United States Coast Guards Leadership Styles

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The concepts of management and leadership have been misused and misinterpreted to mean the same thing. Leadership and management are two distinct concepts that are complex in application and coverage. This report explores diverse leadership skills applied by different employees of the United States Coast Guard, which is a department of Homeland Security. Specifically, the paper examines the leadership styles of Cmdr. Andrew Brown and Flotilla Cmdr. Linda Jones from organizational behavior leadership framework. The second part of the paper reviews personal leadership assessment and presents an analysis of my strengths, weaknesses, and what should be done to improve on the challenges.

Leadership Experience at the United States Coast Guard: Review of Cmdr. Andrew Brown and Flotilla Cmdr. Linda Jones

The concept of leadership refers to the capacity to proactively and holistically internalize the setting of an environment within the elements of incorporation and empowerment aimed at a specific group (Sostrin, 2013). Capacity building is necessary for creating a definite direction in solving a challenge. This means a leader should put down strategies in place to direct or control resources, people, and other factors of organizational behavior in a group within preset values or principles (Harrison, 2018).

The utilization of the leadership concept in a corporation is equally different. For instance, leadership capacity integrates skills, ability, or talent to facilitate commitment, empowerment, adaptability, and critical problem solving as depicted by the leadership style of Cmdr. Andrew Brown. The element of adaptability in leadership application influences the changes or adjustments required to exert persuasion over the present challenge (Baxter, 2015).

These adjustments trigger innovative tendencies capable of discerning and reassuring the desires and needs of an organization. Moreover, the aspect of empowerment is instrumental in inspiring confidence and self-esteem among the subjects being led to systematically align their internal feelings with a specific instinct or intuition as depicted by the leadership skills of Flotilla Cmdr. Linda Jones (Harrison, 2018). As a result, the subjects will rely on the vote of confidence or faith in them to generate solutions for every challenge in that organization.

The utilization of leadership as a determinant of organizational behavior in an organizational setting involves goal-setting, managing assets, strategic planning, and deployment of resources to achieve preset objectives as confessed by Cmdr. Andrew Brown. In most cases, the objectives are quantifiable and measured over a specific period (Baxter, 2015). This means that leadership application in an organization is aimed at inspiring the urge to proactively contribute towards the institutionalization of a suitable work environment by closing potential or existing gaps between a problem and its resolution. Therefore, strategic leadership is a parameter for a creative response towards effective decision-making. It systematically creates an extensive chain of solution adaptation approaches to the current challenges in an organization (Harrison, 2018).

In addition, effective leadership is characterized by reaffirming a status quo, imitation, and a relatively narrow focus on addressing organizational goals. Leadership functions include planning, executing, and evaluating different strategies aimed at solving a problem. These levels are integrated into a single function to facilitate a smooth transition from one solution to another as practiced by Flotilla Cmdr. Linda Jones. In a typical organizational setting, such as the United States Coast Guard department, leadership modeling functions differently, depending on the control level. For instance, the decision process becomes more intense as the management hierarchy expands (Terrell, 2017).

The transformational approach applied by Flotilla Cmdr. Linda Jones and Cmdr. Andrew Brown is characterized by constant cooperation between the leader and subordinates in the identification of challenges and the creation of a guide towards addressing these setbacks (Baxter, 2015). Transformational leadership is associated with inspiration and problem execution as a team through enhanced morale, motivation, and job performance (Harrison, 2018). This means that an innovative leader connects with the senses of self, identity, and collectiveness to inspire employees to perform optimally. In application, the transformational leadership style is integrated through the use of persuasion at the United States Coast Guard department to gain control of the decision-making process, though the subordinates are informed why the decision made is in the best interest of an organization (Sostrin, 2013). This means that the employees are persuaded to understand the rationale behind each decision made by the leaders on their behalf. Despite the persuasive nature of the decision process, it is still a one-sided process of encoding and decoding the communication process.

In the strategic decision-making process, the transformational leadership style is applied by Flotilla Cmdr. Linda Jones and Cmdr. Andrew Brown to inspire the proactive participation of all the stakeholders through their direct engagement. For instance, when faced with a decision on the best option for maximizing productivity, these transformational leaders will invite the participants and create a forum for an open discussion on the available alternatives, on which the decision is based (Harrison, 2018).

During these discussions, the employees are encouraged to freely contribute and make suggestions that are integrated into a single solution. This means that the decision made in the United States Coast Guard department environment is generally acceptable to the subordinates. On the other hand, the persuasive leadership style is applied in the decision-making process to bring on board the subordinates who are expected to accept the decisions made on their behalf (Baxter, 2015). The persuasive leader makes a decision and then organizes a meeting with the employees to explain his or her actions. For instance, a decision to increase productivity may be made by a manager based on expert experience, after which he or she will persuade the employees to give their support.

A proactive and active leader-employee interaction is instrumental in sustaining inter-and intrapersonal relationships in an organization. Vroom and Yettons normative theoretical leadership model discusses the significance of a healthy relationship between a leader and employees (Sostrin, 2013). This theoretical framework is focused on participation thereby increasing decision acceptance. At the same time, higher decision acceptance equals increased effectiveness and commitment towards a set of actions. For instance, in the selection of the best alternative during a decision process, it is important to bring employees on board since they will be responsible for implementing any proposal (Harrison, 2018).

In the event of a poor relationship between a leader and an employee, the decisions made in such an environment might not survive the test of time due to opposition or laxity in implementation. This means that a leader should strive to bring as many employees on board as possible in the decision-making process for general acceptance. This state may occur when there is a good rapport between the leader and employees. Fortunately, Flotilla Cmdr. Linda Jones and Cmdr. Andrew Brown are experienced leaders who exercise persuasion and good rapport building to win the trust of those they lead.

According to Vroom and Yettons leadership theoretical framework, there are five decision-making procedures denoted by A1, A2, C1, C2, and G2. A1 and A2 are autocratic, that is, the leader takes or gets information from their employees before deciding on their own (Harrison, 2018). C1 and C2 procedures are characterized by the leader sharing the problem with employees at individual or group levels before making the final decision.

The leader under C1 and C2 must listen to an individual or group opinion of employees before making a decision. Lastly, the G2 procedure is characterized by the leader sharing the problem with employees as a team and then seeking their opinion from which a consensual decision is made. All five procedures involve direct interaction between the leader and their employees (Harrison, 2018). Therefore, any procedure adopted is effective or functional when there is a positive and healthy relationship between these parties.

The Vroom and Yetton theoretical model functions on the assumption that the lack of consultation between the leader and employees might result in unpredictable leadership behavior. Irrational behavior might result in making decisions that are controlled by emotions or limited facts due to inadequate information supplied by employees. Decisions made based on limited information might not lead to improved performance or sustainable organizational functionality (Sostrin, 2013).

This means that a leader should be rational at all times to make effective and proactive decisions that are holistic and relevant. A good relationship between the leader and employees guarantees sustainable rationality in the organization. However, when there is a poor rapport, the leader might overly rely on experiences and observations that are not adequate. Therefore, the decision-making environment in an organization is effective when the leader can access as much information from employees as possible to improve acceptance indicators. In addition, a good relationship inspires confidence and an internal urge to perform optimally (Baxter, 2015).

At the United States Coast Guard department, the organizational behavior leadership modeling is a significant pillar for substantiating the general level of decision-making effectiveness. From a personal narration, Flotilla Cmdr. Linda Jones has been an effective leader through the use of inspirational modeling. Flotilla Cmdr. Linda Jones has applied inspirational leadership ability over the years in different events and work-related challenges to stand out as a dedicated and hardworking team member of the Coast Guard (Sherbs, 2018).

Over the years, Flotilla Cmdr. Linda Jones has nurtured the soft skills associated with respect, kindness, and consideration in the different work environments. For instance, as an elementary school teacher, she integrated the element of leading by example to inspire subordinates. The United States Coast Guard department is a highly stratified work environment characterized by a series of multifaceted leadership approaches that accommodate diversity. Moreover, the work environment has been modified by effective leadership traits to create an inclusive and efficient organizational culture (Sherbs, 2018).

There are several leadership mindsets within the Coast Guard department as depicted by the traits of Flotilla Cmdr. Linda Jones and Cmdr. Andrew Brown. Since the department is dynamic and consists of workers from different cultures and races, the main leadership traits from the reflections on Flotilla Cmdr. Linda Jones and Cmdr. Andrew Brown is inspirational, functional, sustainable, and professional mindsets. For instance, as the current holder of the 2018 Greanoff Inspirational Leadership Award, Flotilla Cmdr. Linda Jones is an inspirational leader who is driven by the need to set a positive example that can be emulated by other employees and team members.

This leadership trait functions around dominance and power distribution through an inclusive and systematic integration of a proactive decision-making mindset (Terrell, 2017). As a result, the organization is characterized by a stable socio-cultural adaptation consisting of an active communal and intelligence assimilation approach to solving different organizational challenges (Harrison & Wicks, 2013). For instance, leaders in the organization are expected to be holistic and proactive in decision-making through the inclusion of all the stakeholders involved.

Another dominant organizational behavior leadership model at the United States Coast Guard department is the functional mindset, which is angled on a focused value system for efficiency and quality as observed in the actions of Cmdr. Andrew Brown. This systematic leadership modeling creates an environment for integrating group decision-making procedures into the objectives and strategies of the organization. For instance, the actions of Cmdr. Andrew Brown is driven by a preset value system in decision-making to ensure that the outcome is acceptable and beneficial to stakeholders involved.

These actions are within the best practices to create a positive environment for problem-solving through an individualized approach under the guidance of a preset level of minimal expectation (Harrison & Wicks, 2013). Cmdr. Andrew Brown has been a collaborative leader who thrives in the organization through team building and an interactive approach in making decisions. As an executive officer of the Boston division of the Coast Guard Department, Cmdr. Andrew Brown has been effective in creating a supportive work environment to ensure that the subordinates thrive in their duties. For instance, through the use of the brainstorming tool, Cmdr. Andrew Brown is an inspirational leader who is enthusiastic about promoting the integration of a positive attitude among the subordinates at the division (Sherbs, 2018).

There are frameworks set up to control individual and collective choice-making forms (Harrison, 2018). For example, an office choice methodology is portrayed by a preset esteem manual sketching out desires against best practices (Baxter, 2015). This implies the critical thinking condition is individualized and appended to certain base desire levels. Because of the multifaceted nature of the organizational environment, the United States Coast Guard unit has created an exceptional esteem framework to deal with the basic leadership condition (Terrell, 2017). The system rehearses the expert leadership outlook that is portrayed by connecting genuine information in making decisions.

The leadership structure is direct and sufficiently dynamic to incorporate the general targets into a groundbreaking strategy in basic leadership (Dawlabani, 2013). This implies most basic choices are made by the book. Standards and controls are administering the basic leadership processes (Harrison & Wicks, 2013). Along these lines, each activity must be tried against a factual estimation to guarantee that there is strength in execution.

Since the dominating attitudes are utilitarian, feasible, proficient, and inspiration, cases of leadership qualities incorporate inordinate fixation on the usefulness of the frameworks, customary networks for connections, adaptability in basic control, and centered leadership skills in errand execution and documenting reports (Baxter, 2015). In addition, there are profound human bonds among the workers who are urged to proactively take an interest in the interaction exercises through different social and expert systems (Harrison, 2018). The unit has a vital apparatus for empowering self-improvement and advancement of network feeling for feasible solidarity (Dawlabani, 2013).

For example, the basic leadership process includes open dialogs in an amicable domain through shared obligation (Terrell, 2017). The hierarchical culture of the organization is confined in a way that it advances a solid feeling of reason among the representatives to create a warm working environment. For instance, the intervention sub-division is organized around comprehensive motivational standards to manage training and control incongruent practices.

Several hypothetical systems have been advanced to characterize and relate leadership styles to the level of worker inspiration crosswise over various segments. As indicated by Harrison and Wicks (2013), leadership is essential the inborn capacity to disguise a setting with the goal of engaging a gathering or group to proactively and inventively contribute towards critical thinking (p. 103). This implies leadership applications are calculated on initiative hope, change, and system sustainability.

For instance, the transformational theory system characterizes the precepts of leadership as making of a proactive and comprehensive workplace environment void of distracters. In application, the transformational leadership system is related to persuading the representatives to be adaptable to change and perform in taking care of business (Dasgupta, Suar, & Singh, 2013, p. 183). The system inspects the components of viability in the whole leadership process at the Coast Guard division keeping in mind the end goal to oblige all partners (Sherbs, 2018).

The motivational model surveys the hugeness of various inspiration techniques that organizations have set up to ensure ideal execution. In particular, this structure shows that deliberately connected motivating forces are powerful in overseeing representative desires while ensuring ideal execution, particularly in a multifaceted organization, such as the United States Coast Guard division.

For example, Vrooms anticipation theory hypothesis expresses that initiative motivational course is productive towards proactive incitement of the work constrain by empowering a concentration in overseeing human asset parts of an organization (Sostrin, 2013). This implies the Vrooms hypothesis clarifies the importance of making a successful work culture (Arslan and Staub, 2013). Moreover, the Theory X and Theory Y structures are calculated on practical work leadership through the summoning ideal capability of every worker to meet particular desires (Harrison & Wicks, 2013).

A few past research studies have examined how leadership is instrumental in setting up the ebb and flow in terms of initiative characteristics on worker inspiration inside the business condition. Among the journal articles analyzed were Dasgupta et al. (2013), Arslan and Staub (2013), Baxter (2015), and Obeidat, Masadeh and Abdallah, (2014). In the exploration to build up the effect of representative inspiration on the general execution of an organization, Dasgupta et al. (2013) observed that leadership systems have immediate and positive effects on the level of worker inspiration and business execution.

The authors concluded that organizations with powerful directors have a higher likelihood of worker inspiration than organizations with inadequate pioneers. Arslan and Staub (2013) conveyed an exploration of the effect of Theory X and Theory Y leadership conduct on organization execution. The discoveries showed that hierarchical leadership frameworks and initiative introduction directly affect the level of representative execution since it advances inspiration (Harrison & Wicks, 2013). The creators inferred that steadiness in a leadership introduction or conduct is essential for making a comprehensive and solid workplace that is spurring to the workforce. Luckily, the United States Coast Guard division has disguised stable initiative outlooks for successful hierarchical execution.

Obeidat et al. (2014) likewise looked into the current relationship in the networks of authoritative responsibility, leadership practices, and learning forms inside the business area. The discoveries showed that determination and utilization of leadership techniques affect authoritative execution levels, work leadership designs, and the type of an organization. The authors reasoned that fitting determination of leadership conduct decides the viability of the workplace, which is a coefficient of worker inspiration.

Along these lines, there is a need to adjust the formal and casual leadership methodologies to ensure a viable worker inspiration level. At the United States Coast Guard unit, the most widely recognized powerful initiative practices are uplifting and motivational leadership. In conclusion, Baxter (2015) contemplated the ways toward developing viable leadership methodologies to guarantee ideal representative inspiration. The discoveries proposed that appropriately organized leadership introduction is a huge determinant of an adjusted, socially adequate, and comprehensive workplace in benefit-based organizations.

This implies the making of solid correspondence and work culture has been influenced conceivable at the Coast to protect unit through the use of the correct leadership conduct, independent of the authoritative approach. Baxter (2015) presumed that adjusting time, striking nature, and eagerness to incorporate representatives into the basic leadership condition ensure dependability in authoritative execution with minimal conflicts.

Leadership application has advanced throughout the years at the United States Coast Guard division from a straight to a more unique and multifaceted approach. The advancement was initiated to transform leadership into a more adaptable, useful, and viable rationale by the progression of the general public (Terrell, 2017). As frameworks ended up self-supporting, the boss attitude at the Coast Guard unit was gradually supplanted by a more unique and information-driven leadership approach called expert leadership (Harrison & Wicks, 2013).

This attitude is described by leadership given involvement and quantifiable information in line with the market needs and progression. In the 1960s through to the mid-1990s, there was a change in outlook that propelled leadership spurred by advancement. This period made the achievement leadership attitude change into a manageable approach as social and computerized time assumed control (Dawlabani, 2013).

The manageable attribute was driven by centered market needs to fulfill particular requests from an educated populace. At present, the utilitarian and handy leadership outlooks are the most widely recognized leadership approaches at the United States Coast Guard unit. This mentality fits in with the examination and objectivity-based leadership for adjusting group ideals with particular measurements for following advancement (Harrison & Wicks, 2013).

Other leadership rationales connected at the division adjusted to authoritative conduct are strategic and alchemist attitudes. The strategist leader is propelled by the requirement for constructive change at individual and authoritative levels. In this manner, a key strategist would dependably be communal, well-disposed, and dynamic in following dreams and missions to address existing difficulties at hierarchical and individual levels, as is the case with Flotilla Cmdr. Linda Jones and Cmdr. Andrew Brown. Therefore, this approach is viable in creating short and long-term changes in any basic leadership condition (Sherbs, 2018).

In conclusion, the alchemist leader is aroused by the requirement for quick and orderly social changes past a particular situation. Because of the capacity to think past creative abilities, this sort of leadership regularly brings about chronicled and transpiration that could not be anticipated. Hence, an alchemist would lead transformational exercises past an organization or line of specialization just like the case with Flotilla Cmdr. Linda Jones and Cmdr. Andrew Brown. This leadership approach is exceptionally basic at the United States Coast Guard division.

Personal Leadership Assessment

Given personal evaluation, my most noteworthy score was in initiative attitude identified with progress. This implies that I exceeded expectations in the capacity to be focused. Moreover, I am objectively situated and invigorated in executing obligations. I concentrate on acknowledging results from a set target. In particular, my scores on the components of fascination, quality, and pertinence are equally high. This implies that I do not have to make any changes in this outlook since my score is brilliant. I am a utilitarian and down-to-earth individual as affirmed by a high score on the leadership outlook assessment.

I have disguised the attributes of carrying on with the effective leadership affecting quality and proactively conceiving of new ideas (Harrison & Wicks, 2013). I am likewise ready to easily function without impact from social needs. However, I am restless with inconsistent individuals. My change meter score was most elevated in the seventh initiative outlook, which implies that I exceed expectations as a down-to-earth and practical individual (Sherbs, 2018). In this manner, there is no compelling reason to make alterations since my score proposes that I have disguised these leadership attributes.

My score for a supportable leadership outlook was similarly high. In particular, I scored better than expected on the parts of fascination, quality, and significance in socialization and ability to rise to a challenge. This implies I am a moderately consensual and comprehensive individual when managing others (Harrison and Wicks, 2013). Also, the high score proposes that I am a compassionate and touchy individual who is excessively worried about the welfare of others in the work environment.

In any case, in light of the over-concern disposition, some people might take advantage of my group-thinking propensities to manipulate me into fulfilling their interests (Baxter, 2015). The twofold positive score on the change meter proposes that I have to make slight alterations in the fascination components to stay away from the pointless group-thinking state of mind of worrying excessively about others.

From the individual evaluation, my score on the fourth leadership outlook (proficient) was moderately high. My score on quality was above average. This implies that as much as I am a dependable, loyal, steadfast, and submissive individual, these qualities have not been disguised as a major aspect of my leadership attributes (Harrison and Wicks, 2013). For example, I may require supervision to exceed expectations in these attributes, although they are a piece of my inward being.

I am similarly judgmental, obsessive, and correctional in communicating with others (Dawlabani, 2013). Although the score is a solitary positive incentive in the change meter, there is a need to make acclimations to enhance the capacity to proactively practice these qualities by adjusting the sound and unfortunate propensities. I likewise scored high on the leadership outlook. My score on the parts of quality and pertinence was average. This implies my initiative attributes such as being actively engaged, vivacious, and innovative are invalidated by a swelled sense of self and farfetched mental self-view (Sherbs, 2018). I have to trim down on the unfortunate sides, for example, big ego to satisfy my wants to the detriment of others.

My score on initiative outlook was below average. This proposes I am still sensitive to manipulation and a devotee to family bonds while associating with others (Sherbs, 2018). These bonds might make me a hostage of group-thinking to the pathologies and wants of others. The score for importance and quality viewpoints brings about a considerably less perusing on the change meter (Terrell, 2017). This implies I ought to limit the unfortunate attributes to help the score. Luckily, I dont have the existence bolster leadership mentality, which is a crude quality (Dawlabani, 2013).

My qualities are group improvement conduct, utilizing motivation to impact others, and inspiration to lead. Other qualities are genuineness and honesty, receptiveness to thoughts, positive thinking, tirelessness, open talking, and a hard-working attitude (Harrison & Wicks, 2013). My strengths incorporate open talking, socialization, and idealism. My shortcomings are the inability to remain focused on activity and sustain relationships, especially when there are no gains to be realized. In particular, relationship-arranged initiative distinguishes a scope of tricky circumstances an individual faces in his or her social condition and creates numerous elective answers for those issues.

I have to lay a progression of techniques that are important to accomplish wanted outcomes as opposed to putting off reaction systems. Through utilizing collaborative and symptomatic devices, an individual can evaluate the territories of participatory leadership that require earnest change drawing the individual nearer to a perfect leadership circle. Self-activity in participatory leadership assumes a huge part in setting up the initiative condition for situational event leadership from outer elements (Terrell, 2017). I am equipped in collaboration and a sharp adherent to aggregate obligation. From the individual evaluation, I ought to enhance the conventional and expert leadership outlooks (see table 3).

Table 3. Plan for CDP development.

Leadership Mindset	Current Weaknesses	Goals	Resources	Strategies
Traditional	I am a captive to the thoughts of others and can easily be manipulated by the desires of others	Improved self -esteem	Motivational videos and books	Tune an internal mechanism for setting limits and respecting them when alone and during group interactions.
Big Boss	I have an inflated ego and sometimes set unrealistic image	Reduced feeling of self-importance	Enrolling in ego management classes	I should be more accommodating and proactive in balancing the desires for a perfect self-image and organizational culture
Professional	I am rigid, judgmental, intolerant, and fanatical.	To be flexible and tolerant	Team-building training and motivational books	Be more flexible and accommodating to fit in the organizational setting during inter-and intrapersonal interaction with others.

My leadership style is decidedly adjusted to the United States Coast Guard units utilitarian, practical, and proficient leadership attitudes. My scores on these outlooks are better than expected. This implies my leadership qualities fit inside the organizational culture (Baxter, 2015). The high score in progress, which is lacking in the organization, proposes that I am in a situation to enhance objective introduction, profitability, and concentrated execution in light of set objectives for powerful results.

A compelling leader ought to be dynamic and centered on meeting exceptional needs through the proactive commitment of assets and subordinates for the ideal result. In addition, a perfect leader should be adaptable and enlivened by the need to catalyze positive change (Baxter, 2015). Also, a good leader should be able to arouse trust in a group through a confirmation of the basic leadership process administered by personal examination and not individual biases.

Recommendations

The procedure of authoritative improvement includes an extensive research activity through undertakings to recognize the prompt and future necessities for change. The procedure begins with the ID of the need to take care of a specific issue after which the circumstance is surveyed. After the appraisal, the issue is characterized and an intercession design is brought forth. The procedure of execution includes gathering applicable information which is later utilized as a part of validating mediation adequacy.

The initial step includes an acknowledgment that a challenge exists in the organization. The second step includes a change of this setback into an improvement objective after which the execution step finishes up by building up a response for the challenge (Harrison & Wicks, 2013). The conditions for the accomplishment of hierarchical improvement design incorporate the making of a solid working society, organizing of correspondence channels, and the presence of quantifiable observing systems. The Coast Guard unit should keep actualizing the checking methodology for powerful outcomes.

Organizations work best when the intra correspondence frameworks are great. In this way, fruitful organizations oversee data persistently. The act of scientific leadership includes the exploration of handling data to encourage basic leadership among administrators. Notwithstanding, the channels of this data ought to be secured to guarantee insurance of the organizations private data that may prompt the undesirable outsider impedance.

In data framework execution arranging methodology, culture characterizes all parts of a business, both inward and outside connections (Harrison & Wicks, 2013). In encoding and unraveling data, it is basic to adjust the needed and undesirable grapevine. Subsequently, in auditing execution in light of input got, it is imperative to deal with the deliberate data with care to support trust and classification which frame the apex of hierarchical conduct. In this way, it is significant to adjust the input with the objectives at the United States Coast Guard unit.

In the wake of checking on and understanding distinctive clarifications of the components that connect amid the appraisal procedure, I found that the components of reliance, inspiration, and transformation are coordinated towards the leadership of a formal organization. My leadership mentality advancement has been powerful and sufficiently reasonable to address the present difficulties in different environments.

For example, I am an engaged, devoted, and a trained inspirational leader. In addition, I can adequately work under pressure and esteem the contribution of others (Baxter, 2015). Luckily, the United States Coast Guard unit has disguised distinctive compelling initiative attitudes that advance a practical and all-encompassing workplace for the representatives (Baxter, 2015).

There is a need to enhance the organizations approach towards objective introduction, profitability, and centered execution since its present score on the achievement outlook average. On an individual level, I ought to enhance my scores for conventional and expert leadership attitudes to be a successful and all-around leader. In particular, I should be more adaptable, patient, and pleasing to different individuals from the organization to cultivate a solid and all-encompassing workplace.

I am a helper with satisfactory abilities in situational initiative leadership. The technique requires a precise and intermittent survey of the parameters of polished methodology, organization, regard, and ideal execution. I scored the most in the fearlessness and confidentially. Tragically, these markers are hard to evaluate. Specifically, these traits are centered on the advancement of a scope of aptitudes that are intended to assist a person with coping with an assortment of life circumstances; thus, they are irreplaceable to the individual activities. I would propose a change in the execution of obligations since it doesnt stay steady in various circumstances.

Conclusion

The most recognized leadership attitudes at the United States Coast Guard division are motivation, transformational, and motivational hierarchical conduct models. As delineated in the leadership styles of Flotilla Cmdr. Linda Jones and Cmdr. Andrew Brown, the Coast Guard unit in a successful organization working on the standards of initiative viability and a sound workplace that arouses the staff to exceed expectations in their obligations.

I learned a lot about myself in the initiative self-appraisal. For example, I have understood that a successful leadership technique is associated with the capacity to adjust to ecological progression and externalities to guarantee that the procedures of execution are self-managing. Furthermore, before settling on a decision, it is important to inspect distinctive options. I am a moderately decent leader and with an inspirational personality. However, I should improve on my group-thinking attitude to fit in the organizational behavior leadership traits.

References

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Obeidat, Y., Masadeh, R., & Abdallah, B. (2014). The relationships among human resource management practices, organizational commitment, and knowledge management processes: A structural equation modelling approach. International Journal of Business and Management, 9(3), 9-26.

Sherbs, D. (2018). Honor, respect, devotion to duty: Auxiliarist Linda Jones. Web.

Sostrin, J. (2013). Beyond the job description: How managers and employees can navigate the true demands of the job. New York, NY: Palgrave Macmillan.

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