WEEK 6 LEADERSHIP - Essay Example

Week 6 Leadership Week 6 Leadership Question i. Purpose: A good decision maker must be purposeful in decision-making. He or she must be able to explain why the decision was made and the purpose of the decision.ii. Rationale: The decision maker must be able to explain why and how the decision was made. This is in order to demonstrate that the decision is not arbitrary. He or she must be able to employ careful thought in decision-making (Parker, & Begnaud, 2004).iii. Relevancy: the decision maker must be able to articulate the procedure and criteria used for the discrimination of alternatives of the decision.

He or she must be able to disclose the criteria to all those involved in the decision.iv. Transparent: the decision maker must be able to explain clearly how the criteria used influenced the decision (Parker, & Begnaud, 2004).v. Comprehensive: he or she must adequately to explore the alternatives and considerations for making the decision.vi. Authentic: the decision-maker must involve others in the decision-making process (Parker, & Begnaud, 2004).vii. Inquisitive: the person must be open enough for exploration of the alternatives and the way forward in decision-making.

Emotional intelligence and intuition impacts on the decision-making process because the decision maker must be able to manage and understand his or her emotions and the emotions of others. The goal is not to eliminate feelings from the decision-making process. The more the decision maker knows about the decision-making process, the more the intuition (Parker, & Begnaud, 2004). In most cases, great decision makers are great leaders. Leadership entails dealing with people and making decisions that affect the organization.

If a leader is not a good decision maker, organizational progress may be hampered.Question #2:i. Directive style: this involves decision makers with low ambiguity tolerance. The decision-making style is rational, efficient, and employs a logical way of thinking. The style focuses on the short-term and rushes in making decisions.ii. Analytic style: the style has higher ambiguity tolerance. It involves careful decision-making that is well informed. It includes a thorough assessment of the options.

The style involves coping with challenging situations (Parker, & Begnaud, 2004).iii. Conceptual style: the style is broad in its approach and makes consideration of all the available alternatives. It is long-term oriented and is capable of formulating creative solutions.iv. Behavioral style: the style is open to suggestions and tries to avoid conflict among the team members (Parker, & Begnaud, 2004).I mainly use the analytic decision-making style. Before making a decision, I try to understand all the issues in depth and conduct a thorough assessment of the available alternatives.

I think that some decision-making styles are better suited for public safety leaders that for CEOs of large companies. The behavioral style is best suited for public safety leadership because it entails consideration of all the parties involved in the decision-making process. A Chief Executive Officer of a popular company needs to employ the analytic style to ensure that the process impacts on the organization even in the long-run.ReferencesParker, J. P., & Begnaud, L. G. (2004). Developing creative leadership.

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