Book Killer Angels Assignment | Online Assignment

Create a 4-5 page paper on the book Killer Angels.
Choose one leader from the book and discuss his leadership style, technique, and decision-making process. If applicable, you will discuss his tactical decision making and why he made the decisions he did. Support your findings with at least two additional sources. Ensure that you check for plagiarism before submitting the paper. Cite everything that you are taking from other sources. Ensure that your paper has an intro, body, and conclusion and is well written. The paper will be written in APA 6th edition.

If you want, you can write (this is just an example, you don’t have to write the paper like this):

Intro
Paragraph 1 discussing his leadership style (transformational or transactional leader?)(Does he direct, coach, support, or delegate?)
Paragraph 2 disusing his technique
Paragraph 3 discussing his decision-making process
Conclusion

Other information:
Tracactional: There are situations where being transactional will achieve exactly the performance you expect, and that may be high performance. Thus, it is normally effective. Yet, if you continue to be purely transactional in the way we define this leadership style, you would never inspire followers, never fully develop them, never challenge them to come up with breakthrough insights, and never embed your highest moral values and standards in their behavior and actions. In fact, if the purely transactional leader was pulled from the scene, the individuals they have worked with would likely be less prepared to lead on their own, as they have not been developed. Transactional leaders can get the job done, but they do not focus like transformational leaders in developing followers to lead.

Transformational: Transformational Leadership is often the most effective style in the long-term, as it involves motivating others to do more than they originally intended and often even more than they thought possible. This can happen when a person goes from doing a task for the money to doing it because she or he identifies and takes pride in what is produced. What is good enough to be paid for is not always good enough to take pride in performance. This gap is what transformational leadership tends to reduce in individuals, teams, and organizations. True transformational leaders raise the level of identification, moral maturity, and perspective of those they lead. Over time, they develop their followers into leaders. They broaden and enlarge the interests of those they lead. Their shadows are much deeper and longer in terms of their effects on others, and by and large they are very positive shadows over time. Transformational Leadership is idealized when followers seek to identify with their leaders and to emulate them. The leader inspires followers with challenge and persuasion by providing meaning and understanding regarding the actions required. At the core is identification, which drives people to achieve the vision. The leader is intellectually stimulating, expanding the followers’ use of their abilities to question notonly other people’s perspectives but also their own, even the most deeply rooted ones. Finally, the leader is individually considerate, providing followers with support, mentoring, and coaching.

Directing: This leadership approach is most appropriate when the followers have low willingness and low ability for the task at hand. When the followers cannot do the job and are unwilling or afraid to try,
then the leader must take a highly directive role. Directing requires those in charge to define the roles
and tasks of the followers, and supervise them closely. Decisions are made by those in charge and
communication is one-way. If the leader focused more on the relationship in this situation, the followers would become confused about what must be done and what is optional. Directing is often used when the issue is serious or comes with drastic consequences if not successful. The leader maintains a directive position to ensure all required actions are completed.

Coaching: This leadership approach is most appropriate when the followers have high willingness but
low ability for the task at hand. Like Directing, Coaching still requires leaders to define roles and tasks
clearly, but the leader seeks ideas and suggestions from the follower. Decisions remain the leader’s
prerogative, but communication is much more two-way. Followers needing coaching require direction
and supervision because they are still relatively inexperienced, but they also need support and praise to
build their self-esteem, and involvement in decision-making to restore their commitment. While
Coaching, the leader spends time listening, advising, and helping the follower gain necessary skills in
order to do the task autonomously next time.

Supporting: This leadership approach is most appropriate when the followers have low willingness but
high ability for the task at hand. Supportive leadership works when the follower can do the job, but is
refusing to do it or showing a lack of commitment. The leader need not worry about showing them what to do, but instead should be concerned with finding out why the followers are refusing and work to persuade them to cooperate. The key to supportive leadership is motivating and building confidence in people! Clarification on the details of the process won’t matter, as the follower already knows what to
do but lacks the motivation to act. Supportive leadership involves listening, giving praise and making the followers feel good when they show the necessary commitments for success.

Delegating: This leadership approach is most appropriate when the followers have high willingness and
high ability. Leaders should rely on delegating when the follower can do the job and is motivated to do
it. There is a high amount of trust that the follower will do well, and the follower requires little
supervision or support. Delegating still keeps the leader involved in the decisions and problem-solving,
but execution is mostly in the hands of the followers. Because the follower has the most control, he is
responsible for communicating information back up to the leader. Followers at this level have less need
for support or frequent praise, although as with anyone, occasional recognition is always encouraged.