Leadership Effectiveness and Adaptability Description Essay Sample

Directions: Assume you are involved in each of the undermentioned 12 state of affairss. Read each point carefully and believe about what you would make in each circumstance. Then CIRCLE the missive of the option that you think would most closely depict your behaviour in the state of affairs presented. Circle merely one pick. For each state of affairs. construe cardinal constructs in footings of the environment or state of affairs in which you most frequently think of yourself as presuming a leading function e. g. a undertaking director or captain of a ship.

1. Your subsidiaries have non been reacting to your friendly conversation and obvious concern for public presentation. Their public presentation is worsening quickly. You would A. Stress the usage of unvarying processs and the necessity for undertaking achievement. B. Make yourself available for treatment but do non force.

C. Talk with subsidiaries and so set ends.
D. Intentionally do non step in

2. The discernible public presentation of your section is increasing. You have been doing certain that all your subsidiaries are cognizant of their duties and expected criterions of public presentation. You would A. Engage in friendly interaction but continue to do certain that all members are cognizant of duties and expected criterions of public presentation. B. Take no definite action.

C. Do what you can to do your subsidiaries feel of import and involved. D. Emphasize the importance of deadlines and undertakings.

3. The subsidiaries in your section are unable to work out a job themselves. You have usually left them entirely. Group public presentation and interpersonal dealingss have been good. You would A. Involve the group and together engage in job resolution. B. Let the group work it out.

C. Act rapidly and steadfastly to rectify and airt.
D. Encourage your subsidiaries to work on the job and be supportive of their attempts.

4. You are sing a major alteration. Your subsidiaries have a all right record of achievement. They respect the demand for alteration. You would A. Let your subsidiaries involvement in developing the alteration. but do non force. B. Announce alterations and so implement them with close supervising. C. Allow your subsidiaries to explicate their ain way. D. Incorporate your subordinates’ recommendations but direct the alteration.

5. The public presentation of your subsidiaries has been dropping during the last few months. The subsidiaries have been unconcerned with the bead in public presentation. They have continually needed reminding to finish their undertakings on clip. You would A. Let subsidiaries to explicate their ain way.

B. Incorporate subordinates’ recommendations but see that aims are met. C. Redefine ends and duties and oversee carefully. D. Allow subordinates engagement in puting ends. but do non force.

6. You stepped into an expeditiously run section which the old director tightly controlled. You want to keep a productive group but would wish to get down humanising the environment. You would A. Make what you can to do the subsidiaries feel of import and involved. B. Stress the importance of deadlines and undertakings.

C. Be careful non to step in.
D. Get the subsidiaries involved in determination devising. but see that aims are met.

7. You are sing major alterations in some of import processs. Your subsidiaries have made suggestions about needed alteration. The subsidiaries have demonstrated flexibleness in daily operations. You would A. Define the alteration and supervise carefully.

B. Participate with the subsidiaries in developing the alteration and let subsidiaries to form the execution. C. Be willing to do alterations as recommended but maintain control of execution. D. Leave things entirely and allow subsidiaries take charge.

8. Performance and interpersonal dealingss are good. You feel slightly diffident about your deficiency of way to the subsidiaries. You would A. Leave the subsidiaries entirely.
B. Discuss the state of affairs with the subsidiaries and so originate necessary alterations. C. Take stairss to direct your subsidiaries towards working in a well defined mode. D. Be supportive in discoursing the state of affairs with the subsidiaries but non excessively directing.

9. The direction has appointed you to head a undertaking force that is far delinquent in doing petition for recommendations for alteration. The members of the undertaking force are non clear about its ends. Attendance at Sessionss has been hapless. The meetings have turned into societal assemblages. Potentially. the group has the endowment necessary to assist. You would A. Let the group work out its job.

B. Incorporate group recommendations but see that aims are met. C. Redefine ends and oversee carefully.
D. Allow group engagement in puting ends but do non force.

10. Your subsidiaries. normally able to take duty. are non reacting to your recent redefining of criterions. You would A. Allow subordinates engagement in redefining criterions. but do non force. B. Redefine criterions and oversee carefully.

C. Avoid confrontation by non using force per unit area. leave state of affairs entirely. D. Incorporate subordinates recommendations but see that new criterions are met.

11. You were a senior officer and now have been promoted to going a undertaking director. The old undertaking director was closely involved in the personal businesss of the subsidiaries. The subsidiaries have adequately handled its undertakings and way. Inter-relations are good. You would A. Take stairss to direct your subsidiaries towards working in a chiseled mode. B. Involve subordinates in determination devising and reenforce good parts. C. Discuss past public presentation with the subsidiaries and so analyze the demand for new patterns. D. Continue to go forth the subsidiaries entirely.

12. Recent information indicates some internal troubles among subsidiaries. The subsidiaries have a singular record of achievement. Your subsidiaries have efficaciously maintained long range ends and have worked in harmoniousness for the past twelvemonth. All are good qualified. You would A. Suggest your solution with subsidiaries and analyze the demand for new patterns. B. Let subsidiaries to work it out themselves.

C. Act rapidly and steadfastly to rectify and airt.
D. Participate in job treatment while supplying support for subsidiaries.

Measure 2: Marking.

1. Circle the missive you chose for each state of affairs in the countries below. labeled Flexibility ( Figure 1 ) and Effectiveness ( Figure 2 ) . For illustration. if you answered alternate C for Situation 1. circle the Cs in row 1 under Flexibility and Effectiveness. 2. Add the figure of letters you circled in each column under Flexibility and enter in the boxed labeled S1. S2. S3. and S4. 3. Now add the figure of letters you circled in each column under Effectiveness and enter in the box below each column. Be certain to factor in + or – as appropriate. 4. Now add the four Numberss. Be certain to include that + or – mark. 5. On the Effectiveness graduated table ( Figure 3 ) . tag the sum with an pointer.