The document discusses various leadership styles and components of effective leadership. It describes three main leadership styles - authoritarian, participative, and delegative - and explains that good leaders use all three styles depending on the situation and forces involved. It also discusses factors like follower characteristics, communication, motivation, and trusting relationships as keys to effective leadership.
The document discusses the differences between managers and leaders. It provides definitions showing that managers are responsible for controlling and administering organizations, while leaders guide and inspire others. Managers focus on executing plans and maintaining stability, whereas leaders set new directions and cultivate change. Both are needed - managers ensure smooth operations while leaders drive innovation and progress. Smart organizations recognize the distinct and complementary roles of both managers and leaders.
Leadership skills and its impact on organizational performancePreet Gill
Introduction and definition of leadership, leadership styles, how to measure organizational performance, and also explained the relationship between leadership styles and organizational performance.
The document discusses organizational design and outlines several key points:
1) It contrasts mechanistic and organic organizational structures and explains how factors like strategy, size, technology, and environment affect design.
2) It describes common traditional designs like simple, functional, and divisional structures and contemporary designs like team, matrix, project, virtual and boundaryless organizations.
3) A learning organization is defined as having the capacity for continuous learning, adaptation and change through knowledge sharing, team-based structures and a supportive culture.
§ This chapter explores how individual differences in personality, values, attitudes, and cognitive styles affect leadership. It examines the Big Five model of personality dimensions and how traits like extroversion, agreeableness, and conscientiousness correlate with leadership success.
§ Two specific personality traits, locus of control and authoritarianism, strongly influence leader behavior. Locus of control refers to whether a person sees outcomes as based on internal control or external forces, while authoritarianism indicates a preference for hierarchical relationships.
§ Understanding personality can help leaders work more effectively with different types of followers. Self-awareness of one's own traits is also important for leadership
Is your organization prepared for your leadership readiness gaps? According to Forbes Magazine, (11/17), only 25% of organizations have leaders ready to meet tomorrow’s business challenges.
There are 7 strategic decisions HR can make to properly build and deploy an effective leadership development program.
HR has a unique opportunity to engage as an important strategic partner for the business by insisting on a more formalized approach to leadership development. And, there's programs that work and programs that don't!
At the end of this webinar, participants will identify:
- The 7 Strategic Decisions to Walk Through for an Effective Leadership Readiness Program
- How to Build and Make the Case for Leadership Development within your Organization
- How to Design your Approach - including how to select participants and what components will be the best fit for your organizational goals
- Key Methods for Tracking Results and Measuring the ROI
The document discusses various leadership styles and components of effective leadership. It describes three main leadership styles - authoritarian, participative, and delegative - and explains that good leaders use all three styles depending on the situation and forces involved. It also discusses factors like follower characteristics, communication, motivation, and trusting relationships as keys to effective leadership.
The document discusses the differences between managers and leaders. It provides definitions showing that managers are responsible for controlling and administering organizations, while leaders guide and inspire others. Managers focus on executing plans and maintaining stability, whereas leaders set new directions and cultivate change. Both are needed - managers ensure smooth operations while leaders drive innovation and progress. Smart organizations recognize the distinct and complementary roles of both managers and leaders.
Leadership skills and its impact on organizational performancePreet Gill
Introduction and definition of leadership, leadership styles, how to measure organizational performance, and also explained the relationship between leadership styles and organizational performance.
The document discusses organizational design and outlines several key points:
1) It contrasts mechanistic and organic organizational structures and explains how factors like strategy, size, technology, and environment affect design.
2) It describes common traditional designs like simple, functional, and divisional structures and contemporary designs like team, matrix, project, virtual and boundaryless organizations.
3) A learning organization is defined as having the capacity for continuous learning, adaptation and change through knowledge sharing, team-based structures and a supportive culture.
§ This chapter explores how individual differences in personality, values, attitudes, and cognitive styles affect leadership. It examines the Big Five model of personality dimensions and how traits like extroversion, agreeableness, and conscientiousness correlate with leadership success.
§ Two specific personality traits, locus of control and authoritarianism, strongly influence leader behavior. Locus of control refers to whether a person sees outcomes as based on internal control or external forces, while authoritarianism indicates a preference for hierarchical relationships.
§ Understanding personality can help leaders work more effectively with different types of followers. Self-awareness of one's own traits is also important for leadership
Is your organization prepared for your leadership readiness gaps? According to Forbes Magazine, (11/17), only 25% of organizations have leaders ready to meet tomorrow’s business challenges.
There are 7 strategic decisions HR can make to properly build and deploy an effective leadership development program.
HR has a unique opportunity to engage as an important strategic partner for the business by insisting on a more formalized approach to leadership development. And, there's programs that work and programs that don't!
At the end of this webinar, participants will identify:
- The 7 Strategic Decisions to Walk Through for an Effective Leadership Readiness Program
- How to Build and Make the Case for Leadership Development within your Organization
- How to Design your Approach - including how to select participants and what components will be the best fit for your organizational goals
- Key Methods for Tracking Results and Measuring the ROI
This document discusses various structural dimensions in organizations, including complexity, differentiation, formalization, and centralization. It defines these concepts and explores their interrelationships. Complexity refers to the amount of differentiation, which can be horizontal, vertical, or spatial. Horizontal differentiation includes specialization, departmentalization, and the division of labor. Formalization standardizes jobs through techniques like selection, role requirements, and rules/procedures. Centralization concentrates decision-making at a single point versus decentralization. The relationships between these dimensions, like how horizontal differentiation impacts formalization, are important to understand organizational design.
The document discusses modern theories of leadership. It argues that leadership is situational and depends on relationships and context rather than inherent traits. An effective leader adapts to their environment, communicates openly with followers, and understands their own strengths and limitations. The ideal leader holds space for others by helping people think critically and enlarging possibilities, rather than being a heroic transformer. Modern leadership focuses on accountability, coaching, support, and empowering willing followers rather than demanding compliance.
Major factors driving organizational growth include globalization, information technology, and managerial innovation. Globalization has impacted markets and how organizations function. Information technology is changing how work is performed and transmitted. Managerial innovation has led to new organizational forms like networks and strategic alliances in response to globalization and technology. Organizational development plays a significant role in helping organizations change, assess themselves, and transform to operate effectively in today's highly competitive environment.
This document summarizes Bolman and Deal's four frames for organizational analysis: structural frame, human resource frame, political frame, and symbolic frame. The structural frame focuses on goals, roles, tasks, and coordination. The human resource frame examines individual/group needs, skills, relationships, and motivation. The political frame looks at power, influence, coalitions, and competition. The symbolic frame analyzes culture, rituals, heroes, myths, and meanings within an organization. Each frame provides a different lens for understanding and analyzing organizational change.
Impact of leadership on organizational performanceFaheem Ulhaq
The document summarizes a study that investigated the impact of leadership behaviors on organizational performance in Polymer container, a manufacturing company in Faisalabad. The study collected data through questionnaires from 29 of the company's 54 employees. The results showed there is a strong impact of leadership behaviors on organizational performance. Specifically, the CEO's democratic and transactional leadership style that focuses on employees was found to be a major reason for the company's success.
Authentic leadership is defined as leaders who have high integrity, deep purpose, and stay true to their core values. It is a complex process that emphasizes qualities that make leaders believable and trustworthy. There are three ideas of authentic leadership - intrapersonal focuses on self-knowledge, developmental can be nurtured over time, and interpersonal is created between leaders and followers. The four core components are self-awareness, internalized moral perspective, balanced processing, and relational transparency. Five key characteristics are being self-aware, genuine, results-driven, focused, and empathetic. Authentic leadership builds trust, positive relationships, consistency, and high ethical standards.
The document discusses how leadership values focus on "doing the right things" and emphasizes moral and ethical dimensions of leadership. It outlines key leadership values like integrity, trust, courage, honesty, responsibility, and accountability. The document also examines how values develop, examples of core values, and how values impact a leader's decisions and perceptions of success.
Strategic leadership refers to a manager's potential to express a strategic vision for the organization, or a part of the organization, and to motivate and persuade others to acquire that vision. Strategic leadership can also be defined as utilizing strategy in the management of employees.
Leadership is a process that involves influence over a group of people with shared goals. The trait approach studies characteristics of leaders. Early theories focused on innate qualities of great leaders but research now shows traits interact with situational demands. Key traits include intelligence, self-confidence, determination, integrity, and sociability. The Big Five model also links extraversion and conscientiousness to leadership. However, the trait approach is limited as it does not account for situational effects and fails to specify which traits are important in different contexts.
This chapter discusses theories of leadership traits and behaviors. It introduces the trait approach which suggests that certain personal traits like optimism and integrity are associated with effective leadership. However, traits alone are not enough to guarantee success. Behavioral theories focus on what leaders do rather than inherent qualities. Key behaviors explored include autocratic vs democratic leadership styles as well as consideration for people versus focus on tasks. Overall leadership effectiveness depends on the situation, combining different traits and behaviors as needed.
The document discusses team building and effective teamwork. It provides 12 tips for successful team building, characteristics of effective teams and team members, and qualities that make a team successful. It emphasizes that teamwork does not come naturally and requires commitment from all employees. Effective team leaders develop leadership in others and value each member's contributions to achieving shared goals.
In today’s ever evolving business world, quality leadership is now recognized as a key factor in whether an organization will ultimately succeed or fail. More and more businesses are now hiring those individuals who possess Transformational Leadership skills to drive their company towards long-lasting success.
Ultimately, a Transformational Leader is one who empowers and develops the people they lead to become leaders themselves, and challenges them to bring out their best and take greater ownership of their work.
We’ve identified 6 Core Values of a Modern Day Transformational Leader:
#1 Community, Cooperation
Fundamental to Transformational Leadership is the ability to foster a sense of community via collaboration with peers and amongst their team.
Transformational leaders value cooperation over competition. They embrace the philosophy that only through cooperation can we create more effective solutions to complex challenges. Transformational Leaders view the world as an Interconnected System and recognize that there is a Natural Order that guides Emergence or punctuated shifts.
#2 Social Responsibility
Social responsibility refers to a viewpoint that an organization or individual has an obligation to act to benefit society at large. Being socially responsible creates trust, a good image and helps to foster a positive reputation for your company.
In order for an organization to be socially responsible, they must adopt a perspective of Wholism and a “Global World View.” Transformational Leaders recognize that the part reflects and contains the whole. They value doing their part to be socially responsible and recognize that this opens up new relationships and opportunities. Ultimately, social responsibility helps to build a foundation of community and a culture that people can get behind.
#3 Service-Oriented Leadership & Altruistic Motivations
Transformational Leaders value service-oriented leadership and are actively involved in creating a better way of life.
Fundamental to this attitude is the underlying principle that they are driven by a connection to a deeper sense of purpose and meaning as a leader. As author Lewis Carroll once wrote, “One of the deep secrets of life is that all that is really worth the doing is what we do for others.”
#4 Balance, Equality, & Diversity
All three of these core values of transformational leadership seek to harmonize and unite differences.
Transformational Leaders understand the importance of embracing diversity as a key to co-creative alchemy, especially in regards to Gender Balance & Ethnic Equality.
#5 Optimism Towards Future
Transformational Leaders have a positive mindset and are optimistic yet realistic about the future.
They have an Abundance Mentality, meaning they understand there are always new chances and opportunities, mixed with Idealism, and Mindful Activism.
#6 Whole-Process Learning
Transformational Leaders have developed the ability to utilize Whole Brain
This document discusses 5 basic types of organizational structures: functional, divisional, matrix, line and staff, and project. The functional structure groups employees by their specialized function. The divisional structure groups employees responsible for a particular product or market. The matrix structure combines functional and divisional structures with dual reporting relationships. The line and staff structure combines a centralized approval structure with specialized support staff departments. Finally, the project structure organizes employees into teams dedicated to completing specific projects.
The document discusses values-based leadership and the importance of organizational values. It provides definitions of values and explains how values influence culture and performance. Values are described as concepts that unite individuals, while beliefs can separate them. The document also discusses how to measure organizational culture and leadership values using tools like the Cultural Values Assessment. It emphasizes that transforming culture begins with transforming leadership consciousness and values. High-performing companies are values-driven and promote employee engagement.
The new leadership paradigm Richard Barrett and Ashley MundayBarrett Academy
The document discusses the need for a new leadership paradigm to address global challenges. It argues that the current paradigm of separating the world into public, private and social sectors creates barriers and that leaders need to work together across these sectors. The new paradigm requires a shift from self-interest to the common good and being the best for the world, not just the best in the world. It also discusses how evolution can teach three universal principles and five strategies relevant to this new leadership paradigm.
Foundations Of Group Behavior | Types Of Groups | Roles in Groups | FaHaD .H. NooR
The document discusses several topics related to group behavior, including defining different types of groups, the stages of group development, how roles and norms influence behavior, and how factors like size, cohesion, and diversity impact group effectiveness. It also compares decision-making techniques and their strengths and weaknesses. Overall, the document provides an overview of key concepts in understanding group dynamics and behavior in organizational settings.
Sample Assignment on Leadership & Management DevelopmentAdam Jackson
The document discusses leadership and management development (LMD) issues in two merging research organizations. It identifies key issues like demotivated managers and a lack of effective leaders. After the merger, communication issues may arise due to different cultures and backgrounds of the combined 1400 employees. The new company, Restec, aims to focus on developing a unified culture, professional management, and international leadership to achieve strategic goals. Approaches to LMD include power and role-based cultures, democratic leadership style, and a functional structure to enhance skills. Ethical considerations for planning include respecting trade unions and avoiding discrimination.
Organization development (OD) practitioners can be internal or external consultants who offer professional services to organizations. They specialize in fields like organization design, quality management, and business strategy. They help managers apply OD concepts in their work areas. Effective OD practitioners have strong interpersonal, conceptual, analytical, and consultation skills. They understand theories of planned change and how to design and implement interventions. Practitioners must manage relationships with external stakeholders and understand power dynamics and value conflicts between organizations. They are expected to promote collaboration while also considering competitive pressures. Practitioners must perform their helping role ethically and avoid misconduct or abusing their professional power and clients.
Professional Development PlanLeadership as a vocation .docxbriancrawford30935
Professional Development Plan
Leadership as a vocation requires a commitment to professional excellence and integrity, which can be achieved through establishing habits of self-reflection, life-long learning, and professional development. The purpose of this assignment is for you to reflect on where you currently are in your leadership capabilities; define where you want to go; and specify goals, plans, and a timeframe for achieving your professional objectives. Your professional development plan will be composed of three parts: Vision, Goals/Objectives, and Plans.
Vision:
The ability to create, communicate, and compel vision is critical to inspiring and effective leadership. While ultimately many leaders are responsible for developing visions to guide complex organizations, effective leadership begins on a much more personal level—a vision of yourself as a leader. Who are you and who do you want to become in your field or sphere of influence? Once you are clear about that, you can then confidently establish how you will help others and your organization achieve their visions.
Your leadership vision is based on a number of factors including your attitude, values, personal beliefs, guiding principles, and how you behave. It may also be influenced by theoretical, philosophical, or religious frameworks and the leadership traits, values, and behaviors of others. A leadership vision is also dynamic. No great leader ever "arrived." Those who have adopted leadership as their vocation can spend a lifetime in self-reflection in order to continue to learn and more effectively motivate and inspire others.
Spend some time reflecting below on where you currently are in your leadership capabilities, what you have learned about leadership in the course, and how you want to develop and improve as you continue your leadership studies and move forward in your field. Review the document “Essential Leadership Competencies” for an overview of the scope of effective leadership capabilities.
Reflection:
Vision:
Then, in 300-500 words, briefly articulate your vision for yourself as a leader 3-5 years from now. Where do you want to be? What kind of leader do you want to become?
Goals/Objectives:
After you have stated your vision, create five to eight leadership goals/objectives you will strive to meet in the next 3-5 years. Try to formulate at least one goal/objective related to the four major leadership competencies included in "Essential Leadership Competencies": self-leadership, leading others, leading an organization, and leadership as a vocation. Include a brief justification for each goal/objective to explain how it will help you achieve the qualities of professional excellence and integrity required of excellent leaders.
Plan:
Specify activities you will engage in to achieve your goals/objectives. You may find it helpful to research professional development activities in your field or organization to determine what resource.
My Experiences After Attending The Practice Of Public...Julie Brown
The document discusses the author's experiences after taking a public health leadership course in 2015. The author learned that effective leadership depends on teamwork, recognizing strengths and weaknesses, and incorporating diversity. Personal reflection and knowing oneself are also important lessons. The course challenged, developed, and inspired the author as a leader.
This document discusses various structural dimensions in organizations, including complexity, differentiation, formalization, and centralization. It defines these concepts and explores their interrelationships. Complexity refers to the amount of differentiation, which can be horizontal, vertical, or spatial. Horizontal differentiation includes specialization, departmentalization, and the division of labor. Formalization standardizes jobs through techniques like selection, role requirements, and rules/procedures. Centralization concentrates decision-making at a single point versus decentralization. The relationships between these dimensions, like how horizontal differentiation impacts formalization, are important to understand organizational design.
The document discusses modern theories of leadership. It argues that leadership is situational and depends on relationships and context rather than inherent traits. An effective leader adapts to their environment, communicates openly with followers, and understands their own strengths and limitations. The ideal leader holds space for others by helping people think critically and enlarging possibilities, rather than being a heroic transformer. Modern leadership focuses on accountability, coaching, support, and empowering willing followers rather than demanding compliance.
Major factors driving organizational growth include globalization, information technology, and managerial innovation. Globalization has impacted markets and how organizations function. Information technology is changing how work is performed and transmitted. Managerial innovation has led to new organizational forms like networks and strategic alliances in response to globalization and technology. Organizational development plays a significant role in helping organizations change, assess themselves, and transform to operate effectively in today's highly competitive environment.
This document summarizes Bolman and Deal's four frames for organizational analysis: structural frame, human resource frame, political frame, and symbolic frame. The structural frame focuses on goals, roles, tasks, and coordination. The human resource frame examines individual/group needs, skills, relationships, and motivation. The political frame looks at power, influence, coalitions, and competition. The symbolic frame analyzes culture, rituals, heroes, myths, and meanings within an organization. Each frame provides a different lens for understanding and analyzing organizational change.
Impact of leadership on organizational performanceFaheem Ulhaq
The document summarizes a study that investigated the impact of leadership behaviors on organizational performance in Polymer container, a manufacturing company in Faisalabad. The study collected data through questionnaires from 29 of the company's 54 employees. The results showed there is a strong impact of leadership behaviors on organizational performance. Specifically, the CEO's democratic and transactional leadership style that focuses on employees was found to be a major reason for the company's success.
Authentic leadership is defined as leaders who have high integrity, deep purpose, and stay true to their core values. It is a complex process that emphasizes qualities that make leaders believable and trustworthy. There are three ideas of authentic leadership - intrapersonal focuses on self-knowledge, developmental can be nurtured over time, and interpersonal is created between leaders and followers. The four core components are self-awareness, internalized moral perspective, balanced processing, and relational transparency. Five key characteristics are being self-aware, genuine, results-driven, focused, and empathetic. Authentic leadership builds trust, positive relationships, consistency, and high ethical standards.
The document discusses how leadership values focus on "doing the right things" and emphasizes moral and ethical dimensions of leadership. It outlines key leadership values like integrity, trust, courage, honesty, responsibility, and accountability. The document also examines how values develop, examples of core values, and how values impact a leader's decisions and perceptions of success.
Strategic leadership refers to a manager's potential to express a strategic vision for the organization, or a part of the organization, and to motivate and persuade others to acquire that vision. Strategic leadership can also be defined as utilizing strategy in the management of employees.
Leadership is a process that involves influence over a group of people with shared goals. The trait approach studies characteristics of leaders. Early theories focused on innate qualities of great leaders but research now shows traits interact with situational demands. Key traits include intelligence, self-confidence, determination, integrity, and sociability. The Big Five model also links extraversion and conscientiousness to leadership. However, the trait approach is limited as it does not account for situational effects and fails to specify which traits are important in different contexts.
This chapter discusses theories of leadership traits and behaviors. It introduces the trait approach which suggests that certain personal traits like optimism and integrity are associated with effective leadership. However, traits alone are not enough to guarantee success. Behavioral theories focus on what leaders do rather than inherent qualities. Key behaviors explored include autocratic vs democratic leadership styles as well as consideration for people versus focus on tasks. Overall leadership effectiveness depends on the situation, combining different traits and behaviors as needed.
The document discusses team building and effective teamwork. It provides 12 tips for successful team building, characteristics of effective teams and team members, and qualities that make a team successful. It emphasizes that teamwork does not come naturally and requires commitment from all employees. Effective team leaders develop leadership in others and value each member's contributions to achieving shared goals.
In today’s ever evolving business world, quality leadership is now recognized as a key factor in whether an organization will ultimately succeed or fail. More and more businesses are now hiring those individuals who possess Transformational Leadership skills to drive their company towards long-lasting success.
Ultimately, a Transformational Leader is one who empowers and develops the people they lead to become leaders themselves, and challenges them to bring out their best and take greater ownership of their work.
We’ve identified 6 Core Values of a Modern Day Transformational Leader:
#1 Community, Cooperation
Fundamental to Transformational Leadership is the ability to foster a sense of community via collaboration with peers and amongst their team.
Transformational leaders value cooperation over competition. They embrace the philosophy that only through cooperation can we create more effective solutions to complex challenges. Transformational Leaders view the world as an Interconnected System and recognize that there is a Natural Order that guides Emergence or punctuated shifts.
#2 Social Responsibility
Social responsibility refers to a viewpoint that an organization or individual has an obligation to act to benefit society at large. Being socially responsible creates trust, a good image and helps to foster a positive reputation for your company.
In order for an organization to be socially responsible, they must adopt a perspective of Wholism and a “Global World View.” Transformational Leaders recognize that the part reflects and contains the whole. They value doing their part to be socially responsible and recognize that this opens up new relationships and opportunities. Ultimately, social responsibility helps to build a foundation of community and a culture that people can get behind.
#3 Service-Oriented Leadership & Altruistic Motivations
Transformational Leaders value service-oriented leadership and are actively involved in creating a better way of life.
Fundamental to this attitude is the underlying principle that they are driven by a connection to a deeper sense of purpose and meaning as a leader. As author Lewis Carroll once wrote, “One of the deep secrets of life is that all that is really worth the doing is what we do for others.”
#4 Balance, Equality, & Diversity
All three of these core values of transformational leadership seek to harmonize and unite differences.
Transformational Leaders understand the importance of embracing diversity as a key to co-creative alchemy, especially in regards to Gender Balance & Ethnic Equality.
#5 Optimism Towards Future
Transformational Leaders have a positive mindset and are optimistic yet realistic about the future.
They have an Abundance Mentality, meaning they understand there are always new chances and opportunities, mixed with Idealism, and Mindful Activism.
#6 Whole-Process Learning
Transformational Leaders have developed the ability to utilize Whole Brain
This document discusses 5 basic types of organizational structures: functional, divisional, matrix, line and staff, and project. The functional structure groups employees by their specialized function. The divisional structure groups employees responsible for a particular product or market. The matrix structure combines functional and divisional structures with dual reporting relationships. The line and staff structure combines a centralized approval structure with specialized support staff departments. Finally, the project structure organizes employees into teams dedicated to completing specific projects.
The document discusses values-based leadership and the importance of organizational values. It provides definitions of values and explains how values influence culture and performance. Values are described as concepts that unite individuals, while beliefs can separate them. The document also discusses how to measure organizational culture and leadership values using tools like the Cultural Values Assessment. It emphasizes that transforming culture begins with transforming leadership consciousness and values. High-performing companies are values-driven and promote employee engagement.
The new leadership paradigm Richard Barrett and Ashley MundayBarrett Academy
The document discusses the need for a new leadership paradigm to address global challenges. It argues that the current paradigm of separating the world into public, private and social sectors creates barriers and that leaders need to work together across these sectors. The new paradigm requires a shift from self-interest to the common good and being the best for the world, not just the best in the world. It also discusses how evolution can teach three universal principles and five strategies relevant to this new leadership paradigm.
Foundations Of Group Behavior | Types Of Groups | Roles in Groups | FaHaD .H. NooR
The document discusses several topics related to group behavior, including defining different types of groups, the stages of group development, how roles and norms influence behavior, and how factors like size, cohesion, and diversity impact group effectiveness. It also compares decision-making techniques and their strengths and weaknesses. Overall, the document provides an overview of key concepts in understanding group dynamics and behavior in organizational settings.
Sample Assignment on Leadership & Management DevelopmentAdam Jackson
The document discusses leadership and management development (LMD) issues in two merging research organizations. It identifies key issues like demotivated managers and a lack of effective leaders. After the merger, communication issues may arise due to different cultures and backgrounds of the combined 1400 employees. The new company, Restec, aims to focus on developing a unified culture, professional management, and international leadership to achieve strategic goals. Approaches to LMD include power and role-based cultures, democratic leadership style, and a functional structure to enhance skills. Ethical considerations for planning include respecting trade unions and avoiding discrimination.
Organization development (OD) practitioners can be internal or external consultants who offer professional services to organizations. They specialize in fields like organization design, quality management, and business strategy. They help managers apply OD concepts in their work areas. Effective OD practitioners have strong interpersonal, conceptual, analytical, and consultation skills. They understand theories of planned change and how to design and implement interventions. Practitioners must manage relationships with external stakeholders and understand power dynamics and value conflicts between organizations. They are expected to promote collaboration while also considering competitive pressures. Practitioners must perform their helping role ethically and avoid misconduct or abusing their professional power and clients.
Professional Development PlanLeadership as a vocation .docxbriancrawford30935
Professional Development Plan
Leadership as a vocation requires a commitment to professional excellence and integrity, which can be achieved through establishing habits of self-reflection, life-long learning, and professional development. The purpose of this assignment is for you to reflect on where you currently are in your leadership capabilities; define where you want to go; and specify goals, plans, and a timeframe for achieving your professional objectives. Your professional development plan will be composed of three parts: Vision, Goals/Objectives, and Plans.
Vision:
The ability to create, communicate, and compel vision is critical to inspiring and effective leadership. While ultimately many leaders are responsible for developing visions to guide complex organizations, effective leadership begins on a much more personal level—a vision of yourself as a leader. Who are you and who do you want to become in your field or sphere of influence? Once you are clear about that, you can then confidently establish how you will help others and your organization achieve their visions.
Your leadership vision is based on a number of factors including your attitude, values, personal beliefs, guiding principles, and how you behave. It may also be influenced by theoretical, philosophical, or religious frameworks and the leadership traits, values, and behaviors of others. A leadership vision is also dynamic. No great leader ever "arrived." Those who have adopted leadership as their vocation can spend a lifetime in self-reflection in order to continue to learn and more effectively motivate and inspire others.
Spend some time reflecting below on where you currently are in your leadership capabilities, what you have learned about leadership in the course, and how you want to develop and improve as you continue your leadership studies and move forward in your field. Review the document “Essential Leadership Competencies” for an overview of the scope of effective leadership capabilities.
Reflection:
Vision:
Then, in 300-500 words, briefly articulate your vision for yourself as a leader 3-5 years from now. Where do you want to be? What kind of leader do you want to become?
Goals/Objectives:
After you have stated your vision, create five to eight leadership goals/objectives you will strive to meet in the next 3-5 years. Try to formulate at least one goal/objective related to the four major leadership competencies included in "Essential Leadership Competencies": self-leadership, leading others, leading an organization, and leadership as a vocation. Include a brief justification for each goal/objective to explain how it will help you achieve the qualities of professional excellence and integrity required of excellent leaders.
Plan:
Specify activities you will engage in to achieve your goals/objectives. You may find it helpful to research professional development activities in your field or organization to determine what resource.
My Experiences After Attending The Practice Of Public...Julie Brown
The document discusses the author's experiences after taking a public health leadership course in 2015. The author learned that effective leadership depends on teamwork, recognizing strengths and weaknesses, and incorporating diversity. Personal reflection and knowing oneself are also important lessons. The course challenged, developed, and inspired the author as a leader.
This document discusses the contributions of personal development to leadership. It summarizes Bass's theory of leadership, which states there are three ways people become leaders: through traits, by rising to meet crisis situations, or through learning leadership skills. It also outlines four factors of leadership: the leader, followers, communication, and situations. The document argues that personal development is important for leadership as the attributes a leader should "be, know, and do" require continuous self-improvement. Personal development helps leaders understand themselves and their followers to adapt their leadership style for different situations.
This document summarizes an interview with a university registrar about his leadership style and experiences. The registrar took on leadership roles from a young age as a restaurant manager. He believes leadership comes from one's opportunities, personality, experience, and social conditions. Based on a Myers-Briggs assessment, the registrar's style is described as ENFP, focused on possibilities and concerned for people. The most important leadership attributes are communication, patience, flexibility, character, and humor. Effective leadership requires setting high standards, supporting others to improve, and ensuring the long-term success of the institution.
Leadership_Development in organizations.AbelObosi1
This document provides an overview of leadership development. It begins by defining leadership and discussing different leadership styles. It emphasizes that leadership skills can be learned and developed. The document then explains why leadership development is important for organizations, noting benefits like increased profits and clearer vision. It also discusses how to implement a leadership development program, including using external consultants, focusing on common leadership concepts, and creating a model of core competencies. The overall document serves to introduce the topic of leadership development and provides guidance on developing leadership skills.
Leadership development is enhanced through experiences involving action, observation, and reflection. Perception affects all three phases and how experiences are interpreted. Reflection provides leaders insights to frame problems from multiple perspectives. Education and training programs can help people become better leaders, but leadership primarily develops through meaningful experiences over time with challenges that push individuals outside their comfort zone.
Unit 9 AssignmentFinal personal leadership portraitTeresa A Jor.docxmarilucorr
Unit 9 Assignment/Final personal leadership portrait
Teresa A Jordan
PSL7010
Professor Michael Webb
· Final Personal Leadership Portrait
Your last project assignment, Final Personal Leadership Portrait, is due at the end of this unit. You will synthesize all aspects of leadership and communication that you have examined and discussed in the course and analyze your own leadership qualities to create a portrait of the effective public service leader you aspire to be.
Since this assignment requires you to develop a self-portrait, you may write this paper in first-person voice. Note:It is very important for your academic development that you recognize that writing in the first person is not usually acceptable in academic papers. However, given the nature of this assignment, it has been deemed appropriate to make an exception here. Please remember that the third-person voice is the universal norm in academic writing. You should always exercise careful consideration before departing from this norm.
Your course project must be completed in its entirety. By now, you have received feedback from your Writing Coach and your instructor, which you should incorporate into this revised assignment.
Refer to the results of the Multifactor Leadership Questionnaire (MLQ) and the communication style self-assessment you completed in Units 1 and 2. Be sure to review and use the Writing Coach and Instructor feedback you received on your previous assignments as well:
· Unit 3: Communication and Organizational Effectiveness.
· Unit 5: Communicating and Leading for Change and Innovation.
· Unit 6: Developing Ethical and Authentic Leadership Behavior.
· Unit 7: Draft of Personal Leadership Portrait assignments.
For this assignment:
· Analyze one or more leadership styles and corresponding leadership theories based on the unit readings and your MLQ assessment results that you believe best align with personal leadership effectiveness.
I will like to focus the leadership style on an innovation leader and the transformational leader, and please use leadership theories on these types of leaders. You can just focus on the leadership style I possess which is transformational leader.
In the beginning of this course, I consider myself a democratic/participative leader, who would ideally like to become a transformational leader. This is the type of leader that is able to motivate others to become more or do more than they intended. This leader sets challenging expectations and higher performance. I believed that since this course starts I am more of a transformational leader, but also participative. The MLQ assessment shows me as a transformational leader.
Analyze one or more communication styles based on the unit readings and the results of your communication style self-assessment that you believe best align with personal communication effectiveness. There are various communication strategies for relaying information. Information can be conveyed verbally, nonverbally, or ...
This document discusses improving leadership and communication skills for municipal managers and supervisors. It explores leadership styles and theories, as well as types of communication styles. The document provides self-assessment tools to help managers identify their leadership and communication styles in order to improve in those areas. It emphasizes that leadership is a process of influencing others through examples, discussion, or direction to accomplish goals, and that communication is critical for managers to effectively convey their vision and prevent workplace conflicts.
This lesson plan outlines a 1-hour class on leadership styles for 4th year BSc nursing students. The objectives are to introduce and define leadership, explain the significance of leadership, differentiate between leadership and management, discuss leadership styles in detail, and identify leadership theories. The class will include a lecture and discussion using a chalkboard, PowerPoint, handouts, and video. Specific content will cover definitions of leadership, the importance of leadership in nursing, differences between leadership and management, autocratic, laissez-faire, democratic, and bureaucratic leadership styles, and theories including great man, trait, contingency, situational, behavioral, participative, management, and relationship theories. Students will be assigned to write about Florence Night
The document discusses various challenges of leadership, including managing culturally diverse teams, the need for a global mindset, and dealing with increased complexity in the global business environment. It notes that effective leadership requires skills like cultural learning and adaptation to influence groups from different backgrounds. Leadership is seen as an evolving art form, with leaders drawing on experience to meet new challenges through their skills, behaviors and creative processes.
This document provides an overview of a study conducted on leadership styles at GRASIM Industries in Madhya Pradesh, India. It begins with introducing the Blake-Mouton Managerial Grid model for analyzing leadership styles based on concern for production and concern for people. Five common leadership styles are defined according to this model: impoverished, country club, produce or perish, middle-of-the-road, and team leadership. The objectives and importance of studying leadership styles at GRASIM Industries are described. Key parameters for evaluation include emphasis on goals, empowerment, innovation, emotional intelligence, job satisfaction, and the management-employee relationship. The goal is to understand the prevailing leadership style using the Blake-Mouton model and
The document discusses effective workplace leadership. It provides summaries of several studies on leadership, including their purpose, description of frameworks, research methods, results, and implications. Key points addressed include the importance of clear communication of goals and objectives, understanding employees as individuals, and boosting their self-esteem to motivate high performance. Effective leaders are described as having a strong sense of self, being able to influence others, and delegating tasks clearly.
This leadership portfolio outlines the author's philosophy and values of leadership. It reflects on their leadership style through case studies and projects. It summarizes two important considerations for leaders - connected leadership, which emphasizes collective leadership to address complex challenges, and cross-cultural leadership, important for multinational companies. The author's 15-year vision is to advance their career in auditing at an international accounting firm. They outline goals to improve interpersonal skills, active listening, and balancing work and family.
This document discusses various leadership styles and theories. It begins by defining leadership as the process of influencing others towards achieving group goals. Some key leadership styles discussed include autocratic, democratic, laissez-faire, task-oriented, and people-oriented. Additionally, the document summarizes trait theory, behavioral theories, contingency theory, transformational leadership, transactional leadership, and discusses various leadership assessment tools such as the LPC scale, DiSC profile, and 8 dimensions of leadership.
Unit V PowerPoint PresentationInstructionsPersonal Leadership .docxjolleybendicty
Unit V PowerPoint Presentation
Instructions
Personal Leadership Training Plan: Skills
In Unit II, you started your Personal Leadership Training Plan and focused on attributes; in Unit IV, you focused on knowledge. In this unit, you will add skills to your plan.
Within your presentation, respond to the following points:
· What skills do you have that you can apply to the Hersey-Blanchard Situational Leadership Model (SLM) and the Vroom-Yetton Normative Decision Model?
· What skills would be needed to implement the SLM and the normative decision model?
· How could you explain the differences between the SLM and the normative decision model?
Your completed PowerPoint presentation must be a minimum of 10 slides in length, not counting the title and reference slides. Additionally, a minimum of three peer-reviewed or academic resources must be used. Keep the text on the slides concise, and use the notes section to fully explain your ideas. All sources used must be cited and referenced according to APA style.
Resources
The following resource(s) may help you with this assignment.
·
Citation Guide
·
Submit Writing Center Request
Personal Leadership Training plan : Attributes
Columbia Southern University
Dr. Mark Friske
Current Issues in Leadership
LDR 6302-22.01.00
10/14/2022
Introduction
Personal leadership style
personal leadership style attributes
Characteristics of a democratic leader
Charismatic leadership style
Charismatic leader
Transformational leadership style
Transformational leader
Charismatic vs. transformational
Impacts of transformational leadership
Reflection
Personal leadership style
Democratic leadership style
Embraces diversity and open dialogue as core values.
The leader's role is to provide direction and exercise authority.
Commands respect and admiration from those who follow you.
Moral principles and personal beliefs underpin all choices.
Seek out a wide range of perspectives (Cherry, 2020).
Behaviorist theory is the one that fits my style of leadership the best.
Being the change you wish to see in the world is crucial, in my opinion. According to Johann Wolfgang von Goethe, "Behavior is the mirror in which everyone exhibits their picture." My main priorities are the well-being of the team members and developing effective solutions via cooperative effort.
personal leadership style attributes
Active participant
Each person is given a fair chance to speak their mind, and there is no pressure to conform to any one viewpoint.
Values other standpoints
I find it fascinating to hear the perspectives of others. To me, it's crucial that everyone in the team pitches in to find the most effective answer. To me, it's important to give everyone a voice on the team since they all have something unique to offer.
Characteristics of democratic leader
Attribute:
Talk About It
Subcontract Work
Get Other People's Opinions
Friendly
Approachable
Trustworthy
Participative
Motivate Origin.
The document discusses different leadership styles, focusing on three styles identified by psychologist Kurt Lewin: autocratic, democratic, and laissez-faire. It describes the key characteristics of each style, with autocratic leaders setting clear guidelines and separating themselves from their group, democratic leaders involving group members in decision making, and laissez-faire leaders taking a hands-off approach. The document analyzes which leadership styles are most effective depending on the situation.
This document discusses charismatic leadership and transformational leadership. It addresses questions about defining and developing charismatic leadership skills, criticisms of charismatic leadership, comparing transformational and transactional leadership, and qualities of effective leaders. Key points include that charismatic leadership involves communication skills, quick decision-making, and connecting with people. Transformational leadership causes positive changes and transforms followers into leaders by focusing on vision, motivation, and expectations. Effective leaders guide their teams with influence, motivation, and decision-making to accomplish organizational goals and objectives.
The document discusses leadership development through experience and education. It explains that leadership develops most effectively when experience involves the three processes of action, observation, and reflection. Perception plays a key role in this "spiral of experience" by influencing how people observe and reflect on their experiences. Reflection is important for leadership development, especially through double-loop learning. Both formal education and on-the-job experiences can foster leadership skills if approached systematically using tools like the action-observation-reflection model.
This document provides an overview of leadership and how it can be developed. It defines leadership as leading a group and management as dealing with or controlling things and people. It notes that successful businesses need both strong leadership and management. Leadership is about vision and goals while management focuses on day-to-day administration. The document also discusses models for reflection on experiences, how experiences and education can develop leadership, different training programs, and methods for assessing leadership abilities.
From your reflective blogs throughout the semester think about the.docxshericehewat
From your reflective blogs throughout the semester think about the content that was most impactful. You will write one reflective commentary which will include an overview of what you learned. The paper should be approximately 3 pages.
· Introduction—An overview of your paper’s layout (typically one paragraph)
· Overview- Synthesize key concepts that spoke to you covered in the chapters and lectures (not a chapter by chapter synopsis—just overview and integrate key concepts that you covered within
your blogs). (NO MORE THAN ONE PAGE)
· Lessons Learned—What key take away did you gain from this course through the self-
assessments and the discussion board? What best practices did you learn about that you hope to
exercise? What did the self-assessments teach you about yourself?
· Personal Action Plan—How will you apply what you learned from this course? What are your
strengths and weaknesses and how will you work to improve your managerial skills?
The overview and impact section should draw upon what you have learned thus far in the course. It will be helpful to review the chapters before completing this assignment and jot down key take always from lectures and blogs. Your personal action plan should include specific things you will do and work on as a management professional. You should include at least 3 actionable items that you will address over the next year.
MGMT 303: Grading Rubric for Reflective Commentary
Criteria Unacceptable Developing Competent Exemplary
1.Introduction (5 pts)
Content is absent or no clear direction
In part, content lacks full development and direction
Provides descriptive information with supportive structure
Clearly outlines the paper and provides clear direction for reader.
2. Overview of Content (10pts)
Content is absent or understanding of the concepts are not apparent
Attempts to demonstrate understanding of the concepts, but aspects are confused or underdeveloped
Exercises basic analytical skills in determining the key change concepts
Aptly synthesizes the concepts of management; uses high level critical analysis skills supported with convincing arguments
3. Lesson Learned (10pts)
Content is absent or does not address the issues at hand
Identifies, the application of methodologies in practice; analysis is incomplete or unsubstantiated
Thoroughly identifies and compares the application of methodologies in practice; reasoning is defensible
Exhaustively Identifies, compares, contrasts the application of methodologies in practice; exercises critical reflection and conducts comprehensive analysis
4. Personal Action Plan (10pts)
Content is absent or information does not demonstrate understanding of the subject area and no application
Discussion is incomplete; there is limited analytical support for proposed personal action to be taken
Thoughts and ideas are clearly expressed and represent reasonable plan of action
Presents clear and definitive managerial approaches that represen ...
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Assignment 3 leadership-and-decision-making
1. Individual assignment – Research report
Subject Code: BUSM4188
Subject Name: Leadership and Decision Making
Location & Campus: RMIT Vietnam, Hanoi Campus
Student: Nguyen Thi Thu Trang – S3749503
Lecturer’s Name: Lan D
Word count 1428
2. Table of Contents
I. Introduction ......................................................................................................3
II. Assessment of Leadership skills.................................................................................3
1. Overview................................................................................................................................ 3
2. Strength................................................................................................................................. 6
3. Weakness............................................................................................................................... 6
III. Development plan ...............................................................................................7
IV. Conclusion........................................................................................................8
V. Apendixes....................................................................................................... 10
VI. Reference:...................................................................................................... 13
3. I. Introduction
According to the World Economic Forum (2020), leadership is among the top 10 most
important skills in the recruitment market in 2025. In that increasingly competitive market, it is
extremely important to quickly acquire these important skills to be successful in the workplace.
Table 1: Top 15 skills for 2025 (World Economic Forum 2020)
That fact raises an important question: Is leadership an innate ability or a skill that can be
learned and developed over time? The answer will determine whether every individual has a
fair chance of obtaining great leadership to be successful. According to Chatwani (2017),
leadership is seen as a process by which one practices to influence a group of people in order to
achieve a common goal. By emphasizing leadership as a process, Chatwani argues that it is a
learned skill rather than an innate skill.
In my opinion, practicing to become a good leader in the future includes two important factors.
Firstly, it is understanding your own strengths and weaknesses in terms of leadership ability.
After having a thorough and comprehensive view of yourself, a specific short-term and long-
term development plan becomes the second indispensable element. Therefore, the following
essay will consist of two parts: an analysis of myself using analytical tools and a personal
development plan to become an effective leader.
II. Assessment of Leadership skills
1. Overview
To have a comprehensive perspective in self-assessment, I took 3 tests in turn: Self-confident
test, Teamleadership test and Emotional Intelligence Test. My scores in the 3 tests are as
follows: 54/75, 13/15 and the scores of the 4 sections in the last test are shown in the table
below.
5. Table 3: TeamLeadership Skills test (Daftand Pirola-Merlo [2009] The Leadership Experience,4e,
CengageLearning,Australia)
6. Table 4: The Global EI Test Personal Result (Global Leadership Foundation, Taken in 2020)
Overall, all three tests produced consistent results. From the above outcome, I can see the
following remarkable patterns: Self-management and Team Leadership are two strengths that I
can take advantage of and promote over time. However, I have problem in connecting and
communicating effectively with others as well as creating strong relationships with people in
society, which is indicated by a low Relationship Management score. Finally, with a score of 7 in
Self-awareness and 54/75 of Self-confident test, I consider this a slight weakness because there
is absolutely room for improvement.
2. Strength
With the score of 10 in Self-management part in the Emotional Intelligence Test, I believe that I
acquire great skills of planning, organization, persistence, progress monitoring, control, and
attention to detail (Pearson, 2018). This stays true because through working experiences,
whether as a member or as a leader, I always try to control and manage very well not only the
end goal but also the whole process. For me, throughout the working process, I always value
both the long-term vision, the big picture and even the small details.
One thing that is very interesting about my Leadership test results is that I answered all
questions about cultural differences correctly. Cross cultural skills is defined to be the ability of
leaders who can work in and respond to different environments belonging to particular
countries and interpersonal work situations (Allon & Higgins 2005). I consider this a great
strength, especially in the context of globalization and increasingly diverse working
environments (not only diverse in personality but also different in culture and lifestyle). In the
test, there are questions in order to point out leadership style, which are questions
1,2,6,7,8,10,12 and 13. In those questions, most of my answers shown that my leadership
behaviors are towards the participative style. This style, based on the Participative Leadership
Theory, was defined by Ferrraris (2015) to be the democratic leadership style, in which the
inputs of members and collaborators are taken into account while the decision-maker is the
leader. This way, team member are fulfilled as they are being respected and belonged. This
character has been noted to have positive effects on criteria such as performance, job
satisfaction, and commitment (de Vries,2011) and I think it plays a fundamental role in leader
position.
3. Weakness
7. The result of Self-confident test (Durbin, 2015) tentatively shows that I possess a moderate
level of confidence towards myself. However, this stays a critical character of a good leader, as
it was claimed in many research and theories. Self-confidence was marked by Axelrod, Ruth H
(2016) to have great impact on leadership building and also enable the leader to influence his
collaborators, or followers. Based on the Trait theory of Kirkpatrick & Locke (1991), Self-
assurance and Cognitive ability are essential qualities in a good leader, beside of drive,
motivation to lead as well as intergrity. To be specific, leaders with great self-confidence tend
to have their employee engaged with the work and commited to the vision and the story goes
vice versa – employees have moderate loyalty toward leader with low self-esteem. By
emphasizing the importance of self-confidence in leadership in theory, I think this will be a
weakness I need to focus on.
According to Smyth (2014), Relationship Management plays a key role in any business, which
helps to develop capability and control over partnership with collaborators. This once again
confirms the importance of managing social relationships at work, especially in leadership roles.
With a low score of 6/10, I currently need to improve myself in communicating effectively as
well as maintaining and developing relationships in society. This can come from managing the
relationships in the close social circle available around me first, and from there expanding and
developing relationships in wider circles.
III. Development plan
With such multi-view analysis, I develop a short-term plan for the next 1 year with specific goals
in improving my weaknesses and developing strengths in my leadership aspect as follows:
Objective Activities Time-bound
Weakness to be
improved
Strength to be
further developed
Self-
confidence
Self-
awareness
Reading book:
Mindset: The New
Psychology of Success:
Dweck, Carol S.
10/2021-
11/2021
Relationship
Management
Skills
Self-
confident
skill
Communication
skills
Planning
skills
Team-
leading skills
Joining Start-up project
named “CyberKid” as
Vice Head of External
Affairs Department
Communicate
and manage 100
stakeholders for
Techfest event
On-board and
work
induction:
10/2021
Managing
team and
building
sponsorship
8. Leading a team
of 10 members
Manage sponsorship
packages and control
accompanying
documents
package:
11/2021
Executing
packages and
manage
stakeholders:
2/2022
Relationship
Management
Skills
Self-
awareness
Self-
management
Entering an internship
in 5S Media Agency as a
Marketing-
Communication Intern
2/2022-
8/2022
I will briefly explain how these activities can help me achieve my goal of becoming a better
leader within 1 year.
With the first activity is reading the book "Mindset" - a book that is highly recommended
because it offers a correct perspective of oneself and can develop an open mind and a growth
mindset for readers. From there, I will have a deeper perspective on myself, and most
importantly, I will have a suitable attitude, willing to accept my own shortcomings and being
confident in improvement. Self-reflection, according to Goleman (2000), set the foundation and
differentiate good leaders from low-perfoming ones. Hence, I consider self-understanding and
self-attitude to be the starting point of all further development.
Once I have the right attitude, I will embark on extra-curricular activities in a leadership
position. As a result, I have many opportunities to lead others, improve my confidence in
myself, and develop my communication skills. Moreover, this is a job that requires
communication and managing a lot of social relationships, so this will definitely be a good
opportunity for me to practice relationship management.
Finally, I will start an internship at the Agency. For a job in a fast-paced and ever-changing
environment like an Agency, I'm sure my self-management skills will be of great help to the job.
As an intern, I will also have the opportunity to rotate jobs continuously and work with people
in different departments. The two weaknesses of relationship management and self-awareness
can also be developed.
IV. Conclusion
In conclusion, with the help of these following diagnostic tools: Self-confident test, Team-
leadership test and Emotion test, I have generated an initial understanding of my leadership
abilities in terms of strength and weakness. Along with the guide in class and other materials
9. showing different aspects and criteria of leadership, I have a deeper knowledge of the ultimate
goal, which is becoming a better leader by enhancing my advantages and improve
shortcomings. My two major setbacks are Relationship Managements and Self-confidence,
while Team Leadership and Self-management are my two greatest strengths. With the analysis
of myself in aspect of leadership, a holistic plan has been made in time frame of 1 year so that I
can follow through and become a successful leader in the future.
11. Appendix 2: Self-confident test (DuBrin, A. (2015) Leadership: Research findings, practice and
skills, Cengage Learning, US)
12. Appendix 3: Team Leadership Skills test (Daft and Pirola-Merlo [2009] The Leadership
Experience, 4e, Cengage Learning, Australia)
13. Appendix 4: The Global EI Test Personal Result (Global Leadership Foundation, Taken in 2020)
VI. Reference:
Alon, I & Higgins, J-M2005, ‘Global leadership success through emotional and cultural
intelligences’, Business Horizons, vol. 48, no. 6, pp. 501–512, viewed 18 September 2020,
Science Direct database.
AxelrodR.H.(2017) LeadershipandSelf-Confidence.In:MarquesJ.,DhimanS.(eds) LeadershipToday.
SpringerTextsinBusinessandEconomics.Springer,Cham. https://doi.org/10.1007/978-3-319-31036-
7_17
Chatwani,N 2017, Distributed Leadership:The Dynamicsof BalancingLeadershipwithFollowership,
SpringerInternational PublishingAG,ProQuest eBook Central,
<https://ebookcentral.proquest.com/lib/rmit/detail.action?docID=5103855#>
de Vries,R.E., Pathak,R. D., & Paquin,A.R. (2011). The paradox of powersharing:Participative
charismaticleaders havesubordinateswith moreinstead of lessneed forleadership,EuropeanJournal of
Work and Organizational Psychology, 20(6),779–804.
<https://doi.org/10.1080/1359432X.2010.509923>
Durbin,A.(2015), Leadership:Researchfindings,practice andskills,CengageLearning,US.
Ferraris, A-V 2015, ‘Lead from the front: Participative Leadership’, The Journal of Thoracic
and Cardiovascular Surgery, vol. 150, no. 6, pp. 1413-1415, viewed 18 September 2020,
Science Direct database.
Gene Klann,(Mar.2010), Characterstudy strengtheningtheheartof good leadership,
https://onlinelibrary-wiley-com.ezproxy.lib.rmit.edu.au/doi/pdfdirect/10.1002/lia.1319
Goleman, D 2000, ‘Leadership that Gets Results’, Harvard Business Review, vol. 78, no. 2,
pp. 78-90, viewed 18 September 2020.
Kirkpatrick, S-A & Locke, E-A 1991, ‘Leadership: Do traits matter?’, The Executive, vol. 5,
no. 2, pp. 48, viewed 18 September 2020, ProQuest database.
14. Smyth,H 2014, Relationship Managementand theManagementof Projects,1stedn,Routledge,
Oxfordshire,England,viewed 10 September2020,
https://ebookcentral.proquest.com/lib/rmit/reader.action?docID=1775294
WorldEconomicForum (Oct.2020), The Future of JobsReport2020, from
http://www3.weforum.org/docs/WEF_Future_of_Jobs_2020.pdf
Yarbro, J.,& Ventura,M.(2018). Skills for Today:WhatWe Know aboutTeaching and Assessing Self-
Management. London:Pearson.<https://www.pearson.com/content/dam/one-dot-com/one-dot-
com/global/Files/efficacy-and-research/skills-for-today/Self-Management-FullReport.pdf>