MPA604 M4D1: Identifying Your Leadership Style Part 1Answer in question/ Answer formatEach part needs to be at least 500 words.The content on leadership theories and how they impact organizations is h

MPA604 M4D1: Identifying Your Leadership Style Part 1

Answer in question/ Answer format

Each part needs to be at least 500 words.

The content on leadership theories and how they impact organizations is helpful in identifying your leadership style. For this discussion, read the assigned articles for this module and conduct your own additional research to answer the following questions.

Respond to the following:

• Identify and summarize the key components of the leadership style with which you feel most aligned. Note that it could be a variation or combination of the leadership styles addressed in this module.

• Specify which character traits you have that fit with this leadership style and which traits you want to develop to be a more effective leader.

• Describe which style of leader you work best under and why.

M4D2: Implementing Effective Leadership Part 2

You have now identified the leadership style with which you most relate, the associated character traits you possess, and those you wish to develop. You have also read the first half of Lean In. In this discussion, you will move from theory to application by discussing how to employ your leadership style in the public sector.

You are part of the leadership team of a public organization. Keeping in mind the leadership theory and character traits you identified for yourself in M4D1 and the material from Chapter 3 of Lean In, choose one of the following scenarios for this discussion. Consider how you would address the situation if one of your female subordinates expressed to you:

1. Her fear of things backfiring if she tries to negotiate a higher salary or ask for a promotion by highlighting her recent successes for the organization.

2. Her reluctance to “toot her own horn” to the leadership team about a recent prestigious award she received from her alma mater.

3. Her desire to refuse an assignment to mentor a new manager after her boss said he thought she would love to be a mentor “because you’re a nurturer, you know, since you’re a woman.”

Respond to the following:

• Describe what you would do both at the organizational level and one-on-one in working with your female subordinate regarding this issue.

• Explain how the action you described aligns with or does not align with your leadership style and character traits.

Resources.

Sandberg, S. (2013). Lean in: Women, work, and the will to lead (1st ed.). New York, NY: Alfred A. Knopf.

Buchanan, L. (2013). Between Venus and Mars: 7 traits of true leaders (Links to an external site.)Links to an external site.. Inc. Retrieved from http://www.inc.com/magazine/201306/leigh-buchanan/traits-of-true-leaders.html

Module Notes: Leadership Styles

Three leadership theories have been studied extensively since the late 1970s. These are transformational, transactional, and servant leadership. While there is some overlap among these, each has its own distinctive characteristics, such as how the leader-follower relationship is viewed, the leader’s level of involvement with followers, and the attributes and behaviors employed by the leader.

Let’s examine how Amber, the Executive Director of The Pedestrian Advocates of Excelsiorville (PAE), leads her team and what leadership style she relies on the most. Let’s also compare it to the leadership style of PAE’s Board President, Jackson Jones.

Amber’s Leadership Style

When working with employees, Amber views the relationship as more of a manager/subordinate one. She likes to reward employees for doing a satisfactory job based on whether they accomplish the tasks she clearly defines for them. She focuses on the operational details of running PAE, and she feels that employees should be motivated by a system of rewards and punishments. Amber is a transactional leader.

Jackson’s Leadership Style

Jackson, PAE’s Board President, is also a hospital administrator. He approaches leadership in a much different way than Amber. He loves to focus on the vision of the organization and strives to collaborate with his team to set and meet shared goals. He makes it a priority to provide opportunities for his employees’ professional and personal growth and encourages them to set ambitious goals. Jackson is a transformational leader.

Comparing Their Leadership Styles

Sometimes these two leaders disagree on the best approach for achieving PAE’s mission. The good thing is that there are advantages to both leadership styles. A transactional leader is often better at helping the organization navigate operational details and establish structure and processes for more efficient operations. Transformational leaders are often better at inspiring employees, at focusing the team on the “bigger picture” for the organization, and at obtaining buy-in for new initiatives.

Which leadership style do you most identify with?

Module Notes: Gender Roles & Expectations

In the first half of Lean In, Sandberg identifies several ways that men and women are exposed to messages about gender roles and expectations and the impact of these messages. Let’s go through some of her examples and reflect on their impact.

Reference
Sandberg, S. (2013). Lean in: Women, work, and the will to lead (1st ed.). New York, NY: Alfred A. Knopf.

• Examples

Here are some examples that Sandberg cites:

• Young girls who try to lead are often called “bossy” whereas boys seldom are.

• Teachers interact with boys more, call on them more, and ask them more questions.

• There are gender expectations about career choices, such as girls cannot be physicists and boys cannot be nurses.

• Children see gender roles play out in their homes, such as their fathers as the breadwinners and their mothers as doing the bulk of the housework.

• Women who are ambitious, powerful, or aggressive in the workplace often face social penalties for these characteristics.

• Women tend to take fewer risks in their careers and often do not advocate for themselves.

• Women more often try to hide their successes to avoid negative perceptions from their peers or bosses.

• Women feel like a “fraud” at school or work because they are plagued by self-doubt even when highly capable.

• Studies have found that more men than women say they want to be in leadership positions.

• Women attribute their success to outside factors, such as “I got lucky” or “I had help from others,” instead of crediting their own skills and abilities.

Reference
Sandberg, S. (2013). Lean in: Women, work, and the will to lead (1st ed.). New York, NY: Alfred A. Knopf.

• Reflections

If you are a woman, consider how these gender stereotypes and expectations have affected your educational and career paths. If you are a man, consider how the women in your life have been affected by these gender roles and expectations, and consider how you have been affected by the stereotypes and gender expectations society places on men. Consider also the extent to which you believe gender equality in the workplace is an ethical issue for public administrators. These reflections will aid you in your work for this module and Module 5.

In M4D2, you will explore these themes by putting yourself in the shoes of a public administrator and analyzing real-world scenarios similar to those that Sandberg describes. You will discuss what you would do at an organizational level and on a personal level in working with your female subordinates to resolve these situations.