When looking at Mr. Shaiban through the six characteristics of a leader in which Wren identifies, it can be concluded that Mr. Shaiban exhibits a majority of them and thus can be considered a leader. For example, Mr. Shaiban is clearly driven and has leadership motivation in that he often is seen leading by example and is not the type of supervisor who is not willing to get directly involved in a project. Further, Mr. Shaiban is honest and has a high respect from his employees and his superiors, which demonstrates his integrity. More s, as can clearly be seen by his ability to function in a complex, high-tech based industry, he has both the cognitive ability and industry knowledge needed to be a successful leader within his department. Finally, his use of delegation demonstrates his self-confidence in his training of his employees. On the other hand, his tendency to be "set in his ways" is exemplarily of his self-confidence in his way of doing things and personal leadership style.
As it is clear that, according the six traits of...
Shaiban is a leader, the next question is to determine what type of leader Mr. Shaiban is. In order to this, one must turn towards the subject of leadership style.
Since Mr. Shaiban's style of supervising his employees and department relies heavily on delegation of responsibilities and specifically training each individual employee to perform a specific role, Mr. Shaiban's leadership style can be best described as that of the orchestral conductor leader. This type of leadership style is named after the resemblance that the leader has to an orchestra conductor. In other words, the leader is capable of taking a diverse group of talent and to get them to successfully work together to achieve an end result. This is done by balancing each individual's leadership personality by making sure every employee is empowered to take charge of their specific duty.
Bibliography
Wren, Thomas J. (1995): The Leaders Companion: Insights on Leadership throughout the Ages. New York: The Free Press.
