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Group Writing Assignment 1

HMD 307- 1001

GROUP 3

September 30, 2019

Leaders are recognized daily in every individual’s life, starting from a young adolescent

in a classroom, to the last second of employment worked as an adult. A leader may be defined as

a certain individual who motivates or influences those around them to work towards a goal.

There are two main categories that distinguishes leaders and the quality of their strengths and

weaknesses. Physical aspects dealing with experience factors includes aspects like perception,

observation, and double- loop learning. Human beings often learn and apply these experiences

due to the fact the experiences have an outcome that individuals may learn from due to the fact

they do not exclude individuals who don’t hone these innate skills. On the other hand, attribute

factors are qualities that individuals already have embedded within themselves. An integral key

to leadership success is the ability to understand the experiences of different situations while

using natural attributes to create the envisioned goal. Although natural born leaders have a

stronger grasp on leadership attributes, leaders must have experience combines with these

attributes to be truly successful.

Leaders that have experiences, that are combined with their attributes, are more likely

able to achieve a better result in the necessary tasks. Observation skills are a detrimental key

essential in the equation for success. Those individuals who have experiences in certain

situations regarding the use of observation have the ability to understand, accumulate, and

interpret the true intentions that the respective party was trying to originally achieve. This skill

serves as a guidance in order to make the relevant and necessary changes to improve the intended

goal, and to influence the group toward the required objectives. Emotionality as an attribute is

also a key factor that entails the dynamic between a leader and a follower. An individual in a

leadership position who has high emotionality may not be effective in a team setting, due to the

fact the anxiety, fear, and dependence level may impact the teams work ethic. In a stressful

situation that are presented to teams, it is imperative that the leader remains calm and collected in

order to plan, direct, and execute duties in the most efficient path for the best possible result,

while putting “unnecessary” emotions aside due to the reality of the situation. Even if the team is

faced with a difficult task it’ll encourage the rest of the team to perform the task to their best

capabilities.

To add on, sentimentality is also a quality that is vital in every leader. A leader should not

only know how to give orders but also have the skills to evaluate and empathize with different

individuals in order to create a better team atmosphere. In contrast, although the skill of

observation is not a required priority in a job description, leaders who do not value the idea of

observation are ignorant to the value that the skill offers. In addition, although a successful

leader should hone the idea of sentimentality, it may also be a “skill” that destroys them. In

example, let’s say a manager had to lay off three out of ten employees yet due to the manager

being high in sentimentality, the manager decides to keep everyone but cut the employees wages,

benefits, and other positive qualities of the job when in reality cutting the three people will allow

for more growth within those individuals and the company. In regards to the attribute of

emotional leadership, it is essential to note that volatile leaders are not able to create work teams

and achieve positive results.

A successful leader should be able to create positive change within an organization. A

leader’s perception, or the ability to observe, listen, or to become aware of a situation through the

natural humanistic senses is an important attribute for any successful leader to hone. A

successful leader is someone who is open to initiating positive change and creating an

atmosphere where new ideas are embraced rather than an individual who acquires the results by

a daily routine that is uniform to employees and deflects any innovative methods that is not

familiar to tradition. It is extremely rare for a company to withstand all the challenges an

organization might endure without a leader’s ability to openness to experience. Perception and an

openness to experience go hand in hand within the roles of a leader. An individual who lacks the

qualities of opennes or willingness will ultimately hurt the team as a whole and miss any

opportunities involving growth. Even Micheal Jordan encourages the idea by saying, “You miss

100% of the shots you don’t take” It is the leader’s judgement to make the final decision in a

risky new choice, and although many ideas can flop and turn badly; if a judgement call were to

succeed it will not only help the leader flourish but will also stimulate the growth within the

organization itself for greater measures. On the contrary, it is also important that the leader

knows how to perceive and understand the willingness to lead the group away from poor

decisions. A leader’s ability to perceive situations and experiences heavily contributes to the

efficiency and success of the group, therefore it is another key factor that followers heavily rely

on from their leaders.

Double loop learning is characterized by its willingness to confront one’s own views

while inviting others to do the same. With this in mind, extroversion is a close character trait to

double loop learning, with a few contradictions. Two of extroversion’s key elements in the

OCEAN model is social boldness and liveliness. These two traits exemplify how these two come

together. To be able to confront one’s own views, they need to be able to approach onlookers and

engage in a benefiting conversation. This engagement must be done with tenacity and vigor, for

approaching this a daunting task for the shy. In contrast, however, too much social boldness and

liveliness can result in an inflated sense of ego. This inflated ego could cause the individual to

not participate in double loop learning and instead just shrug off the statements made about their

views. On the contrary, double loop learning does not always require social boldness and

liveliness, it can sometimes require conscientiousness. Individuals who are high in this character

trait show signs of perfectionism and diligence, both important characters for confronting one’s

self and assessing where views need to stay the same and where they need to change. Some

could say that conscientiousness is the more important trait for double loop learning, but it too

has its flaws. When looking at it with perfectionism and diligence, the same person could say

that their views are already perfect and thus single loop learning comes back into view. This is

why double loop learning and extraversion combine hand in hand. It takes that first step forward

to find the flaws and weaknesses in one’s self. Although it could be said that too much

extraversion can cause failure in double loop learning, the same could be said for any of the

character traits in the OCEAN model.

A leader who only knows how to lead by natural tendencies may be flawed to situations

that those individuals do not understand, this will negatively impact the team as the leader may

not understand the circumstances that the organization is faced with, as a result it may end with

the leader leading a decision based on their own beliefs even if it wasn’t the best ideal choice for

the situation. Where as a leader who is purely based on experience may also lack traits in a

successful leader due to the fact the individual may come across a situation they are unfamiliar

with and has no other experience to compare it to therefore resulting in a leader who is lost in the

process or has the same thoughts a “follower” might have. In every environment, there will

always be a leader present. Whether the leader is put in power, or simply someone who their

peers are influenced by. Natural born leaders are fast learners and quickly adapt to traits in

regards to the OCEAN model or the HEXACO model. For these individuals it is easier to be put

in a position of leadership due to the fact the skills that are needed in order to lead an

organization which includes skills such as emotionality, openness to experience, and

extroversion are innate behaviors that are easily applied in their daily lives. In comparison, there

are individuals who learn much more by experience skills which includes traits like perception,

observation, and double- loop learning. The most ideal successful candidates will have both

innate capabilities and experience that coexists with one another in order to create the best

possible solutions in any outcome. The two factors will strengthen one another and will allow for

minimal issues for the leader’s growth. Although innate behavioral leaders understand the depths

of what a leader and its attributes entails, without experiences that allow individuals to reflect

back on, it is highly unlikely those individuals would be deemed successful.