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Personality traits in leadership influences
Personal factors that influence style of leadership
Personality traits in leadership influences
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For this study, we were to examine the organization and individual employees of Runway in The Devil Wears Prada. Andy Sachs, a recent college graduate from Northwestern University, lands a job at a high fashion magazine as the assistant to Miranda Priestly, an arduous boss that expects above and beyond from every individual. An important factor in hiring a new employee is their fit. The recognition of their similarities and differences with those of the organization will help to avoid high turnover and increase effectiveness through a stronger organizational culture. The idea candidate that would fill a position such as Andy’s would require conscientiousness, an extent of extraversion and emotional stability. Throughout the film, Andy …show more content…
Fiedler’s model views a person’s leadership style as part of their personality and is hard to change. This was present in Miranda as it was apparent that at work she was as strict as they come. She says what she wants and expects you to know what, when and how. She did not appreciate her time being wasted unnecessarily. For example, on Andy’s first day she was given a list of tasks and when asking a question Miranda stated to “bore someone else with your questions”. Her methods were very task-oriented that focused on “getting it done” even if the delivery may not have been in the best fashion. The Hersey-Blanchard Situational Leadership Model would suggest Miranda more frequently was “telling” Andy and Emily what to do. This method is quite low when measuring the relationship between leader and others. More often than not, Andy felt insecure with what she was doing and not confident that even if she did it correct that Miranda would still be unsatisfied. Miranda possessed such an elaborate and extensive knowledge that if she would have changed her delivery the results would have been so much better and the relationships she had would not have been so distant. The Leader-Member Exchange theory stated that there are in and out groups who are treated differently. Once someone is defined as part of the in-group, there is a special relationship formed and the attitudes within are more favorable. For instance, when Andy began to become a better fit for Miranda than Emily, you seen a shift from Andy in and Emily out. Miranda began to give Emily the tedious tasks of fetching coffee and throwing her purse and coat on her desk every day. It is important to see how all of these attributes combined to help Miranda become the icon she is, but also hurt her personal life. The way her leadership was embedded in her personality pushed her away from her husband leading to a
According to Fiedler (cited in Bolden, Gosling, Marturano & Dennison, 2003)., there is no single characteristic or trait that will create a successful leadership style. Rather, he argues that situations actually shape a general leadership style of a manager. Bolden, Gosling, Marturano and Dennison (2003) have observed that within an environment with repetitive tasks, the most effective leadership style might be a directive one, while a participative leadership style might be required in a dynamic environment. Being an effective leader means to control important specific situations. Taking into account these situations, Fiedler presented three situational components that are considered essential for an effective leadership: leader-member relations, task-structure and position power.
2) “Attitude reflects leadership, captain”. That shows that Julius is satisfied by the way his captain is thinking. Managerial leadership has influenced organizational activities in many ways. These influences include motivating subordinates, budgeting scarce resources, and serving as a source of communication. We are referring to the LPC contingency theory. "The first and perhaps most popular, situational theory to be advanced was the ‘Contingency Theory of Leadership Effectiveness' developed by Fred E. Fiedler" (Bedeian, Glueck 504). This theory explains that group performance is a result of interaction. (Online reviews)
The Trait Theory points out that there is a certain type of person making a good leader, with the decisive factor being: having or not having distinctive qualities of being a leader. Despite that, being an effective leader can still be a challenge. External and internal influences impact the effectiveness of the program and must be considered in order to succeed. Which leads us to the Behavioural Theory, thinking of what a good leader actually does. Kurt Lewin developed three leadership types, such as the autocratic leader who is a maker, someone who makes decisions without consultation with others.
In this theory leadership style changes as needed to ensure that the goal is achieved (Huber, 2014). Each situation may need to be addressed differently, which requires flexibility by all involved, especially leadership. Managers need to evaluate every individual to understand what they are capable of and how they fit the needs of the institution and or situation (Nash, 2015). As a nurse I think this is a very important trait for a leader to have because of how quickly things change and how we must work within our environment. For example, in healthcare we sometimes have to allow others to take control of a situation on to ensure the best possible outcome for each patient. In addition, the manager needs to ensure that each person works within the scope of their practice, functions at the highest level allowed and completes their tasks. To be a successful leader in healthcare and achieve desired outcomes requires a high level of flexibility by leadership. I would also say that the contingency theory would also fit into my leadership style. The basis premise of this theory is that each situation is different and leadership needs to take that into account when managing a situation (Huber, 2014). At times a leader needs to look at the bigger picture and incorporate that in their decision making process. When looking at a specific situation taking input from all parties involved can lead to a more effective solution. We can learn a lot form those around us and need to take that in account to be an effective
For example, under this theory the leader would employ High Directive/High Support leadership behaviors to the Disillusioned Learner. Ideally, the leader helps the followers as they progress through the stages to achieve the Self-Reliant Achiever/Delegating level. While I do not necessarily fully subscribe to the theory, it does seem to have merit and I do believe that it is important for an effective leader to have the capability and flexibility to adapt his or her style to the needs of the followers in order to encourage everyone’s success. I also believe that an effective leader plays a significant role in promoting and molding individuals’ readiness as it relates to motivation and commitment. As such, I developed my leadership assessment with these points in mind. The assessment focuses on 14 attributes that I believe are important not only for a leader to be successful within the parameters of the SLT, but...
The Devil Wears Prada movie showcases an autocratic leadership style in Miranda Priestly, the Editor of the fictitious Runway magazine. The movie begins with the hopeful and naive graduate student interviewing for a much coveted position as Miranda Priestley’s 2nd Assistant. This highly regarded position was within a fast paced and competitive organization and unfortunately, before our main character, Andrea, could be selected for the job she needed to run the obstacle course of the self-serving and somewhat indifferent leadership style of the 1st Assistant, Emily. In this plot, there are a multitude of leadership styles and characteristics that are identifiable throughout the movie displayed both by Miranda and her second assistant
Carly who is trying to be successful in her career; uses the Jack’s team for major showcase advertisement because they are willing to go extra mile by working in weekends, and his team is very is very talented. This way Carly gets the most work done in efficient manner, and gets to build strong network with her customers by make them happy. While she neglects the work of other team; who is also trying hard to be in group with Carly, but Carly does not notice their work or simply thinks it is going to be challenging for them. According to LMX theory, leadership making emphasize that Leader should always develop high quality relationship with all of their followers rather than just a few. It attempts to make every follower feels that they are important, and he or she is part of the in-group. It avoids the inequalities and negative implications of being in out of group. Carly by not being fair to all her followers, she is creating inequality in her workplace that results into dissatisfaction and low morals in Julie and Terry’s team. LMX theory describes leadership and prescribes leadership. While it is important it realize the existence of in- group and out-group, it is also very important to create special relationship with all the
However, Miranda realized that Andrea had no passion for the fashion industry and was only finding a job to enable her to pay her bills. Miranda initiates a discussion about leader-member relations. However, it is evident that she has no confidence in Andrea and cleverly learns that Andrea had not read her magazine (Northouse, 2013). Therefore, Miranda’s leadership style can be referred to as the Behavioral Model. Miranda is worried that she might not have a productive relationship with an employee who has no interest in the fashion industry or they don’t share an
Fiedler’ model is considered the first highly visible theory to present the contingency approach. It stated that effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader (Fiedler, 1967). Fiedler argued that the leadership style could be indentified by taking a Least Preferred Co-worker (LPC) questionnaire he designed. When evaluating a least enjoyed co-worker, a relationship oriented leader scores high in LPC, while a task oriented leader scores low. Fiedler identified three contingency or situational dimensions: leader-member relations, task structure, and position power. A leader will have more control if he has better leader-member relations, high structured job, and stronger position power. The task-oriented leaders perform best in situations of high and low control, while relationship-oriented leaders perform best in moderate control situations. Feedler views an individual’s leadership style as fixed. To assure leader effectiveness, either situation needs to change to fit the leader or the leader needs to be replaced to fit the situation. But in reality, a leader can not use a homogeneous style to treat all their followers in a similar fashion in their work unit (Robbins & Judge, 2011, p. 382).
In order for one to evaluate and identify with the diverse business structures, he/she must be aware of the meaning and standards that makes that structure. Various businesses functions in different ways as the world is full of technology and new structures, company cultures and new ways in which companies are run. In order to fully grasp the concepts of Organizational structure and culture in the movies, I will use the Movie Up in the Air and The Devil Wear Prada movies to analyze a business scenario from them.
Trait theories are theories that consider personal qualities and characteristics that differentiate leaders from nonleaders." Early results aimed at confirming this theory were inconclusive. Many research studies were conducted and each identified key traits supposed to differentiate leaders from nonleaders. The problem is that they didn't get the same results, thus failing to discover common traits, which should have shown in each research study. When applying the Big Five Personality framework (extraversion, agreeableness, conscientiousness, emotional stability and openness to experience) to the study and research of leadership traits, results were more encouraging. They showed that the most important trait for leaders was extraversion. Still, this founding sh...
...anization. As outlined in the “Devanna Model” the interrelatedness of all principal HR functions would lead to costly consequences for the organization as a result of unsuitable applicants being chosen in the selection process. While the selection processes available are versatile, including models of probation, random selection, quota systems, empirical considerations, and intrinsic attributes, there are several common characteristics which are often found when selecting external candidates. These include CV screening, preliminary interviews, application forms, psychometric testing, assessment centres, interviews, medical examinations, and reference checks. As each method has a different validity and reliability, it is important for HR officers to use a combination of different methods to objectively predict and select the most suitable workers for the job.
Managers should understand an employee’s skills and abilities to make an informed decision on whether or not to hire him. Once hired a manager uses skills and abilities as a deciding factor for an employee’s job placement within the corporation. Secondly, an evaluation of an employee’s personality helps the manager in his leadership approach of that employee. Thirdly, perceptions can be the deciding factor of whether or not a candidate is hired and or promoted. An individual perceived as fitting in may be hired to negotiate business deals. Particularly, if the individual shows a favorable attitude through actions and deeds and has strong values and behaves
Fiedler’s theory is a trait-based, leader-match theory, meaning that leader selection depends on that person’s compatibility to the situation (Kelly 200). The Vertical Dyad Linkage Theory model is based on the belief that “leaders and followers mutually influence each other’s behavior, and focuses on the dynamic interchange between leader and follower dyads” (Kelly 202). The Vroom-Yetton Contingency Theory is a behavior theory that mainly focuses on improving the effectiveness of leaders by encouraging their examination of situational characteristics (Kelly
Fiedler’s Theory is stated in the power point presentation as the association between leadership orientation and group effectiveness is contingent on how favorable the situation is for exerting influence. If there is some catastrophe which will befall a group or set of individuals if a task is not complete, then that group will be more effective as they are motivated to complete that task to avert that particular catastrophe.