COMPETING VALUES LEADERSHIP ROLES.

Running head: COMPETING VALUES LEADERSHIP ROLES
COMPETING VALUES LEADERSHIP ROLES
Name of the Student
Name of the University
Author Note

1COMPETING VALUES LEADERSHIP ROLES
The competing values framework provide essential graphic representation of the balanced
leadership qualities that a person can possess. In accordance with the same essential insights can
be develop in regards to the further development of the leadership skills of any person (Quinn et
al. 2014).
As can be seen through the pic the four developmental areas of compete, create,
collaborate and control are not same. Hence, it becomes important that I pay more attention
towards the development of the other areas. Especially, it can be seen that the area of
collaboration is an area where I need to improve. The problem area identified are mentor role
and innovator role (Jackson 2016). Working in the hospitality and tourism sector, I believe my
communication and interaction skills have definitely increased. I believe that I am slightly in
balance but need to make it more stable in the future. According to Quinn et al. (2015) this
means that I might not be able to optimally manage the people that I will supervise. The
facilitator role and the monitor role are essential areas of strength. The mentor role and innovator
roles are crucial weaknesses that need to be addressed. It is important to understand that the
organizations working in the hospitality sector need to employ efficient leaders to help them
improve their functional efficiency. I have however, been able to effectively nurture the other
qualities that I require for my work in the hospitality industry.
In conclusion, I can say that I am in the right path but need to improve my role as a leader
and a mentor. In order to do the same I would need to greatly improve my communication levels.
In the end I would be able to establish myself in the industry this way.

2COMPETING VALUES LEADERSHIP ROLES
References
Jackson, D., 2016. Re-conceptualising graduate employability: the importance of pre-
professional identity. Higher Education Research & Development, 35(5), pp.925-939.
Quinn, R.E., Bright, D., Faerman, S.R., Thompson, M.P. and McGrath, M.R., 2014. Becoming a
master manager: A competing values approach. John Wiley & Sons.

3COMPETING VALUES LEADERSHIP ROLES
Figure 1: Competing values leadership
(Source- As provided by the Author)