Category: Memo
A memorandum, more commonly known as a memo, is a short message or record used for internal communication in a business. Once the primary form of internal written communication, memorandums have declined in use since the introduction of email and other forms of electronic messaging; however, being able to write clear memos certainly can serve you well in writing internal business emails, as they often serve the same purpose.

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Every organization is made up of a team of workers, each with a certain task to accomplish. It comprises a group of two or more people working mutually to accomplish a particular objective or develop a product. Therefore, members of a team need to work jointly to achieve the team’s goals. Also, the effectiveness of an organization depends on the commitment of the team members and the type of leadership. However, leadership style is peculiar and suitable for a particular situation. Therefore, this memo provides an evaluation of team members Dave, Ashley, Dan, Darwin, and Andres based on the personality assessment questionnaire. This paper also evaluates the situation based on urgency and culture. Additionally, it discusses leadership approaches based on situations and individuals.

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According to the questionnaire’s findings, Dave is suitable to be an envisioned mentor. People who have the ENFJ (extroverted, intuitive, feeling, or judging) personality normally enjoy being in a team. Also, people with such personality traits normally ensure that the wants of other members of the team are met. Such people are also good relationship makers who always put the needs of others at the front line. Dave is a person who does what his colleagues expect from him as a leader. According to ENFJ, it is clear that Dave will do his best since these traits presuppose doing well to others for a positive impact on the organization. Additionally, as for ENFJ, Dave is a focused individual who understands and cares for other people; therefore, he can compel his peer to accomplish the team’s objectives (Robbins & Coulter, 2012). Also, Dave can motivate his peers by supporting, loving, and giving them ample time. In other words, Dave is a gregarious person who has the enthusiasm and charisma to inspire his peers to accomplish the team’s goal. Dave is an eloquent persuader who can induce his peers to realize the team’s objectives.

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On the other hand, ISFJs (introverted, sensing, feeling, or judging) are regarded as general helpers who share their time, knowledge, and energy with anyone in the team who needs their assistance. Ashley is kind, gregarious, loyal, practical, and thoughtful. With MBTI type, Ashley usually needs time alone to reflect and recharge, but she is not shy as most people claim. However, some ISFJs are shy and thus communicate their ideas to one person or a few people in a group. Ashley’s decision-making process is usually slow, but she decides after a critical thought on the subject. People like Ashley take time when offering assistance since they do not like leaving things half-completed. ISFJs are very keen and also thorough when adjusting to the current situation to attain the team’s goals. This makes Ashley supportive to her peers by directing her attention to their needs. Thus, she will consider her needs only after satisfying their needs. Ashley accommodates her peer since she has no pleasure in conflict.

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Dan’s decision-making is fast and apparently impersonal. With MBTI type, ENTJs (extroverted, intuitive, thinking, or judging) are people who normally see disorganization not as a challenge only, but as something that drags energy and time away from all their upcoming objectives. Dan can excel in organizing and executing long-term plans in accomplishing the team’s goals. Therefore, Dan prefers taking many responsibilities and enjoys decision-making power. Additionally, Dan is democratic about views and will always be willing to accept new perspectives. Conversely, he sometimes commands when it comes to a decision-making process. He also enjoys solving tough problems and has the ability to organize his peers and resources strategically to realize an organization’s goal on time since he is a critical thinker with an intuitive sense of organizational objectives. Moreover, Dan has a clear vision and would advocate for the team’s improvement.

ENTPs (extroverted, intuitive, thinking, or perceiving) are people who rarely ignore any chance or opportunity to learn a fresh thing. With MBTI type, ENTP, Darwin’s decision-making is fast in regards to the new system information. In other words, Darwin is enthusiastic about new potentials and prospects of realizing the team’s goals. Additionally, he is zealous and vivacious, which helps him in realizing the team’s goals. His decision-making is based primarily on new opportunities that can aid in accomplishing the team’s objectives and then on hypothetical accuracy. Therefore, Darwin likes having several models as guiding principles in achieving the team’s goals. Additionally, Darwin usually influences his followers by equipping them with new ideas and alternatives, which may lead to the team’s improvement. In short, he solves problems with wide-stretching resolution; therefore, he may be referred to as an explorer and inventor (Berens, 2000).

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Lastly, according to the research findings, Andres is a private, creative, introspective, and highly idealistic individual who has a constant desire to realize the team’s goals. With MBTI type, INFP, Andres is determined to assist his peers and humanity at large since an INFP’s individual tends to be compassionate and empathetic, hence he performs a noble task to help society. The time it takes Andres to make a decision is determined by the implications of actions to take. For instance, his decision can be faster if the actions at hand will not violate the team’s value. In other words, he tends to gather a lot of information, test a lot of ideas, and implement the one which aligns with the team’s objectives; hence he is known as a harmonizer and clarifier.

Most of the firms that are doing better currently are the ones that have moved their operation mode from slower rate to urgency. The team leaders are all expected to have an acceleration power. This means that immediately after getting started, they should keep all the firm’s operations moving at a high pace. This entails the team manager or leader always identify any hindrance and eliminate it. The urgency here would be implemented by making sure that the manager keeps good visibility of everything that the team members are doing. For instance, depending on the nature of the job, this may be facilitated by using online software. Additionally, to improve the urgency and culture a manager should develop an atmosphere that is result-focused and not job-focused. For instance, the use of meetings would ensure that urgency is catered for in the department. This is because every team player within an organization has a certain role. However, completing the roles is not the aim, but the outcome is the teams’ objective. The logic of urgency will therefore yield the expected results. The department would therefore require a leader who has a sense of achievement, assessment and who can communicate the reason for having urgency via characters, words, and actions (Robbins & Coulter, 2012). He or she should try to eradicate the team’s non-urgent errands, assign more work, talk with urge and even walk faster as a sense of showing purpose.

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There are approaches that every leader should adhere to to be successful. The leadership theories normally concentrate on skill levels and situational aspects.

  • Firstly, some situational leaders select the right action for a certain situation. This is very important in decision-making (Hosking, 1981). For instance, Ashley takes time before she starts performing her task since she believes in completing the task in the right way. She poses situational leadership since she is good at decision-making. The situational leadership approach states that managers choose leadership styles based on a situation. The primary concern of this theory is leadership behavior, which is a code of conduct of a leader towards work and team members (Murugan, 2004).
  • Secondly, management theories focus largely on the task of team performance, organization, and supervision. Based on this theory team leaders motivate the followers by rewarding them. Dave is one of the leaders who believe in doing what the team players expect. Therefore, Dave would best fit under management theories since he rewards those who perform better. Moreover, Darwin, Dan, and Andres best fit relationship theories because they all believe in transformation. They all have good relationships between themselves and with the followers (Yukl, 1970). They work towards the performance of team members. However, Dave can also be regarded as a transformational leader because he works for the good of his workers. He always does what the team members want.

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Contingency theory is another approach that matches leadership behavior with the situation, but it harmonizes leadership behavior to a particular situational variable (Hosking, 1981). For example, leadership to member relation determines the level of loyalty of members to their leader, and favorite conditions given by the leadership to them. Andres will also best suit this type of theory since the theory believes in doing the right thing according to the current situation (Yukl, 1970). Since Andres’s decision-making is faster, it means she adheres to urgency.


In conclusion, there are several leadership styles suitable for different situations. These leadership styles are represented by the variables such as Dave, Ashley, Darwin, Dan, and Andres. Therefore, I conclude that there is no good leadership style, but each of them is unique and suitable for a given situation at hand. For instance, Dave is appropriate for executive duties while Darwin is appropriate for visionary ones.

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