Master of Science in Leadership RG 5043

            Darity, William (2008) stated that according to Julian Rotter (b. 1916), there are two types of expectancies: 1) specific expectancies applied to a single situation; and 2) generalized expectancies applied to a variety of related experiences.   Rotter recommended that one of the most significant generalized expectancies is an individual’s locus of control (LOC).   LOC pertains to the perceived location of reinforcement for a person i.e. who or what is accountable for the things that happen to an individual.   Individuals with an internal LOC envision meaningful things that materialize in their lives because of their endeavor, skills or abilities.   Persons with an external LOCexpect things to transpire in their lives because of outside forces i.e. luck, chance, fate or powerful others (Warity, 2008) Different researchers studied the validity of the Rotter's (1966) Locus of Control like Hamedoglu, Kantor, & Gulay (2012).  In their research study of The Effect

            Blanchard (2008) described Directive Behavior and Supportive Behavior as: ·           Directive behavior is the extent to which one engages in one-way of communication; specifying the other individual’s role; telling the individual what needs to do, where, when and how to do it and then oversee the performance.  In simple three words, the directive behavior can be defined as a  structure, control,  and  supervise . ·           Supportive behavior is the extent to which one engages in two-way communication, listen, provide support and encouragement, facilitate interaction, and involve people in decision-making.  In three simple words, supportive behavior can be defined as  praise, listen,  and  facilitate .           If you are a parent like me, you are familiar with the things we do to keep our keep children safe and making sure that they are on the right pathway to success.  For as long as we can, we have tried our very best to structure our child’s life the way we

           According to Yukl (2015), the underlining attributes of a leader are personality, motives, values, and skills where the primary assumption was some individuals are natural leaders, endowed with leadership traits not possessed by other persons.  Trait approach reinforces that finding the right leader with a particular set of leadership traits is essential in having an effective leader.  Trait approach is also beneficial to a leader when analyzing or assessing his/her leadership traits i.e. strengths and weaknesses to either move up or move to other positions within the organization.  Trait assessment provides individuals a more clear illustration of who they are as a leader and how they fit into the organizational hierarchy (Northouse, 2015).             As a leader, I would like to see myself developing in leadership traits that I may currently lack, and those are self-confidence, delegation, and communication.  Northouse (2015) defined self-confidence as the ability to b

          In my more than thirty years of being a member of the workforce, I have encountered and worked with different leaders/managers with many different styles of leaderships.  I have encountered a “post-hoc” manager who definitely did not have a very clear goal or objective as to where she wanted to go or where she wanted to lead her department.  Another was this manager who was what we call a “micromanager”.  He was very used to things his own way in that he felt whenever his subordinates, like me would try to be innovative he believed that the individual was not able to understand what he was trying to accomplish.  This went on for quite some time until there was a time when under this supervisor’s management I decided not to even voice my recommendation (even when asked).  I thought it was just a waste of my time and a waste of utilization of my mind.             In due time, I have learned how to appropriately deal with the post-hoc manager and a micromanager.  Dealing with