A Leadership Style

1. Leadership is the action of inducing, influencing followers to accomplish certain goals that represent the values, the aspirations and expectations of both the leader and follower.

2. This is a leadership style where the less experienced followers need more direction. The leader defines the tasks to be accomplished and supervise them closely.

3. Leaders make the decision. The leader defines the tasks and supervises them closely. The followers are less experienced on the related tasks than the leaders. Communication is one way from the leader to follower or group.

4. This is a leadership style where leaders define tasks and supervise them closely. However, the leaders begin to seek ideas, input, and suggestions from followers.

5. Leaders define and supervise tasks but seek ideas, input and suggestions from followers. Communication is two –way in that there is an expected give and take between the leader and follower. The followers must have some relevant experience on the related task at hand.

6. This is a leadership style where the leaders pass day to day decisions making along to followers. The leader facilitates the work processes and outcome, but it is the responsibility of the followers to work in order to achieve the set goals.

7. The leader just gives the process and outcome expected. The follower is highly capable, but may lack the confidence to go it alone. Communication flows from follower to the leader.

8. This is a leadership style where the leader handles crucial decisions and problem solving, but the followers are in control of work processes and outcomes. The followers only call the leader when they need his or her involvement.

9. Leaders only participate in significant decision and problem solving situations. The followers are highly capable to go it alone and only seek advice in case of a problem arising. Communication is mostly flows from follower to leader.

10. I am a delegating leader since my staff is qualified, highly competent and educated. They control processes and outcomes, and they only come to me for advice incase of a problem arising.

11. My choice of being a delegating leader does not make me a less effective leader, because I trust my staff and have faith in them.

12. A group is a gathering of people for a reason, intent, or purpose, and they follow certain moral and/or philosophical beliefs and or values.

13. This makes the leader work with the groups effectively to achieve the desired goals.

14. I will continuously motivate the group to achieving desired results now and in the future. This can be through attempting to satisfy personal needs of the followers to make them comfortable to strive to achieve future goals.

15. Power and authority are not in any way related to a leadership position in a group. This is because for a person to be a leader he or she must possess leadership qualities and not just power and authority.

16. Position power- the followers allow the supervisors or managers to exercise control over them as a condition of organizational rank i.e. of the position of the authority vested in them and not beyond. Representation power- the leader has the power to present the interests of the group internally and or externally. Legitimate power- Excised through acquisition of formal authority or title and or position, also enforced through the existence of organization chart, organization edict and a willingness of followers, to recognize and accept the source of power. If I were to use power and authority for my workforce, I would use legitimate power, since they would respect me because I have the qualifications for such a position.

17. A leader is effective when he or determines the level of maturity of the follower, and then administers the right leadership style fitting that level of maturity.

18. I would apply variable amounts of control and support my followers based on their ability.

19. It is the level of reliance of the follower on the leader for direction and support. It ranges from total reliance to self-reliance

20. The effectiveness of a leader depends upon the maturity of the follower. The more mature the follower is the more effectiveness achievement occurs.

21. Leadership style occurs through an intersection of the production variable and the relations variable. For example, if production emphasis interacts with the tolerance of uncertainties then the leader takes the produce leadership style.

22. Am in the finance industry, I once led a group in proposal preparation. The group task situation was task structure, since we had the group’s goals and objective well outlined, and the outcome expectation alongside an overall objective achievement assessment plan.

23. I would be flexible in assessing the different situations, prescribing behavior and adapting different styles.

24. It is a philosophy of how people view other human beings.

25. It helps a leader determine the leadership style to adopt after relating with the followers.

26. Armchair theories are more or less based over personal experience, conjecture and personal feelings while the others, in addition to this develop a, sound basis for theory development and a body of reliable information to study the leader.

27. The followers have people that they report to, hence; the leader may not be able to affect his leadership style beyond or below the scope limited in the organization chart.

28. In terms of theory Z, the philosophy is to trust the judgement of people and embrace the group members’ opinions in-group activities. This enhances the relationship between the group and the leader. The leaders get first hand information and the group members feel they are part of the leadership team.

29. Most of them operate democratically because the staff has the qualifications and just that they do have the confidence to take charge or to go it alone.

30. The actions of the leader do not directly affect results. There is a time lapse between the leader’s action and results. Time is a variable that affects the result.

31. I would instill a philosophy that motivates my staff i.e. causal variable, this would make my staff has a positive attitude in their performance i.e. intervening variable; the result variable will be plentiful production and respectful relations among the staff and I the leader.

32. My work environment fits to the realm of democratic leadership, where the top-level management facilitates work processes and an outcome, but leaves the control of goal achievement to us as the staff members.

33.A. A group was conducting a research report on a proposal passed by the management.

B. I was the secretary of the group.

C. They requested me to take the role since we were democratic, and we cast votes to determine who was to pick which role.

D. I was 23 years old

E. Yes, this is because in most cases before voting I had assumed the role of reminding the group on issues we had covered and the ones to cover.

F. It was a task-structured environment since we aimed was to attain set goals and perform an assessment pertaining to that at the end.

G. Yes, I did enjoy my role as a secretary since we were able to follow the schedule I had recorded in the goal-setting meeting without failure or delay.

H. To ensure adherence of set schedule promptly.

I. Yes, because I achieved my objective.

34.  I would focus not only on the group’s objectives, but also on the individual objectives of each member so as they can feel recognized, and in the process aim to meet the overall group’s objectives.