Carols who is a leader was interviewed in this case. He appeared to exhibit so many qualities that are ideal for a good leader in the modern world. His leadership style is mostly characterized by his ability to influence other people. He has a unique and appealing demeanor that makes others want to get associated with him and belief what he says.
Indeed, his charismatic attribute makes his leadership very effective since he can easily mobilize other people to participate in a certain activity or project. This is typically enhanced by his strong communication skills and style. Carols speaks with authority and confidence, and in a manner that makes his audience feel entertained. Such qualities draw a big following to his leadership, hence making it a success (Glanz 56).
The other leadership style that is strongly exhibited by carols is that he believes in and practices democracy. As such, he likes it when seeing everyone who is involved in a particular activity playing a participative role. He gives his subjects freedom to make decisions and recognizes their opinions concerning what they are undertaking. This is contrary to some leaders who issues commandeering directions without being questioned.
His policy is that a consensus must be sought before a particular decision is reached. That notwithstanding, he is forced to make decisions on his own when a debacles come up, to pave the way forward. What is most interesting with this style is that he manages to eliminate rebellions and discontent amongst his subjects, as they feel valued and part of the team. He gives all the participants an opportunity to air their views concerning the prevailing matters hence motivating them (Kippenberger 36).
Carols is a leader who is full of vision and dreams, and believes in sharing them with other people. He always likes inspiring other people, and giving hope and direction in what they are doing. He keeps on reminding his subjects to persistently work hard and set personal goals and ensure that they achieve them. It is no wander many other people seeks his input wherever they are in problems. He seems down to earth and people do no fear approaching him for whatever reason (Kippenberger 36).
Carols has held managerial position in his work place for close to five year. It is here that he acquired most of his leadership qualities. As a manager, he has led his subordinates in a democratic manner, where all the members of a particular team play part in decision-making.
According to him, empowering the employees creates confidence in them, hence improving their productivity. In addition, he appears to have acquired his charisma and influential character from his role as a manager in a challenging environment. He is reported to have easily rallied workers behind his back whenever he proposed an idea (Kippenberger 36).
Carols uses different conflict management styles depending on the situation. Notwithstanding, he notably uses compromising management style, and uses others such as competing only as a last resort. He is kind of a leader who believes that ‘better halve a solution than none at all’.
When faced with a very difficult conflicting situation, for instance when the workers results to a go slow because of low salaries, he seeks a solution that will leave all the party’s interests satisfied at a compromising ground. When the workers are extremely adamant on something that cannot result to a compromise on his part, he opts for competing style (Glanz 56).
Carols advises those who aspire to become good leaders to start building on their personal attributes that enhances leadership. He is quick to point out that aspiring leaders should learn to rally people behind them, besides exercising on good conflict management strategies. He adds that good leaders especially in the modern word should learn to involve their subjects in decision making rather than commandeering on them (Glanz 56).
Glanz, Jeffrey. Finding your leadership style: a guide for educators. New York: ASCD, 2002. 56. Print
Kippenberger, Tony. Leadership Styles. NewYork: Wiley & Sons, 2002. 36. Print