Change-Oriented Leadership - Coursework Example

In my opinion, this approach was more managerial in nature, as the supervisor conformed to previously set standards and sought to maintain the status quo. The supervisor did little to set new directions or establish new goals, as is the case for leaders who are more visionary-oriented.

The Five-Factor Model (FFM) outlines five personality dimensions, which include Neuroticism, Conscientiousness, Agreeableness, Extraversion, and Openness (OCEAN). Within each dimension are primary factors, which describe in detail individual qualities. Conscientiousness refers to an individual’s ability to be dependable and involved whereas agreeableness analyzes the degree to which one co-operates with others and their level of compassion. Conversely, extraversion encompasses one’s ability to interact socially with others whereas neuroticism measures the degree of emotional instability such as an increased predisposition towards negative emotions such as anger or anxiety. Finally, openness to experience encompasses an individual’s curiosity level, love for adventure, and ability to appreciate aesthetics. My supervisor was low in neuroticism, high in extraversion, high in conscientiousness, low in agreeableness, and low in openness to experience. As the head of the internship program, he had developed a high tolerance from training interns. His subordinates could depend on him when faced with challenging issues and he had a good rapport with them, as he was a social person. However, from his plain office décor, it was clear that he had no appreciation of aesthetics; for example, art.

The behavioral approach adopted by the supervisor was task-oriented. The company’s core task was customer satisfaction, which necessitated employees to establish a good rapport with the clients. As such, performance appraisals sought to evaluate an employee’s interactions with the clients based on the client’s feedback. The training seminars organized by the management level centered on improving communication skills and suggesting strategies that seek to improve customer satisfaction. Little focus was put towards the implementation of a relationship-oriented behavioral approach, which encompasses the consideration of employees’ well-being above the successful completion of tasks. Training of interns occurred at an accelerated rate, which allowed the supervisor to focus on other integral matters relating to the successful completion of other tasks.

Due to the nature of the work, the leadership style adopted by the supervisor was the autocratic leadership approach. The procedure for dealing with clients who called to seek assistance was structured. As such, deviating from the normative would result in adverse repercussions. In addition, it was imperative that one exercises tolerance when dealing with clients irrespective of their unreasonable demands. Serious queries with no clear and concise responses were immediately forwarded to the supervisor for further assistance. There was little to no room for making decisions solely, as decision-making was a responsibility reserved for high-level management.