I have known for a long time that I am both extroverted and neurotic, and this test confirmed that. While there is something that is simultaneously comforting and disappointing about being told that which you already know, I did not accurately predict all of my results. I scored lower on conscientiousness than I expected to. However, I scored low on agreeableness and high on openness to experiences, both of which I expected (Outofservice.com, n.d.). Nevertheless, the surprising find of this exercise is how these traits stacked up when looking how they correlate to predictions about leadership abilities. While I do have experience with leadership roles, they have never been by choice, but rather a role thrust upon me. When looking at the graphs
…show more content…
David Gergen once wrote “Command-and-control leadership has given way to a new approach, often called an influence model of leadership … The new leader persuades, empowers, collaborates, and partners” (Eagly and Carli, 2007). The new leader is, in essence, a salesperson, something I did for over a …show more content…
Style of leadership matters as well. Eagly and Carli present three different styles of leadership: transformational, transactional, and laissez-faire (Eagly and Carli, 2007).
Laissez-faire, when translated from French, means “let do”. It is basically the absence of leadership, where no responsibility is taken or leadership is shown, rather things are left to unfold as they will without direction. This type of leader is typically uninvolved or not present much at all.
Transactional leadership is based largely on rewarding subordinates for performance, and satisfaction with this type of leader is contingent on the rewards the subordinates received. Rather than collaborating with the group, this leader appeals to their self-interests and rewards them based on performance. There are two major aspects to this leadership style, active management by exception, which is drawing attention to the flaws of lower level employees and punishing or otherwise attending to their errors to meet standards, and passive management by exception, waiting for problems to increase in severity before intervening (Eagly and Carli, 2007). Active management by exception slightly improves the effectiveness of this style, while passive management by exception is as ineffective as laissez-faire
David Gergen once wrote “Command-and-control leadership has given way to a new approach, often called an influence model of leadership … The new leader persuades, empowers, collaborates, and partners” (Eagly and Carli, 2007). The new leader is, in essence, a salesperson, something I did for over a …show more content…
Style of leadership matters as well. Eagly and Carli present three different styles of leadership: transformational, transactional, and laissez-faire (Eagly and Carli, 2007).
Laissez-faire, when translated from French, means “let do”. It is basically the absence of leadership, where no responsibility is taken or leadership is shown, rather things are left to unfold as they will without direction. This type of leader is typically uninvolved or not present much at all.
Transactional leadership is based largely on rewarding subordinates for performance, and satisfaction with this type of leader is contingent on the rewards the subordinates received. Rather than collaborating with the group, this leader appeals to their self-interests and rewards them based on performance. There are two major aspects to this leadership style, active management by exception, which is drawing attention to the flaws of lower level employees and punishing or otherwise attending to their errors to meet standards, and passive management by exception, waiting for problems to increase in severity before intervening (Eagly and Carli, 2007). Active management by exception slightly improves the effectiveness of this style, while passive management by exception is as ineffective as laissez-faire