Destructive Leader Behaviour Scale

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Kenyatta University *

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201

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Management

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Nov 24, 2024

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docx

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Week 1: Discussion forum 1. Self-Assessment 1.1 Results: Destructive Leader Behaviour Scale Report the results of the assessment along with the three separate scores for each of the three destructive behaviour types. Upon completion of Self-Assessment 1.1 on Destructive Leader Behaviour Scale I conducted an analysis for a leader in a prominent position in which I intentionally omitted the individual's name and instead focused solely on their professional role. In the assessment, the leader scored moderately high in the Power and Dominance category, indicative of a predisposition towards authoritative behaviour and a desire for control within their leadership style. In terms of Self-Centeredness, my assessment outcomes implied a relatively low score which suggests that the leader may not exhibit excessive narcissistic tendencies or prioritize personal gain over organizational well-being. The Impulsivity category revealed a score leaning towards the high end, indicating a proclivity for making impulsive decisions without thorough consideration of consequences. Explain what the score of the destructive leadership scale reveals about the chosen leader and which of the destructive behaviour types they exhibit the most. The composite result paints a picture of a leader who leans towards a directive and controlling approach (Power and Dominance), occasionally acts impulsively, but generally maintains a balance in terms of self-centeredness. This implies a leadership style that may exhibit authoritative tendencies but might not be excessively focused on personal gain. Describe how you can use this information in your real-world experience. Understanding these assessment results is crucial for enhancing leadership effectiveness in the real-world context. Firstly, recognizing the leader's inclination towards Power and

Dominance implies a need for fostering a more inclusive and participative leadership style. Implementing strategies to encourage collaboration and open communication can help mitigate the negative aspects associated with authoritative tendencies. Moreover, acknowledging the leader's tendency towards impulsivity highlights the importance of instituting decision-making processes that involve thorough analysis and consideration of potential consequences. This approach can contribute to more thoughtful and well-informed leadership, reducing the risk of impulsive actions that may have detrimental effects on the organization. In real-world applications, these insights can be leveraged by integrating them into leadership development programs. Tailoring training initiatives to address specific areas identified in the assessment results can aid in the leader's self-awareness and promote continuous improvement. Ultimately, applying these insights in a constructive manner can contribute to a more balanced and effective leadership approach. References Thorough good, C. N., Tate, B. W., Sawyer, K. B., & Jacobs, R. (2012). Bad to the bone: Empirically defining and measuring destructive leader behavior. Journal of Leadership & Organizational Studies, 19, 230–255, p. 241. Johnson, C. E. (2021). Meeting the ethical challenges of leadership: Casting light or shadow (7th ed.). SAGE Publications, Inc.

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