Leadership
Ron Young
Organizational Behavior
May 06, 2014
According to Robbins, Stephen P. & Judge, Timothy A., Organized
Behavior 15th edition, “The
Fiedler contingency model proposes that effective group performance depends on
the proper match between the leader’s style and the degree to which the situation
gives the leader control”, P. 373. The foundation of the Fiedler’s contingency
model is set around three fundamental traits leader, task structure, and
position power Frydenberg & Reevy (2011), p.29. The first being leader, the leader represents the degree of
witch confidence, trust, and respect members have in their leader Robbins &
Judge, p.372. Confidence separates good from great leaders.
An example would include an analysis of Ronald Regan and Barack Obama, they are both political figures
that both deserve respect for their leadership skills if the President was not
confident in their social and media skills then they would not be able to speak
well thus communicating with the public in a format that sounds unsure. If the
President is unsure during a major disaster then their followers and Government
officials would not take orders from the higher politicians. The Secretary of
Defense, Military, Senate, Congress, and Presidential Advisory Board all would
develop a inattentive style of treating the President as if he is not in charge
of his own Government. This not being sure in serious situations can be
disastrous for the President when time is an element of true virtue.
In order to be an effective leader your siblings must trust you. Without
trust you cannot be an effective leader the group will not meet expectations
and goals. An effective leader is one that is very trust worthy understanding.
Those that do not allow others to conference their work to evaluate which
systematic processes are engineered better than others make it hard to achieve
team goals and proper end results. Efficiency has much to do with effective
leadership and trust. Making sure that projects are assigned to the correct
personnel such as a Police Chief assigning informative confidential information
to a Detective that needs to know what an informer said to the Secret Police.
If the Detective was not trusted, they wouldn’t be involved and their not being
involved could cause a major problem when they go to make an arrest, the arrest
could possibly go wrong if the Detectives did not know that the suspects were
heavily armed. Lack of trust can lead Police Officers down a dangerous road
that can put their whole team in grave danger.
Respect is earned when dealing with leadership. The aspect of leadership
allows for others to respect your decision making. Being respected by others is
a necessary trait the leader must be respected by others before they are able
to lead. Bad leaders lose respect because they do disrespectful acts. Holding
your head up high makes a big difference in the way people perceive who you
are. Being disrespected by the ones that work under you takes away from your
status as a leader. Leaders must maintain a certain degree of precedence that
they are assigning tasks that require being done and the group as a whole has
to be able to finish all of their assigned tasks. If they do not respect the
leader of the group then the tasks that you have assigned may not be held to as
high of a standard as what the supervisors would think of as acceptable.
Explaining low stress situation and which would be the best method for
dealing with a problem either intelligent or experienced I choose experienced
because they have most likely already dealt with the problem at hand.
During the issue of finding, a person that has stolen a car an
intelligent person would be the best to solve such a crime. During criminal
analysis fingerprints, evidence, hair, DNA and other aspects have to be analyzed.
The spot of where the vehicle was sitting, what was used to break into the
vehicle, how many people participated in the breaking in to the car. When,
where, what, how, who, and why all have to be answered before finding the
missing vehicle. So the Project Leader or lead Detective would first ask the
owner for his license and vehicle registration. Second they would ask when was
the last time they saw the vehicle. Third what kind of descriptive information
can they provide about the vehicle. Fourth the Detective would ask if there
were witnesses to find out how many people were involved with the stealing of
the vehicle. Fifth the Detective would ask who would steal the vehicle and find
out who is responsible for stealing the vehicle in order to find the suspect.
Sixth the Detectives would find out why did they take the vehicle this
information would most likely be explained in court. In this situation, an intelligent person
would need to analyze the information while the rest of the team searches for
the vehicle. In order to have a complete knowledge of what stage your team is
on one must have some kind of overall intelligence. Another case comes up and
it happens to be a chase of a robber. In this case having driving experience
would help the situation, the Police Office could figure out how to capture the
suspect. Experience would tell the Police Officer that is in charge, to chase
the suspect forcing them to go to well known roads that they may be able to
place spikes or road blocks on. While the Police Officer was radioing in, the
car goes toward the interstate and the Police Office in the chase calls ahead
to block the entrance to the high way and then has them put spikes in front of
a closed in area just ahead. This maneuvering is all form experience that came
from training camp and real life chase experiance.
An example of Transformational Leadership would be a Senor Officer such
as a Sergeant teaching a young Cadet Private the ropes of being a Police
Officer. They would take them out and then teach them the way to fill out
reports, handle situations, and finish his or her rout safely. Transformation
is taking on a new cadet and teaching them to do your job by example, such as
showing them exactly what to do thus transferring information and skill to the
new employee.
References
Robbins, Stephen P. & Judge, Timothy A. (2013). Organized
Behavior 15th edition, p. 379, p. 382 Pearson Education,
Inc. Published as Prentice Hall, One Lake Street, Upper Saddle River, New
Jersey, 07458
Frydenberg, E., &
Reevy, G. (2011). Personality, Stress, and Coping : Implications for
Education. p. 29 Charlotte, N.C.: Information Age Pub.
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