Leadership Self-Assessment Analysis Term Paper

Pages: 10 (2825 words)  ·  Bibliography Sources: ≈ 2  ·  File: .docx  ·  Level: College Senior  ·  Topic: Leadership

SAMPLE EXCERPT . . .
Self-Inventory Process believe that this consideration-style leadership builds on my strengths as a leader. The Bolman and Deal (1997) tests showed that my leadership strengths do not lie within the structural frame, which is governed by goals, rules, policies, procedures and most important, hierarchies. Rather, I am more suited to the human resources frame, which capitalizes on my skills and interests in working with people - interests that led me to a career in accounting in the first place.

The first self-assessment test shows that I enjoy working with people. Perhaps for this reason, I focused on auditing, an accounting field that often necessitates working with audit teams. As a team leader, I thus deal with many people, both with colleagues as well as clients. Furthermore, rather than ordering team members to do their respective tasks, I encourage my colleagues to do their individual best and to rely on their own knowledge and expertise.

The second self-assessment test reveals a dedication to my organization, a trait that I wish to impart to my team members. As a consideration-style leader, it is difficult for me to dictate to the members how they should value the company goals. Rather, I believe it is important to set the example. When clients are satisfied with our firm's work, the results will benefit every employee as well.

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Third, I do not believe in the classical leader's tyrannical approach, one that obtains an employee's acquiescence through fear. Classical leaders put their employees' needs behind the need to increase profits. I believe this approach often backfires, generating resentment among workers. It is particularly inappropriate in an accounting firm, where the employees are intelligent individuals who have much to offer the firm. Thus, I strive to generate respect among the members of my team.

Term Paper on Leadership Self-Assessment Analysis in the Assignment

For example, when assembling a new audit team, I often begin by giving specific instructions and directions regarding the client's needs. After this, however, I let the team devise their own solutions and methods towards completing the audit. By showing that I respect their personal expertise, I believe that the team respects me in return.

Despite this team-based approach, however, I still maintain the leadership role. Before allowing a team to tackle a project, I set the boundaries and describe the needs of the client in detail. This approach allows me maintain control over the parameters of the auditing project, while allowing me to draw on the skills and knowledge of the team members

These auditing projects are team-based, and many times, these teams include employees who are already on the client's accounting team. This means that members may have more knowledge of the client's companies and processes. Because of this, I do not hesitate to ask team members for their intellectual input into a project. Often, because of previous work with a client, a member can contribute significant insight to the rest of the team.

Also, while classical leaders tend to demand all of their employee's attention, I understand that my team members have lives outside of this accounting firm. This is particularly true of women, who often work full-time in the office and who still take care of most of the domestic chores of care giving and running a household. I therefore strive to be compassionate to team members who may be undergoing personal difficulties that could distract them from tasks at hand. After all, there are times when even the most reliable team members can be distracted by problems such as illnesses in the family.

Corollary to this, I also maintain a wholistic picture of the accounting firm's goals and objectives. This helps me assign team members to tasks that are in line with their interests and expertise. Thus, an employee whose strengths lie in marketing will not be assigned to a job that requires an expert in crunching numbers.

As a consideration-style leader, I also believe it is important to give employees access to training and other enrichment programs. While other leaders may be threatened by knowledgeable employees, I know that much of the accounting firm's growth also depends on the competence of the staff. Given the constantly changing needs of the business environment and our clientele, it therefore makes no sense to keep the team members from learning new skills.

Currently, our accounting firm is still small. One advantage of this smaller size, however, is the open communication between employees and partners, a characteristic not often found in larger organizations. I thus strive to facilitate the work and productivity of team members by providing them a way to contribute their input to and feedback on management decisions.

For me, one perk of working as an accountant is the diverse range of people that I meet. This includes people from all businesses and backgrounds. As a consideration-style leader, it is important for me to harness the advantages wrought by this diversity, including an increase in creative input and in "thinking outside the box."

Also, as a consideration-style leader, I have learned that it is more beneficial to criticize the team member's work and input, rather then the team member himself. This ensures that criticism remains constructive and is taken in the spirit of improvement.

Finally, it is important to me to assign credit properly, among the members of the team. A classical-style leader often takes all the glory spawned by an organization's success. This approach, however, ignores the great contributions made by individual members and is very damaging to employee morale. In contrast, I strive to assign proper credit for work that is exceptionally done. On the other hand, I also do not assign blame to scapegoats when I make mistakes.

On a final note, while consideration-style leadership is gaining ground in the United States, many organizations around the world still cling to the antiquated notion of classical leadership. In the future, I hope to establish a team-based accounting firm in China, to show my colleagues there the values that can be learned from a leadership system that relies on consideration and team work.

Leadership style and organizational types

There are two basic types of leadership organizations that dominate today's marketplace. In the traditional type, a Chief Executive Officer makes all the major decisions from a corner office on the company's top floor. At most, the CEO will be assisted by a cabal of senior executives. This small group is responsible for developing the organization's goals and deciding the best way to achieve them. Decisions flow literally from the top floor down to the employees below.

As with the military, the chain of command flows from the CEO to the vice presidents, who then relay the orders down to department heads. Any creativity within the departments is only tolerated when they do not conflict with the goals of the organization, as defined by the CEO.

There are, however, significant problem with such an approach. It lacks flexibility is therefore less responsive to changes and trends. Organizations that cling to this rigid structure thus risk turning into going under.

In contrast, team organizations such as our accounting firm recognize that the demands of clients and the trends in business are constantly changing. Furthermore, employees often have multiple skills rather than narrow specializations. Thus, assembling employees into teams, as dictated by individual projects allows our firm to tailor individual projects that address our client's unique needs.

This team-based approach is gaining more adherents, as more organizations are recognizing the need for flexibility and the valuable contributions that can be made by each individual team member. As information technology continues to revolutionize the needs of today's organizations, the CEO who insists on his top-floor corner office runs the risk of going the way of the dinosaur.

References

Bolman, Lee G. And Deal, Terrence E. 1997. Reframing Organizations: Artistry, Choice and Leadership. San Francisco: Jossey-Bass, 2nd ed.

Northouse, Peter G. 1997. Leadership:… [END OF PREVIEW] . . . READ MORE

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