The document is Mikenna Kossow's personal leadership portfolio. It includes an analysis of her leadership style, traits, vision, code of conduct, and learnings. For her leadership style analysis, she describes herself as both considerate and initiating structure. She believes her leadership environment calls for a 60% consideration and 40% initiating structure balance. For her leadership vision, her goal is to guide people to better physical, mental and spiritual health through coaching, motivating, and creative problem solving as a transformational leader. The portfolio also includes a biography about Mikenna written by a peer that provides insight into Mikenna's strengths and growth areas as an introverted leader.
Eric Witkowski is a student at Lock Haven University pursuing a Bachelor's degree in Sports Administration with a minor in Coaching. His philosophy of leadership emphasizes planning, persuasion, participation, empathy through feedback, integrity, and social responsibility. He has work experience in landscaping, construction, food service, and as treasurer for his university's rugby team. Upon graduation, he aims to pursue a career in sports marketing or public relations.
This leadership portfolio by Joshua M. Rote summarizes his education, skills, experiences, leadership philosophy, and case studies. It includes essays on his autobiography, mission statement, relationships and leadership, persuasion, empathy, conflict management, ethics, and a service project to save the university baseball team. Tables of contents and references are provided.
Gregory Reeder has created a leadership portfolio to display his background, education, experiences, and leadership skills. The portfolio includes sections on his academics, college leadership roles, job experience, references, autobiographical sketch, mission statement, samples of his writing, and feedback from peers. Reeder believes that important leadership skills include persuasion, self-presentation, empathy, and relationship building. Through his experiences in athletics and support from his family, he has become a determined, goal-oriented individual who aims to obtain a master's degree and work as an academic advisor.
Gabrielle Bunting is an accounting major and leadership studies minor at Lock Haven University. This portfolio outlines her philosophy and skills related to leadership, including conflict management, empathy, and persuasion. She has experience as a vice president and treasurer of her sorority and has achieved Dean's List honors. Her goals are to become a licensed CPA and open her own accounting firm while exhibiting honesty and integrity.
This document summarizes Sandra Olivarez's personal leadership philosophy. It discusses her views on ethics, effective leadership, self-analysis, priorities, expectations, and her aspirations. She believes an effective leader empowers and inspires employees, is transparent, and turns issues into teaching moments. Her top priorities are her faith, family, and making a positive impact. She expects honesty and transparency from others and herself. She aspires to serve as a leader by example and bring her Christian values to her personal and professional life each day.
This document contains various leadership-related materials including definitions of leader, strengths assessments, case studies, leadership theories, hobbies, ethics codes, and more. The portfolio is meant to showcase the author's development as a leader through their experiences in a Leadership Summit class. It provides insights into who the author sees themselves as and their goals for continued growth.
This document discusses transformational leadership, which involves leaders who motivate and challenge followers to perform beyond expectations. Transformational leaders create contexts that maximize human and organizational capabilities through facilitating multiple levels of transformation and aligning people with shared values and purpose. They are charismatic and visionary, bring out the best in followers and develop them as leaders. Studies show transformational leaders have more satisfied followers and effective work groups, and followers experience less stress.
Eric Witkowski is a student at Lock Haven University pursuing a Bachelor's degree in Sports Administration with a minor in Coaching. His philosophy of leadership emphasizes planning, persuasion, participation, empathy through feedback, integrity, and social responsibility. He has work experience in landscaping, construction, food service, and as treasurer for his university's rugby team. Upon graduation, he aims to pursue a career in sports marketing or public relations.
This leadership portfolio by Joshua M. Rote summarizes his education, skills, experiences, leadership philosophy, and case studies. It includes essays on his autobiography, mission statement, relationships and leadership, persuasion, empathy, conflict management, ethics, and a service project to save the university baseball team. Tables of contents and references are provided.
Gregory Reeder has created a leadership portfolio to display his background, education, experiences, and leadership skills. The portfolio includes sections on his academics, college leadership roles, job experience, references, autobiographical sketch, mission statement, samples of his writing, and feedback from peers. Reeder believes that important leadership skills include persuasion, self-presentation, empathy, and relationship building. Through his experiences in athletics and support from his family, he has become a determined, goal-oriented individual who aims to obtain a master's degree and work as an academic advisor.
Gabrielle Bunting is an accounting major and leadership studies minor at Lock Haven University. This portfolio outlines her philosophy and skills related to leadership, including conflict management, empathy, and persuasion. She has experience as a vice president and treasurer of her sorority and has achieved Dean's List honors. Her goals are to become a licensed CPA and open her own accounting firm while exhibiting honesty and integrity.
This document summarizes Sandra Olivarez's personal leadership philosophy. It discusses her views on ethics, effective leadership, self-analysis, priorities, expectations, and her aspirations. She believes an effective leader empowers and inspires employees, is transparent, and turns issues into teaching moments. Her top priorities are her faith, family, and making a positive impact. She expects honesty and transparency from others and herself. She aspires to serve as a leader by example and bring her Christian values to her personal and professional life each day.
This document contains various leadership-related materials including definitions of leader, strengths assessments, case studies, leadership theories, hobbies, ethics codes, and more. The portfolio is meant to showcase the author's development as a leader through their experiences in a Leadership Summit class. It provides insights into who the author sees themselves as and their goals for continued growth.
This document discusses transformational leadership, which involves leaders who motivate and challenge followers to perform beyond expectations. Transformational leaders create contexts that maximize human and organizational capabilities through facilitating multiple levels of transformation and aligning people with shared values and purpose. They are charismatic and visionary, bring out the best in followers and develop them as leaders. Studies show transformational leaders have more satisfied followers and effective work groups, and followers experience less stress.
Dr. Denise Lofton outlines her approach to inspirational leadership in her personal leadership statement. She believes in a relational, respectful, motivating, and inspiring leadership style that moves beyond directives to link personal and organizational goals. Her goal is to lead in a way that solves immediate problems without creating new ones, and encourages others to become leaders that others choose to follow. She aims to motivate and inspire others through self-assured and self-efficacious leadership, in order to create positive change rather than disorder.
This piece was written as a semester-long reflection of my four years spent in leadership development at Elon University. In this paper, I give my own personal definition of leadership, and describe influencing factors.
Most of the time, leaders think about the good leadership qualities and how to apply them on a daily basis.
The most important contribution you can make to your company is to be a leader, accept responsibility for results, and dare to go forward.
The document discusses the five levels of leadership:
1) Position - People follow because they have to
2) Permission - People follow because they want to
3) Production - People follow because of what you've done for the organization
4) People Development - People follow because of what you've done for them
5) Personhood - People follow because of who you are and what you represent.
It provides biblical examples for each level and laws of leadership that correspond to climbing the levels. The higher the level, the longer it takes to reach, the higher the commitment required, but the easier leading becomes with greater growth potential.
The document provides a summary of the book "Extreme Ownership" by Jocko Willink and Leif Babin. The book outlines 12 leadership principles based on their experiences as Navy SEALs, including taking extreme ownership, prioritizing and executing effectively, and maintaining discipline. It argues that these principles can cultivate individual, team, and sustained success in both military and business contexts. The principles emphasize clarity, belief, ego management, teamwork, simplicity, decisiveness, and both centralized and decentralized leadership.
The author's leadership style quiz results identified them as a participative leader who prefers getting input from others and making decisions based on summarizing those inputs, while maintaining final decision-making authority. While participative leadership fits the author, they feel transformational leadership better matches how they lead. The key differences are that transformational leaders play a more important vision-setting role, require stronger communication skills, and inspire enthusiasm, while participative leadership emphasizes professionalism and avoiding emotional factors. Simon Sinek's philosophy of starting with "why" emphasizes inspiring followers through a clear vision, which aligns with the transformational model of leadership.
Career Coach Guide To Job Interview and Salary Negotiation 2015Adrian Tan
My presentation at an Executive Career Management Talk at e2i Singapore.
Gain insider tips on interview skills and crucial insights on salary negotiation. Equip yourself with knowledge, skills to make the ultimate impression at the coveted job interview.
And find out why you should negotiate your salary no matter how good the offer is.
This Powerpoint slide show was created for the course OT 431 Leadership I for Master's level occupational therapy students at the University of Tennessee Health Science Center.
The document discusses various leadership theories including trait theory, behavioral theory, contingency theory, path-goal theory, normative decision theory, and situational leadership theory. It provides summaries of each theory and highlights key aspects such as leadership styles, situational variables that influence leadership effectiveness, and frameworks for matching leadership style to follower readiness.
This document discusses and compares charismatic leadership and transformational leadership. Charismatic leadership is defined by Max Weber and involves a leader with a large personality who inspires followers. Transformational leadership developed from Bass' work and involves developing visions and empowering followers. Both involve charisma but transformational leadership focuses more on organizations while charismatic leadership involves radical political figures. In education, charismatic leadership is seen in administrators while transformational leadership applies to teachers inspiring students to reach their potential.
Our leadership coaching is designed for effective leadership skills by providing leadership training. Join our online Effective leadership for developing leadership skills and coaching skills
The document discusses the author's views on leadership after completing leadership courses. It emphasizes that great leadership requires values like putting others first, accountability, and strong performance. It also stresses the importance of communication, collaboration, reflection, integrity, problem-solving skills, and empowering those around you. The author's leadership philosophy focuses on engaging and listening to teachers, students, and parents to achieve consensus and improve the school.
Great leaders come in all shapes and sizes, genders and cultures, but they all possess many of the qualities I’ve highlighted in the Think Oak A to Z of Leadership Qualities
This document outlines the author's leadership philosophy which centers around reverence for students, staff, faculty, and community members. The author believes that establishing reverence allows respect, responsibility, and excellence to naturally follow. As a leader, the author will apply their skills and experience to foster lifelong learning for both internal and external partners. Their priorities are to first build strong, trusting relationships within the university community. The author expects all employees to view each other with reverence and respect, doing more with less by creating innovative ideas with limited resources.
The document discusses the differences between leadership and management. It provides definitions and examples of each:
- Leadership is about motivating people through vision and inspiration to achieve goals, while management focuses on day-to-day operations like planning, staffing, and problem-solving.
- Several experts contribute perspectives on the distinction. John Kotter's 8 steps of change leadership emphasizes creating urgency and empowering others. Warren Bennis contrasts leaders with managers who command versus empower and inspire.
- While distinct, both leadership and management are valuable roles that organizations need. Leaders drive innovation but may lack management skills, and managers excel at execution but not large-scale influence. Together they can achieve greater impact.
This document discusses qualities of a good leader. It covers 5 key leader qualities: character, charisma, commitment, communication, and competence. For each quality, it provides definitions and suggestions for how leaders can improve and cultivate that quality, such as searching for past mistakes to improve character, sharing yourself to build charisma, measuring commitments, and constantly seeking ways to improve competence. Overall, the document outlines important traits for effective leadership and personal development.
This document outlines an agenda for a leadership training covering defining leadership, leadership styles, and transitioning from an executive assistant to a manager. The objectives are to understand the basics of leadership, determine how to lead teams and integrate department goals, and develop communication and influencing skills. It discusses what leaders do, leadership styles like authoritarian and democratic, and necessary competency skills like managing people, communication, and decision making. The focus is on developing the mindset, skills, and attitude needed to take on more responsibility as a manager.
Leadership A Transferrable Skill - Part DSelf-Reflected Summary.docxsmile790243
This document provides instructions for a leadership project that requires students to submit a self-reflection on their leadership strengths and areas for development. It explains that Part D of the project involves revisiting previous self-assessments and leadership insights in order to write a 2-4 page summary identifying the student's top 3 strengths and 2-3 skills that could be improved. The summary will be evaluated based on its demonstration of the student's leadership abilities and understanding of transferable skills relevant for potential employers.
Dr. Denise Lofton outlines her approach to inspirational leadership in her personal leadership statement. She believes in a relational, respectful, motivating, and inspiring leadership style that moves beyond directives to link personal and organizational goals. Her goal is to lead in a way that solves immediate problems without creating new ones, and encourages others to become leaders that others choose to follow. She aims to motivate and inspire others through self-assured and self-efficacious leadership, in order to create positive change rather than disorder.
This piece was written as a semester-long reflection of my four years spent in leadership development at Elon University. In this paper, I give my own personal definition of leadership, and describe influencing factors.
Most of the time, leaders think about the good leadership qualities and how to apply them on a daily basis.
The most important contribution you can make to your company is to be a leader, accept responsibility for results, and dare to go forward.
The document discusses the five levels of leadership:
1) Position - People follow because they have to
2) Permission - People follow because they want to
3) Production - People follow because of what you've done for the organization
4) People Development - People follow because of what you've done for them
5) Personhood - People follow because of who you are and what you represent.
It provides biblical examples for each level and laws of leadership that correspond to climbing the levels. The higher the level, the longer it takes to reach, the higher the commitment required, but the easier leading becomes with greater growth potential.
The document provides a summary of the book "Extreme Ownership" by Jocko Willink and Leif Babin. The book outlines 12 leadership principles based on their experiences as Navy SEALs, including taking extreme ownership, prioritizing and executing effectively, and maintaining discipline. It argues that these principles can cultivate individual, team, and sustained success in both military and business contexts. The principles emphasize clarity, belief, ego management, teamwork, simplicity, decisiveness, and both centralized and decentralized leadership.
The author's leadership style quiz results identified them as a participative leader who prefers getting input from others and making decisions based on summarizing those inputs, while maintaining final decision-making authority. While participative leadership fits the author, they feel transformational leadership better matches how they lead. The key differences are that transformational leaders play a more important vision-setting role, require stronger communication skills, and inspire enthusiasm, while participative leadership emphasizes professionalism and avoiding emotional factors. Simon Sinek's philosophy of starting with "why" emphasizes inspiring followers through a clear vision, which aligns with the transformational model of leadership.
Career Coach Guide To Job Interview and Salary Negotiation 2015Adrian Tan
My presentation at an Executive Career Management Talk at e2i Singapore.
Gain insider tips on interview skills and crucial insights on salary negotiation. Equip yourself with knowledge, skills to make the ultimate impression at the coveted job interview.
And find out why you should negotiate your salary no matter how good the offer is.
This Powerpoint slide show was created for the course OT 431 Leadership I for Master's level occupational therapy students at the University of Tennessee Health Science Center.
The document discusses various leadership theories including trait theory, behavioral theory, contingency theory, path-goal theory, normative decision theory, and situational leadership theory. It provides summaries of each theory and highlights key aspects such as leadership styles, situational variables that influence leadership effectiveness, and frameworks for matching leadership style to follower readiness.
This document discusses and compares charismatic leadership and transformational leadership. Charismatic leadership is defined by Max Weber and involves a leader with a large personality who inspires followers. Transformational leadership developed from Bass' work and involves developing visions and empowering followers. Both involve charisma but transformational leadership focuses more on organizations while charismatic leadership involves radical political figures. In education, charismatic leadership is seen in administrators while transformational leadership applies to teachers inspiring students to reach their potential.
Our leadership coaching is designed for effective leadership skills by providing leadership training. Join our online Effective leadership for developing leadership skills and coaching skills
The document discusses the author's views on leadership after completing leadership courses. It emphasizes that great leadership requires values like putting others first, accountability, and strong performance. It also stresses the importance of communication, collaboration, reflection, integrity, problem-solving skills, and empowering those around you. The author's leadership philosophy focuses on engaging and listening to teachers, students, and parents to achieve consensus and improve the school.
Great leaders come in all shapes and sizes, genders and cultures, but they all possess many of the qualities I’ve highlighted in the Think Oak A to Z of Leadership Qualities
This document outlines the author's leadership philosophy which centers around reverence for students, staff, faculty, and community members. The author believes that establishing reverence allows respect, responsibility, and excellence to naturally follow. As a leader, the author will apply their skills and experience to foster lifelong learning for both internal and external partners. Their priorities are to first build strong, trusting relationships within the university community. The author expects all employees to view each other with reverence and respect, doing more with less by creating innovative ideas with limited resources.
The document discusses the differences between leadership and management. It provides definitions and examples of each:
- Leadership is about motivating people through vision and inspiration to achieve goals, while management focuses on day-to-day operations like planning, staffing, and problem-solving.
- Several experts contribute perspectives on the distinction. John Kotter's 8 steps of change leadership emphasizes creating urgency and empowering others. Warren Bennis contrasts leaders with managers who command versus empower and inspire.
- While distinct, both leadership and management are valuable roles that organizations need. Leaders drive innovation but may lack management skills, and managers excel at execution but not large-scale influence. Together they can achieve greater impact.
This document discusses qualities of a good leader. It covers 5 key leader qualities: character, charisma, commitment, communication, and competence. For each quality, it provides definitions and suggestions for how leaders can improve and cultivate that quality, such as searching for past mistakes to improve character, sharing yourself to build charisma, measuring commitments, and constantly seeking ways to improve competence. Overall, the document outlines important traits for effective leadership and personal development.
This document outlines an agenda for a leadership training covering defining leadership, leadership styles, and transitioning from an executive assistant to a manager. The objectives are to understand the basics of leadership, determine how to lead teams and integrate department goals, and develop communication and influencing skills. It discusses what leaders do, leadership styles like authoritarian and democratic, and necessary competency skills like managing people, communication, and decision making. The focus is on developing the mindset, skills, and attitude needed to take on more responsibility as a manager.
Leadership A Transferrable Skill - Part DSelf-Reflected Summary.docxsmile790243
This document provides instructions for a leadership project that requires students to submit a self-reflection on their leadership strengths and areas for development. It explains that Part D of the project involves revisiting previous self-assessments and leadership insights in order to write a 2-4 page summary identifying the student's top 3 strengths and 2-3 skills that could be improved. The summary will be evaluated based on its demonstration of the student's leadership abilities and understanding of transferable skills relevant for potential employers.
The document provides guidance on developing leadership skills. It discusses that leadership can be learned and improved through continuous effort. Some key points covered include:
- Leadership styles should match the needs of the situation and followers. Different contexts call for different leadership approaches.
- Self-awareness is important for effective leadership. Leaders should understand their strengths, weaknesses, goals, and how others perceive them.
- Formal training programs and experiences like coaching, mentoring, and stretch assignments can help build leadership skills.
- Leaders must be careful not to let relationships interfere with their judgment or mimic others' styles too closely. True leadership comes from developing one's own strengths and adapting to situations.
The document provides guidance on developing leadership skills. It discusses that leadership can be learned through practice and continuous self-improvement. Some key points covered include understanding different leadership styles, acquiring leadership knowledge through courses and mentors, increasing self-awareness through assessments, and applying skills through new opportunities. The document also cautions against mirroring other leaders too closely without understanding one's own style, failing to continuously work on skills, and pursuing leadership for ego-driven reasons rather than a desire to serve others.
Leadership Explained (Be, Know, Do model)Aslan Umarov
Short Disclaimer:
Leadership has many different definitions and forms. Your company or circumstances may need absolutely different set up.
This material may be helpful for young leaders, especially in pressing situations, use it carefully.
As basis for this material I used “Be, know, do” formula and U.S. Army field manual “Battlefield Leadership”.
These principles are universal, well tested and work in many situations.
Never stop learning.
If you are interested in more material please contact me at: aslan.umarov@gmail.com
The document discusses the five levels of leadership. Level one is leadership from position, where people follow due to one's job title and authority. Level two is leadership by permission, where people follow due to respect and trust. Level three is leadership by production, where people follow due to what one has done for the organization. Level four is leadership by people development, where people follow due to what one has done for them personally and professionally. Level five is leadership by personhood, where people follow due to who one is and what one represents.
Personal Leadership Philosophies Paper Discussion.pdfsdfghj21
This document discusses an assignment to develop a personal leadership philosophy. It includes discussing core values, mission/vision, results of a CliftonStrengths assessment, key behaviors to strengthen, and a development plan. It also includes two prior discussion posts, one on qualities of good leaders and another reflecting on the assessment results. The assessment found the individual's top strengths to be Achiever, Significance, Individualization, Relator, and Deliberative. Areas for improvement included flexibility, friendship, positivity, communication, self-confidence and ambition.
Leadership Self-AssessmentLeadership is defined in many wa.docxsmile790243
Leadership Self-Assessment
Leadership is defined in many ways by many people. Some believe it can be learned, some believe it is innate or intuitive. The amount
of recent literature devoted to the theme of leadership is tremendous. When you examine the literature you will notice there are
endless opinions about what leadership is, how leaders are developed, the psychological factors associated with leadership, the traits
needed for effective leadership, the political aspects of leadership, and the unique elements of the academic environment.
Approaches to leadership are different in diverse situations and in various environments. Review the matrix below to see theories of
leadership and elements that make them different. The goal of the matrix is to assist you in understanding the various leadership
theories and the relationship between them.
Characteristics of Leadership Theories
Transactional Transformational Servant Charismatic Contingency Trait
Origin Burns, 1978 Burns, 1978 Greenleaf, 1970 House, 1976 Fiedler, 1964 Galton, 1869
Major Premise Leaders exchange
something with
followers to advance
both of their agendas.
Leader is interested in
developing followers to
their fullest potential.
Authority given
to followers.
Beliefs imparted
to followers.
To be effective, the
leader's style fits
the context of the
setting.
Leadership qualities are
genetic characteristics
of a family and passed
through generations.
Role of the
Leader
Rewards or disciplines. Motivates and inspires. Helps followers
achieve their
goals.
Role model for
beliefs imparted
to followers.
Is either task
motivated or
relationship
motivated.
Distinctive physical and
psychological
characteristics account
for leader effectiveness.
Role of the
Follower
Performs in exchange
for something.
Works for the greater
good of the group and
society in general.
Is empowered. Trust in the
leader's ideology.
Not applicable. Not defined.
Personality
Characteristics
of the Leader
Authoritarian,
negotiator, influential.
Charismatic,
inspirational, role model,
enabler.
Servant,
nurturer,
listener,
empathetic,
moral.
Self-confident,
dominant, role
model,
influential.
Varies depending
on the fit of the
setting.
Intelligence, strong
values, high level of
personal energy.
What Type of Leader Are You?
Your leadership style is your perception of how leadership should be. This self-assessment instrument will help you better
understand your own leadership style. Awareness of your style and recognition of the styles of others can help you more effectively
strategize how you perform your leadership duties and how you manage situations from a leadership position.
As you complete the survey, please keep in mind:
• There is no right or wrong answers.
• Nobody will judge you by your responses, but participating will provide you with an interesting foundation for future work in the
course.
• When you have completed the surve ...
This document outlines Wyatt Chartrand's integrative leadership development plan. It analyzes 5 sources: a chapter on gender and leadership from Northouse's textbook, a case study on managing bosses, points from a Fast Company article on leadership, feedback from Wyatt's champion, and an outside leadership model. Wyatt maps out specific actions and mechanisms for improving communication, managing ambiguity, and developing strengths. An integrative mind map ties these sources together. Wyatt's reflected best self portrait describes a logical, rational approach to transformational leadership through knowledge, challenge, and collaboration.
This document provides information about Belbin Team Roles, including descriptions of each role and their typical strengths and weaknesses. It then provides details from a Belbin Team Role report for an individual named Fraser Calderwood, including graphs of his highest and lowest scoring roles based on a self-assessment. The report suggests that Fraser sees himself as having strengths in Coordinator and Shaper roles but also notes that he may lack organization skills and could alienate others with his drive. It provides advice on how Fraser could maximize his potential and play to his strengths in each role.
1
13
Leadership Portfolio
Angela Williams
Saint Leo University
Leadership Applications in Criminal Justice 565
Dr. Eloy L. Nunez
March 1, 2015
Table of Contents
Personal Mission Statement
1
Weekly Self Assessments and Leadership Skill-Building Exercises
2
Module 1
2
Quiz Reflections 1-1
2
Quiz Reflections 1-2
2
Quiz Reflections 2-1
2
Quiz Reflections 2-2
2
Quiz Reflections 2-3
3
Exercise 2-4 Traits, Motives, and Characteristics
3
Module 2
5
Quiz Reflections 3-1
5
Quiz Reflections 3-2
6
Quiz Reflections 4-1
6
Quiz Reflections 4-2
6
Quiz Reflections 4-3
6
Exercise 3-3 Charismatic Leadership
6
Exercise 4-6 Task-Oriented and Relationship-Oriented Leadership Behaviors
7
Module 3
8
Quiz Reflections 5-1
8
Quiz Reflections 5-2
9
Quiz Reflections 6-1
9
Quiz Reflections 6-2
9
Exercise 3-3 Charismatic Leadership continued
9
Exercise 5-3 My Leadership Approach
9
Exercise 6-4 Report on an Ethical or Social Responsibility Scenario
10
Module 4
11
Quiz Reflections 7-1
11
Quiz Reflections 7-2
11
Quiz Reflections 8-1
12
Quiz Reflections 8-2
12
Exercise 7-5 Power, Politics, and Leadership
12
Exercise 8-4 Influence Tactics
13
Module 5
13
Quiz Reflections 9-1
14
Quiz Reflections 9-2
14
Quiz Reflections 10-1
14
Quiz Reflections 10-2
14
Quiz Reflections 10-3…………………………………………………………………………………………………………xx
Exercise 9-4 Team Building
15
Exercise 10-5 Motivation Observation Exercise
15
Module 6
16
Quiz Reflections 11-1
17
Quiz Reflections 12-1
17
Quiz Reflections 12-2
17
Quiz Reflections 12-3
17
Exercise 11-4 My Creative and Innovative Ideas
17
Exercise 12-4 How Well Do I Communicate to Others?
18
Module 7
X
Quiz Reflections 13-1
X
Quiz Reflections 13-2
X
Quiz Reflections 14-1
X
Quiz Reflections 14-2
X
Exercise 13-3 Opportunity to Think Strategically
X
Exercise 14-3 Cross-Cultural Leadership
X
Module 8
X
Quiz Reflections 15-1
X
Quiz Reflections 15-2
X
Exercise 15-2 My Leadership Portfolio
X
Final Reflections
X
References
20
Attachments
21
Resume
21
Quiz Results
24Personal Mission Statement
“I intend to become a well-respected corporate professional."
My personality is determined and guided by my personal mission statement “I intend to become a well-respected corporate professional.” This is my main goal in life and is indicated by the demanding pressures of the corporate world that require an individual to be sharp and well focused. The mission statement is personal and reflects on my leadership qualities that have been analyzed using the self-assessment and self-awareness test.
Weekly Self Assessments and Leadership Skill-Building Exercises
Module 1 2
Quiz Reflection 1-1: Readiness for the leadership role
I managed to score 95, which mean that I have got high readiness for a role in leadership. This was made possible by the fact that I am a skilled negotiator, a motivator and a figurehead in what I aspire to do.
Quiz Reflection 1-2: leadership Experience Audit
In my leadership experience, I have been privileged to hold a position of leadershi.
This document provides answers to 12 questions about coaching, consulting, emotional intelligence, and growing a business. Key points:
1. Coaching can help identify gaps and achieve breakthroughs faster than working alone by reducing errors. Mentoring is relationship-focused for both current and future development, while coaching is task-oriented and performance-driven.
2. Emotional intelligence, like self-awareness and relationship management, is as important as IQ for leadership. It can be developed by strengthening connections in the brain through practice.
3. Common business frustrations include a lack of control, people issues, insufficient profit, and failure of strategies to work long-term. Focus and planning tools from a coach can
The document provides guidance on developing leadership skills for business owners and managers. It discusses putting leadership skills learned from courses into practice by leading new projects and evaluating successes and failures. Different leadership styles are described, such as directive, process, creative, and facilitative styles that suit different personalities and situations. The document recommends getting leadership training, building self-awareness through personality tests, applying skills by analyzing situations and communication, and avoiding common mistakes like mirroring other leaders too closely without understanding one's own style.
The document provides guidance on developing leadership skills for business owners and managers. It discusses putting leadership skills learned from courses into practice by leading new projects and evaluating successes and failures. Different leadership styles are described, including directive, process, creative, and facilitative styles that may be suited to different situations. Building self-awareness through tests and surveys is recommended to understand one's leadership style and how others perceive it. Applying leadership through situation analysis, team building, and communication is also covered. Common mistakes like mirroring other leaders too closely and not dedicating effort to improving skills are discussed.
Running head INDIVIDUAL ASSESSMENT AND APPLICATIONS INDIVIDUAL .docxcowinhelen
Running head: INDIVIDUAL ASSESSMENT AND APPLICATIONS
INDIVIDUAL ASSESSMENT AND APPLICATIONS 13
Abstract
I am presently working as a project manager in an organization that focuses on project management especially in the areas of construction and management framework. My work encompasses managing teams of personnel each working on different tasks all aimed at completing a specific project. I manage construction of a project right from the initial stage of an idea to presenting complete work. When our company is outsourced to manage a particular project, we first examine and analyze the expected outcome according to the client. My work therefore entails sourcing for skills and expertise to compliment the necessary input needed to complete a project within the stipulated elements of costs, scope and timelines.
Self-assessment for Personality Development
Purpose: The purpose of this assessment is to help examine and analyze my level of personality and identify where I need to improve.
Score: 33 A + 36 B = 69
Interpretation of score: I recorded high scores depicting my attitudes and traits suggesting my personality as less-outer oriented than I realized. I am very sensitive to the attitudes of others, am interested in others, can be warm and am powerful in my own right.
Application of the Score to Improve on my effectiveness and efficiency in my organization
My work mostly entails managing and coordinating teams for accomplishment of a main task. In this case, am expected to have high degree of leadership and communication attributes so as to foster collective responsibility and productivity.
I have learnt that am a good listener and normally seek accurate information before making a decision. I am focused on what I do and pay attention to cues in order to avoid misunderstanding at work. I am also observant and this proves to be a vital trait especially when managing teams and organizations where there are friendships. These three traits among others have been the key drivers of my personal and professional life and have realized that I need to enhance on them to be more productive and have sound judgments and decision making. However, I have realized that I need to work on how I engage others. I have realized that I lead effectively when others are eager and self-starters. I wait for the right circumstances to prove my leadership. I also don’t engage with individuals who seem upset or angry. However, it’s upon me to set the pace and try to influence change in others as a leader. I ought to face problems connecting with the personalities of others and influence positive change if I am to grow.
Self-assessment for Personality Strength
Purpose: The purpose of this assessment is to help examine and analyze how strong my personality is and the areas I need to improve on.
Score: 34 A + 36 B = 70
Interpretation of score: I recorded high scores depicting a strong personality. This means I am able to live with other ...
Effective managers must:
1. Know what is happening in their organization and sector to make informed decisions.
2. Establish clear goals and direction for employees that fit into an overall plan.
3. Make timely decisions while consulting staff to earn credibility.
This document provides an introduction and overview of a leadership coaching report for an individual named Jane Sample. It explains that the report will analyze her strengths and developmental areas across five core performance areas of leadership: self-management, organizational capabilities, team building, problem solving, and sustaining vision. It describes the different sections of the report and what types of information and feedback they will provide. Key icons used in the report to indicate strengths, developmental needs, or areas to examine further are also explained. The document concludes by advising Jane on how to get the most value from her customized leadership report.
The document reflects on the author's leadership style through several sections. It begins by defining leadership and outlining the author's personal leadership assets like taking feedback and using different conflict resolution approaches. It then details a personal action plan to develop areas like flexibility, delegation, and time management. The author discusses how textbooks informed their style, focusing on developing skills suggested in readings. In conclusion, the author reflects on challenges of self-reflection but values feedback to grow professionally.
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 ...
Spending only 14,99$, you can find in this Test, an accurate description of my personality, at work or non-work situations.
I believe that spreading that type of tests inside our Companies will improve a lot our effectiveness and joy to work together.
We are different human beings, but often we consider ourselves as identic as everyone else, so spreading conflicts every day.
You can apply for your test here: https://www.123test.com/
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Table of Contents
I. Leadership Style
Analysis……………………………………………………………………………………
……3
II. Leadership Trait
Analysis……………………………………………………………………………………
……4
III. Leadership
Vision………………………………………………………………………………………
……………6
IV. Personal Leadership Code of
Conduct………………………………………………………………………8
V. Classroom Biography-Peer
leadership……………………………………………………………………….9
a. Reading Response to Classroom
Biography……………………………………………………10
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Leadership Style Analysis
Consider your leadership laboratory environment as the context for the following
questions. Answer the questions to the best of your understanding and ability.
1. Leadership behaviors are generally classified into two categories: consideration
and initiating structure. Identify one activity in each category that is present in
your leadership laboratory. Explain your choice.
a. Consideration: In my laboratory when it comes to people needing a day
off due to mental reasons, I will talk with the person and see what I can
do to help him/her renew the mind. Also, I will cover sessions and
classes for the person needing a break.
b. Initiating Structure: I delegate daily tasks to the employees. Those
tasks may be cleaning the gym floor, wiping down equipment, or doing
data entry. It is important to keep a sterile environment where germs
are easily shared. It is up to the leader to make sure employees are
cleaning each day. I help each employee establish a goal to accomplish
on his/her shift and then I make sure it is completed.
2. Most leadership is situational to a certain degree; that is it benefits from one
particular behavior or the other at a given point in time. Considering your
specific laboratory environment, do you think the situation calls for initiating
structure or consideration behaviors, or some balance of the two (assign a
percentage)?
The environment of Wheatland Fitness is very relational on both
employee-to-client and employee-to-employee levels. In order to retain
clients and employees in a gym of that size a leader must be considerate
and relational. However, administrative and other company-related tasks
must get done in order to have a clean and organized place of business. In
that case Wheatland Fitness needs to be 60% consideration and 40%
initiating. I assigned those percentages because the major component that
will retain employees and customers is the high level of consideration. Yet
like stated above, a good amount of initiative structure needs to be present.
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3. Given your current understanding of your leadership capabilities, in which
quadrant do you think you are most comfortable operating in at this point? Is
that different from the behavior balance you would like to achieve?
Low structure and high
consideration
High structure and high
consideration
Low structure and low
consideration
High structure and low
consideration
I am both considerate and initiative. In other words, I am very relationship-
oriented but at the same time task-oriented. I am comfortable being highly
considerate because that is a part of who I am. I am also comfortable with
making sure people stay on task and accomplish the daily tasks needed to
be done. This is the behavior balance I want to achieve. It is also important
to note that some people may need more of one over the other and I am
okay with executing that as well.
4. Given the role that you play, identify the leadership style that you think is most
appropriate for your responsibilities: participative, autocratic, or entrepreneurial.
Why did you select the style that you did? What evidence did you use to make the
selection?
The leadership responsibility I deem most appropriate for the role I am in
is a participative. In the employee relations side there is not a lot major
decisions where one person is the decider. Most are little decisions and can
be decided in a group setting. On a trainer/client level, it is very much
participative. Even though I am giving them the tools to exercises my
decisions and responsibilities towards my client has to do with the goals
and desires they have. If I were to dictate in my sessions then my clients
are not going to feel comfortable with me as their leader.
Leadership Trait Analysis
Trait Description Strength (1, 2, 3) Desirability (1, 2, 3)
Self-confidence 3 1
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Humility 1 1
Core self-evaluations 1 1
Trustworthiness 1 1
Authenticity 1 1
Extraversion 3 2
Assertiveness 2 1
Enthusiasm 2 2
Optimism 2 1
Warmth 1 1
Sense of humor 2 3
Proactive personality 2 2
Passion 1 1
Emotional intelligence 2 1
Self-awareness 2 1
Self-management 2 1
Social awareness 1 1
Relationship management 1 1
Flexibility and adaptability 1 1
Courage 2 1
Need for power 3 3
Drive 1 1
Need for achievement 1 2
Tenacity 1 1
Resilience 2 1
Strong work ethic 1 1
Cognitive or analytical intelligence 1 1
Practical intelligence 2 1
Knowledge of the business 1 1
Creativity 2 2
Insight into people and situations 1 1
Farsightedness 1 1
Conceptual thinking 2 2
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In the space provided below, summarize the findings noted above, identifying at least
one area of strength that you can leverage in order to become a more effective leader, as
well as one area of weakness you would like to work on. Be specific in action plans for
both your strength and weakness.
One area of strength I have is my insight into people and situations. The fitness
industry is more than just trying to make money. It is a people-person business
about trying to help people. My insight into people and situations enables me to
the best trainer and employee because I can use my insight of clients to figure
out how to help them the best. My insight into situations allows me to decipher
whether I should stay away from something particular or not. Those are not the
only reasons but some of the important ones.
My biggest weakness is self-confidence. I allow my lack of confidence to hold me
back from taking risks, making decisions and being the best I can. I would like to
keep working on this because I know I have value but at times it is hard to
believe. If I could be more assertive and more confident in myself then I would
make more impact in my work and in my relationships.
I found from this assessment, a few of my “weaknesses” are not necessarily
important for my ability to lead; such as need for power. I do not want all the
power; I would rather share it. I tend to be more collaborative than anything.
Extraversion is another weakness of mine but in some situations I am able to step
out of my comfort zone and be somewhat outgoing.
Leadership Vision
Draft a leadership vision statement for yourself that addresses the factors listed below.
Describe your ideal end-state, but consider the realities of your personality and
capabilities.
Factors to Consider
1. Which characteristics best describe you as a leader?
Coach and Motivator
Team Builder
Team
Entrepreneur
Strategic Planner
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2. Do you tend toward introvert or extrovert behavior?
My behavior is very introverted. Sometimes the attributes that come with
being an introvert can be a little extreme and prevent me from doing certain
things such as talking in groups, introducing myself to new people, and going
places I do not know anyone.
3. What type of communications are you most comfortable with – formal or informal;
written or spoken; storytelling or “just the facts”?
I am most comfortable with informal, written (sometimes spoken), and “just the
facts” forms of communications. Informal is more comfortable because of the
easy-going feel to it. It is hard for me to communicate in a formal light such as a
presentation or an interview due to the pressure that can be felt. Written and
spoken can both be hard. However, when it comes to speaking about important
matters, it is easiest for me to articulate those matters through words. Yet
sometimes writing is hard and it is easier for me to explain things through
speaking. I am a terrible storyteller; I miss main points, stutter, and take a long
time to tell a story. My best bet is to tell key facts and figures.
4. Which leadership styles best reflects your current self-evaluation?
Shared
Collaborativ
e
Consultativ
e
Consensus
5. Is your leadership style more focused on initiating structure or consideration? Which
would you prefer?
My leadership style focuses more on consideration. Because I am so relational
and empathetic towards others, I lead with consideration towards people and
situations. I would prefer having more consideration than initiating structure
because of my desire to connect with others.
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6. Do you desire to be managerial, charismatic, or transformational?
Transformational is the leadership style I would prefer to be as I continue to
be in leadership roles. I do not care about my own glory and gain. I care about
helping others grow and doing things for the good of the organization. As a
transformational leader should do, I want to transform people and the
organization I am in.
Write your leadership vision below in 2-3 complete sentences
My vision is to guide people to a healthier life physically, mentally, and spiritually.
Through coaching and motivating people of this world, deteriorating health will transform
to stronger health. Using my team player characteristics in this vision, health problems will
be solved in creative and practical ways.
List the specific actions (highest priority) you believe you need to take to achieve your
leadership vision
1. Build a team of people who care about creating a world dedicated to health and
fitness.
2. With that team, come up with a strategic plan for bringing health and fitness to the
community.
3. Strengthen my assertiveness and confidence to step out and take the risk.
4. Go out and stress the importance of living in a healthy manner; those efforts should
be done first to my clients (my closest reach).
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Portfolio Conduct
Values – List the most critical values that you would want to serve as the underlying
infrastructure for your formal code of conduct.
1. Transparency
2. Integrity
3. Relationship Investment
4. Selflessness
5. Excellent Performance
6. Accountability
7. Social Responsibility
8. Teamwork
Behaviors – List the behavioral expectations you would have of employees, consistent
with your Christian worldview, but in the context of a for-profit business.
1. Consider the needs of others before your own.
2. Personalize relationships.
3. Do what’s honest and right no matter the circumstance.
4. Listen to others.
5. Confront issues as they arise.
6. Be tenacious.
7. Be willing to put in the time.
8. Be prepared.
Code of Conduct
Transparency, integrity, empathy and accountability are at the core of who I am. I
lead by example through telling the truth, being open, and listening to others.
These traits are most essential as I continue to grow as a leader. I will consider
the needs of others above my own as the success of others is my priority.
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Integrating these values and behaviors I have the ability to lead with love,
compassion, and excellence. I strive to be someone who listens to others as people
are more committed when they feel heard. These are the values I live by and the
ways I share those values.
Peer Leadership Biography
Leadership Biography of Jennifer
Introverts tend to be viewed in a negative way when in reality introversion is very
much a positive characteristic just as much as extroversion. Jenna happened to
overcome the introvert stigma. Being the quiet girl through grade school, Jenna had
difficulties with public speaking and even speaking out in class. Due to her quietness
many people did not even know who she was. Yet with the help of God she slowly started
to break out of the “quiet girl” image. Her junior year she prayed to God about wanting
to become comfortable talking to people, especially in group settings. God was really
patient with Jenna as she began to work through the uncomfortableness of stepping out
of her shell. These past moments of growth have shaped Jenna into the leader she is
today. “As I do leadership now, I look back on that and remember where I came from
and why I am still constantly trying to improve” states Jenna. There is still a lot of
improvement to be done but because of God Jenna has come such a long way.
God and faith have not been the only contributors to Jenna’s growth as a leader.
A few heroes have been major influences on how Jenna views leadership. First, Jamie, a
youth group leader at Lakeside Church, is the image of emotional intelligence. Jenna
saw skills and traits in Jamie that displayed what it looks like to be a good leader and a
good person. Jamie was intuitive as she was able to read into people and be empathetic
with it. Jenna was impacted the most by her ability to put aside things for others. For
example, Jenna was having trouble one night and she did not know who to talk to or
even what to do. Jamie was who she called in which she set a side whatever she was
doing right then to go meet with Jenna in person to help with the situation. Leaders are
able to put aside what they are working on to meet the needs of their team. Jenna views
empowerment as a factor in emotional intelligence. A leader empowers the people he or
she is helping.
Brene Brown is researcher that focuses on four topics: courage, vulnerability,
worthiness, and shame. Jenna is intrigued by this leader because she applies what she
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learns from her research. Leaders take what they learn and apply it their own lives.
Jenna has shaped herself to be someone that does not exempt herself from applying
lessons such as Brene Brown. Jenna strives to be transparent in the way that she is
vulnerable with her faults. This type of vulnerability can help others gain confidence
and continue their leadership journey.
Jenna wants to be a leader that helps people. Specifically, she wants to help
people get past illnesses and live healthy. She wants to help others find the answers to
chronic illnesses and how to overcome them. Jenna went through a period where
doctors could not figure out what was wrong. The doctors finally found the answer, a
chronic disease. Jenna was able to learn how to deal with it and not let it take over her
life. She wants to help others find the knowledge needed to deal with their illnesses such
as diets that may help. Personal health concerns motivates Jenna to help others.
Jenna finds the most important leadership skill that will help her succeed is
relationship management. A lot of things stem from relationship management such as
authenticity, trustworthiness, or emotional intelligence. In order to grow those other
traits you need to be able to put effort in relationships, manage those relationships, and
be open and available. Leaders and supervisors in Jenna’s life have not even tried to
build a relationship with her. That lack of relationship or even trying to build a
relationship has caused her to not want to be engaged in the company. Relationships
helps Jenna and others be motivated to do their best work. In other words, commitment
in the organization goes up when leaders build relationships with their subordinates.
Looking at the poor leadership Jenna has experienced in her life has showed her how
not to be when it comes to leading a group of people. Jenna believes observing others
and seeing the areas they lack, you can apply it to your personal life. Seeing the lack of
skills needed to be a good leader helps Jenna see how it would pan out without those
areas as well.
Jenna cares about being a good leader. She is aware of other people and wants to
look out for others. She strives to be someone that is approachable for others. Through
influential and uninfluential people and experiences, Jenna strives to be an emotional
intelligent leader who also seeks to build relationships with her subordinates and those
around her. She has grown to be assertive in how she presents and leads. She is intuitive
and prides herself in applying what she learns to her life. Jenna is growing to be a
powerful leader and is succeeding in her efforts.
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Response to My Personal Biography
Reading about myself from someone else’s eyes is very enlightening. The way my
leadership life was articulated has brought a deeper understanding about myself in
some ways. Despite my current job title, I had not necessarily thought of myself as a
coach in my leadership style. In our discussion, I never once even mentioned leading
with a coaching style. However, Jenna gathered it from the way I spoke of my
experiences. I classify myself as a transformational leader with a participative style. I
also lead with a relational style and Jenna tied on all of those while adding new styles
(coach). Her assessment of my background was mostly accurate.
Jenna pointed out that I am facing a leadership crisis. I would to clarify I do not
call it a crisis. The closing of the studio was a decision that was made, it was not in any
way an emergency for the company, in my opinion. The managers no longer saw the
need for that building anymore so a decision was made and it affected me. It was an
adverse situation. The problem with this situation had more to do with the lack of
leadership by the CEO and the managers. There was not a lack of decisiveness because
the managers made a decision. However, what they did lack was the ability to empathize
with employees and to keep their words. On the other hand, she did explain how that
situation shaped me and the way I hope to lead.
A positive to reading about yourself from someone else’s eyes is the chance to see
what strengths and weakness you possess. Need for achievement as a driving force is
something I see as a flaw. Jenna spoke of this motive in a positive manner and as a
gauge of my success. Need for achievement could be positive but at times it is negative.
In my case I must be careful with allowing it to be the main motivation. First, my need
for achievement sometimes turns in to a need for control. Sometimes as I am trying to
succeed or reach a goal, even with my clients, I tend to become a little controlling and
that can cause clients/others to lose their motivation. Too much control leads to losing
commitment from those who work with me or are friends with me. Second, my need for
achievement causes stress on myself. Although some stress could be good in order to
get things done, too much stress can have serious implications on my mental health. If I
experience setbacks or bumps in anything, I become frustrated and overwhelmed which
in turn can keep me from reaching my goals. I would like to be motivated by something
else rather than my need for achievement. Jenna touched on another motivation factor
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which I see as more positive: impacting others. This motive ties into my desire to be a
transformational leader.
The applications I hope to pursue from this biography has to do with my
weaknesses and the poor leadership skills I have encountered in my work. In the future I
hope to limit my need for achievement. It should not be my only motive in my ability to
lead. Earlier I gave reasons for why it is a weaknesses; in future leadership roles I will
come up with ways I can use it as a strength. Second, an ongoing list has been forming
on how not to lead. This comes from the poor leaders I have experienced in the past. In
some ways this is positive and Jenna pointed out the lessons I learned. I seek to build my
leadership with not only the skills and attributes Jenna listed but with skills and
attributes learned in the course and in other experiences. After reviewing several times
the words Jenna wrote, I realized I tend to focus on the negative sides of leadership. I did
not have much to tell her about good leaders that influenced my life. I believe that is
not because good leaders have not invested in my life but because I pay closer attention
to the bad leaders in my life. I let the evil over power the evil. I am sensing I could have
more growth if I do not only look at the negative as how to lead but also look at the
many great leaders I have encountered in my life. Most importantly, this biography
showed me that you shouldn’t focus on one area to teach you how to be a leader.
Everyone teaches you something, and you can choose to listen or not. I tend to listen to
the bad leaders (not to lead like them) to determine how not to lead rather than look at
the good leaders to determine how to lead.
Summary of Leadership Learnings
Leadership is such a simple word, so one would think. Leadership is much more
complex compared to management, in my opinion. I say this because leadership can be
done at any level, any time, and any place. Management to my understanding is a
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position in which creates order and consistency with in a group of people. Management
has much more to it than that as well but the topic I want to focus on is leadership. I
found the fundamentals presented in the course to be very crucial in understanding me
as a leader as well as viewing others as leaders. By fundamentals I mean all the different
components under leadership addressed: attributes, roles, styles, and theories. Some of
these aspects of leadership are learned and some are genetically intertwined within us.
For example, under traits I am very much an introvert, I believe it is in my genetic
make-up. However, I have learned through my time in college how to be extroverted in
some situations. The different kinds of leadership styles stuck out to me and brought me
to realize that some followers need transactional leaders and some need
transformational.
Transformative leadership is the most intriguing out of all of the styles discussed.
It is referred to as the Simon Peter model of leadership. It essentially is a conglomerate
of a bunch of other leadership styles: charismatic, transformational, Level 5, covenantal,
and principle-centered. This leadership style seeks to transform people and achieve goals
in the organization but does it in a way that shows value and standards. There is not one
style that is most effective; each has its positives and negatives. In order to be effective
leader, we have to find a balance between extremes. For example, task-orientation and
relationship-orientation are too extremes. One leader who is task oriented is focused on
getting the tasks and assignments done right and on time. It’s like checking off a list.
Relationship-orientated leaders tend to focus on interpersonal relationships and
influencing people in that way. Taking a look at the dimensions of consideration and
initiating structure, task-orientation and relationship-orientation are components of this
dimension. Task-oriented is a part of initiating structure and relationship-oriented is
consideration. There is a happy medium and by finding that balance a leader, like
myself, will be more effective in leading a team of people. It is also important to
remember that one person might need more of consideration over initiating structure.
In all aspects of leadership balance is important.
On a vulnerable level, I have always felt like no one understood me and therefore
I did not understand myself. Yet through the leadership course that has drastically
changed. I have come to realize who I am and who I can be. My desires have heightened
through figuring out my style and my ability to lead. I learned that one of my roles of
leadership is a coach and motivator. Now in my current job those roles would clearly be
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obvious but I never would have guessed it was a part of leadership. I have also learned
even more, I see into people and situations. This trait has become heightened as I have
learned more about effective leadership in comparison to my current job. Effective
leaders are clear communicators, integral, able to inspire change, empathetic, and
visionary. These are not the only traits of a successful leader but ones I find most
important, especially in myself as a leader. I have seen what poor communication,
dishonesty, and lack of empathy can do to a team, an organization, and a leader. It
destroys people and businesses. In my leadership journey I hope to display the more
positive characteristics and methods of a good leader, not only for myself but in order to
create other ethical, effective leaders.
As I begin to head into my future, lessons about leading have stuck in the
forefront of my mind. Communication has been a continual trait through this concept
of leadership. Poor communication can destroy successful businesses, relationships, and
people. In a leadership role, I plan to clearly and concretely communicate to those
under me and above me in order to bridge the gap between levels. By adequately
communicating with others, I will display my empathy and understanding of the people
and the organization. My style of leadership is still in the developing stages and I know a
style can always change. A transformative leader is a great balance of different styles.
My hope is to develop myself into this style of leadership. A vision I have is to transform
people to being healthy and fit. I believe the best way to do that is through this style.
My traits and characteristics are always developing and sometimes changing. The
good traits get stronger and the negative ones start to fade out as I grow and transform.
Education and mentorship is a big part of it. I hope to pursue those types of
relationships. Mentors can help develop people through guidance and support. A
mentor could point out what I need to do better to reach the goals I have because they
have had the experience. On the other hand, seeking out people to be a mentor to can
help strengthen my ability to lead not only one person but a whole team. Education will
not make someone a leader but it can help one become more knowledgeable in the area
of leadership. I plan to continue to educating myself whether through online studies,
readings, courses and discussions about leadership. I will seek after more leadership
development opportunities.
I realize that leadership styles do not always fit with certain situations. The
Contingency Theory of Leadership developed by Fred Fiedler. In my understanding,
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certain leadership styles are only effective in certain roles. Using this model to measure
leaders will help place them in the best roles for their style. In my mind this means put
people where they will succeed. What does this mean for me? I am going to do my best
to find roles that I know my style will excel in. I do not want to put myself some where I
know that I will fail in. If I ever find myself in a situation where my style does not work I
will do one of two things. First, I will try my best to adapt my style to the particular
situation. If that cannot happen then the next thing I will do is step out of that
leadership situation. My leadership has developed a lot over the course of four months.
The list of practical applications keeps growing and I am going to do my best to act on
those applications.