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Peer A: Adam
Contributions -- Teamwork is basic to his nature. This coupled with his wide and deep skill set means that he is able to make significant contributions to the work of the team and that he is also an effective independent worker.
Quality of Work -- Always put forth his best effort and is an exacting performer. His work never needs to be redone.
Time Management -- Exceedingly strong use of resources, including available time.
Attitude -- His outlook is positive and he is always searching for possibilities.
Preparedness - Spends the requisite time getting geared up for whatever task he assumes. His approach to preparedness includes ensuring that others are green and go, too.
Pride - He has a strong work ethic and works to optimize the outcomes for himself and for members of his team.
Monitors Group Effectiveness -- Interpersonal skills are a core strength for...
He is well liked by team members who report that he demonstrates a well-developed sense of ethics.
Problem Solving -- Creative solutions are his typical way of responding to challenges.
Peer B: Brian
Contributions -- He is the team communications manager, by default, as oral and written communications come naturally to him. Although he does contribute to the team functioning in other ways, the members of the team rely on him to be the group scribe and chronicler.
Quality of Work -- Top-drawer. This is the most succinct way to describe his work.
Time Management - Although he is generally a good steward…
It is the balancing of tools within the rubric of employee-supervisor roles that requires one use different managerial techniques in order to solve the problem at hand. Similarly, find ways to build and increase trust between members of the group and management and group. REFERENCES Blake, R. And Mouton, J. (1985). The Managerial Grid III.: The Key to Leadership Excellence. Houston, TX: Gulf Publishing Company. Boulgarides, J. And Cohen, W. (2001). Leadership
By the same token, by not having any specific policy implications, servant leadership theory does not expressly reject the transformational, situational or results-focused ideas of leadership. It is merely an adjunct to these theories, and is mostly useful for deciding on whether or not somebody should become a leader in the first place. Situational Leadership and Results-Focused Leadership These two leadership theories are opposed to one another, but they share the
The passive style is described as management by exception where employees do not receive notice for their positive contributions to the organization, but instead are paid attention by their manager only when an error or problem arises. Punishment or disciplinary action is often the medium used in this approach. Active transactional leadership uses contingent rewards. With this approach, employees are praised for their performance and may be eligible for
" This sometimes leads to a lack of improvement through the use of new ideas, thus having an overall negative effect on the department's efficiency. 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
On the other hand, if a business leader is the type who is not willing to get directly involved in a project, they are most likely not going to be a successful business leader. Further, if a business leader is honest and has a high respect from his or her employees and his or her superiors, this strategy of honesty gives them integrity and thus are most likely going to
Bibliography Wren, Thomas J. (1995): The Leaders Companion: Insights on Leadership Throughout the Ages. New York: The Free Press. Valenta, Jiri, and William C. Potter. (1984): Soviet Decision Making for National Security. London: George Allen & Unwin. Timothy J. Colton, B.A., M.A., Ph.D. (2007) "Mikhail Gorbachev," Retrieved on October 30th 2007 from Microsoft® Encarta® Online Encyclopedia 2007 Website: http://encarta.msn.com/encyclopedia_761552563/Gorbachev_Mikhail_Sergeyevich.html Major David J. Pyle, (1989) "Gorbachev the Leader," Retrieved on October 30th 2007 from GlobalSecurity.org