Posted for date: Sunday 14, March
Ann de Boer has amazing energy. Her enthusiasm for her work, her being as committed as she is, simply invigorates one. She knows how to get her audience going. I wish I could have a fraction of her energy!! Not only was the HBDI personal profile a fresh take on my personality, but it also shed light on how I work, learn and interact with my colleagues, family and people in general. Strongly in the blue quadrant, highly analytical and enthused by logical, quantitative thinking, I was somewhat pleasantly surprised. Yet, when stressed, I opt for the “D” quadrant with metaphoric, integrative, visual, synthesising and conceptual thinking. I need to stretch into the “RED” quadrant more so than I tend to do.
The Campbell Leadership descriptor tool was also eye-opening. I was a bit insecure about my management and leadership styles, but this gave me more, revised insight into how I live, work and play. Very useful!!
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Age influences on the leadership styles and
ReplyDeletebehaviour of managers: by Titus Oshagbemi
School of Management and Economics, The Queen’s University of Belfast, Belfast, UK.
Keywords: Age groups, Leadership, Managers, Management styles, United Kingdom
Abstract: This article explains reasons why the study of the relationship between leadership and
age may be important and, using a questionnaire survey to collect data from over 400 UK
managers, it identifies age influences on the leadership styles and behaviour of the managers. The findings suggest that younger and older managers have different profiles in their consultative and participative leadership styles. Older managers consulted more widely and favour more participation in comparison with younger managers. However the two groups of managers both practice directive and delegative leadership styles at about the same degree. On leadership behaviour, only idealised influence shows a significant F-test between younger and older managers
while the other measures show remarkable similarities between the two age groups. Some
implications of the findings are discussed including the need to harmonise the positive
contributions of both the younger and the older workers and giving respect to the contributions of both groups.
Article found in Employee Relations
Vol. 26 No. 1, 2004 pp. 14-29.
Summary and reason for importance of this article: The group of managers at the Carnegie Leadership Academy ranged in age from 33 to 47, roughly. This article addresses the range of approaches to management and leadership styles as practiced by leaders of different age groups.