AIU Directive Leadership Style Pros and Cons Discussion Replies

(1st Willie) For this assignment, we are to identify 1 traditional Leadership training method. Also the selected method’s strength, weaknesses, Opportunitues and threats from an organizational perspective. Directiv Leadership Style was my choice. Iasked myself where is this type of Leadershipused. My answer was alreadyu established, becauseI had spent 2 years and 4 months partiscipating in it. Not by choice, but because of my friend and neighborspartiscipated , and drafted me into the United States Army, at the tender age of 18 years old. That was in may 1, 1962.

Directive Leadership, I learned is required for quick decision and a cleare direction. It is a highly effective style, but over the years I’ve found that it must be balanced with flexibility for a long term success, for a positive leadership behavior. This is what I found out as a Traffic Signal Technician. It helpme to work with first responders, the city of tallahassee Police and coordinate with my three co=workers.

It required enhance accountibility and efficiency in my work ethics and ensured health and safety, by making everyone adhere to strict guidelines. Consistency was the key in usingDirective Leadership. It help to establish routines designed to meet strict goals and deadlines.Here was the instances when Directive Leadership was beneficial.

Being an electrician playing with live wireswas advantageoususe planning, scheduling, organizing and to direct personnel on the right path to reach an organizationa;ltarget. To get the the traffic signals in operation and get the police officers out of the heavy traffic on one of the busiest intersections in Tallahassee.

This was the time when my Directive Leadership came into play. I had tohave confidence in my abilities as a leader, working under a Master Electrician. Always following p[rotocol, beleving in my in my co-workers making sure that the team was safe and secure.

Reference

Goldman, e. E. ( 2021, march 22 ) 6 Elements of a successful leadership

development strategy: Training Industry

https://trainingindustry.com/articles/leadership/6-elements-of-

successful-development-strategy-cptm

Blancherd, K. H. (1985) SLII: a situational approach to managing people

escondido, cd: Blancherd

Program on negotiation at Harvard Law School

Need response for: One traditional leadership development method is the 360-degree feedback process, which is widely used in organizations for leadership assessment and development. This method involves collecting feedback from an individual’s peers, subordinates, superiors, and even self-assessment to provide a comprehensive view of their leadership skills and behaviors. The strengths of the 360-degree feedback process include its ability to provide a well-rounded perspective on an individual’s leadership capabilities, making it a valuable tool for identifying strengths and areas for improvement. It also promotes self-awareness and encourages leaders to take ownership of their development.

However, the 360-degree feedback method has its weaknesses. It can be time-consuming and costly to implement, and there is a risk of biased or unreliable feedback if not administered correctly. Some individuals may feel uncomfortable providing honest feedback, and leaders might find it challenging to interpret and act on the feedback received. Additionally, the process can sometimes create a negative or competitive atmosphere among associates. I can speak to the company I work for where we use a tool called “The Voice of the Associate”. It’s an anonymous survey used to gain 360-degree feedback once a year.

On the other hand, a non-traditional leadership development method like coaching has gained acceptance in recent years. Coaching provides leaders with personalized, one-on-one guidance and support to help them develop their leadership skills. The strengths of coaching include its individualized approach, which allows for targeted development, and the potential for building a strong mentor-mentee relationship. It is a more flexible and adaptive approach to leadership development, addressing the unique needs and challenges of everyone.

However, coaching also has its weaknesses. It can be costly, and the quality of coaching may vary depending on the coach’s expertise. There may be limited standards in coaching programs, making it challenging to measure and evaluate how effective it is within a company. Furthermore, everyone may not be receptive to coaching or may resist change.

From a company perspective, the 360-degree feedback method can provide valuable insights into leadership competencies globally, helping to identify areas for improvement and aligning development efforts with organizational goals. However, it may create potential threats such as resistance to feedback, misinterpretation of results, or the misuse of feedback for performance management rather than development.

Coaching, on the other hand, offers the opportunity to cultivate strong leadership capabilities tailored to the company’s specific needs. It can foster a positive and growth-oriented culture, but the organizational threat lies in the cost and potential lack of standards, making it challenging to progress coaching programs across the organization.

In conclusion, both traditional methods like 360-degree feedback and non-traditional methods like coaching have their strengths, weaknesses, opportunities, and threats in the context of leadership development. Either way, careful consideration of company goals when choosing the most appropriate approach is key when establishing leadership development needs.

Reference:

Folkman, J. Z. (2019). The New Extraordinary Leader, 3rd Edition: Turning Good Managers into Great Leaders (3rd ed.). McGraw-Hill Learning Solutions. https://aiu.vitalsource.com/books/9781264286201

QUESTION: Ingrid is seen as a potential senior line manager in her organization. Her superiors are currently training her, and she’s partaking in several developmental programs to upgrade her skills. However, from the developmental program activities, it has been identified that Ingrid has weaknesses. She seems negligent about how her subordinates might perceive her. If her daily activities are excessively taxing, she often neglects aspects of her personal development. In this case, what must Ingrid do to augment leadership self-development?

(3) Last needed response:

wow! You blew us AWAY with your main course post! Thank you for all the advanced academic work. “By integrating it into performance management systems, organizations can align leadership development with their strategic goals. On the flip side, there are threats to consider. Misuse of feedback data, if not managed carefully, can have adverse consequences, such as using it for inappropriate purposes like promotion or punitive actions. Poorly managed feedback can also negatively impact employee morale and relationships within the organization (Ellison et al., 2022).

Keep up the excellence!

Leaders should give group members the necessary training and encouragement to be confident they can perform the required task. Some group members who appear poorly motivated lack the right skills and self-confidence.

The most popular experiential approach to building teamwork and leadership skills is offsite training, also referred to as outdoor training. Wilderness training is closely associated with outdoor training, except the setting is likely rougher. See “Offsite Training and Team Development.”

Leadership development is often perceived in terms of education and training, job experience, and coaching. Nevertheless, self-help also contributes heavily to developing leadership capabilities.

A method of getting the company to work together as a team is to share information about company finances and strategy with large numbers of employees. In open-book management, employees are trained, empowered, and motivated to understand and pursue the company’s business goals. See “Leader Actions That Foster Teamwork.”

QUESTION: Derek is Paul’s reporting manager. Paul is efficient at his work. Since Derek will be transferring to another department soon, the management has decided that Paul will become the next manager. Although Paul has been a good employee, he has never had the chance to develop leadership qualities. Therefore, Derek has been instructed to train Paul and help him develop practical managerial skills. What would be the best avenues for Derek to teach Paul, given that they already know each other, and that Derek would be transferred in two months?