What evidence is presented in this story that Bartz has good cognitive skills?
The text indicates that Bartz possesses knowledge of her task, insight, creativity, and possibly problem-solving abilities.
Mental capabilities are extremely important for a successful leader. DuBrin describes several of them: creativity (the innate ability to find unusual solutions), insight (a deep understanding of people and situations that interlaces with intuition), and farsightedness and conceptual thinking (long-term and system thinking). Analytical intelligence and business-related knowledge appear to be a basis for the leader’s activities.
Bratz is introduced as a person possessing insight: it is stated that her deal with Microsoft invited criticism, but she could see that it was viable. The same action demonstrates her creativity, farsightedness, and conceptual thinking: she regarded the situation from an original point of view and as a system (taking into account internal and external aspects). The text reports her approach to be “working,” which may indicate her problem-solving ability (DuBrin 94). However, the fact that her method was working too slow to her superiors’ liking might show that her farsightedness was more appreciated than her ability to solve everyday problems.
To sum up, Bartz appears to be a very bright innovative leader, but her superiors were not satisfied with her performance under normal conditions.
Which personality traits does Bartz appear to possess?
Bartz appears to possess a number of traits (general and task-related), including self-confidence, authenticity, extraversion, enthusiasm and optimism, sense of humor, courage and passion, and flexibility.
DuBrin describes passion as the “dominant” trait of “effective leaders” and trustworthiness (together with authenticity as its part) as a characteristic that has multiple positive effects on employees. According to the author, self-confidence and optimism improve a leader’s performance and can be projected on employees. Flexibility, according to DuBrin, is necessary to facilitate change. Courage is necessary for initiative and taking risks.
Bartz possesses all these significant traits and many others. Her interest in executive life shows her as a courageous, enthusiastic, passionate, and self-confident person. Her deal with Microsoft demonstrated her readiness to introduce change. Her authenticity, extraversion, sense of humor, and self-confidence are shown by her language and messages, including honest words concerning Jobs. Her essential trait (she points it out herself) appears to be bravery, but what helps her to be brave seems to be her enthusiasm and passion.
To sum up, Bartz has a number of pronounced leadership personality traits, which makes her an attractive leader made of the “right stuff” (DuBrin 71).
What evidence is presented in this vignette that Hobson is charismatic?
In the text, Melody Hobson is described as a quite charismatic person who has the traits and skills of a charismatic leader and employs relevant strategies.
DuBrin terms charisma as a “special quality of leaders whose purposes, powers, and extraordinary determination differentiate them from others” or as a specific, “charming” person who has certain traits and can use particular techniques when working with people (107).
The text about Hobson is devoted to the personality that she demonstrates to people. She is a good-will ambassador, an idealistic person who works to improve the world around her, which describes her as a socialized charismatic (DuBrin 109). She has created a “network” of connections with people who might help her cause, which demonstrates her communication skills (DuBrin 112, 118). Her image is described as optimistic; she has a style and a symbolic approach to her work and life; the symbol of the tortoise and the idea behind it appear to be a part of management by inspiration (DuBrin 117).
It seems that charisma is difficult to define, but Hobson can be described as a “skillful actor” who presents an image that many people are likely to find appealing (DuBrin 108).
What evidence do you see that Hobson has a vision?
The text provides a clear definition of the vision of Hobson that includes the mission of providing the opportunity for a carefree retirement of black people.
DuBrin describes a vision as “different and better future conditions and ways to achieve them” (114). The vision is supposed to be ambitious achievable; it needs to offer a greater cause to business than making money, and it should be clear and relatively constant.
Melody Hobson’s vision of the better future consists of “seeing black grandmothers in their bathing suits at the beach, retired comfortably” (DuBrin 120). In other words, she wants to improve the financial position of African-American people and intends to achieve it by encouraging their communities to invest in mutual funds. The image of prosperity is a goal that is above mere money-making; it is timeless since the issues of poverty and retirement are always noticeable; it is constant since it is a mission that Hobson actively pursues. It is also ambitious (the improvement of the financial position of all African Americans) but achievable since Hobson suggests a clear way of pursuing it.
To sum up, Hobson has a vision that corresponds to the criteria that are enumerated by DuBrin.
Works Cited
DuBrin, Andrew J. Leadership. Mason, Ohio: Cengage Learning, 2012. Print.