Managerial Leadership Problem Identification Term Paper

Pages: 10 (2886 words)  ·  Bibliography Sources: 1+  ·  Level: College Senior  ·  Topic: Leadership  ·  Buy This Paper

SAMPLE EXCERPT:

[. . .] On the other hand, an intuitive character will rely greatly on his imagination and his force of interpretation. An intuitive person does not necessarily need cold facts to make a decision. He is able to project, to find out the best ways from ambiguous facts and to improvise.

Thinking vs. Feeling. A person with thinking characteristics follows facts and logic when making a decision. Such a person will follow a straightforward path before reaching a decision: he will gather the facts concerning a certain situation, he will thoroughly analyze them and then take a decision.

Feeling characteristics mean that such a person relies more on interpersonal relations, on people and generally seeks peaceful compromising solutions instead of conflict ones.

Judging vs. Perceiving. Planning is the key word for a judging person. Such a person will never get to work without having a clear plan of future actions, will respect deadlines and will work best before these. We may assume and assert that this is a task-oriented person.

On the other hand, a perceiving person is comfortable to make the plan as he goes along rather than having it ready before hand. He is "tolerant of time pressure" and works well even if multiple tasks are assigned to him.

The test has a simple interpretation. Each two elements of each pair are considered according to the score scored for each case. The pairs are EI (extrovert vs. introvert), SN (sensing vs. intuition), TF (thinking vs. feeling) and JP (judging vs. perceiving). The score that is highest indicates a certain personality trait from the two in the pair.

You have scored for each group 14/7, 24/7, 15/9 and 9/21, which means that you are rather an extrovert personality, preferring sensing over intuition, thinking the facts and have a perceiving personality trait.

Following the explanations provided here above for each category, I may assert that you are, first of all, a person that prefers to be practical and to work with facts to find the best solutions. Rather than assume fuzz details, you prefer to find out what everything is about before reacting.

Your score shows that you are an extroverted person, motivated by the outside world and people. Further more, decisions based on logic and an objective analysis are some of your characteristics as revealed by the test.

Your characteristic as a perceiving person means that you are inclined towards multi-tasking and feel no pressure from time. An assignment in the last minute will not be a problem for you.

In my opinion, several weaknesses of the test are revealed in this practical example presented here above. The most important one refers to the fact that the test results don't seem to be consistent. I believe that this test should, in the end, reflect two great categories of persons. A category would be formed from those that like to clearly analyze facts, to sort them out before reaching a decision, to plan their actions and take things one task at a time.

Another category would be formed of those who rely more on their imagination than their senses, who rely less on logic and more on interpersonal relationships and who have no problem multitasking and working under stress.

However, according to the scores you have received, you are somewhere in between. On one hand you ponder facts before taking a decision, however, on the other, you can deal with multiple tasks and feel no need to organize them. In my opinion, these should probably go together, as analyzing facts also means that you do them in a certain order and following a certain train of thought.

On the other hand, we must acknowledge that the test is a comprehensive way to find out traits of personality. In a work place, this is essential for a leader. If an employee takes such a test, the leader will be able to assign him on the appropriate jobs and the tasks that suit his capacities best.

My own experience with this is related to team work. In my organization, these tests were given before pairing up certain persons to form teams and complete certain tasks. The ideal thing was to have a mixed team of personalities, because it was assumed that such a team would be more efficient, the team members being able to complete each other in the best possible way.

The LMX theory is one of the many theories that developed in order to discover what the leader-employee relationship is, what level of cooperation has developed between the leader and a certain group of employees, belonging to the in-group and how this benefits the overall efficiency of the company.

The LMX questionnaire is perhaps the best practical tool that helps us put the LMX theory in an actual workplace situation. The questionnaire will show both what the relationship between the leader and his employees is and where each party involved stands in this case.

The score you have obtained was 23, which was calculated by summing each of the points for the answers you have given. This score places you in the moderate category, albeit closer to the high interval.

The score that you have obtained reflects several characteristics of the relationship you have with your leader, according to the LMX theory. The scores in the upper intervals underline a close relationship with the leader and stronger exchanges, identifiable with the presence in the so-called in-group of employees. On the other hand, lower intervals are characteristic for employees in the out-group, people who have fewer exchanges and are generally fulfilling only the obligations stipulated in their contract, with no additional tasks or interactions.

As such, we may interpret your score as being characteristic to an employee who has a slightly more than average score. As I have mentioned, even if your score is in the average interval, you have obtained only one point less than a score placing you in the high interval.

Such a score reflects the fact that you have a fairly strong relationship with your leader and that your exchanges are of slightly higher than average quality with the leader to whom you are reporting.

A closer look at the questionnaire questions and the answers that you have given will help give a more introspective insight to the relationship you have with your employee and leader. Indeed, some of the answers reveal the score you have obtained and provide further details.

For example, you have scored high scores (4) in questions 1, 3, 6 and 7. Questions 1 and 3 show that your leader is keen to lay down objectives and directives for you to follow. Additionally, he knows how to praise you or compensate you when he is satisfied with your work (question 1) and recognizes your potentially in most situations (question 3). You obviously consider having a high quality working relationship with your leader, as question 8 points out.

On the other hand, for several questions you have scored below average. For questions 4 and 5, this is the most obvious: you have only scored 2 points each, which is considered small. It is no wonder that they both refer basically to the same thing: the proportion in which your leader is willing to commit or participate to your problems at work, which you see as small.

This creates a somewhat particular situation that may be considered in your case. You leader seems to be considering you as part of his trusted, in-group employees. However, this may greatly be because you get the job done well and help him out in difficult situations. On the other hand, as the test score points out, he is not willing to do the same for you, as he is not willing to assume responsibilities in some cases and we may assume that he chooses to delegate some of the aspects and issues in order to cover his own actions. This is not necessarily a negative aspect, just one to be considered in future leader-employee evaluations and you may want to estimate whether you are still motivated with performing additional tasks in this case.

Bibliography

http://www.personalitypathways.com/type_inventory.html

This section has used some of the explanations presented… [END OF PREVIEW]

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Managerial Leadership Problem Identification.  (2004, September 17).  Retrieved February 18, 2019, from https://www.essaytown.com/subjects/paper/managerial-leadership-problem-identification/9875012

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"Managerial Leadership Problem Identification."  Essaytown.com.  September 17, 2004.  Accessed February 18, 2019.
https://www.essaytown.com/subjects/paper/managerial-leadership-problem-identification/9875012.