Reference: Management: A Practical Introduction, 10th Ed., Angelo Kinicki & Denise Breaux Soignet Book

Based off Chapter 14

You are to review Chapter 14 on Leadership

First go to the following link discussing your personality trait:

Going to https://www.humanmetrics.com/personality/istj-type?EI=-72&SN=6&TF=6&JP=41

Then Review the Results of the self-evaluation results attached below:

Then give a self-described Leadership Style in which you evaluate yourself against the five approaches to Leadership (include the additional approaches) (table 14.2) and discuss what you believe your preferred style of Leadership is (there are 4 mentioned in the text).

Give examples and website link references to support your statements.

ISTJ Introvert(72%) Sensing(6%) Thinking(6%) Judging(41 %) You have distinct preference of lntroversion over Extraversion (72%) You have slight preference of Sensing over Intuition (6%) You have slight preference of Thinking over Feeling (6%) You have moderate preference of Judging over Perceiving (41%) Do You Want to Leverage The '2 Self-development ISTJ Type Description . . . lSTJs are often called \"inspectors". They , have a keen sense of right and wrong, especially in their area of interest... Read full description Answer each of the following statements with mostly agree or mostly disagree as it applies to yourself. In taking a questionnaire such as this, it can always be argued that the true answer to any one particular statement is "It depends on the situation." Despite the validity of this observation, do your best to indicate whether you would mostly agree or disagree with the statement. Mostly Mostly Score Agree Disagree (see key) K 1. Winning is everything. 2. fl have had a bad day at work or school, it tends to ruin my evening. 3. f ljust keep trying. I will get my share of good breaks. 4. ttakes me much longerthan most people to shake the flu or a cold. 5. fit were not for a few bad breaks I have received, I would be much further ahead in my career. There is no disgrace in losing. am a generally selficonfident person. Finishing last beats not competing at all. 99074.0) like to take a chance, even if the probability ofwinning is small. 10. fl have two reversals in a row, I do not worry about it being part of a losing streak. 11. am a sore loser. 12. ttakes a lotto get me discouraged. 13. Every \"no" I encounter is one step closer to a \"yes." 14' doubt I could stand the shame of being fired or being downsized. IYEIIEIXLI uuuuu or or): NH ldlorl'la lllll l\" lol' lr'lo DEDDIYHXIXR'Izflj Mi: i: 15' enjoy being the underdog once in a while. (continued next page) Dubnn, A.J. (2007). Leadership: Research Findings. Practices and Skills (5\"1 ed), New York: Houghton Mifin Company. The Personal Resiliency Quiz Scoring Key Give yourself 1 point for each statement you responded to that is in agreement with the answer key below. If your response does not agree with the key. give yourself a zero. Add your points for the 15 statements to obtain your total score. 1. Mostly disagree 6. Mostly agree 11. Mostly disagree 2. Mostly disagree 7. Mostly agree 12. Mostly agree 3. Mostly agree 8. Mostly agree 13. Mostly agree 4. Mostly disagree 9. Mostly agree 14. Mostly disagree 5, Mostly disagree 10. Mostly agree 15. Mostly agree Scoring and Interpretation: Your score on the Personal Resiliency Quiz gives you a rough index of your overall tendenCies toward being able to bounce back from adversity. The higher your score. the more resilient you are in handling disappointment, setbacks, and frustration. The following breakdown of scores will help you determine your degree of resiliency. 13+ Very Resilient: You are remarkably effective in bouncing back from setbacks, or being resilient. Your resiliency should help you lead others when setbacks arise. 4-12 Moderately Resilient: Like most people. you probably cope well with some types of adversity but not others. 0-3 Not Resilient: You are the type of individual who has difficulty coping with adversity. Focusing on learning how to cope with setbacks and maintaining a courageous outlook could help you in your development as a leader. LThe Air Force Character Attributes Checklist Listed and defined below are character attributes the U. 8. Air Force wants to see among the ranks of Its leaders. For each attribute. note your standing as being high (H), average (A). or low (L). A checklist of this nature lends Itself to self-serving bias. so work extra hard to be objective. When applicable. visualize an example of how you have exhibited. or have not exhibited. a particular character attribute. Factor Integrity Honesty Loyalty Selflessness Compassion Competency Respectfulness Fairness Responsibility and SelfDiscipl i ne Decisiveness Spiritual Appreciation Cooperativeness Interpretation: Description Consistently adhering to a moral or ethical code or standard. A person who consistently chooses to do the right thing when faced with alternative choices. Consistently being truthful with others. Being devoted and committed to one's organization, supervisors. co-workers. and subordinates. Genuine concern about the welfare of others and a willingness to sacrifice one's personal interest for others and the organization. Concern for the suffering or welfare of others and providing aid or showing mercy for others. Capable of excelling at all tasks assigned. ls effective and efficient. Sh0ws esteem for and consideration and appreciation of other people. Treats everyone in an equitable. impartial. andjust manner. Can be depended on to make rational and logical decisions and to do tasks assigned. Can perform tasks assigned without supervision. Capable of making logical and effective decisions in a timely manner. Makes good decisions promptly after considering data appropriate to the decision. Values the spiritual diversity among individuals with different backgrounds and Cultures and respects all individuals' rights to differ from others in their beliefs. Willingto work or act together with others in accomplishing a task toward a common end or purpose. a as )6 a a a a a a a a. a My Standing A El The more attributes you rated as \"high," the more likely it is that others perceive you as having good character. The list may prOvide some clues to leadership development. For example. if you are perceived to be low on integrity and cooperativeness. you are less likely to be able to influence others. Note: Although competency and decisiveness are not ordinarily considered character traits. being competent and decisive contributes to having good Character. Source: U.S. Air Force. as reprinted in Cassie B. Barlow. Mark Jordan. and William H. Hendrix. "Character Assessment: An Examination of Leadership Levels." Journai of Business and Psychology. Summer 2003. p. 558. 2. I express criticism freely. 3. If another person is being very unfair, I bring it to that person's attention. 4. Work is no place to let your feelings show. 5. It is no use asking for favors; people get what they deserve. 6. Business is not the place for tact; say what you think. 7. If a person looks as if he or she is in a hurry, I let that person in front of me in a supermarket line. 8. A weakness of mine is that I am too nice a person. 9. If my restaurant bill is even 50 cents more than it should be, I demand that the mistake be corrected. 10. If the mood strikes me, I will laugh out loud in public. 11. People would describe me as too outspoken. 12. I am quite willing to have the store take back a piece of furniture that was scratched upon delivery. Ky O OO OO BOO OKK NO DODDOK 13. I dread having to express anger toward a co-worker. 14. People often say that I am too reserved and emotionally controlled. 15. I have told friends and work associates exactly what it is about their behavior that irritates or displeases me. 16. I fight for my rights down to the last detail. 17. I have no misgivings about returning an overcoat to the store if it does not fit me right. 18. After I have an argument with a person, I try to avoid him or her. 19. I insist that my spouse (or roommate or partner) do his or her fair share of undesirable chores. 20. It is difficult for me to look directly at another person when the two of us are in disagreement. 21. I have cried among friends more than once. 22. If someone near me at a movie keeps up a conversation with another person, I ask him or her to stop. (continued next page) Dubrin, A.J. (2007), Leadership: Research Findings, Practices and Skills (5* ed.), New York: Houghton Mifflin Company. The Assertiveness Scale 23. I am able to turn down social engagements with people I do not particularly care for. 24. It is in poor taste to express what you really feel about another individual. 25. I sometimes show my anger by swearing at or belittling another person. 26. I am reluctant to speak up at a meeting. LK K KOKO O 27. I find it relatively easy to ask friends for small favors such as giving me a ride to work while my car is being repaired. 28. If another person is talking very loudly in a restaurant and it bothers me, I inform that person. 29. I often finish other people's sentences for them. 30. It is relatively easy for me to express love and affection toward another person. Scoring Key: 1. Mostly false 11. Mostly true 21. Mostly true 2. Mostly true 12. Mostly true 22. Mostly true 3. Mostly true 13. Mostly false 23. Mostly true 4. Mostly false 14. Mostly false 24. Mostly true 5. Mostly false 15. Mostly true 25. Mostly true 6. Mostly true 16. Mostly true 26. Mostly false 7. Mostly false 17. Mostly true 27. Mostly true 8. Mostly false 18. Mostly false 28. Mostly true 9. Mostly true 19. Mostly true 29. Mostly true 10. Mostly true 20. Mostly false 30. Mostly true Scoring and Interpretation: Score 1 for each of your answers that agree with the scoring key. 0 15: Nonassertive 16 24: Assertive 25+: Aggressive Do this exercise again about thirty days from now to see how stable your answers are. You might also discuss your answers with a close friend to determine if that person has a similar perception of your assertiveness. A score in the nonassertive range could suggest that you need to develop your assertiveness and self-confidence and become less shy to enhance those aspects of your leadership that involve face-to-face interaction with people. To help verify the accuracy of this score, ask a current or former boss whether he or she agrees that you are nonassertive.Indicate whether each of the following statements Is mostly true or mostly false as it applies to you. If In doubt about your reaction to a particular statement, think of how you would generally respond. Mostly Mostly True False 1. It is extremely difficult for me to turn down a sales representative when 0 he or she is a nice person. 2. I express criticism freely. 3. If another person is being very unfair, I bring it to that person's attention. 4. Work is no place to let your feelings show. 5. It is no use asking for favors; people get what they deserve. 6. Business is not the place for tact, say what you think. 7. If a person looks as if he or she is in a hurry, I let that person in front of me in a supermarket line. B. A weakness of mine is that I am too nice a person. 9. If my restaurant bill is even 50 cents more than it should be, I demand that the mistake be corrected. 10. If the mood strikes me, I will laugh out loud in public. 11. People would describe me as too outspoken. 12. I am quite willing to have the store take back a piece of furniture that was scratched upon delivery. 13. I dread having to express anger toward a co-worker. 14. People often say that I am too reserved and emotionally controlled. 15. I have told friends and work associates exactly what it is about their behavior that irritates or displeases me. 16. I fight for my rights down to the last detail. 17. I have no misgivings about returning an overcoat to the store if it does not fit me right. 18. After I have an argument with a person, I try to avoid him or her. 19. I insist that my spouse (or roommate or partner) do his or her fair share of undesirable chores. 20. It is difficult for me to look directly at another person when the two of us are in disagreement. 21. I have cried among friends more than once. 22. If someone near me at a movie keeps up a conversation with another person, I ask him or her to stop. (continued next page) Dubrin, A.J. (2007), Leadership: Research Findings, Practices and Skills (5+ ed.), New York: Houghton Mifflin Company. The Assertiveness Scale 23. I am able to turn down social engagements with people I do not particularly care for. 24. It is in poor taste to express what you really feel about another individual. 25. I sometimes show my anger by swearing at or belittling another person. 26. I am reluctant to speak up at a meeting. OK K KOKO D 27. I find it relatively easy to ask friends for small favors such as giving me a ride to work while my car is being repaired. 28. If another person is talking very loudly in a restaurant and it bothers me, I inform that person. 29. I often finish other people's sentences for them. 30. It is relatively easy for me to express love and affection toward another person. Scoring Key: 1. Mostly false 11. Mostly true 21. Mostly true 2. Mostly true 12. Mostly true 22. Mostly true 3. Mostly true 13. Mostly false 23. Mostly true 4. Mostly false 14. Mostly false 24. Mostly true 5. Mostly false 15. Mostly true 25. Mostly true 6. Mostly true 16. Mostly true 26. Mostly false 7. Mostly false 17. Mostly true 27. Mostly true 8. Mostly false 18. Mostly false 28. Mostly true 9. Mostly true 19. Mostly true 29. Mostly true 10. Mostly true 20. Mostly false 30. Mostly true Scoring and Interpretation: Score 1 for each of your answers that agree with the scoring key. 0-15: Nonassertive 16-24: Assertive 25+: Aggressive2. I express criticism freely. 3. If another person is being very unfair, I bring it to that person's attention. 4. Work is no place to let your feelings show. 5. It is no use asking for favors; people get what they deserve. 6. Business is not the place for tact; say what you think. 7. If a person looks as if he or she is in a hurry, I let that person in front of me in a supermarket line. 8. A weakness of mine is that I am too nice a person. 9. If my restaurant bill is even 50 cents more than it should be, I demand that the mistake be corrected. 10. If the mood strikes me, I will laugh out loud in public. 11. People would describe me as too outspoken. 12. I am quite willing to have the store take back a piece of furniture that was scratched upon delivery. Ky O OO OO BOO OKK NO DODDOK 13. I dread having to express anger toward a co-worker. 14. People often say that I am too reserved and emotionally controlled. 15. I have told friends and work associates exactly what it is about their behavior that irritates or displeases me. 16. I fight for my rights down to the last detail. 17. I have no misgivings about returning an overcoat to the store if it does not fit me right. 18. After I have an argument with a person, I try to avoid him or her. 19. I insist that my spouse (or roommate or partner) do his or her fair share of undesirable chores. 20. It is difficult for me to look directly at another person when the two of us are in disagreement. 21. I have cried among friends more than once. 22. If someone near me at a movie keeps up a conversation with another person, I ask him or her to stop. (continued next page) Dubrin, A.J. (2007), Leadership: Research Findings, Practices and Skills (5* ed.), New York: Houghton Mifflin Company. The Assertiveness Scale 23. I am able to turn down social engagements with people I do not particularly care for. 24. It is in poor taste to express what you really feel about another individual. 25. I sometimes show my anger by swearing at or belittling another person. 26. I am reluctant to speak up at a meeting. LK K KOKO O 27. I find it relatively easy to ask friends for small favors such as giving me a ride to work while my car is being repaired. 28. If another person is talking very loudly in a restaurant and it bothers me, I inform that person. 29. I often finish other people's sentences for them. 30. It is relatively easy for me to express love and affection toward another person. Scoring Key: 1. Mostly false 11. Mostly true 21. Mostly true 2. Mostly true 12. Mostly true 22. Mostly true 3. Mostly true 13. Mostly false 23. Mostly true 4. Mostly false 14. Mostly false 24. Mostly true 5. Mostly false 15. Mostly true 25. Mostly true 6. Mostly true 16. Mostly true 26. Mostly false 7. Mostly false 17. Mostly true 27. Mostly true 8. Mostly false 18. Mostly false 28. Mostly true 9. Mostly true 19. Mostly true 29. Mostly true 10. Mostly true 20. Mostly false 30. Mostly true Scoring and Interpretation: Score 1 for each of your answers that agree with the scoring key. 0 15: Nonassertive 16 24: Assertive 25+: Aggressive Do this exercise again about thirty days from now to see how stable your answers are. You might also discuss your answers with a close friend to determine if that person has a similar perception of your assertiveness. A score in the nonassertive range could suggest that you need to develop your assertiveness and self-confidence and become less shy to enhance those aspects of your leadership that involve face-to-face interaction with people. To help verify the accuracy of this score, ask a current or former boss whether he or she agrees that you are nonassertive.Five Approaches to Leadership Table 14.2 1. Trait approaches Leadership traits-positive task-oriented traits and positiveegative interpersonal attributes Gender studies-motivating others, fostering communication, producing high-quality work, and so on 2. Behavioral approaches Task-oriented behavior-initiating-structure and transactional leadership Relationship-oriented behavior-three behaviors: consideration, empowering leadership, and servant leadership Passive behavior-laissez-faire leadership 3. Situational approaches Fiedler's contingency model-task-oriented style and relationship-oriented style-and three dimensions of control: leader-member, task structure, position power House's path-goal revised leadership model-clarifying paths for subordinates' goals, and employee characteristics and environmental factors that affect leadership behaviors 4. Transformational leadership approach Transformational leadership-transform employees to pursue organizational goals over self- interests, using inspirational motivation, idealized influence, individualized consideration, intellectual stimulation 5. Three additional perspectives Leader-member exchange (LMX) model-leaders have different sorts of relationships with different subordinates E-Leadership-using information technology for one-to-one, one-to-many, and between group and collective interactions Followers-we also describe the role of followers in the leadership process