The document contains questions for a leadership development reflection exercise, where a person is asked to provide background information about themselves and their views on leadership. They are then asked to rate themselves on various leadership success factors on a scale from 1 to 10 and provide comments to explain their ratings. The purpose is to help establish an effective leadership development process tailored to the individual.
The 4 E' of an Excellent Leader:
Expectations--what you expect is what you get
Encouragement: Build up people to build up business
Empathy--Conquer apathy with empathy
Empowerment--release the power within people. +integrity
The best performing companies in the world rely on High Performing Teams to set new directions for innovation and results. The steps in this presentation will orient you to the most critical areas for developing a high performing team in your company.
The 4 E' of an Excellent Leader:
Expectations--what you expect is what you get
Encouragement: Build up people to build up business
Empathy--Conquer apathy with empathy
Empowerment--release the power within people. +integrity
The best performing companies in the world rely on High Performing Teams to set new directions for innovation and results. The steps in this presentation will orient you to the most critical areas for developing a high performing team in your company.
What is a leader? - A better way to understand leadershipSimon Smyth
According to Simple English Wikipedia, A leader is someone who has the authority to tell a group of people what to do – somebody whom people follow.
However, is being in charge what defines you as a leader? Maybe our idea of leadership has changed over time and perhaps it goes slightly deeper than that.
Goal Setting & Development Planning - InfluenceDan Griffiths
It’s time to dig deep and get personal. What results do you really want? What’s your plan for getting them? This will
provide you with a unique opportunity to thoroughly vet your plans with the other bright and talented individuals in
the room. You’ll leave with a great start on your developmental plan and goals as well as clear next steps for action.
It’s not particularly helpful to discuss leadership in the abstract. We’re going to expect you to apply it directly to your personal leadership challenges. This session is an opportunity for you
to tap into the wisdom of your peers to help you craft an influence strategy to improve your leadership effectiveness.
The 10 commandments of effective leadership by T.D. Jakes are laws every leaders must abide by to lead effectively. These commandments were from the 2013 pastors and Leaders conference hosted by T.D. Jakes:
Here are the 10 commandments of effective leadership
---------------------------------------------------------------------
#1— Don’t Lead Beyond Your Own Exposure
#2 — Don’t Choose Your Leadership Team Like You Choose Your Friends
#3 — Don’t Reward Nepotism
#4 — Don’t Avoid Confrontation
#5 — Don’t Over-promise and Under-deliver
#6 — Do Clearly Articulate Expectations
#7 — Don’t Mistake Regimentation for Revelation
#8 — Don’t Lead Forward Without Leadership Updates
#9 — Don’t Lead Without Listening
#10 — Do Cross-pollinate
You can read more about the 10 commandments of effective leadership at http://www.sajigroup.com/leadership-success/10-commandments-of-effective-leadership/
Leave your comment on the 10 commandments. Do you think some commandments are left out? Is there any commandment that shouldn't be on the list? Have your say:
West's Department Chair for Business, Rob Wengrzyn, presents an informal but intriguing discussion about what it takes to be a true leader and why good managers are not necessarily good at leading.
Leadershiip start by leading yourself first. This presentation attempts 3 things.
1. Demystify Personal Leadership
2. Outlines the 6 Characteristics of Authentic Leaders
3. Empowers you on How to acheive Self Mastery
Personal Leadership is all about achieving OUTWARD impact through INNER Mastery.
Write a 200- to 350-word summary of your score, describing your .docxbernadettexrb
Write
a 200- to 350-word summary of your score, describing your strengths and weaknesses, and how you plan to develop your leadership skill set. Please state what score you received.
Format
your assignment according to appropriate course-level APA guidelines.
The first and most basic prerequisite for leadership is the desire to lead.
After all, it takes hard work to become an effective leader and, if you are not prepared to put this work in or if, deep down, you're not sure whether you really want to lead, you'll struggle to convince people that you are worth following.
Leaders create the vision and set the direction for their organizations. But it is their ability to motivate and inspire people that allows them to deliver that vision. So, how much do you want to lead? This quiz will help you find out.
How to Use the Tool
Instructions
To use this tool, show the extent to which you agree with each of these statements, on a scale running from Strongly Disagree to Strongly Agree. For each question, click the button in the column that most applies. Then, click the "Calculate My Total" button to add up your score. Next, check your result using the "Score Interpretation" panel below. We then direct you to resources that you can use to explore and develop your motivation to lead.
14 Statements to Answer
Strongly Disagree
Disagree
Neither Agree Nor Disagree
Agree
Strongly Agree
1
I am energized when people count on me for ideas.
Total = 50
Score Interpretation
Score
Comment
14-27
This implies a low motivation to lead.
28-55
This implies some uncertainty about your motivation to lead.
56-70
This implies a strong motivation to lead.
Source: This set of questions was constructed for this self-assessment and for illustrative purposes only. No prior validation work has been conducted that enables us to address the construct validity of this assessment. This self-assessment was patterned after that of A.J. DuBrin in
Leadership: Research Findings, Practice and Skills
(2nd edition) (Boston: Houghton Mifflin Co., 1998). P. 10-11.
Now that you have the results of this self-test, read on to decide how to move forward.
Low Motivation to Lead
If you are considering taking on a leadership role, but your score indicates that you have a low motivation to lead, there are a number of factors for you to explore.
Perhaps you feel that you don't have the right skills to be a leader. If that's the case, you can identify and develop leadership skills with our article,
What a Real Leader Knows
. If you're not sure what's holding you back, you can find strategies to "get you going" in our article,
Leadership Motivation Tools
.
If you've examined your motivation and desire, and decided that leadership is not for you, our article on
Finding Career Direction
will help you identify the kind of work that does motivate you.
Uncertainty About Your Motivation to Lead
If your score indicates that you are uncertain about your motivation to lead, you might j.
What is a leader? - A better way to understand leadershipSimon Smyth
According to Simple English Wikipedia, A leader is someone who has the authority to tell a group of people what to do – somebody whom people follow.
However, is being in charge what defines you as a leader? Maybe our idea of leadership has changed over time and perhaps it goes slightly deeper than that.
Goal Setting & Development Planning - InfluenceDan Griffiths
It’s time to dig deep and get personal. What results do you really want? What’s your plan for getting them? This will
provide you with a unique opportunity to thoroughly vet your plans with the other bright and talented individuals in
the room. You’ll leave with a great start on your developmental plan and goals as well as clear next steps for action.
It’s not particularly helpful to discuss leadership in the abstract. We’re going to expect you to apply it directly to your personal leadership challenges. This session is an opportunity for you
to tap into the wisdom of your peers to help you craft an influence strategy to improve your leadership effectiveness.
The 10 commandments of effective leadership by T.D. Jakes are laws every leaders must abide by to lead effectively. These commandments were from the 2013 pastors and Leaders conference hosted by T.D. Jakes:
Here are the 10 commandments of effective leadership
---------------------------------------------------------------------
#1— Don’t Lead Beyond Your Own Exposure
#2 — Don’t Choose Your Leadership Team Like You Choose Your Friends
#3 — Don’t Reward Nepotism
#4 — Don’t Avoid Confrontation
#5 — Don’t Over-promise and Under-deliver
#6 — Do Clearly Articulate Expectations
#7 — Don’t Mistake Regimentation for Revelation
#8 — Don’t Lead Forward Without Leadership Updates
#9 — Don’t Lead Without Listening
#10 — Do Cross-pollinate
You can read more about the 10 commandments of effective leadership at http://www.sajigroup.com/leadership-success/10-commandments-of-effective-leadership/
Leave your comment on the 10 commandments. Do you think some commandments are left out? Is there any commandment that shouldn't be on the list? Have your say:
West's Department Chair for Business, Rob Wengrzyn, presents an informal but intriguing discussion about what it takes to be a true leader and why good managers are not necessarily good at leading.
Leadershiip start by leading yourself first. This presentation attempts 3 things.
1. Demystify Personal Leadership
2. Outlines the 6 Characteristics of Authentic Leaders
3. Empowers you on How to acheive Self Mastery
Personal Leadership is all about achieving OUTWARD impact through INNER Mastery.
Write a 200- to 350-word summary of your score, describing your .docxbernadettexrb
Write
a 200- to 350-word summary of your score, describing your strengths and weaknesses, and how you plan to develop your leadership skill set. Please state what score you received.
Format
your assignment according to appropriate course-level APA guidelines.
The first and most basic prerequisite for leadership is the desire to lead.
After all, it takes hard work to become an effective leader and, if you are not prepared to put this work in or if, deep down, you're not sure whether you really want to lead, you'll struggle to convince people that you are worth following.
Leaders create the vision and set the direction for their organizations. But it is their ability to motivate and inspire people that allows them to deliver that vision. So, how much do you want to lead? This quiz will help you find out.
How to Use the Tool
Instructions
To use this tool, show the extent to which you agree with each of these statements, on a scale running from Strongly Disagree to Strongly Agree. For each question, click the button in the column that most applies. Then, click the "Calculate My Total" button to add up your score. Next, check your result using the "Score Interpretation" panel below. We then direct you to resources that you can use to explore and develop your motivation to lead.
14 Statements to Answer
Strongly Disagree
Disagree
Neither Agree Nor Disagree
Agree
Strongly Agree
1
I am energized when people count on me for ideas.
Total = 50
Score Interpretation
Score
Comment
14-27
This implies a low motivation to lead.
28-55
This implies some uncertainty about your motivation to lead.
56-70
This implies a strong motivation to lead.
Source: This set of questions was constructed for this self-assessment and for illustrative purposes only. No prior validation work has been conducted that enables us to address the construct validity of this assessment. This self-assessment was patterned after that of A.J. DuBrin in
Leadership: Research Findings, Practice and Skills
(2nd edition) (Boston: Houghton Mifflin Co., 1998). P. 10-11.
Now that you have the results of this self-test, read on to decide how to move forward.
Low Motivation to Lead
If you are considering taking on a leadership role, but your score indicates that you have a low motivation to lead, there are a number of factors for you to explore.
Perhaps you feel that you don't have the right skills to be a leader. If that's the case, you can identify and develop leadership skills with our article,
What a Real Leader Knows
. If you're not sure what's holding you back, you can find strategies to "get you going" in our article,
Leadership Motivation Tools
.
If you've examined your motivation and desire, and decided that leadership is not for you, our article on
Finding Career Direction
will help you identify the kind of work that does motivate you.
Uncertainty About Your Motivation to Lead
If your score indicates that you are uncertain about your motivation to lead, you might j.
Professional Development PlanLeadership as a vocation requir.docxdenneymargareta
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 resources are a ...
Becky Shambaugh, author of "It’s Not A Glass Ceiling, It’s A Sticky Floor" and "Make Room For Her: Why Companies Need An Integrated Leadership Model To Achieve Extraordinary Results" shares advice for how companies and individuals can empower female leaders.
2017 Convene Canada AHP conference presentation on leadership. Some say that leaders make or break organizations and I say, having an organizational leader with a growth mindset is absolutely key to thriving in today's competitive environment.
More and more CEOS are retaining executive coaches. Unfortunately, there are still too many who do not. My proven approach to coaching CEOS is described in this PDF presentation.
1. Leadership
Development
Reflections
As
a
way
to
get
to
know
you,
and
to
provide
a
backdrop
for
a
successful
coaching
engagement,
we
would
appreciate
you
sharing
a
bit
of
background
about
you,
and
your
thoughts
on
leadership.
This
information
will
not
be
posted
anywhere,
though
it
will
be
used
to
spark
discussion.
It
is
also
a
way
for
us
to
establish
an
effective
leadership
development
process,
tailored
to
you.
Thanks!
What
is
your
name?
What
do
you
prefer
to
be
called?
Why
do
you
do
what
you
do?
What
do
you
like
best
about
your
work?
What
do
you
like
least
about
your
work?
How
would
you
describe
the
type
of
leader
you
aspire
to
be?
Who
do
you
look
up
to
as
a
leader?
What
is
it
about
this
individual
that
makes
you
admire
them?
What
accomplishment
are
you
most
proud
of
to
date?
If
you
could
change
one
thing
about
yourself,
what
would
you
change?
2. Leadership
Development
Success
Factors
Reflect
on
the
following
factors
required
to
be
successful
as
a
leader.
These
factors
provide
the
framework
upon
which
the
leadership
process
is
developed.
Rate
yourself
on
a
scale
of
1
–
10
(1
=
I
do
not
feel
confident
in
this
factor,
10
=
I
am
confident
that
I
have
mastered
this
factor)
and
provide
relevant
comments.
Personal Leadership
- Credibility
- Inspiration and Charisma
- Agility and Open-Mindedness
Comments:
Building Relationships
- Building Commitment
- Partnering
- Drawing Out the Best in Others
Comments:
Strategy Integration
- Visioning
- Strategic Thinking
- Managing Change
Comments:
Results Focus
- Customer Focus
- Achieving Business Results
- Encouraging Continuous Improvement
Comments: