Assignment: Individual Reflection: Reflecting on Leadership Styles Part II
Last week, you began the Individual Reflection by selecting two leaders with whom you have interacted and identifying readings to help you analyze these leaders’ styles. This week, you will complete writing the Individual Reflection paper:
A summary of the reasons why you chose each leader for this paper.
Your analysis of how their behaviors and actions were consistent, or not, with contingency theory and the styles referred to in Goleman (2000), Bjugstad et al. (2006), and at least one other resource that you selected from the water cooler discussion in Week 4. In other words, you will explain how the leadership styles of each leader aligned, or did not align, to the challenges they faced.
Your analysis on the effectiveness, or ineffectiveness, of each leader you selected.
An analysis of the reasons you, or others, chose to follow, or not to follow, these leaders and the risks you and others take when making this choice.
Support your conclusions with references to the articles by Goleman (2000), Bjugstad et al. (2006), and at least one other resource that you selected from the water cooler discussion in Week 4.

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A Reflection
Before the rise of the current integrated global economy, leaders focused on enhancing cohesion and effective flow of information from top management to the lower level workers. Nevertheless, following the globalization and cultural exchange, human factor and followership concerns became the core reflects of management. As such, organizations focus not only on ensuring a cohesive flow of information but also on the delicate relationship between the management and the employees. In a bid to better examine the human factors and followership concerns involved in modern regulatory structures, this paper examines the policies, strategies, and decision-making approaches employed by the presidents of Cargill and Dell Incorporated CEOs in the last five years.
Both Cargill and Dell are international companies founded in America...

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