Kundi Raja begins the discussion by categorizing Greg Bock as a styles approach leader – however much this is accurate, there is proof of the same in the audio excerpt. Being that chief Bock was not more than two years old in his firefighting job station, his mannerism of leadership, from the way he himself describes it, takes on a behavioral approach. With regard to Raja’s extrapolation of the general reactance and temperament of chief Bock towards the public (including the interviewer), the discussion touches only on one channel.
The writer has focused on chief Bock’s leadership practice towards his subordinates, but has not quite accentuated the reason as to why chief Bock is this way towards his subjects. Indeed, various behavioral schisms ought to be likened to something, either conscious, subconscious, or altogether unconscious. Jung (2010) calls the philosophical conjecture that explains human conformity to natural law causality – so that, if only statistically sound correlation preexists between cause and effect, then the causality only goes as far as to explain the natural aspect thereof. Otherwise, other factors need to be factored in to attribute to this correlation – Jung (2010) acknowledges the presence of another explicatory element. Raja narrowly crosslinks behavioral leadership to exposure to tasks and relationships as cited from Northouse (2012). This is true in its own right.
In furtherance of this ideology, Mosley (1998) touches on the challenge of diversity as being the causative agent for the occurrence of change and adaptability amongst “pluralistic workforces”. The emotional constructs of individuals in a multitudinous work environment differs, and hence the need for a universal docility from a behavioral leader. Raja provides a brief delineation of his typical workplace environment, and this perhaps relates to chief Bock’s case, as well as Northouse’s (2012) extrapolation of the leader-subordinate relationship. There are many hypothetical dispositions to explain leadership from the psychosocial point of it, and Raja has just but managed to scratch its surface.
References
Jung, C. G., Shamdasani, S., & Hull, R. F. (2010). Synchronicity: An Acausal Connecting Principle.(From Vol. 8. of the Collected Works of CG Jung)(New in Paper). Princeton University Press.
Mosley, A. L. (1998). A behavioral approach to leadership: implications for diversity in today's organizations. Journal of Leadership & Organizational Studies, 38-50.
