英语论文网

d focuses on the particularities too much to lead strategically. Style of conversation could go from being too assertive in one’s opinions or being too laid back and is usually wary of feedback. Kouzes and Posner (2007) also debunked the idea that positional authority is supreme in leadership when they stated the “myth that leadership is associated with position’’ (p. 386). In this regard, Kouzes and Posner (2007) are not lower level managers can reinforce leadership of senior managers. Asserting leadership is not an exclusive domain of the top echelon and shouldn’t be. This is why Joiner and Stephens (2006) say that the Expert agility level must be overcome because with the complexity of the problems faced and the uniqueness of the situations that organizations now encounter, managers must not rely on their sole intelligence and judgment in making decisions.

 

Achiever. The Achiever strives for outcome and leads knowing that one’s expertise and positional authority alone does not lead to effective leadership but also on one’s capacity to motivate others. The ability to motivate others is the leadership aspect in Kouzes and Posner’s (2007) so-called “journey.” According to them, leadership requires the capacity to convince people to go on board while management guarantees that they reach the destination. To Joiner and Stephens (2006) then, the Achiever level of agility requires one to be both leader and manager. The Achiever initiates change by looking at the market environment and seeking input from stakeholders. Unlike the Expert, the Achiever is managerial and frequently holds meetings to resolve issues. Since the Achiever prioritizes outcome, meetings are often meant to legitimize views and conversations are characterized by assertiveness and being accommodating to views from others so long as it furthers organizational goals. Clawson (2008) considered communication an integral activity in organizations and meetings are supposed to bring people together as a group body where the leader serves as the head and instead of dominating the group, should empower group members to have a change to speak out about current concerns and to foster dialogue in the direction of finding working solutions.

 

Catalyst. The Catalyst’s leadership style is visionary and innovative and is able to articulate goals and at the same time inspire people into achieving those goals. In a sense, the Catalyst is transformational and realigns the culture and values of an organization to that of empowerment, teamwork, and participation. The Catalyst initiates change by engaging stakeholders proactively and values their feedback as important considerations in decision-making. Even in the midst of opposition, the Catalyst welcomes dialogue and considers team-building to be an integral part of leadership development. During pivotal conversations, the Catalyst is skilled in balancing between assertiveness and being accommodating as required by the situation. He or she seeks feedback proactively and values diverse viewpoints as a way to learn and improve on. This is very similar to what Northouse (2008) referred to as intellectual stimulation present in transformational forms of leadership. This is a characteristic where leaders foster a cli本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。