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Unit 4 Leadership Styles P1

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Recommended: Nature and scope of operations management

I am currently an Operations manager for a technology company called CLEAR at BWI airport. I am one of 3 operations managers on the team. In addition to myself the other 2 managers will report to our General Manager. When CLEAR creates a leadership team they find leaders with 4 different styles. Our teams are comprised of an Entrepreneur Vacant), An Integrator (Myself), An Administrator (Suzette), and a Producer (Neftali). We chose these 4 types of styles because they have proved to been effective in leading, developing, and growing a team. Over the last 4 months we have undergone several different leadership changes. We lost our General Manager back in October, and Lost 1 manager in August that was with us for 2 years, and we lost another …show more content…

The first part of the plan is taking all of our management team and crafting an inclusive action plan with AOR’S. This plan sets standards and holds each member of the management team accountable. In the last few weeks as I have discussed with my leadership team what we know our essential job functions to be and have created a list of what we call AOR’s (Areas of Responsibility). These areas are Hiring, Onboarding, Sales & Service, Training, Admin Work, Airport/TSA Relations, Employee Experience, Scheduling and Miscellaneous Activities. We will divide the roles up according to everyone’s strengths. Myself (Chris Barcase) will take on the Onboarding and Airport/TSA relationships. Suzette whom is a more transactional leader will take on the role of Admin Work and Scheduling. Our newest leader Neftali who is a task-oriented and relations oriented leader will take on the roles of monitoring and coaching regarding Sales and Service as well as the hiring. Our team leads will take on the role of dealing with employee experience. They spend the most time interacting and working alongside the team. They will have more insight on what motivates team members. And our Training Lead (Caitlyn), will take on the lead of training, and then when training is complete one supervisor must adminsitister the final checklists. As part of the action plan I have set …show more content…

As we continue to develop the weekly meetings will happen and each week every member of the leadership team will have a goal for the week to follow up on next week and everyone will be held accountable to their goals. Additionally the last Tuesday of every month all leadership will review evaluations for each team member and discuss employee recognition plans for the following month as well as a follow up for previous months. At the end of each quarter we will have an additional meeting to review quarterly progress and report anything that was accomplished and needs to be accomplished in a “State of the Quarter” report. As leaders we must continue to learn and hold each other accountable, and when needed we should ask for help.The CLEAR value of “Being Indefatigable” is essential to our success and will play a major role in CLEAR BWI continuing to take action and become the most operationally strong CLEAR airport because as a team we are

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One leadership style I have obsesrved of both a project manager and superintendent is to lead by example. Both the project manager and superintendent play major roles in a project, and starting a project with a motivated, positive attitude can set the tone for the project environment. When these two roles show positive qualities, others involved in the project will as well. Another management style that I have observed of a project manager is having an “open door” policy by always welcoming questions from other project team members. There are several strengths and weaknesses associated with each of the above mentioned leadership and management styles.

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When I raised my hand, and took my oath of service I had no idea of the journey Leadership Philosophy that laid ahead of me. Joining late in life was one transition, but the transition into the Non-Commission Officer (NCO) Corps, and a leader has been a very rewarding experience. The values that were instilled in me as a child and those that have been drilled into my make-up as an NCO are very similar. The tenants of the seven Army Values have been what I have lived by most of my life and career, however there are four out of the seven values that I hold most valuable and live out on a day to day basis.

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I will find what inspires them and help them find a purpose not only in their career but in life. Finding someone’s self-worth and purpose will help you inspire them and they will trust and follow you through anything. Through social health, I will encourage my Airmen, peers, and leader to get put and interact with each other. How I have done this in the past and I will continue to do is a simple cookout at work. I invite everyone from the lowest ranking Airmen to the commander of the squadron.

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Moreover, they inhibit a strong leadership style but also strong employee relationships. The third style brings not much successful management or success in obtaining goals. Delegating or laissez-faire style takes a completely hands off approach, resulting in both below average leadership performance on task and relationship orientation (Starling, 2011, p.345). Likewise, this particular style of leader lacks the ability to manage properly, along with failure to create relationships among employees. The last style, directing or autocratic, establishes a leader with a close administrative management, coupled with minimal relationship orientation (Starling, 2011, p.345).

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Likewise, give credit to where credit is due. The last thing I’d like to address is being approachable. If we can listen to each other and support each other, we can accomplish so much more. Treat others with dignity and respect and remember that we are one team.

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