PLEASE USE THE REFERENCES LISTED ON THE COMPETENCY TABLE AND SUCCESSION PLANNING REPORT. Background: You have completed your role on the Succession Plan Committee. You and your Group identified leade

PLEASE USE THE REFERENCES LISTED ON THE COMPETENCY TABLE AND SUCCESSION PLANNING REPORT. Background: You have completed your role on the Succession Plan Committee. You and your Group identified leade
Succession Planning for Life Science Nutraceuticals, Inc – Part 2 Ms. Marvel, As Life Science Nutraceuticals, Inc gets ready to embark an exciting adventure to expand the organization, the future of LSN and its advancement heavily relies on making sure that the right candidates fill the vacant positions. The following report analysis the five open positions that will be forthcoming to LSN: the position as the new Sales Director in the Middle East, Director of Research and Development at Miami Headquarters, Vice President of Headquarters Operations in Miami, Executive Director for the North American Division in Chicago, and the Director of Finance at the Headquarters office in Miami. Succession planning allows for organizations to develop a plan to maintain a competitive advantage while a future generation of leaders take charge (UMGC, 2021). As leadership roles change, an opportunity is created for knowledgeable internal candidates to take over, as well as opportunity for new hires who have been groomed for the position. Change can occur quickly, therefore locating and developing qualified, strong leaders is imperative to avoid knowledge gaps within the organization (Trapp, 2014). LSNs desired objectives for leadership include cultural intelligence, respect for diversity, strong communication, resiliency, and the ability to develop teams. Within the report, the Succession Plan Committee has provided recommendations of the best candidate for each open position and justifications to why the committee believes each candidate is best for the given position. Recommendations: Sales Director, Middle East. As LSN is making plans to expand the business into Riyadh, Saudi Arabia located in Western Asia; LSN will need to take action on hiring a competent individual to fill the Sales Director position. The Sales Director in Riyadh, Saudi Arabia will have the responsibilities to hire, train and lead a team of employees while taking into consideration the Middle Eastern culture to effectively gain business relationships in Saudi Arabia. Saudi Arabia is highly gender segregated, and new labor laws are allowing women into the business environment (Kwintessential, n.d.). Additionally, the candidate will be culturally intelligent, and the Sales Director will consistently interact with Arabian businesses and will need to possess abilities to dive and motivate, effectively strategize, show common knowledge about the local culture, and display skills to be an effective leader in a culturally diverse community (Verghese, 2013). The recommended candidate for the Sales Director in the Middle East is Marge Simpson. Ms. Simpson has intensive knowledge about LSNs mission and vision as she has been a part of the company for four years and is currently the Sales Director at the Chicago location. Ms. Simpson instills many cultural intelligence competencies. During the interview, she elaborated her upbringing with the Arab culture giving emphasis on her shared interest in the culture of family. Ms. Simpson is known by her superiors as being a creative problem solver. Ms. Simpson is a leader who encourages both situational and transformational leadership theories. Her leadership traits go beyond customer centricity by valuing the organizations environment and people enough to encourage diverse involvement among all employees (The Relational Leadership Model, 2006). She refers to herself as risk-averse, rewarding well thought out risks rather than taking large risks that are poorly planned. Innovation is an important leadership competency for any position; however, particularly for the Sales Director position. Ms. Simpson has shared her many creative innovative ideas for LSN that will lead the organization to future success. Director of Research and Development Research and development have been at the heart of its succession at LSN and will continue to succeed into the future. The Director of Research and Development position, located at LSN’s headquarters in Miami, Florida, will require a leader that is innovative and knowledgeable to lead a team of scientists and innovators. While having a full understanding of LSN’s vision, the Director of R&D must utilize and encourage creativity when solving problems and making decisions to achieve the organizations goals (Leadership Competencies, 2008). As the Director of Research and Development, collaboration between other departments and divisions is essential to the position and requires effective communication. Additionally, the position requires the management of effective teams, encouraging learning through trial and error (Leadership Competencies, 2008). The recommended candidate for the Director of Research and Development position is Mohammad Dervish. Mr. Dervish has currently managed Sales for the Homeopathic Division at corporate headquarters and instills many effective leadership competencies that fit the position. During the interview, Mr. Dervish expressed his passion about LSNs collaborative culture with emphasis on his cultural interest in the Asia Division. He also elaborated on his dive to satisfy LSNs customers by going the extra mile. These leadership competencies prove that Mr. Dervish has the abilities to collaborate with other LSN locations. Mr. Dervish is a leader who encourages the Contingency Leadership Theory because he believes there are many variables to consider when determining a style of leadership based on a situational approach (Malos, n.d.). He refers to himself as a flexible leader that encourages employee progression through resiliency. Honesty and integrity are important leadership competencies for this position and Mr. Dervish expressed the importance of these characteristics for effective leadership within the organization. VP of Headquarter Operations The internal candidate recommended for this position is Rafael Mendez who is fluent in Portuguese and is open to travel. Rafael currently collaborates with other departments including purchasing, IT, R&D, and HR. (Comstock, 2014). In addition to working well with other departments, he also has received positive reviews from multiple generations of employees because of his strong communication and adaptability. (Indeed Editorial Team, 2021). Rafael Mendez is aware to be successful; he will need cultural training and to possibly learn another language. This is an example of Rafael’s viewpoint on valuing diversity, in addition to his overall global cultural intelligence. (Canwell, Stockton, Dongrie & Neveras, 2014). While searching for candidates for this position, Jackie Johnson was initially considered for several reasons. Jackie is self-motivated to research the four geographic locations in addition to speaking with employees. This shows she can enhance her knowledge and is motivated for an increased capacity to learn. (SHRM, 2008). Furthermore, Jackie Johnson exhibited good communication skills and provided examples of letting others win through her good teaming efforts. (Morgan, 2016). Another candidate, Marge Simpson was also considered for this position. Marge Simpson is a creative problem solver and has a value for diversity (SHRM, 2008), however Rafael has a stronger global cultural intelligence. (Canwell, Stockton, Dongrie & Neveras, 2014). Ultimately, it was determined that Rafael Mendez is a better fit. Executive Director, North American Division The internal candidate that would best fit the Executive Director of the North American division is Jackie Johnson. Jackie currently works as the Director of Purchasing and is a graduate of UMGC’s business administration program. To serve as the Executive Director, the candidate must be comfortable with different leadership styles as well as being able to cultivate teams. They will be the head of the largest and most profitable division of LSN and need to comfortable leading different kinds of change (SHRM, 2008). A director that is capable of managing change effectively allows the company to stay competitive in their respective market. Jackie showed up to the interview with a firm handshake and good eye contact. She has created a subculture within her department and went around talking to different employees prior to the interview. This shows that Jackie was committed to doing well in the interview and coincides with her character trait of enhancing her knowledge and ability to increase her capacity to learn. She has also exhibited the ability to cultivate teams and that is crucial to this position. Jackie is a strategic thinker that believes in good leadership being built on good relationships with her followers. Jackie exhibits all the traits we are looking for in the Executive Director position and believe she can really help LSN to grow. Director of Finance All the internal candidates who were considered for this role were evaluated. However, no candidates were recommended for the strategic goal of Biotech. One of the biggest factors for this leadership role is integrity and discipline which are desired in the finance department considering demonstration of ethics and integrity as an integral part of Global Executive Competencies (“Leadership Competencies,” 2018). Ideally a Finance Director should have fundamental skills that can be utilized in the finance department. The organization needs to ensure that the perfect candidate can adjust their skills depending on the specific leadership level in the organization (SHRM, 2008). For example, the ability to work with a budget, save cost while still meeting the internal customers’ demand in the process of procurement. As for individuals involved in senior leadership positions, knowing the leadership style is not enough, but should also have experience in executing it before they can influence other to practice a particular style of leadership (Lumen, 2006). Considering these factors, the succession committee’s recommendation is to look for external candidates to fill in the position of Direct of Finance. Summary The suggestions from this panel are important for Biotech to select the right candidate to be recruited in areas where leadership styles vary. Ultimately, every position needs skilled personnel with direct expertise to fix any issues that may arise in the course of action. Customers are a valuable asset to Biotech’s survival and therefore the recommendation from the group gives understanding to the nature of the open positions and the knowledge required to handle the positions effectively. Therefore, the candidates selected for each position must create a strong customer experience and show their potential. References Canwell, A., Dongrie, V., Neveras, N., & Stockton, H. (2014). Developing 21st-Century Leadership Skills. MWorld, 13(3), 38–43. Retrieved from: https://eds-a-ebscohost.com.ezproxy.umgc.edu/eds/pdfviewer/pdfviewer?vid=2&sid=5067185f-5f8a-49e9-b89fa8be0a970969%40sessionmgr4007 Comstock, N. W. (2021). Critical Skills: Leadership. Salem Press Encyclopedia Indeed Editorial Team. (2021). 10 Traits of Highly Effective Leaders (and How To Develop Them). Retrieved from https://www.indeed.com/career-advice/career-development/top-leadership-traits Kwintessential. (n.d.). Saudi Arabia Facts and Statistics. Retrieved from https://www.kwintessential.co.uk/resources/guide-saudi-arabia-etiquette-customs-culture-business Malos, R. (n.d.). The Most Important Leadership Theories. Retrieved from https://learn.umgc.edu/content/enforced/347722-001034-01-2192-OL1-6381/The%20Most%20Important%20Leadership%20Theories.pdf Morgan, J. (2015). The 5 Types Of Organizational Structures: Part 2 – Flatter Organization. Retrieved from https://www.forbes.com/sites/jacobmorgan/2015/07/08/the-5-types-of-organizational-structures-part-2-flatter-organizations SHRM. (2008). Leadership Competencies. Retrieved from https://www.shrm.org/ResourcesAndTools/hr-topics/behavioral-competencies/leadership-and-navigation/Pages/leadershipcompetencies.aspx Trapp, R. (2014). Successful Organizations Need Leaders At All Levels. Forbes. Retrieved from: https://www.forbes.com/sites/rogertrapp/2014/03/23/organizations-need-leaders-at-all-levels/?sh=5bd3d43e3ab1 University of Maryland Global Campus. (2006). The Relational Leadership Model. Retrieved from The Relational Leadership Model.pdf (umgc.edu) University of Maryland Global Campus. (2021). Mission, Vision, Values, and Goals. Retrieved from: https://leocontent.umgc.edu/content/scor/uncurated/tlp/2211-tlp610/learning-topic-list/mission-vision-values-and-goals.html Verghese, T. (2013). What is Cultural Intelligence [Video]. Youtube. Retrieved from https://www.youtube.com/watch?v=rdjecUD_6Ck
PLEASE USE THE REFERENCES LISTED ON THE COMPETENCY TABLE AND SUCCESSION PLANNING REPORT. Background: You have completed your role on the Succession Plan Committee. You and your Group identified leade
LSN Leadership Competencies Table (completed as part of the Job Announcement group project) LSN Core Value Leadership Competencies (follow examples above) Source (Author, Year) Customer centricity – is a mindset that when making decision, deeply considers the effect it will have on its end. It focuses on the customer, understands the customer’s needs, think, and feel like the customer, and builds whole product solutions. Customer-centricity moves beyond a transactional mentality and focuses on creating long term relationships based on a clear and accurate understanding of how the customer derives value from the solution Manage cultural interest.(Manage change) Comstock, 2014 SHRM, 2008 Customer Relationships Galbreath, J. & Rogers, T. (1999).”Customer relationship leadership: Appreciate diversity and the ability to build/maintain relationships. Comstock, 2021 Excellent communication skills Comstock, 2021 Under the core value customer centricity additional skills that one should have are: Being resilient (someone who is able to withstand or recover quickly from difficult conditions) Optimistic Energetic Managing politics and influencing others (Leadership Competency (SHRM) 2008) Invest time in people and smell the marketplace/feel the pulse ( Morgan, 2015) Global/cultural intelligence (Canwell, Stockton, Dongrie & Neveras, 2014) Innovation – is the practical implementation of ideas that result in the introduction of new goods or services or improvement in offering goods or services Promote recurring training for improvement . Kirkpatrick & Locke, 1991 Change the organizational culture and structure Maloney, 2019 Use creative problem solving and decision making. Indeed Editorial Team, 2021 Willing to question anything to learn from a situation Indeed Editorial Team, 2021 Under the core value innovation additional skills that one should have are: Valuing diversity, managing change, risk taking, adaptability, manage effective teams – (Leadership Competencies, 2008) Managing change and collaborative (Comstock, 2014) Good teaming and let everyone win (Morgan, 2015) Building teams and talent and creativity – (Canwell, Stockton, Dongrie, and Neveras, 2014) Knowledge – Knowledge is a familiarity, awareness, or understanding of someone or something, such as facts, skills, or objects. perception, reason, memory, testimony, scientific inquiry, education, and practice . Understand the organization, industry, and technical matters Kirkpatrick & Locke, 1991 Understanding the daily practices of the company and their beliefs Life Science Nutraceuticals, Inc. (LSN) Company Profile 2021 Managing information about organization policies and safety regulations. Kirkpatrick & Locke, 1991 Committed to what their organization stands for Comstock, 2021 Under the core value knowledge additional skills that one should have are: Developing others, enhancing knowledge, and increasing the capacity to learn (Leadership Competencies, 2008) Encourage learning and cultivate talent (Comstock, 2014) Giving and receiving feedback, reflection, meaning making and sharing information (Komives, Lucas & McMahon, 2007) Sustainability (for profit and planet) – focuses on meeting the needs of the present without compromising the ability of future generations to meet their needs. The concept is composed of three pillars: economic, environmental, and social—also known informally as profits, planet, and people. Commitment for preservation LSN Company profile, n.d Providing the community with homes Life Science Nutraceuticals, Inc. (LSN) Company Profile 2021 Adaptable to change . Kirkpatrick & Locke, 1991 Committed to needed research in order to sustain present and future organization Comstock, 2021 Under the core value sustainability additional skills that one should have are: Opened minded,cultural sensitivity, ethics, setting vision and strategy, communication skills, displaying drive and purpose, and exhibiting leadership stature (Leadership Competencies, 2008) Flexible and caring (Comstock, 2014) Inspire a shared vision (Gandolfi & Stone, 2017) Being congruent and having courage (Komives, Lucas, & McMahon, 2007) Demonstrate balance and combine passion and compassion (Morgan, 2015) The core values that are highlighted in green are added skills that you should use to make decisions for the upcoming assignment. Please use these and the highlighted correct skills only.
PLEASE USE THE REFERENCES LISTED ON THE COMPETENCY TABLE AND SUCCESSION PLANNING REPORT. Background: You have completed your role on the Succession Plan Committee. You and your Group identified leade
The G lo bal E I T est R esu lt s (V ers io n 1 .0 ) Test D ate M on N ov 2 2 1 5:1 2:1 0 2 021 T he fo llo w in g n um eric al s core s a re c alc ula te d fro m y our a nsw ers to th e E I quadra nt, w ill if b elo w . You h ave a nsw ere d a ll th e q uestio ns — te rrif ic ! S elf -A ware ness S elf -M anagem ent S ocia l- A ware ness R ela tio nship M anagem ent 7 6 6 4 F or m ore in fo rm atio n a bout in te rp re tin g y o ur s co re s, h ere . E m otio nal In te llig en ce a n d h ow to u se it fo r y o ur pers o nal g ro w th , p le ase c o nta ct, M alc o lm L azen by P le ase r e m em ber th at th is S am ple r is N O T s cie n tific ally a n aly sis . E I Q uad ra n t D escrip to rs S elf -A ware n ess. Descrip tio n. T he c ore o f E m otio nal In te llig ence is s elf -a w are ness. S elf -a w are ness is c om pris ed o f th re e c om pete ncie s; e m otio nal s elf -a w are ness, w here y ou are a ble to re ad a nd u nders ta nd y our e m otio ns a s w ell a s re cognis e th eir im pact o n w ork p erfo rm ance a nd re la tio nship s; a ccura te s elf -a ssessm ent, w here y ou are a ble to g iv e a re alis tic e valu atio n o f y our s tre ngth s a nd lim it a tio ns; a nd s elf -c onfid ence, w here y ou h ave a p osit iv e a nd s tro ng s ense o f o ne’s s elf -w orth . T he s ta rtin g p oin t a nd k ey in th ese a re as is th e a bilit y to b e c rit ic ally s elf -re fle ctiv e. Self -M an ag em en t Descrip tio n. S elf -m anagem ent is c om pris ed o f fiv e c om pete ncie s; S elf -c ontro l, w hic h is k eepin g d is ru ptiv e e m otio ns a nd im puls es u nder c ontro l; t ra nspare ncy, w hic h is m ain ta in in g s ta ndard s o f h onesty a nd in te grit y , m anagin g y ours elf a nd re sponsib ilit ie s; a nd a dapta bilit y , w hic h is th e fle xib ilit y in a daptin g to c hangin g s it u atio ns a nd o verc om in g o bsta cle s; a chie vem ent o rie nta tio n, w hic h is th e g uid in g d riv e to m eet a n in te rn al s ta ndard o f e xcelle nce; a nd in it ia tiv e, w hic h is th e re adin ess to s eiz e o pportu nit ie s a nd a ct. S ocia l A ware n ess Descrip tio n. S ocia l A ware ness is c om pris ed o f th re e c om pete ncie s; e m path y, w hic h is u nders ta ndin g o th ers a nd ta kin g a n a ctiv e in te re st in th eir c oncern s; org anis atio nal a w are ness, w hic h is th e a bilit y to re ad th e c urre nts o f o rg anis atio nal lif e , b uild d ecis io n n etw ork s a nd n avig ate p olit ic s; a nd s erv ic e o rie nta tio n, w hic h is re cognis in g a nd m eetin g c usto m ers n eeds.T he a dapta ble , s uccess-o rie nte d ty pe. R ela tio nsh ip M an ag em en t Descrip tio n. T he S ocia l c lu ste r o f R ela tio nship M anagem ent is c om pris ed o f s even c om pete ncie s; v is io nary le aders hip , w hic h is in spir in g a nd g uid in g g ro ups and in div id uals ; d evelo pin g o th ers , w hic h is th e p ro pensit y to s tre ngth en a nd s upport th e a bilit ie s o f o th ers th ro ugh fe edback a nd g uid ance; in flu ence, w hic h is t h e a bilit y to e xerc is e a w id e ra nge o f p ers uasiv e s tra te gie s w it h in te grit y , a nd a ls o in clu des lis te nin g a nd s endin g c le ar, c onvin cin g a nd w ell- tu ned m essages; change c ata ly st, w hic h is th e p ro fic ie ncy in in it ia tin g n ew id eas a nd le adin g p eople in a n ew d ir e ctio n; c onflic t m anagem ent, w hic h is re solv in g d is agre em ents a nd c olla bora tiv ely d evelo pin g re solu tio ns; b uild in g b onds, w hic h is b uild in g a nd m ain ta in in g re la tio nship s w it h o th ers ; a nd te am work a nd c olla bora tio n, w hic h is t h e p ro m otio n o f c oopera tio n a nd b uild in g o f te am s. G lo bal L eadersh ip F oundatio n , 2 004.
PLEASE USE THE REFERENCES LISTED ON THE COMPETENCY TABLE AND SUCCESSION PLANNING REPORT. Background: You have completed your role on the Succession Plan Committee. You and your Group identified leade
11/21/21, 8:51 PM ISFJ: Leverage Y our Personality Type www.humanmetrics.com/personality/isfj-type?EI=-22&SN=3&TF=-3&JP=3 1/2 H um anm etr ics Jung T yp olo gy Te st ™ You h aven’t a nsw ere d 1 q uestio n. T he r e lia bilit y o f th e r e sult s h as d ecre ased. Y ou m ay c lic k y our bro w ser’s ” B ack” b utto n to a nsw er th e r e m ain in g q uestio ns. Y our T yp e IS FJ Intr o ve rt( 2 2% ) S ensin g(3 % ) F eelin g(3 % ) Judgin g(3 % ) You h ave slig ht p re fe re nce o f In tr o vers io n o ver E xtr a vers io n ( 2 2% ) You h ave m arg in al o r n o p re fe re nce o f S ensin g o ver In tu it io n ( 3 % ) You h ave m arg in al o r n o p re fe re nce o f F eelin g o ver T hin kin g ( 3 % ) You h ave m arg in al o r n o p re fe re nce o f J udgin g o ver P erc eiv in g ( 3 % ) H ow D o Y ou W ant to L eve ra ge T he T yp e? Self -d evelo pm en t IS FJ Typ e D escr ip tio n IS FJs a re c hara cte riz ed a bove a ll b y th eir d esir e to s erv e o th ers , th eir ” n eed to b e n eeded.” R ead fu ll d escr ip tio n » IS FJ Care ers C are er c hoic es fo r y our ty pe C om munic atio n s kills L earn in g s ty le F am ous IS FJs C lick to vi ew » B usin ess u se S ta ff D eve lo pm ent & T e am work U se a dvanced J ungia n ty polo gy to im pro ve c olla bora tio n, b ecom e bette r le ader, a nd m anage c onflic ts . L earn h ow » 11/21/21, 8:51 PM ISFJ: Leverage Y our Personality Type www.humanmetrics.com/personality/isfj-type?EI=-22&SN=3&TF=-3&JP=3 2/2 Pre -e m plo ym ent T e st in g Id entif y c andid ate ‘s s tr e ngth s, c onduct e ffe ctiv e in te rv ie w s a nd a ssess com patib ilit y . L earn h ow » T hose w ho t o ok t h is t e st a ls o t o ok t h ese t e sts : Ju ng M arria g e T est™ W rit e d ow n y our a nd y our p artn er’s p ers onalit y ty pe le tte rs a nd p erc enta ges s how n a bove a nd check your c om patib ilit y . U se th is r e sult a s in put to th e M arria ge T e st n ow : Use a s Partn er A » U se a s Partn er B » R is k A ttit u des P ro file r™ W hy tr o uble s s tic k to y ou? C an y ou ta ke c ontr o l o f y our fo rtu ne? Levera ge y our r is k ty pe fo r s uccess . E ntr e p re n eu r Q uiz ™ F in d th e m ost fa vora ble fo r y ou b usin esses a nd fr a nchis es w it h E ntr e pre neur Q uiz ™ . R ole M odel Q uiz ™ In te ntio nally o r u nconscio usly , w e tr y to fo llo w o ur r o le m odel’s b ehavio r, a lt h ough o fte n o ur b ehavio ra l tr a it s d o n ot m atc h v ery w ell th ose o f o ur r o le m odel. F in d w hic h c ele brit ie s h ave p ers onalit ie s th at a re s im ila r to y ours . G et a ccess to a ll o f th ese te sts a t a d is counte d p ric e – C lic k H ere
PLEASE USE THE REFERENCES LISTED ON THE COMPETENCY TABLE AND SUCCESSION PLANNING REPORT. Background: You have completed your role on the Succession Plan Committee. You and your Group identified leade
11/21/21, 9:45 PM Queendom – SCIENTIFICALL Y DEVELOPED AND VALIDATED TESTS AND QUIZZES https://www .queendom.com/queendom_tests/transfer 1/2 HO M E  TE STS  A TTIT U D E & L IF E STY LE T E STS  TA KE T E ST S elf – E ste em T est Sum mary In tr o G ra p hs D eta ils S tr e n gth s & C halle n ges A dvic e  S elf – e ste em is e ssentia l to o ur a bilit y to fu nctio n in a h ealt h y w ay. W it h out th e fo undatio n o f a s olid s ense o f s elf , w e a u nable to ta ke th e r is ks a nd m ake th e d ecis io ns n ecessary to le ad a fu lf illin g, p ro ductiv e lif e . A lo w s elf – e ste em c an corro de o ur lo ve liv es, c are ers , fa m ily b onds, a nd m ost im porta ntly , o ur in te rn al s ense o f w ell- b ein g. A h ig h, s ta ble s el este em , o n th e o th er h and, c ontr ib ute s to p ro ble m -s olv in g a bilit ie s a nd th e a ssertiv eness n eeded to a chie ve w hat psycholo gis t A bra ham M aslo w c alle d ” s elf – a ctu aliz atio n” – a c ontin uous d esir e to fu lf ill p ote ntia ls a nd b e a ll th at y ou c a be. A s tr o ng s elf – e ste em a ctu ally c re ate s a ty pe o f s elf – fu lf illin g p ro phecy. T he m ore y ou lik e y ours elf , th e m ore y ou b e to a ct in lik able w ays; th e m ore y ou b elie ve y ou a re a ble to a chie ve s om eth in g, th e m ore lik ely it is th at y ou w ill. O VER ALL R ESU LT S    7 3 W hile y ou lik ely e xperie nce d ip s in y our s elf – e ste em fr o m tim e to tim e, y ou s eem to h ave a r e asonably h ealt h y s ense self . Y ou g enera lly r e cogniz e y our in ner v alu e a nd it lik ely s how s in y our e very day lif e . A h ealt h y s elf – e ste em w ill a llo w you to h andle s tr e ss e ffe ctiv ely , n avig ate th e u ps a nd d ow ns o f lif e a nd p eople , a nd m ain ta in a n o vera ll s ense o f w ell- b ein g. Y ou s hould v alu e a nd fu rth er n urtu re th is q ualit y …it w ill ta ke y ou fa r in lif e . T a ke a lo ok a t th e A dvic e s ectio n fo r som e h elp fu l tip s. W AN T T O L E A R N M ORE? G ET Y O UR F U LL R EP O RT F O R O NLY $ 3 .9 5 ( $ 6 .9 5 – 3 C RED IT S ). W ould y ou lik e to le arn m ore a bout y ours elf a nd y our s elf – e ste em ? S elf – e ste em is m ore th an ju st a n o vera ll n um ber; it s te fr o m m any p ers onalit y tr a it s , h abit s a nd a ttit u des. F or e xam ple , y ou s core d 7 5 o n th e S ense o f S elf – E ffic acy s cale . F in d w hat th is m eans a nd h ow y ou d id in th e o th er s ectio ns r ig ht a w ay, s im ply b y o rd erin g y our fu ll te st r e port. P ro fe ssio nal u se rs , s u ch a s H R m anagers , c o ach es, a nd th era pis ts , c a n r e quest a fr e e d em o fo r th is o r s e ssm ents fr o m P sych Te sts ‘ e xte nsiv e b atte ry in th e A R CH P ro file te stin g p la tfo rm . h ttp ://w ww.a rc h pro file N EW T E STS A N D Q UIZ ZE S Pandem ic R esilie nce T e st D IS C P ers onalit y T e st Leaders hip S kills T e st S ecurit y G uard T e st C oachabilit y T e st D AIL Y T IP P ra ctic e m in dfu ln ess. Y our p oin t o f p ow er w ill a lw ays b e t h e p re sen t. E D IT O R’S P IC K  BU Y Y O UR P ER SO NALIZ E D R EP O RT VIE W S A M PLE R EP O RT 11/21/21, 9:45 PM Queendom – SCIENTIFICALL Y DEVELOPED AND VALIDATED TESTS AND QUIZZES https://www .queendom.com/queendom_tests/transfer 2/2 Help C ente r A bout U s Pre ss R ele ases Q ueendom fo r B usin ess C onta ct U s Priv acy P olic y Te rm s o f U se C opyrig ht © 1 996- 2021 Q ueendom .c om ™. A ll r ig hts r e serv ed. S cie ntif ic ally D evelo ped a nd V alid ate d T e sts a nd Q uiz zes S in ce 1 996 Tra n sfe rra b le S kills T est T here a re c erta in k ey s kills th at a re a n a sset in n early a ny jo b. F in d o ut if y ou’v e g ot th em w it h th is te st. D AIL Y M OTIV A TIO N You w ill f e el m uch h ap pie r w hen y o u d o a k in d a ct f o r o th ers t h an w hen y o u d o s o m eth in g n ic e f o r y o urs elf . T est it o ut!  T A KE T H IS T E ST
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Pic k a c u rre n cy U SD HO M E LE A D ER SH IP S T Y LE S Q UIZ / L ea d ersh ip S ty le s Qui z: W hic h O f Th ese D iffe re n t L ea d ersh ip S ty le s D o Y o u U se ? Le ad ers h ip s ty le s d esc rib e t h e d if fe rin g t y p es o f l e ad ers h ip t h at l e ad ers u se . B u t w hat’s y o u r l e ad ers h ip s ty le ? A re y o u l i k e a t e ch C EO o r a w orld l e ad er? M ore l i k e S te ve J o b s o r G an dhi? T ake t h is L e ad ers h ip S ty le s Q uiz a n d s e e w hat sty le o f l e ad ers h ip y o u h av e ! S o m e a re l e ad ers a n d m an ag e rs a re c o m petit iv e , o th ers c o lla b ora tiv e , a n d oth ers s tr u ctu re d . R ese arc h i d en ti P ra g m atis t, I d eali s t, S te w ard a n d D ip lo m at.  B ooks R ese arc h T A LK (0 )    Le ad ers h ip E m plo ye e H ir in g Q uiz ze s Dip lo m ats p riz e in te rp ers o nal h arm ony. T hey a re t h e s o cia l g lu e a n d a t y p ic ally k in d , s o cia l, a n d g iv in g , a n d o fte n h ave d eep p ers o nal b ond s w it h t h e ir e m plo ye es. A nd t h ey’r e o fte n k n ow n f o r b ein g ab le t o r e so lv e c o n p la c e ). W ork in g f o r D ip lo m ats is o fte n m ore f u n a n d s o cia l t h an w ork in g f o r o th e r l e ad ers (e sp ecia lly t h e P ra g m atis ts ). D ip lo m ats p ut l e ss e m phasis o n c h alle ng in g t h e ir e m plo ye es th an t h ey d o p uttin g t h e ir p eo p le in p osit io ns t o s u cce ed a n d le ve ra g e t h e ir s tr e ng th s. D ip lo m ats w ork t o a vo id h av in g p eo p le f e el u nco m fo rta b le o r a n xio us. T ra d it io nal m easu re s o f em plo ye e s a tis fa c tio n a re o fte n v e ry h ig h f o r D ip lo m ats . F o r th e a p pro p ria te p eo p le , it ’s a g re at s it u atio n. F a m ous D ip lo m ats in clu d e M ohan d as G an d hi, D av id G la ss (f o rm er C EO o f W al- M art) a n d D av id C . N ova k (C hair m an o f Y u m ! B ra n d s). D IP LO M AT SH ARE Y O UR R ES U LT S! T A BLE O F C O N TEN TS Reco m men ded F o r Y o u Th e L e ad er A s C oac h 6 -W eek O nli n e C erti TH E 4 T Y P ES O F L E A DER SH IP S T Y LE S Now t h at y o u h av e y o u r p ers o n al l e ad ers h ip s ty le s r e su lt s , l e t’s d ig d eep er i n to e ac h o f t h e f o u r f u n dam en ta l l e ad ers h ip s ty le s: P ra g m atis t, I d eali s t, S te w ard a n d D ip lo m at. H ere ‘s a q u ic k o ve rv ie w o f t h e 4 t y p es o f l e ad ers h ip s ty le s: It ‘s t im e t o r e ally u n ders ta n d y o u r s ty le . W e’r e g o in g t o d ig d eep i n to l e ad ers h ip s ty le s, b ut f e el f r e e t o j u m p t o a n y s e ctio n t h at i n te re sts y o u :  TH E 4 T Y PE S O F L E A D ER SH IP S T Y LE S  V ID EO O VER V IE W O F LE A D ER SH IP S T Y LE S  LE A D ER SH IP S T Y LE S B Y FU N CTIO N  W HIC H S T Y LE O F L E A D ER SH IP I S T H E B EST ?  A RE S IT U ATIO NAL L E A D ER SH IP A N D L E A D ER SH IP S T Y LE S T H E S A M E TH IN G?  W HIC H O F T H E L E A D ER SH IP S T Y LE S U SE S E R V A N T L E A D ER SH IP ?  T R A N SFO RM ATIO NAL LE A D ER SH IP A N D L E A D ER SH IP S T Y LE S: A S U RPR IS IN G L IN K  TH ESE A RE T H E S T Y LE S O F LE A D ER SH IP M OST S U SC EPT IB LE T O A T R A N SA CTIO NAL L E A D ER SH IP S T Y LE  T H ESE A RE T H E L E A D ER SH IP S T Y LE S M OST L IK ELY T O U SE PA RTIC IP A TIV E L E A D ER SH IP ( A N D DEM OCRATIC L E A D ER SH IP )  W HIC H L E A D ER SH IP S T Y LE H AS TH E M OST C H ARIS M ATIC L E A D ER SH IP ?  C EO S O FT EN H AV E T H IS L E A D ER SH IP S T Y LE  B EIN G A B A D B O SS I S N O T A L E A D ER SH IP S T Y LE  B E W ARY O F A U TO CRATIC L E A D ER SH IP I F Y O U H AV E T H ESE T Y PE S O F L E A D ER SH IP S T Y LE S  V ie w D eta ils W hat G re at C om mun ic ato rs D o Dif fe re n tly 6 -W eek O nli n e C erti P ro gra m [ J A N UARY 3 1S T ]  V ie w D eta ils  Pra gm atis ts a re d riv e n , c o m petit iv e , a n d t h ey v alu e h it tin g t h eir g o als a b ove a ll e ls e .  Id ea li s ts w an t t o l e arn a n d g ro w , a n d t h ey w an t e ve ry o n e e ls e o n t h e te am t o d o t h e s a m e.  S te w ard s a re d ep en dab le , l o yal a n d h elp fu l, a n d t h ey p ro vid e a s ta b ili z in g a n d c alm in g f o rc e f o r t h eir t e am m em bers .  D ip lo m ats a re t h e a f ty p ic ally b uild d eep p ers o n al b on ds w it h t h eir e m plo ye es. R em em ber t h at l e ad ers c an b e e ffe ctiv e o r i n effe ctiv e w it h in e ac h o f t h ese fo u r s ty le s, a n d t h ere a re a m illi o n s u btle v aria tio n s, b ut t h ese f o u r l e ad ers h ip s ty le s g iv e u s a w ay t o p in poin t s o m e m ajo r p hilo so p hic al d if fe re n ce s b etw een l e ad ers . N ow l e t’s t a ke a d ee p er d iv e …  T H E P R A G M ATIS T L E A D ER SH IP S T Y LE Pra g m atis ts h av e h ig h s ta n dard s, a n d t h ey e x p ect t h em se lv e s, a n d t h eir t e am m em bers , t o m eet t h ose s ta n dard s. P ra g m atis ts a re d riv e n , c o m petit iv e , a n d th ey v alu e h it tin g t h eir g o als a b ove a ll e ls e . T h ey c an b e b old t h in ke rs , u n afr a id o f v is io n ary l e ad ers h ip , e ve n w hen o th ers f e el a n xio u s). T h ey a re a ls o h ard -d riv in g a n d o fte n e n jo y s m ash in g t h ro u gh o b sta c le s. P ra g m atis ts r a te v e ry h ig h o n C halle n ge , m od era te ly h ig h o n D ir e ctiv e n ess a n d S tr u ctu re , a n d m uch l o w er o n F e eli n g.  T h e S cie n ce a n d P ra c tic e s o f M an ag in g Peo p le 6 -W eek O nli n e C erti [J A N UARY 1 0 TH ]  Vie w D eta ils H ir in g f o r A ttit u de 4 -W eek O nli n e C erti  V ie w D eta ils Work in g f o r P ra g m atis ts c an b e d if f a in t- o f- h eart o r t h in -sk in ned , b ut t h e o p portu n it ie s t o l e arn a n d b eco m e ex p ert u n der t h e P ra g m atis t’s t u te la g e a re s e co n d-to -n on e. T h e j o b c an so m etim es f e el l i k e a n a p pre n tic e sh ip t o a m aste r a rtis t o r p ro fe sso r. T h is o ffe rs t h e p ote n tia l f o r e xce p tio n al i n te lle ctu al g ro w th , b ut a ls o f o r b urn ou t an d c rit ic is m . T h eir l e ad ers h ip s k ills p ro vid e a g re at s it u atio n f o r t h e r ig h t in div id uals , b ut e m plo ye es w ho w ork f o r P ra g m atis ts m ay li n e r e su lt s c an s o m etim es o u tp ac e s o fte r m easu re s l i k e e m plo ye e en gag e m en t. T h e P ra g m atis t s ty le i s t h e l e ast c o m mon o f a ll t h e l e ad ers h ip s ty le s, a c co u n tin g f o r a ro u n d 8 -12 % o f A m eric an l e ad ers . B u t, i t ‘s i n te re stin g t o n ote th at t o p -le ve l e xe cu tiv e s h av e a h ig h er p erc e n ta g e o f P ra g m atis ts t h an o th er gro u ps, l i k e M an ag e rs , D ir e cto rs a n d V ic e P re sid en ts .  B ase d o n m y ob se rv atio n s, I c o n sid er F ra n kli n D . R oose ve lt , J e ff B ezo s ( C EO o f A m azo n ) an d S te ve J o b s t o b e P ra g m atis ts .  T H E I D EA LIS T L E A D ER SH IP S T Y LE Id eali s ts a re h ig h -e n erg y a c h ie ve rs w ho b eli e ve i n t h e p osit iv e p ote n tia l o f eve ry o n e a ro u n d t h em . I d eali s ts w an t t o l e arn a n d g ro w , a n d t h ey w an t eve ry o n e e ls e o n t h e t e am t o d o t h e s a m e ( t h ey’r e v e ry m uch a c o ac h in g le ad er). T h ey’r e o fte n c h aris m atic , d ra w in g o th ers t o t h em w it h t h eir i n tu it io n an d i d eali s m . T h eir l e ad ers h ip s k ills a re o fte n q u it e r e m in ded a n d p riz e c re ativ it y f r o m t h em se lv e s a n d o th ers . W ork in g f o r I d eali s ts o ffe rs t h e c h an ce t o b e c re ativ e a n d t o e x p re ss o n ese lf . T e am m em bers W ork in g f o r t h e I d eali s t o fte n p ro vid es a v e ry d em ocra tic e x p erie n ce . T h ere is n ‘t a s m uch p ro ce ss a n d s tr u ctu re a s w it h s o m e o th er l e ad ers ( li k e S te w ard s), a n d t h at c an b e a p lu s o r m in us d ep en din g o n t h e e m plo ye e. Id eali s t l e ad ers a re o fte n f o u n d d oin g c re ativ e w ork , b ra in sto rm in g a ro u n d a t a b le w it h l i k e -m in ded i n div id uals . F o r t h e a p pro p ria te p eo p le , w ork in g f o r th e I d eali s t i s a g re at s it u atio n . Th e I d eali s t l e ad ers h ip s ty le a c co u n ts f o r a b ou t 1 5 -2 0 % o f A m eric an l e ad ers . A nd b ase d o n m y o b se rv atio n s, f a m ou s I d eali s ts i n clu de S h ery l S an dberg (C O O o f F ac e b ook), T o n y H sie h ( F o u n der o f Z ap pos) a n d M eg W hit m an ( C EO o f H ew le tt- P ac k ard ).  TH E S T EW ARD L E A D ER SH IP S T Y LE Ste w ard s a re t h e r o ck s o f o rg an iz a tio n s. T h ey’r e d ep en dab le , l o yal a n d help fu l, a n d t h ey p ro vid e a s ta b ili z in g a n d c alm in g f o rc e f o r t h eir e m plo ye es. S te w ard s’ l e ad ers h ip b eh av io r v alu e r u le s, p ro ce ss a n d c o op era tio n . T h ey b eli e ve t h at a c h ain i s o n ly a s s tr o n g a s i t s w eake st l i n k, a n d t h ey m ove o n ly a s fa st a s t h e w hole c h ain w ill a llo w , t a k in g c are a n d t im e t o h elp t h ose w ho str u ggle t o k e ep u p. W ork in g f o r S te w ard s o ffe rs t h e c h an ce t o b e p art o f a w ell- o ile d m ac h in e. H ere , e m plo ye es o ffe r g re at o p portu n it ie s f o r i n div id ual g lo ry o r a n a d re n ali n e r u sh , b ut i t d oes p ro vid e g re at o p portu n it ie s f o r t e am s u cce ss. S te w ard s c an o fte n b e f o u n d i n m is sio n -c rit ic al a re as o f t h e o rg an iz a tio n a n d t h ey a re o fte n r e li e d -u pon b y le ad ers i n o th er d iv is io n s. F o r t h e a p pro p ria te p eo p le , w ork in g f o r t h e Ste w ard i s a g re at s it u atio n . Sim ila r t o t h e I d eali s t, t h e S te w ard l e ad ers h ip s ty le a c co u n ts f o r a b ou t 1 5 -2 0 % of A m eric an l e ad ers . A nd b ase d o n m y o b se rv atio n s, f a m ou s S te w ard s in clu de G eo rg e W ash in gto n , M oth er T e re sa a n d G in ni R om etty ( C EO o f I B M ).  TH E D IP LO M AT L E A D ER SH IP S T Y LE D ip lo m ats p riz e i n te rp ers o n al h arm on y. T h ey a re t h e s o cia l g lu e a n d a f fo rc e t h at k e ep s g ro u ps t o ge th er. D ip lo m ats a re k in d, s o cia l, a n d g iv in g, a n d ty p ic ally b uild d eep p ers o n al b on ds w it h t h eir e m plo ye es. T h ey’r e o fte n kn ow n f o r b ein g a b le t o r e so lv e c o n in t h e W ork in g f o r D ip lo m ats i s o fte n m ore f u n a n d s o cia l t h an w ork in g f o r o th er le ad ers ( e sp ecia lly t h e P ra g m atis ts ). D ip lo m ats p u t l e ss e m phasis o n ch alle n gin g t h eir e m plo ye es, f o cu sin g i n ste ad o n p u ttin g t h eir p eo p le i n p osit io n s t h at l e ve ra g e t h eir s tr e n gth s i n o rd er t o a c h ie ve s u cce ss. D ip lo m ats w ork t o a v o id h av in g p eo p le f e el u n co m fo rta b le o r a n xio u s. T h e D ip lo m at i s a n a f v e ry h ig h f o r D ip lo m ats . F o r t h e a p pro p ria te p eo p le , w ork in g f o r t h e D ip lo m at is a g re at s it u atio n . Th e D ip lo m at i s t h e m ost c o m mon o f a ll t h e l e ad ers h ip s ty le s, a c co u n tin g f o r aro u n d 5 0 -6 0 % o f A m eric an l e ad ers . A nd i t ‘s i n te re stin g t o n ote t h at, u n li k e th e P ra g m atis ts , t o p -le ve l e xe cu tiv e s h av e a l o w er p erc e n ta g e o f D ip lo m ats th an o th er g ro u ps, l i k e M an ag e rs , D ir e cto rs a n d V ic e P re sid en ts . B ase d o n m y ob se rv atio n s, M oh an das G an dhi a n d D av id G la ss ( f o rm er C EO o f W al- M art) w ou ld b e e x am ple s o f D ip lo m ats .  V ID EO O V ER V IE W O F L E A D ER SH IP S T Y LE S LE A D ER SH IP S T Y LE S B Y F U N CTIO N One o f t h e m ost p op u la r q u estio n s a b ou t l e ad ers h ip s ty le s i s w heth er d if fe re n t d ep artm en ts e m plo y d if fe re n t s ty le s o f l e ad ers h ip . A nd t h e a n sw er i s Y ES. A s y o u c an s e e i n t h e c h art b elo w , f o r e x am ple , i n O pera tio n s dep artm en ts t h e P ra g m atis t s ty le i s t w ic e a s c o m mon a s i n H um an R eso u rc e s. A nd F in an ce u se s c o n sid era b ly l e ss o f t h e D ip lo m at l e ad ers h ip s ty le t h an f o r ex am ple , M ark e tin g d ep artm en ts .  H i, I’m M ark M urp hy, F ounder o f L eadersh ip IQ , 4:0 4 WHIC H S T Y LE O F L E A D ER SH IP I S T H E B EST ? Con tr a ry t o w hat m ost b usin ess b ooks w ou ld h av e y o u b eli e ve , t h ere i s n o on e r ig h t w ay o r o n e p erfe ct w ay t o b e a g re at l e ad er ( o r e ve n a n e ffe ctiv e le ad er). F ra n kli n D ela n o R oose ve lt a n d D w ig h t D . E is e n how er w ere b oth in cre d ib ly s u cce ssfu l l e ad ers , b ut t h eir s ty le s w ere a s tu dy i n c o n tr a sts . A nd le ad ers l i k e T im C ook f r o m A pple , S h ery l S an dberg f r o m F ac e b ook, a n d J e ff B ezo s f r o m A m azo n , a re a ll s u cce ssfu l l e ad ers w it h w ild ly d if fe re n t ap pro ac h es. It s e em s i n tu it iv e ly o b vio u s t h at l e ad ers s h ou ld e m bod y a n d e m plo y d if fe re n t le ad ers h ip s ty le s; c o m pan ie s a re n ‘t a ll t h e s a m e, s o w hy s h ou ld t h eir l e ad ers b e t h e s a m e? A nd y e t, e ve ry y e ar t h ere a re a w ealt h o f b ooks p u rp ortin g t o illu m in ate t h e ” o n e p ath ” t o g re at l e ad ers h ip . I t ‘s a n a b su rd c o n ce it , a n d a d am ag in g o n e. A d if fe re n t l e ad ers h ip s ty le w ill b e n ece ssa ry a t a h ard -c h arg in g W all S tr e et in ve stm en t b an k t h an a t a s m all c o m mun it y h osp it a l i n M is sis sip pi.  T h e l e ad ers h ip s ty le t h at w ork s b est f o r a t e am o f a m bit io u s, c o m petit iv e g o – ge tte rs ( t h e P ra g m atis t) i s n ot t h e s ty le t h at w ork s b est f o r a g ro u p o f a f c o lla b ora to rs ( t h e D ip lo m at) o r d eta il- o rie n te d , r u le -fo llo w ers ( t h e S te w ard ). T ru ly g re at l e ad ers u n ders ta n d t h eir l e ad ers h ip s ty le , w hen t o e m bra c e i t f u lly o r d ia l i t b ac k , i n w hic h e n vir o n m en ts t h ey a re m ost l i k e ly t o s u cc e ed , a n d how t o c h oose f o llo w ers w ho It ‘s g re at f o r e ve ry l e ad er a n d m an ag e r a n d e xe cu tiv e t o b e t r a n sfo rm atio n al ra th er t h an u se t r a n sa c tio n al l e ad ers h ip o r a u th orit a ria n l e ad ers h ip . A nd f e w p eo p le l o ve w ork in g f o r a u to cra tic l e ad ers . B u t y o u c an s till b e a t r a n sfo rm atio n al l e ad er w it h a n y o f t h e f o u r p rim ary l e ad ers h ip s ty le s.  A RE S IT U ATIO N AL L E A D ER SH IP A N D L E A D ER SH IP S T Y LE S T H E S A M E T H IN G? Th e e sse n ce o f t h e s it u atio n al l e ad ers h ip m od el i s t h at t h ere ‘s n o o n e p erfe ct le ad ers h ip s ty le o r o n e p ath t o e ffe ctiv e l e ad ers h ip . I n ste ad , m an ag e rs a n d exe cu tiv e s s h ou ld a d ju st t h eir a p pro ac h t o t h e t a sk a t h an d, i n clu din g t h e ab ili t ie s a n d w illi n gn ess o f t h e e m plo ye es b ein g l e d . I n t h at r e gard , s it u atio n al le ad ers h ip a n d l e ad ers h ip s ty le s a re s im ila r. B u t o n e k e y d if fe re n ce i n t h e l e ad ers h ip t h eo ry i s t h at a g o od l e ad er d oesn ‘t j u st a d ju st t o t h e t a sk s a n d a b ili t ie s o f t h eir f o llo w ers ; t h ey a ls o t a ke i n to a c co u n t t h e p ers o n ali t ie s, h is to rie s, a n d m otiv atio n s o f t h eir p eo p le . T h e sit u atio n al l e ad er w ill e valu ate t h e k n ow le d ge o f t h eir e m plo ye es, b u t t h ey ty p ic ally m is s t h eir e m plo ye es’ u n iq u e p ers o n ali t y s ty le s. H ere ‘s w hat w e m ean :  If y o u ‘r e l e ad in g a t e am o f a m bit io u s, c o m petit iv e , d em an din g a n d a u dac io u s go al- se tte rs , t h e P ra g m atis t s ty le i s a g o od c h oic e . T h is d oesn ‘t m ean u sin g a n au to cra tic l e ad ers h ip s ty le , i t s im ply m ean s t h at w hen y o u ‘v e g o t t h ese t y p es o f f o llo w ers , y o u c an u se a P ra g m atis t s ty le a n d c h alle n ge t h em t o a c h ie ve re ally b ig g o als . If y o u r f o llo w ers a re d riv e n b y a f h arm on io u s, f o rg iv in g, a n d h ig h ly c o lla b ora tiv e , t h en t h e D ip lo m at s ty le i s id eal. I f y o u r e m plo ye es a re d eta il- o rie n te d , r u le -fo llo w in g, c o n sis te n t p erfo rm ers , th en t r y t h e S te w ard l e ad ers h ip s ty le . T h e S te w ard ‘s e m phasis o n f o rm al p ro ce d ure s, r u le s a n d p oli c ie s, a n d o n s e ttin g c le ar e x p ecta tio n s, w ill w ork w ell h ere . If y o u r e m plo ye es l o ve l e arn in g, a n d t h ey’v e t h riv e d u n der m ore d em ocra tic le ad ers o r a b oss w ho p ra c tic e d p artic ip ativ e l e ad ers h ip , t h ey’l l g e n era lly r e sp on d v e ry w ell t o t h e I d eali s t’s c o ac h in g l e ad ers h ip s ty le .  WHIC H O F T H E L E A D ER SH IP S T Y LE S U SE S E R V A N T LE A D ER SH IP ? Th e c re ato r o f s e rv an t l e ad ers h ip , R ob ert K . G re en le af p ostu la te d t h at t h e se rv an t l e ad er s h ou ld a sk , ” D o t h ose s e rv e d g ro w a s p ers o n s? D o t h ey, w hile b ein g s e rv e d , b eco m e h ealt h ie r, w is e r, f r e er, m ore a u to n om ou s, m ore l i k e ly t h em se lv e s t o b eco m e s e rv an ts ?” W it h t h at d e re se m ble t h e s e rv an t l e ad er.    I d eali s ts a re t h e c lo se st s ty le t o s e rv an t l e ad ers h ip . T h ey’r e h ig h -e n erg y ac h ie ve rs w ho b eli e ve i n t h e p osit iv e p ote n tia l o f e ve ry o n e a ro u n d t h em . Id eali s ts w an t t o l e arn a n d g ro w , a n d t h ey w an t e ve ry o n e e ls e o n t h e t e am t o d o t h e s a m e. T h ey’r e o fte n c h aris m atic , d ra w in g o th ers t o t h em w it h t h eir in tu it io n a n d i d eali s m . T h ey’r e o p en -m in ded a n d p riz e c re ativ it y f r o m th em se lv e s a n d o th ers . Seco n d w ou ld b e t h e D ip lo m ats , w ho p u t l e ss e m phasis o n c h alle n gin g t h eir e m plo ye es, f o cu sin g i n ste ad o n p u ttin g t h eir p eo p le i n p osit io n s t h at l e ve ra g e th eir s tr e n gth s i n o rd er t o a c h ie ve s u cce ss. D ip lo m ats w ork t o a v o id h av in g peo p le f e el u n co m fo rta b le o r a n xio u s, a n d D ip lo m ats a re t y p ic ally t h ou gh t o f as h ig h ly l i k ab le .  T R A N SFO RM ATIO N AL L E A D ER SH IP A N D LE A D ER SH IP S T Y LE S: A S U RPR IS IN G L IN K Tra n sfo rm atio n al l e ad ers h ip d esc rib es l e ad ers w ho i n sp ir e , e m pow er, a n d stim ula te f o llo w ers t o e xce ed n orm al l e ve ls o f p erfo rm an ce . A nd t h e r e se arc h sh ow s t h at a t r a n sfo rm atio n al l e ad ers h ip s ty le d eli v e rs b ette r r e su lt s , l i k e e m plo ye e e n gag e m en t, j o b s a tis fa c tio n a n d e ve n p ro d uctiv it y , t h an d oes tr a n sa c tio n al l e ad ers h ip ( a s ty le w here b y l e ad ers f o ste r c o m pli a n ce t h ro u gh p u n is h m en ts a n d r e w ard s). N ow , h ere ‘s t h e s u rp ris in g p art: A ll 4 t y p es o f l e ad ers h ip s ty le s c an a c t a s tr a n sfo rm atio n al l e ad ers ; t h ey e ac h j u st d o i t i n t h eir o w n u n iq u e w ay s.  Pra g m atis ts e vid en ce t r a n sfo rm atio n al l e ad ers h ip b y c h alle n gin g a n d in sp ir in g t h eir t e am m em bers t o a c h ie ve b ig ge r g o als . F o r e x am ple , i n t h e stu dy A re S M ART G oals D um b? w e d is c o ve re d t h at o n ly 1 4 % p eo p le s a y t h at th eir g o als f o r t h is y e ar w ill h elp t h em a c h ie ve g re at t h in gs. B u t w it h t h e Pra g m atis t, t h ose n um bers c an i n cre ase s ig n i Id eali s ts a re t r a n sfo rm atio n al b y c o n tin ually l e arn in g a n d g ro w in g, a n d en co u ra g in g e ve ry o n e e ls e t o d o t h e s a m e. F o r e x am ple , i n t h e s tu dy T h e S ta te O f L e ad ers h ip D eve lo p m en t , w e l e arn ed t h at o n ly 2 0 % s a y t h eir l e ad er a lw ay s ta ke s a n a c tiv e r o le i n h elp in g e m plo ye es t o g ro w a n d d eve lo p t h eir f u ll p ote n tia l. B u t w it h t h e I d eali s t, t h at i m pro ve s g re atly . D ip lo m ats d is p la y t r a n sfo rm atio n al l e ad ers h ip b y e m pow erin g a n d b uild in g deep p ers o n al b on ds w it h t h eir e m plo ye es. F o r e x am ple , i n t h e s tu dy T h e Sta te O f L e ad ers h ip D eve lo p m en t , w e s e e t h at o n ly 2 6 % o f e m plo ye es s a y th eir l e ad er a lw ay s r e sp on ds c o n str u ctiv e ly w hen e m plo ye es s h are t h eir w ork p ro b le m s. B u t w it h a D ip lo m at, e m plo ye es’ c o n ce rn s w ou ld a lw ay s b e re sp on ded t o c o n str u ctiv e ly . S te w ard s a c t a s t r a n sfo rm atio n al l e ad ers b y p ro vid in g a s ta b ili z in g a n d calm in g f o rc e f o r t h eir t e am m em bers . F o r e x am ple , i n t h e s tu dy Fe w er T h an H alf O f E m plo ye es K now I f T h ey’r e D oin g A G ood J o b , w e k n ow t h at o n ly 2 9 % o f e m plo ye es k n ow w heth er t h eir p erfo rm an ce i s w here i t s h ou ld b e, a n d th at’s c au sin g m ajo r p ro b le m s f o r e m plo ye e e n gag e m en t.  B u t t h e S te w ard c o rre cts t h at i s su e a lm ost i m med ia te ly . TH ESE A RE T H E S T Y LE S O F L E A D ER SH IP M OST S U SC EP T IB LE T O A T R A N SA CTIO N AL L E A D ER SH IP S T Y LE Tra n sa c tio n al l e ad ers h ip i s f o cu se d o n c o n tr o lli n g a n d o rg an iz in g, u sin g prim arily r e w ard s a n d p u n is h m en ts a s m otiv atio n . U nli k e t r a n sfo rm atio n al le ad ers h ip , w hic h i n sp ir e s a n d e m pow ers f o llo w ers , a t r a n sa c tio n al l e ad er fo cu se s o n m ore o n e n su rin g c o m pli a n ce . T ra n sa c tio n al l e ad ers h ip g e n era lly i n vo lv e s u sin g f o rm al p ow er, r e w ard p ow er a n d c o erc iv e p ow er. F o rm al p ow er c o m es f r o m h av in g a t it le . I t g e n era lly c o m es f r o m a p la c e i n a h ie ra rc h y, s o I h av e m ore p ow er a s a V P th an I d id a s a d ir e cto r. I h av e m ore p ow er a s a d ir e cto r t h an I d id a s a m an ag e r, a n d s o f o rth . C oerc iv e p ow er i s t h e p ow er t h at c o m es f r o m b ein g ab le t o p u n is h p eo p le ; ‘I f y o u d on ‘t d o t h is t h in g b y F rid ay y o u w ill b e R ew ard p ow er i s t h e ta ke M on day o ff.’ T h e t w o l e ad ers h ip s ty le s m ost s u sc e p tib le t o u sin g t r a n sa c tio n al l e ad ers h ip a re t h e P ra g m atis t a n d t h e S te w ard .  Th e P ra g m atis t i s n ot s o m eo n e w ho g iv e s a ssig n m en ts a n d, a s l o n g a s t h e w ork g e ts d on e w ell, l e av e s i t u p t o t h e e m plo ye e t o d ete rm in e h ow . T h e Pra g m atis t u se s s tr u ctu re d a n d d ir e ctiv e l e ad ers h ip , a n d p eo p le w ho w ork f o r a P ra g m atis t c an e x p ect t o r e ce iv e c le ar a n d d eta ile d i n str u ctio n s o n e x ac tly h ow t a sk s a n d p ro je cts s h ou ld b e p erfo rm ed . L ik e a t r a n sa c tio n al l e ad er, t h is c an i n clu de e q u ally s tr o n g c o m mun ic atio n s r e gard in g p erfo rm an ce e x p ecta tio n s a n d t h e c o n se q u en ce s o f u n sa tis fa c to ry w ork . T h e S te w ard s tr e sse s s ta b ili t y a n d p re d ic ta b ili t y , t y p ic ally r e ta in s t h e d ecis io n -m ak in g a u th orit y , t e lls e m plo ye es e x ac tly h ow t a sk s a n d p ro je cts s h ou ld b e p erfo rm ed a n d w ork s h ard er a n d l o n ge r t h an a n yo n e e ls e o n t h e te am . I f y o u w ork f o r a S te w ard , t h en t h ere ‘s n o m yste ry a ro u n d w hat h ap pen s i f y o u f a il t o d o y o u r w ork s a tis fa c to rily ; t h is m an ag e m en t s ty le m ake s c o n se q u en ce s a b un dan tly c le ar, b efo re p oor w ork h as a c h an ce t o o cc u r.  TH ESE A RE T H E L E A D ER SH IP S T Y LE S M OST L IK ELY T O U SE P A RTIC IP A TIV E L E A D ER SH IP ( A N D DEM OCR ATIC L E A D ER SH IP ) Partic ip ativ e l e ad ers h ip m ean s t h at e m plo ye es a re i n vo lv e d i n d ecis io n – m ak in g t h at w ou ld t y p ic ally b e t h e s o le p u rv ie w o f m an ag e rs a n d e xe cu tiv e s. T h is i n vo lv e s s h arin g t h e c h alle n ge s f a c in g t h e o rg an iz a tio n a n d t h en ac ce p tin g i n pu t a n d r e sp on din g c o n str u ctiv e ly w hen e m plo ye es s h are s u gge stio n s, i d eas o r i n fo rm atio n . D em ocra tic l e ad ers h ip t a ke s p artic ip ativ e l e ad ers h ip o n e s te p f u rth er. A d em ocra tic l e ad ers h ip s ty le m ean s t h at l e ad ers a c tu ally a llo w e m plo ye es t o v o te o r d ete rm in e a c o u rs e o f a c tio n . T h e d em ocra tic l e ad er d oesn ‘t j u st s o li c it i n pu t, t h ey l e t e m plo ye es m ake t h e d ecis io n s.  T h e D ip lo m at i s t h e s ty le m ost l i k e ly t o u se d em ocra tic l e ad ers h ip . H ere ‘s a n e x am ple . S am W alt o n f o u n ded W al- M art, b ut h is s u cce sso r, D av id G la ss, g re w sa le s m ore t h an t e n fo ld , t o $ 16 5 b illi o n a n d e arn in gs s o are d f r o m $ 6 28 m illi o n to $ 5.4 b illi o n . Dav id G la ss w as q u ie t a n d e go le ss. I n a F o rtu n e i n te rv ie w , h e s a id , ” M ost p eo p le h av e e n ou gh e go t h at t h ey w an t t o d is tin gu is h t h em se lv e s f r o m a c h aris m atic l e ad er, a n d t h at’s w hat c re ate s t h e p ro b le m . I ‘v e n eve r h ad m uch e go , a n d I ‘m n ot w orrie d a b ou t t h in gs l i k e t h at. I ‘m m ore i n te re ste d i n t h e sa tis fa c tio n t h at w e a re d oin g t h e r ig h t t h in gs a n d w e’r e g e ttin g i t d on e a n d bein g a p art o f i t . I l i k e b ein g p art o f a w in nin g t e am . I d on ‘t h av e t o b e t h e w in nin g t e am .” O ne o f t h e h allm ark s o f D ip lo m ats i s t h eir t e n den cy t o p u t t h e n eed s o f o th ers a h ead o f t h eir o w n. T h ey’r e l i k e ly t o c are d ee p ly a b ou t p eo p le , a n d s u pport a n d c h eer t h eir s u cce ss. A nd t h at i s g o in g t o i n vo lv e l o ts o f p artic ip ativ e le ad ers h ip ( a n d e ve n d em ocra tic l e ad ers h ip ).  W HIC H L E A D ER SH IP S T Y LE H AS T H E M OST C H ARIS M ATIC L E A D ER SH IP ? Charis m atic l e ad ers h ip o cc u rs w hen a l e ad er u se s p ers u asiv e n ess, i n a n d c o m mun ic atio n s k ills t o m otiv ate a n d i n sp ir e o th ers . T h e c h aris m atic le ad er’s p ow er c o m es n ot f r o m t h eir f o rm al a u th orit y b ut f r o m t h e p ow er o f th eir p ers o n ali t y . I t ‘s v e ry c lo se ly r e la te d t o r e fe re n t p ow er. [ Y o u c an t e st w heth er y o u ‘r e s o m eo n e w ho u se s r e fe re n t p ow er o n t h e q u iz W hic h T yp es O f P o w er D o Y o u U se ?] B u t e ve ry o n e o f t h e f o u r l e ad ers h ip s ty le s c an d is p la y c h aris m atic l e ad ers h ip . G eo rg e W ash in gto n a n d M oth er T e re sa w ere S te w ard s a n d i n cre d ib ly c h aris m atic l e ad ers . M oh an das G an dhi w as a D ip lo m at a n d a h is to ric ally c h aris m atic l e ad er. F ra n kli n D . R oo se ve lt w as a P ra g m atis t, a n d I t h in k w e wou ld a ll a g re e t h at h e h ad a r e m ark ab ly c h aris m atic l e ad ers h ip s ty le . T h at b ein g s a id , o f t h e 4 d if fe re n t l e ad ers h ip s ty le s, t h e o n e t h at i s l i k e ly t o ch aris m atic l e ad ers h ip m ost n atu ra l i s t h e I d eali s t.  R em em ber t h at I d eali s ts a re h ig h -e n erg y a c h ie ve rs w ho b eli e ve i n t h e p osit iv e p ote n tia l o f e ve ry o n e a ro u n d t h em . I d eali s ts w an t t o l e arn a n d g ro w , an d t h ey w an t e ve ry o n e e ls e o n t h e t e am t o d o t h e s a m e. T h ey’r e o fte n ch aris m atic , d ra w in g o th ers t o t h em w it h t h eir i n tu it io n a n d i d eali s m . T h e Id eali s t i s a c o lla b ora tiv e l e ad er, a n d t h ey’r e o p en -m in ded a n d p riz e c re ativ it y f r o m t h em se lv e s a n d o th ers . T w o o f t h e c h ara c te ris tic s t h at m ake s o m eo n e c h aris m atic a re o p tim is m a n d em path y, a n d I d eali s ts h av e b oth o f t h ose q u ali t ie s i n s p ad es. O ptim is m re p osit iv e . A nd w hen t h e I d eali s t t e lls e m plo ye es, ” I b eli e ve y o u c an b e g re at a t th is ,” t h ey’r e c o n notin g o p tim is m . And e m path y c o m es f r o m b ein g t o s e e t h e w orld t h ro u gh a n oth er’s e ye s, t o ta ke t h eir p ers p ectiv e . [ Y o u c an t e st y o u r e m path y w it h t h e q u iz D o Y o u K now How T o L is te n W it h E m path y?] W hen t h e I d eali s t s a y s t o e m plo ye es, ” I l o ve yo u r c re ativ it y , w alk m e t h ro u gh y o u r g re at i d ea,” t h ey’r e e m plo yin g e m path y.  C EO S O FT EN H AV E T H IS L E A D ER SH IP S T Y LE Fam ou s C EO s l i k e t h e l a te S te ve J o b s, E lo n M usk a n d J e ff B ezo s a re a ll P ra g m atis ts . W hy? B ecau se e ac h o n e i s i n cre d ib ly h ard w ork in g, a v is io n ary le ad er, f o cu se d o n B H AG s ( b ig h air y a u dac io u s g o als ), a n d t h ey’r e w illi n g t o le av e t h eir c o m fo rt z o n e. T h e P ra g m atis t p u sh es e m plo ye es t o w ork o n s tr e n gth en in g t h eir w eak n ess e s, n ot j u st f o cu s o n ly o n t h eir s tr e n gth s, a n d t o g iv e m ax im al, 1 0 0% e ffo rt. T h e Pra g m atis t d oesn ‘t a sk e m plo ye es t o d o a n yth in g t h at t h ey’r e n ot w illi n g t o d o th em se lv e s. T h ey t y p ic ally w ork h ard er a n d l o n ge r t h an a n yo n e e ls e o n t h e te am .    E lo n M usk , a f a m ou sly h ard -w ork in g C EO , c e rta in ly c h alle n ge s h is p eo p le t o a h ig h l e ve l o f p erfo rm an ce , b ut h e h as a ls o a d m it te d i n i n te rv ie w s t o p ers o n ally p u ttin g i n l o n g h ou rs , e ve n u p t o 1 0 0-h ou r w ork w eeks, t o a c h ie ve h is b ig g o als . ( H e c an a ls o b e c o n sid ere d a p ac e se ttin g l e ad er). Je ff B ezo s s a id , ” I f y o u w an t t o b e a p io n eer, y o u h av e t o g e t c o m fo rta b le b ein g m is u n ders to od . I n s o m e w ay s i t ‘s a m uch m ore p le asa n t l i f e , p ro b ab ly , w e w ou ld n ‘t k n ow f r o m p ers o n al e x p erie n ce , t o n ot – y o u k n ow , o n ce y o u h av e so m eth in g g o od j u st t o h on e i t a n d h on e i t a n d h on e i t a n d n ot t r y a n yth in g n ew .” S te ve J o b s o ffe re d o n e o f t h e m ost f a m ou s s ta te m en ts o f a v is io n ary l e ad er eve r, n otin g, ” A t A pple , p eo p le a re p u ttin g i n 1 8 -h ou r d ay s. W e a ttr a c t a d if fe re n t t y p e o f p ers o n : a p ers o n w ho d oesn ‘t w an t t o w ait h av e s o m eo n e t a ke a g ia n t r is k o n h im o r h er. S o m eo n e w ho r e ally w an ts t o g e t i n a l i t tle o ve r h is h ead a n d m ake a l i t tle d en t i n t h e u n iv e rs e . W e a re a w are t h at w e a re d oin g s o m eth in g s ig n i of i t a n d w ere a b le t o s h ap e h ow i t g o es. E ve ry o n e h ere h as t h e s e n se t h at rig h t n ow i s o n e o f t h ose m om en ts w hen w e a re i n T h e P ra g m atis t s ty le i s t h e l e ast c o m mon o f a ll t h e l e ad ers h ip s ty le s, a c co u n tin g f o r a ro u n d 8 -12 % o f A m eric an l e ad ers . B u t, i t ‘s i n te re stin g t o n ote th at t o p -le ve l e xe cu tiv e s h av e a h ig h er p erc e n ta g e o f P ra g m atis ts t h an o th er gro u ps, l i k e M an ag e rs , D ir e cto rs a n d V ic e P re sid en ts . T h is d oes n ot m ean t h at C EO s c an ‘t e m plo y o th er l e ad ers h ip s ty le s. B u t, a t le ast i n t h e r e alm o f l e ge n dary C EO s, a P ra g m atis t l e ad ers h ip s ty le i s f a ir ly c o m mon .  B EIN G A B A D B O SS I S N OT A L E A D ER SH IP S T Y LE Most p eo p le w an t a m an ag e r o r e xe cu tiv e w ho e vid en ce s a m od ic u m o f co m mon d ece n cy, t o le ra te s a t l e ast a b it o f d is a g re em en t, a n d m in im ally s h are s s o m e o cc asio n al g o od n ew s. T h ese a re f u n dam en ta l l e ad ers h ip b eh av io rs t h at m ost f o llo w ers d esir e a n d t h at, i d eally , a re e m bra c e d b y a ll l e ad ers , r e gard le ss o f t h eir l e ad ers h ip s ty le . T h ere a re a ls o l e ad ers h ip b eh av io rs t h at a re f u n dam en ta lly b ad . I r e gu la rly r e ce iv e e m ails f r o m m an ag e rs w hose b osse s a re m en ta lly a n d c o gn it iv e ly u n th at e n co m passe s ‘c ra zy ?'” T h e a n sw er i s s im ply , ” N o.” T o e ve n e n te r t h e d is c u ssio n a b ou t o n e’s l e ad ers h ip s ty le , a p ers o n m ust fo u n datio n al m en ta l, e m otio n al a n d c o gn it iv e c o m pete n ce . W e c an d is c u ss th e l e ad ers h ip s ty le s o f F ra n kli n D ela n o R oose ve lt a n d D w ig h t D . E is e n how er b ecau se , e ve n t h ou gh t h ey b oth m ad e m is ta ke s, t h ey w ere m en ta lly , e m otio n ally a n d c o gn it iv e ly c o m pete n t.  P erh ap s y o u ‘v e w it n esse d s o m eo n e i n a l e ad ers h ip r o le w ho d id n ‘t c o p e w ell w it h o rd in ary s tr e sse s s u ch a s b asic c rit ic is m o r u n la c ke d a b asic g rip o n r e ali t y . O r t h ey c o n sis te n tly d em on str a te d b elli g e re n t, in stig atin g a n d v it r io li c b eh av io r. A p ers o n l i k e t h at d oes n ot h av e a l e ad ers h ip s ty le ; t h ey d on ‘t e ve n d ese rv e t h e m on ik e r o f l e ad er. T h ey m ay h old a n im pre ssiv e t it le , b ut t h ey a re n ot a l e ad er. A nd a sid e f r o m t h e r a re m aso ch is t, n o o n e l o ve s f o llo w in g s o m eo n e w ho d is p la y s t h ose k in ds o f b eh av io rs . B E W ARY O F A U TO CR ATIC L E A D ER SH IP I F Y O U H AV E T H ESE T Y PES O F L E A D ER SH IP S T Y LE S Auto cra tic l e ad ers l i k e c o n tr o l o ve r d ecis io n s, l i k e t o c o n tr o l h ow p eo p le p erfo rm t h eir w ork , a n d n o, t h ey’r e n ot e sp ecia lly w arm -a n d-fu zzy. B u t w hile i t ‘s n ot a u n iv e rs a lly i d eali z e d l e ad ers h ip s ty le , t h e s tu dy, ” A uto cra tic L e ad ers h ip : N ew D ata R eve als W ho L ik e s I t ” r e ve ale d t h at s o m e p eo p le a c tu ally l i k e a u to cra tic l e ad ers . T h at b ein g s a id , b ein g a n a u to cra tic l e ad er i s b est a v o id ed , e xce p t i n c e rta in c ir c u m sta n ce s. T w o o f t h e k e y c h ara c te ris tic s o f a u to cra tic l e ad ers a re t h at th ey b eli e ve t h at p eo p le s h ou ld d o w hat t h ey’r e t o ld a n d t h at t h ey g e n era lly r e ta in t h e m an ag e rs a n d e xe cu tiv e s m ain ta in s tr ic t c o n tr o l. O ne n ote : T h is n ot t h e s a m e as b ein g a n a u th orit a ria n l e ad er, w ho w an ts p ers o n al d om in an ce a n d ob ed ie n ce . O f t h e 4 t y p es o f l e ad ers h ip s ty le s, t h e S te w ard a n d P ra g m atis t a re m ost su sc e p tib le t o v e erin g t o w ard s a u to cra tic l e ad ers h ip .  In t h e i d eal s ta te , S te w ard s a re d ep en dab le , l o yal a n d h elp fu l, a n d t h ey p ro vid e a s ta b ili z in g a n d c alm in g f o rc e f o r t h eir e m plo ye es. S te w ard s v alu e ru le s, p ro ce ss a n d c o op era tio n ( T o s o m e p eo p le , S te w ard s c an f e el a b it l i k e a b ure au cra tic l e ad er). T h ey b eli e ve t h at a c h ain i s o n ly a s s tr o n g a s i t s w eake st li n k, a n d t h ey m ove o n ly a s f a st a s t h e w hole c h ain w ill a llo w , t a k in g c are a n d tim e t o h elp t h ose w ho s tr u ggle t o k e ep u p. T h is i s t h e o p posit e o f a l a is se z fa ir e l e ad ers h ip s ty le . B u t w hen S te w ard s t a ke t h at s ty le t o o f a r, t h eir r u le s c an b e o ve rly r ig id a n d th eir c o n tr o l c an b e s ti e ffe ctiv e a s a n y o f t h e o th ers , b ut w hen t h is s ty le b eco m es e x tr e m e, a u to cra tic le ad ers h ip c o u ld b eco m e a d an ge ro u s t e m pta tio n . T h e s a m e c an b e s a id o f P ra g m atis ts . W ork in g f o r P ra g m atis ts i s o fte n i n te n se a n d n ot f o r t h e f a in t- o f- h eart o r t h e t h in -sk in ned . B otto m -li n e r e su lt s w ill a lw ay s o u tp ac e s o fte r m easu re s s u ch a s e m plo ye e e n gag e m en t. I n t h e i d eal sta te , t h e o p portu n it ie s t o l e arn a n d b eco m e e x p ert u n der t h e P ra g m atis t’s t u te la g e a re s e co n d t o n on e. T h e j o b c an s o m etim es f e el l i k e a n ap pre n tic e sh ip t o a m aste r a rtis t o r p ro fe sso r. B u t i n t h e e x tr e m e, i t c an b e ex h au stin g a n d d ic ta to ria l. T h e P ra g m atis t i s n ot a l a is se z f a ir e l e ad er, s o l o ts o f p artic ip atio n f r o m e m plo ye es i s u n li k e ly .    R ela te d P osts C om mun ic atio n S ty le s Q uiz A nd R ese arc h : W hic h O f T h ese D if fe re n t C om m un ic atio n S ty le s D o Y o u U se ? T yp es O f P o w er Q uiz : D o Y o u U se R efe re n t P o w er, R ew ard P o w er, C oerc iv e P o w er, L e git im ate P o w er, E xp ert P o w er o r I n fo rm atio n Po w er? Q uiz : W hat M otiv ate s Y o u ? Th e S ta te O f L e ad ers h ip D eve lo p m en t W hy N ew H ir e s F ail ( T h e L an dm ark ” H ir in g F o r A ttit u de” S tu dy U pd ate d W it h N ew D ata ) A re S M ART G oals D um b? Em plo ye e E n gag e m en t I s H ig h er F o r L o w P erfo rm ers I n 4 2 % O f C om pan ie s Q uiz : W hat’s Y o u r O rg an iz a tio n al C ult u re ? CALL U S We’d l o ve t o h ear f r o m y o u . C all u s a t 1 – 8 0 0-8 14 -7 8 59 a n d w e’l l b e hap py t o a n sw er a n y q u estio n s y o u h av e . S earc h A bou t U s Priv ac y P o li c y © 2 0 21 L e ad ers h ip I Q . A ll R ig h ts R ese rv e d .