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Characteristics of a Task Oriented Director

Characteristics of a Task Oriented Director

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Task oriented directors are very focused and committed to reaching the goals and objectives set out in the corporate strategic plan. These directors are very detailed oriented in defining the steps necessary for corporate management to undertake to reach their objective. Boards need task oriented members to function at very high levels with a tight focus on the goal.
Task oriented directors are very focused and committed to reaching the goals and objectives set out in the corporate strategic plan. These directors are very detailed oriented in defining the steps necessary for corporate management to undertake to reach their objective. Boards need task oriented members to function at very high levels with a tight focus on the goal.

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Published by: Dr. Earl R. Smith II on Dec 13, 2008
Copyright:Attribution Non-commercial

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07/17/2010

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Characteristics of a Task Oriented Director
By Dr. Earl R. Smith IIDrSmith@Dr-Smith.comwww.Dr-Smith.com Task oriented directors are very focused andcommitted to reaching the goals and objectives setout in the corporate strategic plan. These directorsare very detailed oriented in defining the stepsnecessary for corporate management to undertake toreach their objective. Boards need task orientedmembers to function at very high levels with a tightfocus on the goal. Task oriented directors will have very deep technicalskills and a very high-energy work pace. They will possess the skillsand attributes they are expecting in others on their team. Task orientedindividuals will be highly motivated and driven to achieve and willstrive to instill their team with the same level of enthusiasm for thetask. Task oriented directors will create excitement and positive actiondirected at solving or achieving their mission. Their focus on themission will allow few things to distract their attention. Any onequestioning their activities will encounter opposition. The task orienteddirector will seem single-minded in their efforts until they haveachieved their goal. Task oriented directors are capable of managing several strategies atonce, however they will tend to line each strategy up and ensure noneof the activities are counter-productive to the others they are engagedin. Task oriented directors will likely expect corporate management todevise methods for training and motivation, leaving the director tofollow-up on results and attainment levels. Task oriented directors are assertive and prone to take action. Once adirection is set, task oriented directors take up the challenge with littlethought for failure. Innovation is an attribute of this leadership styleand essential in corporate management as long as the innovationmoves the corporate strategy forward. Task oriented director’s oftenfoster risk-taking in corporate management, stemming from thedirector’s enthusiasm for accomplishment.Risk taking and innovation are often tools young corporations use toover-take competition. Innovation is a growth tool, and directorsinspiring innovation in their company often cause their company to
 
leap frog competitors. Task oriented directors must always bereminded of the need to allow corporate management to fail whentaking risks to reach the goals set by the board. The task-orienteddirector is likely to push their team hard to perform at their peak level. This leadership style is often autocratic and blind to forces workingagainst the directors objectives.Directors that are task oriented excel at special projects and arealways looking for the next challenge. Companies in a fast-growthphase benefit from directors with a tight focus on one aspect of thebusiness. Companies that have reached the pinnacle of their industryneed task oriented directors to encourage innovation and to push thecompany to new levels of performance.Succession committees and Nominating committees shouldunderstand the focus task oriented directors bring to the board of directors. All directors are leaders and have their own leadership style. The Succession committee and the Nominating committee mustunderstand the balance needed on the board to achieve thecomposition best suited to resolve the issues the board will likely face.Members of the Succession committee and Nominating committeemust have a thorough understanding of the board’s vision andstrategy. Members must also have a sense of direction and anunderstanding of the business cycle of the company and industry. Insearching for new leadership, whether replacing board members orreplacing the CEO, members must look at the needs of the company asthe first criteria. New board members will change the way the boardworks to enhance the shareholder’s investment. The committee’s job isto ensure the change will be for the best interest of the corporation.~~~~~~~~~~Related Articles:
Successful Board Assessment Models~~~~~~~~~~Dr. Smithis a proven senior executive, successful entrepreneur,published author and public speaker. He serves on boards of directors

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