Manager 1
For the leadership analysis paper, I had the pleasure of interviewing two senior managers. In order to retain confidentiality, they will be addressed in the paper as Manager 1 and Manager 2. Both managers, though belonging to the same industry had different outlooks on leadership styles and what constitutes the definition of a good leader.
While interviewing manager 1 I found that Manager 1 worked from the bottom up at the organization he is a part of to get to where he is today. He looks back on his beginning at his company and remembers his boss, who believed that bosses are to give orders and have the employees comply without question. Manager 1 does things differently.
He describes his leadership style as one of a “Mentor”. …show more content…
The way Manager 2 has his team set up is as follows: It follows a hierarchy. For the purpose of this paper, I will start with the Manager 2 at the top, under him are 4 “Team Leaders” who are responsible for making sure that the employees under their teams are performing well and to keep track of the work. All four teams are different and so are the leaders that manage them, I got the opportunity to meet with two of the team leaders as well and as they described, their teams were comprised of different needs, one team leader was very much involved in her team while the other one boasted that his team needed almost no …show more content…
Described in class as follows: “Contingency – Flexibility based on situation. Hersey+Blanchard Situational Leadership Theory – Leadership is matched with follower readiness and that readiness is measured in Commitment and Competence.” (Dr Smrt, 2017). Manager 2 gets weekly reports from his four team leaders outlining the team’s projects for that week and the progress made on those projects. It is essential to note that Manager 1’s company is mid-level company with fewer employees than Manager 2 who works for a fortune 500 conglomerate. This mere fact allows manager 2 some privileges that manager 1 may not have in terms of resources and the ability to hire leaders to report back to him on the status of the team because there are too many employees for one manager to
For the leadership analysis paper, I had the pleasure of interviewing two senior managers. In order to retain confidentiality, they will be addressed in the paper as Manager 1 and Manager 2. Both managers, though belonging to the same industry had different outlooks on leadership styles and what constitutes the definition of a good leader.
While interviewing manager 1 I found that Manager 1 worked from the bottom up at the organization he is a part of to get to where he is today. He looks back on his beginning at his company and remembers his boss, who believed that bosses are to give orders and have the employees comply without question. Manager 1 does things differently.
He describes his leadership style as one of a “Mentor”. …show more content…
The way Manager 2 has his team set up is as follows: It follows a hierarchy. For the purpose of this paper, I will start with the Manager 2 at the top, under him are 4 “Team Leaders” who are responsible for making sure that the employees under their teams are performing well and to keep track of the work. All four teams are different and so are the leaders that manage them, I got the opportunity to meet with two of the team leaders as well and as they described, their teams were comprised of different needs, one team leader was very much involved in her team while the other one boasted that his team needed almost no …show more content…
Described in class as follows: “Contingency – Flexibility based on situation. Hersey+Blanchard Situational Leadership Theory – Leadership is matched with follower readiness and that readiness is measured in Commitment and Competence.” (Dr Smrt, 2017). Manager 2 gets weekly reports from his four team leaders outlining the team’s projects for that week and the progress made on those projects. It is essential to note that Manager 1’s company is mid-level company with fewer employees than Manager 2 who works for a fortune 500 conglomerate. This mere fact allows manager 2 some privileges that manager 1 may not have in terms of resources and the ability to hire leaders to report back to him on the status of the team because there are too many employees for one manager to