THE ACHIEVER – ASSIGNMENT #1 |
The Achiever |
[Type the document subtitle] |
Excelsior College |
BUS 452 - Business Leadership |
After reading the article “7 Transformations of Leadership” by David Rooke and William R. Torbert in 2005 Harvard Business Review, I immediately discovered what type of action logic I currently possess as a leader. Although there were many action logics to look at in the article, such as the Opportunist, who has the tendency to focus on personal wins and justify their behavior as legitimate in a cut throat world; the Diplomat who seeks to please higher status colleagues in order to gain acceptance and influence by cooperating with group ...view middle of the document...
Ethics is defined as a branch of philosophy which studies the values and customs of a person or a group. It covers the analysis and employment of concepts such as right and wrong, good and evil and responsibility (dictionary.reference.com). In addition, leaders are ultimately decision makers. Decision making is the process of collecting information, judging the information and reacting upon the elements and aspects of a given situation to arrive at the most logical and appropriate decision which is key for every successful leader. By having a well balanced ethical foundation, I find that I can properly assess a situation with the consideration of its effect on others enabling me to make effective decisions that are not just beneficial to me but also my superiors and subordinates. In general, ethics manifest as the conceptual guidelines to the decisions and actions we make every day.
Secondly, my type of leadership style with my subordinates is closely related to that of the Achiever. As stated in the article, “Achievers are open to feedback and know that creatively transforming or resolving clashes requires sensitivity to relationships and the ability to influence others in positive ways.” I am the kind of leader who exercise authority but try not to exhibit abuse of authority. In the military, we have a Noncommissioned Officer (NCO) creed that I try to live by, which states “My two basic responsibilities will always be uppermost in my mind—accomplishment of my mission and the welfare of my Soldiers” and “All Soldiers are entitled to outstanding leadership; I will provide that leadership. I know my Soldiers and I will always place their needs above my own. I will communicate consistently with my Soldiers and never leave them uninformed. I will be fair and impartial when recommending both rewards and punishment.” This creed is the foundation for how I relate to my subordinates.
As a leader I ensure that I am proficient in a task before I train my subordinates, so that they will know how to correctly perform their duties. I also keep the lines of communication open, so they feel comfortable in letting me know when things are not going so well in order to avoid future conflicts in hopes of preventing not meeting deadlines. I encourage and solicit their ideas on how to improve in any area of the organization and evaluate their ideas for the betterment of our organization or group; thus, I pay attention and never belittle their ideas because in actuality, their suggestions and ideas are very helpful. I believe visions are not just derived from the leader, but also at the lowest level. I don’t treat my subordinates as if they are my servants and need to obey what I say instead I treat them as people who are also potential leaders.
Lastly, in my opinion, the ability to foster a positive work environment in order to achieve personal and organizational goals entails three elements: (1) motivation, (2) rewarding employees, and (3)...