from doing things the right way when those things need to get done. The director is not emotional about decisions, but rather very cool and confident in his or her chosen path. The director is independent, not counting on others for any kind of support, and highly competitive. Having competition is a positive influence on this type of decision-maker, who will excel to meet the highest potential when presented with a challenge. Directors are known for having a low tolerance for the feelings or opinions of other people, but being hard-set to the decision he or she has become convinced is correct. The advice of other people is generally not taken very much into account, and anyone who allows emotions to influence the decision-making process is looked down upon by directors. The director does work very quickly and very impressively alone, without the distractions of a group being able to accomplish incredible tasks and to reach high-set goals. The director is overall a person with good administrative skills, able to keep direction and control over people and tasks in an office setting.

Directors have lessons to learn from those in other decision-making groups; "active" listening is an important strength for relaters and one that needs to be developed by directors. Directors are very uptight and stiff and should work on projecting a more relaxed image by pacing themselves. The unfeeling nature of the director style needs to be developed into patience, humility, sensitivity, and empathy for coworkers and employees. Using more caution would benefit directors when making decisions. Communication is not a strong point for the very controlling director who believes that he is always right, but verbalizing the reasons for conclusions to others would be an improvement. Instead of standing alone and thinking himself to be completely above the rest of the people involved, learning to relate and identify with a group would help increase the behavioral adaptivity of the director. Being able to express compliments to others when they have been well earned would also help the director function in a group.

The Platinum Rule Substyles

The four basic Platinum Rule styles of decision-making can be combined to make sixteen substyles that are more able to properly describe complex individuals.

The Directing Director is referred to as "The Commander." An example of this type would be CEOs that move from company to company. Motivated by new opportunities, this style of decision making describes someone who speaks his or her mind and takes risks. Pursuing his own interests, he wants to triumph, and will move from conquest to conquest. The Directing Director wants to have the final say and will think that his way is the only way. Directing Directors take on new challenges and take charge of the situation; this type of decision maker will decide whether or not others agree without having their input. This type is likely to attempt to create a dictatorship, especially when distressed. Sharing praise and developing a team approach would get the Directing Director better results, as would controlling his need to control other people.

The Socializing Director is called "The Adventurer;" this type wants control and independence from others. He knows that he needs people to achieve more in life, but he also knows that others might try to beat him to his goal. Followers are attracted to the Socializing Director's charisma, but these followers must be giving results in order for this type to be happy. Socializing Directors are often tenacious and seek to get things done quickly, with a lot of self-confidence. This type will focus on strengths and success and find ways to ignore or downplay any mistakes and weaknesses. This type will cut corners to reach goals more quickly. This type is also not very team-oriented and very forceful when stressed or under pressure. Impatience with complex situations and long-term projects, as well as force-fitting solutions into situations, will happen when this type comes under pressure. Socializing Directors would benefit from paying attention to information and other people's feelings. Learning to relax and asking others for input would benefit this type; sorting tasks by what is the mot critical, and what can actually be done without, can help to empower this type.

Other decision-making styles related to these are the Relating Director ("The Producer") and the Thinking Director ("The Pioneer").

The Socializing Socializer is known as "The Entertainer," and likes to be friendly and the life of the party. This type needs recognition in order to stay interested and motivated to put forth maximum effort. The Socializing Socializer is receptive to change and can help others be enthusiastic and optimistic about changes, and he is able to make quick decisions. This type is naturally equipped with personal warmth, which is considered by social psychologists to be the single most important asset in dealing with people. This type will seek approval and also praise others, as well as being outgoing, positive, and freely emotional. The Socializing Socializer is very open-minded and holds few prejudices. He also has a tendency to start more projects and activities than he will complete, and may become careless under pressure. This type is characterized by a short attention span that may lead to boredom in daily routine or highly complicated tasks. It is important for this type to focus on details and follow through, and to learn how to maintain interest even in projects that are not terribly exciting. Fearing a loss of approval, this type will stay as far from conflict as possible, so learning how to manage conflict is an important skill to develop in order to prevent deeper problems that may arise from avoiding a confrontational conversation. This type also should avoid getting too deeply involved with people too quickly.

The Directing Socializer is known as "The Enthusiast," and comes across as exuberant and well-spoken. This type is generally seen as warm and charismatic, drawing people to themselves, and then having the persuasive abilities to win them over. Prestige is important to this type, and he will generally be armed with a network of friendly contacts to call upon. Directing Socializers enjoy presenting new ideas and grand initiatives, and will appeal to the dreams and fascinations of an audience to get them emotionally involved in the project. This type will seek and enjoy status, and likewise admire people who express themselves well. However, Directing Socializers do not like routines or slow paces. This type is able to both delegate and take charge, with a positive and enthusiastic attitude that is inspirational to others. This type will trust others quickly, and under pressure may become evasive. Focusing on the big picture without seeing any details may be a weakness, and this type may need to focus on fully understanding difficult and complex tasks by following through on more key tasks and being a more analytical listener. It is also important for this type to focus on being less impulsive.

Other decision-making types in the same category as these are the Relating Socializer ("The Helper") and the Thinking Socializer ("The Impresser").

The Relating Relater is known as "The Servicer," and he is easy to approach, mild-mannered, and most comfortable in noncontroversial positions. Enjoying helping and servicing others, this type will make decisions methodically and calmly follow procedure.… [END OF PREVIEW] . . . READ MORE

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How to Cite "Decision Making Styles Leadership" Term Paper in a Bibliography:

APA Style

Decision Making Styles Leadership.  (2004, July 27).  Retrieved December 6, 2021, from

MLA Format

"Decision Making Styles Leadership."  27 July 2004.  Web.  6 December 2021. <>.

Chicago Style

"Decision Making Styles Leadership."  July 27, 2004.  Accessed December 6, 2021.