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1. The Six Domains of Leadership: a new model for developing and assessing leadership qualities?

2. It consist of six types such as:
- Personal=authenticity; expertise; creativity and innovation; vision; dedication; fit; personal engagement; credibility.
- Relational= concern; respect; understand; fair treatment.
- Contextual= building team identity; coherence; community.
- Inspirational= high expectation; enthusiasm; optimism; high aspiration.
- Supportive= efficacy; security; blame-control; initiative.
- Responsible= balance; ethical; public role; balance.

3. Leadership versus management?

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1. The Six Domains of Leadership: a new model for developing and assessing leadership qualities?

The Six Domains of Leadership is a model that was developed to provide for a more comprehensive style of leadership that is capable of taking multiple aspects into consideration. This actually took on a life of its own after it was developed. There are entire college courses that are a full semester long devoted to the Six Domains of Leadership and how each part of the structure functions in the model to enhance leadership qualities.

One of the main advantages to this model is that it is adaptable. It can be adapted to any style because it includes many types of leadership styles. The main reasoning behind the six distinct types being used as a model for development and to assess leadership qualities is that leadership is based on predominant types, and upon further evaluation of many leaders in many different situations, it is apparent that the leaders all have commonalities, which are encompassed in the six types.

2. It consist of six types such as:

(a) Personal=authenticity; expertise; creativity and innovation; vision; dedication; fit; personal engagement; credibility.

This type of leadership is based upon the personality and individual characteristics of the leader. Each of the main aspects plays a central role in the personal leadership type. Authenticity is crucial and it must be proven by the leader to those that he or she is leading. The followers do not want a leader that is not authentic, or that appears to be something or someone that they are not. One of the main points with authenticity is that oftentimes leaders will appear to hold certain beliefs, values, and opinions so as to gain followers even if those are fallacies for the leader. Followers both want and need leaders to prove that they are legitimate.

The leader must show his or her expertise as needed and when called upon by the followers. The leader must be able to rely on their experience as a leader and must be able to move the team forward through strategic planning. The followers or team have to be able to move forward under the expertise and guidance from the leader or the leader will basically be determined to be ineffective in their role as a leader.

All leaders need creativity and innovation. Teams are confronted with a host of issues on a routine basis, and the leader must be able to use creativity and innovation to solve the current problems that are being faced as well as to mitigate the risk of additional problem development. The creativity and innovation factors also are a main consideration when the team is at a ...

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The solution provides full explanations for each of the leadership questions presented.

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Length: Paper: 8 - 10 double-spaced pages (excluding title and references pages)

Effective leaders and managers are skilled at analyzing organizational dynamics, and facilitating the successful resolution of complex organizational issues. This often requires considering issues from different perspectives to determine the necessary actions. In this assignment, you will identify a complex organizational situation, problem or event you have experienced (or are experiencing) to analyze through the structural, human resources, political and symbolic frames integrating and synthesizing the information to draw valid conclusions and make recommendations to address the situation, and achieve desired organizational goals and outcomes.

Organizational Dynamics Analysis Paper Guidelines
Prepare and submit an 8 - 10 page paper that briefly describes the situation, defines and discusses the theoretical framework of the four frames, analyzes the situation through each of the frames, and integrates the analyses to draw valid conclusions and make recommendations that achieves the desired organizational outcomes. A well-constructed paper will reference 5 or more scholarly sources including 4 peer-reviewed journal articles retrieved from Brandman's virtual library, adhere to APA standards, and include the following:

Situation Description
In no more than one page, describe a current or past organizational situation, issue or event you are or have experienced to examine through the structural, human resources, political and symbolic frames; briefly discuss the organization's goals and desired outcomes, key players (names optional), and any other relevant background information. The situation described should be consistent with the one approved by the instructor in week 2 and used as the scenario in the discussion board in weeks 2 - 5. (PLEASE SEE ATTACHED)

Theoretical Framework
Prior to analyzing the situation through the structural, human resources, political and symbolic frames, define and discuss each frame, and its value in analyzing organizational issues. You may want to consider the assumptions behind the frames, the impact of the frames on individual and group performance and/or the insights each frame provides into organizational dynamics.

Application of Theory
Analyze your situation through each of the four frames assessing the impact of frame on the achievement of organizational goals and desired outcomes. Synthesize and integrate the findings of the four frames analyses to draw valid conclusions and make recommendations on how to address the organizational situation, issue or event.

Evaluation Criteria: Grading Rubric

Criteria Exemplary Proficient Developing Emerging
Situation
Description 25
Clearly and concisely describes the organizational issue or event. Identifies goals, areas of concern and 21
Clearly describes the organizational issue or event. Identifies most goals, areas of concern and/or key players. May slightly 17
Description of the organizational issue
or event is incomplete and/or confusing. May not identify goals, areas 14
Limited if any description of the organizational issue or event. Does not, identify goals, areas of concerns and/or

key players. Does not exceed 1 page exceed 1 page or concerns and/or key players. key players.
Theoretical
Framework
55
In-depth and accurate discussion of 4 frames utilizing appropriate terminology. Fully describes the value, importance and impact of each frame in understanding and addressing organizational issues. 47
Accurately discusses 4 frames mostly utilizing appropriate terminology. Fully describes the value, importance and impact of 3 frames in understanding and addressing organizational issues. 40
Somewhat
accurately discusses 4 frames but may not use appropriate terminology.
Somewhat describes
the value, importance and impact of 2 - 3 frames in understanding organizational issues. 33
Describes in general terms 2 - 4 frames but does not use appropriate terminology. Limited if any description of the value, importance and impact of the frames in understanding organizational issues.
Theory
Application 55
Accurately applies 4 frames to the organizational issue or event. Provides explicit and direct links to the components of each frame as they relate to the situation. Draws valid conclusions and makes specific recommendations to address the situation. 47
Accurately applies 3 frames to the organizational issue or event. Provides fairly explicit and direct links to the components of 3 frames as they relate to the situation. Draws valid conclusions and makes fairly specific recommendations to address the situation. 40
Accurately applies 2 - 3 frames to the organizational issue or event. Provides some links to the components of 2 - 3 frames as they relate to the situation.
Draws some valid conclusions and makes general recommendations to address the situation. 33
Limited if any application of the frames to the organizational issue or event.. Does not link the components of the theory as related to the situation. Limited if any analysis of the impact of theory on the situation.
Critical Analysis 55
Consistently employs critical analysis in discussing the theoretical framework and applying theory to the organizational issue or event. Effectively synthesizes and integrates frame analyses to draw valid conclusions and make specific recommendations. 47
Fairly consistently employs critical analysis in discussing the theoretical framework and applying theory to the organizational issue or event. Fairly effectively analyzes frame data findings to draw fairly valid conclusions and make fairly specific recommendations. 40
Somewhat employs
critical analysis in discussing the theoretical framework and applying theory to the organizational issue or event.
Somewhat uses data from the frame analyses to draw somewhat valid conclusions and make general recommendations. 33
Limited if any critical
analysis in discussing the theoretical framework and/or applying theory to the organizational issue or event. Limited if any use of frame data findings to draw conclusions and/or recommendations.
APA and Sources 25
Uses 5 or more scholarly sources including 4 peerreviewed journal articles. Accurately adhere to APA standards; reference page and citations are correct. All sources listed in References are cited in paper 21
Uses 5 scholarly sources including 3 - 4 peer-reviewed
journal articles. .
Adheres to APA standards; reference page and citations are correct with minor (1-3) errors. All sources listed in References are cited in paper 17
Uses 3 - 4 scholarly sources including 2 - 3 journal articles. APA standards are somewhat followed; the work of others is cited but with numerous (4 - 10) errors.
Sources listed in References and citations may not 14
Uses 0 - 2 scholarly sources. Limited adherence to APA standards in the paper and Reference page; work of others may be cited but with multiple (11+) errors.
Sources listed in References and
citations do not
match
match
Writing
Mechanics 35
The paper is logical and well-written; spelling, grammar and punctuation are accurate. Paper is the required length of 8 - 10 pages of content, and includes correctly prepared title page. 31
The paper is logical and well-written but with minor (1 - 3) errors in spelling, grammar and/or punctuation. The content may be 5% too long or short; includes a correctly prepared title page. 28
The paper is somewhat logical and well-written but with several (4 - 10) errors in spelling, grammar and/or punctuation. The content may be 10% too long or short, and may not include a correctly prepared title page 24
The paper lacks clarity and may be confusing with numerous (11+)
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