Your Perfect Assignment is Just a Click Away

Starting at $8.00 per Page

100% Original, Plagiarism Free, Customized to Your instructions!


The Kano Model Employee Improvement Leadership Style Response Discussion

The Kano Model Employee Improvement Leadership Style Response Discussion

Question Description


Choose one peer; provide insight to this individual based on the chapter reading; what might be helpful in his/her situation?

The Assignment

Part 1– Our employees are our internal customers. Refer to the Kano Model (Figure 16) in Chapter 6.

As a follower, please identify one of your current or former leaders in the workplace.

a) Discuss the satisfactionand performancedimensions for this leader regarding his/her followers.

b) Discuss the behaviors, relationships, systems, and processes that contributed to (or diminished) the excitement curve for that leader’s unit of accountability (i.e., dept., team, functional area, etc.).

c) Discuss potential improvements to the excitement curve based on leadership research (not just your opinions).

Part 2 – Go to Self-Assessments and click on the Dan Goleman leadership assessment; take the assessment.

a) After completing the assessment and reading about the 6 styles (pdf), discuss your dominant leadership style (s). How might your style contribute to (detract from) the ‘excitement curve’ (see Kano Model) in the current COVID environment (i.e., situational leadership)?

b) What might you do to ‘flex your style’ and create positive deviations in employee delight (i.e., exceed expectations)?

c) Which elements of the 6 styles do you need to adopt? Which style elements are not helping you?



Identification as a Follower

Reviewing my present career supervisor, it is somewhat easier to view their attributes as lacking, but only against an overlay of other leaders in similar roles. My present company supervisor, the head of the organization, is a dynamic leader with strong regard for corporate culture. They value hard work that matches their own charisma. Organizationally, they bring an excitement to new opportunities which give a uniquely high drive of performance to followers. This leader is very much someone that has developed a culture of satisfaction throughout the organization. However, their followers suffer in the evolution of climate.

Climate and culture differ in many ways but are universally important. Climate describes a shared perception of the individuals in the company, whereas culture involves people’s beliefs, values, and assumptions (Stolp & Smith, 1995). The leader in review here has a tremendous continual focus on culture but is unable to view climate as an equal necessity. The challenge, especially in the present, is that climate, or the perception of the followers, is almost more important. Our culture has naturally suffered being in a remote environment for so long now. But climate doesn’t necessarily have to be affected. But, when climate is not a focus, to begin with, then situations like the present suffer even more. Climate brings something that, unfortunately, is this leader’s weakness which is trust.

Rico, Alcover, and Barrasa (2005) discuss change-oriented leader actions by continually analyzing and modifying team climate accordingly and providing empowerment and delegation to followers. Again, this is a weakness of the leader here as they lack the trust naturally built in a positive climate which allows for these actions to take place. Mistrust which leads to limited empowerment and delegation opportunities is a hindrance to the excitement curve.

Improvements to this should improve a review of climate. For one, this could be as simple as understanding that climate and culture are different, which many leaders probably do not understand. Also, the improvement factors are relatively simple but take personal awareness.

Leadership Style

When I first started at my present firm, the organization leader had everyone take this leadership quiz. At the time, I tested high in the “commanding” category and, interestingly, the only other member of staff in that area was my supervisor, the chief executive. At that point in time, as I was in a role that was over much of the company employees, I agreed with that assessment. But over the past few years, my role and my idea of leadership have changed dramatically.

When taking this assessment now, I find myself deeply rooted in the “coaching” category. Again, I agree with this evaluation as it says a lot about who I am today. Frankly, I was a terrible leader as a commander. I believe that at that time I took that notion too seriously and was an “at all cost” type of leader. According to Goleman (2000), the commanding leader brings a negative climate to the organization. This justifies my earlier supervisor evaluation but certainly shows that I too was part of the issue, at least at the beginning of my tenure. As someone who understands that I have more personal value in the coaching behavior, I now bring more positivity with me, though my leadership within the organization has unfortunately suffered.

I do wish, however, that I could find an understandable balance within these two areas. Primarily, I feel that I could better understand my organization’s commanding leader. I have found that as a “coaching” leader, I greatly differ in my approach to that of a “commanding” leader. Because, by nature, the commanding leader is absolute in authority, they often don’t understand other approaches, especially a more positive approach such as coaching. It would be beneficial to better understand where the commonalities between these two are in order for each of us to lead effectively and without confrontation.


Goleman, D. (2000). Leadership That Gets Results. Harvard Business Review.

Rico, F., Alcover, C., & Barrasa, A. (2005). Change-oriented leadership, satisfaction and performance in work groups: Effects of team climate and group potency. Journal of Managerial Psychology, 20(3/4) , 312-328.

Stolp, S., & Smith, S. C. (1995). Transforming school culture: stories, symbols, values, and the leader’s role. ERIC Clearninghouse of Educational Management.

"Place your order now for a similar assignment and have exceptional work written by our team of experts, guaranteeing you A results."

Order Solution Now

Our Service Charter

1. Professional & Expert Writers: Eminence Papers only hires the best. Our writers are specially selected and recruited, after which they undergo further training to perfect their skills for specialization purposes. Moreover, our writers are holders of masters and Ph.D. degrees. They have impressive academic records, besides being native English speakers.

2. Top Quality Papers: Our customers are always guaranteed of papers that exceed their expectations. All our writers have +5 years of experience. This implies that all papers are written by individuals who are experts in their fields. In addition, the quality team reviews all the papers before sending them to the customers.

3. Plagiarism-Free Papers: All papers provided by Eminence Papers are written from scratch. Appropriate referencing and citation of key information are followed. Plagiarism checkers are used by the Quality assurance team and our editors just to double-check that there are no instances of plagiarism.

4. Timely Delivery: Time wasted is equivalent to a failed dedication and commitment. Eminence Papers are known for the timely delivery of any pending customer orders. Customers are well informed of the progress of their papers to ensure they keep track of what the writer is providing before the final draft is sent for grading.

5. Affordable Prices: Our prices are fairly structured to fit in all groups. Any customer willing to place their assignments with us can do so at very affordable prices. In addition, our customers enjoy regular discounts and bonuses.

6. 24/7 Customer Support: At Eminence Papers, we have put in place a team of experts who answer all customer inquiries promptly. The best part is the ever-availability of the team. Customers can make inquiries anytime.