The Seven Transformation Of Leadership Paper

The Article The Seven Transformation of Leadership argues there are different ways leaders interpret their surroundings and react when their power or safety is challenged. The term “action logic” is used to define the varying lens leaders may use to interpret their world (Goffee & Jones, 2015). The article further characterizes seven different action logics leaders may favor, as well as the fact the leader may evolve to differing favored action logics based on experience and reflection (Goffee & Jones, 2015). The seven different action logics will be defined, as well as some examples of the different action logics I have experienced in my professional life. The first of the seven action logics reference in the article is the Opportunist.

An Achiever is open to feedback and realize that many of the ambiguities and conflicts of everyday life are due to differences in interpretation and ways of relating (Goffee & Jones, 2015). Some benefits of being an Achiever described in the article are lower staff turnover, reliance on their team through delegation, and higher profit margins (Goffee & Jones, 2015). Around 30% of managers fall into this category. While there are many positives of being an Achiever, they can inhibit progress by their inability to think outside of the box (Goffee & Jones, 2015). The fifth action logic is titled the Individualist. This action logic recognizes that neither it nor any of the other action logics are “natural”; all are constructions of oneself and the world (Goffee & Jones, 2015). The Individualist is able to relate and put into perspective differing views and opinions. A downside of an Individualist is they have a tendency to ignore rules they fill are irrelevant of have no value (Goffee & Jones,

In the past, I was led by a manager that fell into the Diplomat action logic type. As referenced earlier, a Diplomat provides social glue, ensuring attention is paid to the needs of others Goffee & Jones, 2015). My former manager was extremely charismatic and made sure everyone on our team was involved in project. The manager also did a great job with building team morale. One weakness he demonstrated was his avoidance of team conflict. Rather than try to work through the conflict, he ignored it. As a result of ignoring conflict, we lost some team mates due to some not getting along with others. Had the manager addressed the conflict head on, we may have kept some of the individuals that left the