Peer Reviewed by Christina R. Kalel /
Edited by Dr. Brandy A. Brown and Romi C. Wittman / This paper analyzes Michael McDonald, a leader in the
nonprofit sector in Tucson, Ariz., through the lens of leadership
effectiveness. The analysis was written after a personal
interview with McDonald, during which he answered
questions in regard to leadership.
The analysis covers his personal view on leadership and
the key roles and responsibilities that he feels are associated
with leading. His leadership skills and characteristics
are also examined. The analysis discusses McDonald’s
communication style, conflict style, and personality type.
The sources of leader power specific to Michael McDonald
in his current professional role are also explored.
|UA South Organizational Leadership
|The University of Arizona.
|University of Arizona
|Copyright © is held by the author. Digital access to this material is made possible by the UA South Organizational Leadership program and the University Libraries, University of Arizona. Further transmission, reproduction or presentation (such as public display or performance) of protected items is prohibited except with permission of the author.
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