DQ No. 1: If you
completed the LEAD self instrument, would you be able to assess your leader’s
style? Why or why not?
DQ No.1: Answer:
The LEAD (Leadership Effectiveness
and Adaptability Description) instrument for leadership studies was developed
and designed to measure the three aspects of leaders’ behavior. Based on this
instrument, leaders’ behaviors can be measured on the following three ways:
1.
Leadership Style:
In this
measurement, leadership style can be divided into primary style and secondary
style. In primary style of leadership, leaders are more comfortable and most
likely to use basic behavioral pattern when attempting to influence the
activities of others (i.e. a favorite). On the other hand, in secondary style
of leadership, leaders are not comfortable with their styles so that they tend
to use on occasion when the favorite style or primary style doesn’t work.
2.
Style range or flexibility:
“Style range is
the extent to which leaders are able to vary their leadership styles. Leaders
differ in their ability in different situations.”(P. Hersey, Kenneth H.Blanchard, Dewey E. Johnson, 2008). Although
different leaders have different leadership styles, some leaders tend to be
effective only in one leadership style and some tend to be good more than one
leadership style according to the situations. This kind of measurement could be
helpful for assessing leaders’ leadership styles.
3.
Style adaptability:
Style adaptability
refers to the degree to which leaders are able to vary their style
appropriately to the demand of a given situation. In this measure, it doesn’t
matter which styles are going to be used, but it only matters how this style is
going to fit the situation. Thus, adaptability is very important than style
range because if the style is not fit with the situation then it all becomes
worthless to have different leadership styles.
Based on the above three aspects of
measurement tools, it would be possible to assess leaders’ styles for me because they are
relevant with the leadership styles. Also, they are reflecting the LEAD self
instrument in which leaders can perceive their own leadership styles and the
LEAD other instrument in which other can perceive the leader’s styles. For
knowing leaders’ styles, systematically research is conducted to collect data
and by analyzing the data, a LEAD profile is made. In this profile, a leader
gets an opportunity to see if there is any deviation between LEAD self and LEAD
others’ perceptions, then a corrective action can be taken to shift or adjust
the leadership styles. That’s why we are able to assess the leadership styles
of any leaders.
References:
-
P. Hersey,
Kenneth H.Blanchard, Dewey E. Johnson. (2008). Management Of Organization
Behavior: Leading Human Resources. New Jersey: Pearson prentice Hall.
2: Provide four
examples of powerless verbal communication.
DQ No.2: Answer:
The communication
is a process of exchanging thoughts, ideas, opinions, information and emotions
etc. between two parties: senders and receivers in such a way in which the
sender’s intended message is understood by the receiver. Communication can be
verbal or non-verbal or formal or informal. Whatever its forms may be, firstly
people encode their thoughts into symbols, and once the symbols are created,
secondly, they are then formed into a message, which can be one symbol or a set
of symbols and lastly, the message is then placed into a channel for
distribution, either verbal or nonverbal communication or a combination of
both. Verbal communication refers only to spoken words. All leaders should be
aware that words could be perceived as powerful or powerless. The four
powerless verbal communications are briefly discussed below:
1. Hedges:
A hedge means a mitigating word or sound used to lessen the effect of
conversation. It creates the doubts for listeners. For instance:
-
I think it will be better to work.
-
You may find the right person.
2. Gap-filling
sounds: Gap-filling sounds refer to the use of distracting words that distracts
making an effective communication. It shows a lack of confidence in delivering
messages. For example, the use of “ums” and “ers”
-
What kind of movies do you like? Ums……….horror
and thriller!!
3. Tag
Questions: It reflects the lack of surety in delivering messages to listeners. For
instance,
-
We need your advice, don’t you think so?
-
You did well job, didn’t you?
4. Disclaimers:
a disclaimer refers to a statement in which a person says I didn’t know or not
responsible for something. It shows the arrogant and proud behavior to
listeners. For instance:
-
I would
do that, but I am not the leader.
-
I could handle the organization, but I am not
the CEO of that organization.
In summary, powerless verbal
communications refer to distracters in delivering messages to listeners so that
all leaders should be well aware about them. Therefore, leaders should try to
avoid the use of powerless languages while communicating with others because
they are perceived as less competent, dynamic and attractive.
References:
-
P. Hersey,
Kenneth H.Blanchard, Dewey E. Johnson. (2008). Management Of Organization
Behavior: Leading Human Resources. New Jersey: Pearson prentice Hall.
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