Write-up 4

This paper has three parts and should be completed using this word document. After you have
completed your paper, please upload it to blackboard as a .doc or .docx file.

Your name: Mariah Chonis

Part 1: JFK – A Vision for the Future

Chapter 7 of your textbook discusses creating a vision, chapter 5 discusses attending to tasks
and relationships, and chapter 8 discusses creating a constructive climate. John F. Kennedy is
known as one of most visionary U.S. Presidents. Analyze his famous 1962 “Man on the Moon”
speech (posted under module 4) to see what made him an effective leader. Be sure to tie your
answers to the Northouse textbook.
1. What is JFK’s vision for the future?
Your response: John F. Kennedy envisions that America will continue to be not
just contributors, but leaders in innovations all over the world. He also envisions that
because of the space race, American will increase their space expenditure and create
jobs for its people. He envisions that the United States will make a huge difference.
2. What made JFK such an effective leader? How was he able to motivate and inspire?
Your response: He was effective because he related to his audience. He talked
about “this city of Houston, this state of Texas… was not built by those who waited and
rested.” He also makes small jokes throughout his speech including asking the audience
at Rice “why does Rice play Texas?” He makes the speech meaningful to the people
listening to it and they become more likely to listen to it and believe it.
3. Name the visionary characteristics illustrated in JFK’s speech.
Your response: Northouse (2018) talks about concern for production, meaning
that the tasks need to be created with the intent of thriving (p. 104). Kennedy talks about
“how far and how fast we have come.” He also addresses knowledge, progress, and
strength as the three things that the U.S. will need in order to survive. I think Kennedy
also hits synergy without directly addressing it. Synergy is the greater outcome of the
group over the individuals, but using the strength of each person to help the group
achieve (Northouse, 2018, p. 161). Kennedy’s speech is designed to make every single
person feel that they have the power to do something different or something more to
move the country forward.
4. How would you describe JFK’s Task-Relationship style? Where would you place him on
the continuum?
Your response: Kennedy related to his audience, and used a lot of colorful
metaphors and vivid language to paint a picture for them. Although he connected to
people, I think his goal was more about getting things done and becoming the leader as
far as space went. He says “the exploration of space will go ahead whether we join in it
or not.” I think he is trying to inspire action more than he is trying to come off as
relatable. If there were a scale 1-10 with 1 being task and 10 being relationship, I think I
would place him at a 3.
5. How did JFK try to set a positive tone for our country?
 Your response: He used strong language with his audience that made them feel
inspired. He told them that “ we will literally have reached the starts before midnight
tonight” when he was using one year to describe the span of human history. He also told
people that “we have felt the ground shake and the air shatter.” This sounds like it would
be used to describe an accomplishment, but he was using it as a jumping off point to
create more passion and say that there is so much more to come. Kennedy also uses the
famous quote from Mallory “because it is there.” He says “and this will be done in the
decade of the 60’s” which makes it sound like something incredible is going to unfold
right before students’ eyes.

Part 2: Personal Assessment

Complete the “Task and Relationship Questionnaire” (p. 111), the “Leadership Vision
Questionnaire” (p. 154), and the “Organizational Climate Questionnaire” (p. 177) and answer
the following questions:
*If you have the interactive eBook version of this text, log in to access the Leadership Profile
Tool. After completing this chapter’s questionnaire, you will receive individualized feedback and
practical suggestions for further strengthening your leadership based on your responses in this
questionnaire.
1. Report your scores on the three questionnaires.
Your response:
Leadership Vision … Trait: 43 Relationship:47 (Roughly Even)
Leadership Vision … Score: 40 (High)
Organizational Climate … Structure: 23 Norms: 22 Cohesion: 23 Excellence: 24 (All High)
2. How would you describe your own style in relation to task and relationship orientations?
What are your strengths and weaknesses?
Your response: I personally thought I was more task oriented before filling out the
questionnaire rather than split evenly. I enjoy personal relationships and talking to
people, but I often think that sometimes people can bring their relationships to work. If
I’m working with a group of my friends I’m able to leave the conversations and joking
aside to get tasks done and to make progress for the day. Some people aren’t like that
and become very distracted by the presence of people they have close relationships
with. I think my strength is that I’m dedicated and I aim to achieve, so if I’m at work things
will definitely get done. I stated before that other people may not be able to leave their
relationships at the door like I can, and I think that is a strength but also a weakness. I
find it hard to socialize and work to the best of my ability at the same time. If I don’t
hyper-focus I lose sight of the task ahead entirely.
3. What biases do you maintain regarding task style and relationship style? How do your
biases affect your leadership?
Your response: When I lived in Nebraska I worked at a high volume high-turnover
store. Because of this the relationships were not maintained well. People stayed at the
restaurant for six months to a year at most, so most of the relationships were brief and
friendly at most. This has given me a bias against making strong and lasting
relationships with people I work with because I always feel that they’re going to leave.
This could affect my leadership because people may think that I don’t want to make real
connections with them, which isn’t the case. The nice thing is that I now work at
Starbucks, and my team is amazing. Everyone gets along well, hangs out outside of
work, and cares about everyone else’s well-being. I am slowly changing my opinions and
views about relationship style leadership, and I think that’s why my score was more 50/50
than I expected it to be.
4. How would you describe your own values and purpose in life? In what way is your
leadership influenced by these values?
Your response: In my life I tend to value people who are determined or ambitious.
People don’t need to be on the move every single day making things happen, but I think
people should have something to strive for and something to live for no matter what it is.
I value peace and clarity. My purpose in life is to just be better every day and do better
every day to reach my goals and to be the person I strive to be. In my work I want people
to be determined. I want them to feel like they can achieve any goal they set for
themselves that day. I personally value a challenge, which helps me move away from my
daily tasks and become a better employee. I want my team to set goals beyond their daily
work tasks in order to further themselves and see what they can truly accomplish. I want
rules and roles to be clear and I want people to work together rather than against each
other. In my leadership I am sure to give clear direction and be open and honest, that we
there can be a certain level of peace and calm maintained at all times.
5. Creating a vision usually involves trying to change others by persuading them to accept
different values and different ways of doing things. Are you comfortable influencing
people in this way?
Your response: I would be comfortable if it was something that I already valued. I
don’t think I would be as valuable if I had to promote somebody else’s vision, because I
think that the passion has to come from within you. If it were a vision that I was already
aiming for and had already been introduced to and accepted as my own, it would be
easier. I am also more capable of influencing others if I feel that I know them. As for the
teams I mentioned in my earlier response, it would be easier for me to influence my
Starbucks team because I know their values and personalities better than the restaurant.
6. What are your strengths and weaknesses regarding establishing a constructive climate
for a group or an organization?
Your response: One of my biggest strengths is that I tend to understand
everyone’s strengths, weaknesses, and preferences. It is important to use everyone’s
strengths to further the team, and that helps propel everyone in the forward direction. As
far as weaknesses, I think that I really need to work on giving constructive criticism. It’s
something that I have to do every day. While I’m comfortable doing it, my sentence
usually starts out with “Hey, make sure you’re doing….” This is good, but I have recently
realized that you need to make the reason just as important as the procedure. For
example, at Starbucks it is a standard to shut the ice bin every single time you use it, so I
might say “Hey, please make sure you’re shutting the ice bin after every use because it’s
a health code violation.” This lets people know that you’re not just nagging them for little
things or trying to be rude. Instead they are made aware of what needs to be done, and
why it’s important for it to be done that way.
Part 3: Simulation
1. Report on your simulation progress and score at the end of level 3.
Your response: Level 14/14, Overall 680/1691 points.
2. Reflect on your experience completing level 3 of the leadership simulation. Was there
anything that you found particularly difficult? Anything that surprised you? What insights
have you gained so far from completing this simulation?
Your response: This level was more about resistors and catalysts. Something I
thought was kind of difficult was deciding whether or not to cancel the breakfast with
people who were enthusiastic. I didn’t realize that meeting with both was an option, and I
thought the text made it sound like you were supposed to cancel. I also answered wrong
about whether or not to include, confront, or invite Anthony when you thought another
company was trying to take him. I thought confront would be the best option for the sake
of transparency, but it is important to invite someone to development training and help
them feel secure and comfortable. This way he would have less of a reason to leave and
he would also be more comfortable sharing his concerns.
3. How could you use the concepts discussed in this simulation in your job today? Relate
these concepts to the other course materials and to your own experiences.
Your response: I think the most important thing I learned this module was that it’s
important to get people engaged early on. If people feel included and important from the
jump they’re more likely to stay and feel like a part of the team. This is a key for me as a
trainer at Starbucks and as a supervisor. I have the power every day to make someone
feel valued, which only benefits my team later.

References

Northouse, P. G. (2018). Introduction to leadership: concepts and practice (4th ed.). Los Angeles: SAGE.