Observation Reflection Paper

Introduction

I chose to observe a man whom I perceive to be a good leader, Barry M. Staw. Barry Staw has for a long period been a leadership and communication professor as well as the chairmen of industrial relation and organization behavior group, in Berkery Haas business school since 1980 (Adeniyi, 2007). In addition, he served as a professor of the organizational psychology and behavior department in northwest university as from 1978 up to 1980 and an associated professor in the same department previously from the year 1975 up to 1978 (Adeniyi, 2007). His roles have mainly bee grounded on offering guidance as well as general directions to individual groups with the aim of achieving comprehensive development. Based on his experience, knowledge, and responsibilities Barry Staw will be the prime focus of this paper given that he optimizes numerous traits highlighted by the course.

6Ps of Extraordinary Leadership

In her working period as a professor and chairman in Hass business school, was known as the change of practices in regard to organizational behavior. His passion for organizational behavior change in achieving efficiency both in operation and learning was undoubted. He once emphasized the importance of leadership both on leaders and those being led stating that organizations should have desirable behaviors for efficiency to be achieved. Passion, performance, persistence, and purpose are the four of the 6 extraordinary leadership Ps held by Barry. Barry’s passion in generating organizational change in Haas School of business was demonstrated through his passionate participation rather than being a theoretical leader. He worked as the chair of psychology and behavioral change organizational group and his transformation are still evident. He believed that leaders should offer both guidance and participation rather than being directorates.

Persistence and planning for actions are required in leadership and thus uncertainties should never alter the will of the leader in working to achieve organizational changes (Northouse, 2013). While advocating for the changes Barry was uncertain that these changes would not be embraced by the contemporary students and the respective departments. In ensuring that he never advocated for failure he ensures that he visited all the classes and departments often creating awareness and convincing them that change was beneficial despite being uncertain. Through this, he was considered to be a leader who offered guidance through innovation thus becoming the preference for many. His general ability to plan, participate, commit and play were the major forces that lead to the success (Lussier & Achua, 2015).

Big 5 Personality Model

Big five personality characteristics model attempts to establish the exact number of personality traits held by an individual. An introvert is for the reserved group and therefore not a trait of a good leader. When observing Barry it is clear that he is an extrovert because she is an individual characterized by chattiness, sociability, sensational expressiveness and assertiveness. High increased amount of positivity is demonstrated by her committed nature and the willingness of being the attention center in driving changes. In addition, he holds an agreeable personality which can be observed through his pro-social conduct and his ability to convince individuals to agree with his thoughts. Rather than being manipulative he is competitive and competes expressively. He is also conscientious having high thoughts levels with appropriate emotional control and behaviors that are goals centered. This personality is one that tends to be mindful and organized in reference to all details. Being an open individual his leadership expressed extensive interest and sharing of thoughts and detailed insights.

Skill Theory and Cunningham’s skills

In reference to Barry’s transformational achievements, it is clear that he utilized Cunningham’s skills appropriately. In that, he was focused, understood the events, acted on calculated risks, intuitionally, built a bridge and he was a teacher and a leader. As an effective leader, some of the traits that he shows through his role include flexibility, confidence, dominance, and integrity. He was able to succeed in leading organizational change groups and being the professor. He was highly sensitive to matters that would affect the performance of the organization and developed mechanisms to overcome. He is a great symbols manager given that his students are highly productive of all that they have achieved. In leadership, integrity is essential in solving issues and enhancing smooth operations.

Reaction

It is my belief that Barry Staw is one of the best examples of good leadership. In that, through the diversified leading position, he has demonstrated efficiency and the ability to guide, lead as well as direct. It was apparent from his conversation that despite the many challenges that he has faced in trying to create change persistent and commitment have helped him through. He believes that leadership can be taught but it is a consistent thing that develops with exposure, will, and experience. In this context, there is little in her reference to argue against.

Conclusion

Barry Staw is not just a good leader but he offers guidance and directions. He believes that diversity, passion, and participation are essential in leadership. Throughout his leadership, he has demonstrated his passion for creating change for efficiency. He is an extrovert given that he is social and friendly and competes with well-structured thoughts. Failure never closed his mind despite the numerous uncertainties given that leaders are supposed to create the best samples in convincing followers. In my opinion, Barry is a good leader based on his purposeful focus on organizational behavior change.

 

 

 

 

 

 

References

Adeniyi, M. A. (2007). Effective leadership management: An integration of styles, skills & character for today's CEOs. Bloomington, IN: AuthorHouse.

Lussier, R. N., & Achua, C. F. (2015). Leadership. Boston, MA: Cengage Learning.

Northouse, P. G. (2013). Leadership: Theory and practice. Thousand Oaks: SAGE.