My Personal Leadership Model 2011
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An overview of my current leadership model that demostrates my leaderhip style based on various assesments.
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This document discusses effective leadership. It defines leadership as a process by which a person influences others to accomplish an objective and directs an organization. Key attributes of effective leaders are listed as interpersonal skills, communication skills, values, confidence, flexibility, and creativity. The document contrasts leadership with management, and discusses different theories and styles of leadership, including autocratic, laissez-faire, democratic, and bureaucratic styles. Effective leadership styles highlighted include vision, passion, confidence, image-building, role-modeling, external representation, and inspirational communication.
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This document discusses effective leadership. It defines leadership as a process by which a person influences others to accomplish an objective and directs an organization. Key attributes of effective leaders are listed as interpersonal skills, communication skills, values, confidence, flexibility, and creativity. The document contrasts leadership with management, and discusses different theories and styles of leadership, including autocratic, laissez-faire, democratic, and bureaucratic styles. Effective leadership styles highlighted include vision, passion, confidence, image-building, role-modeling, external representation, and inspirational communication.
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This document discusses various theories and styles of leadership. It defines leadership as motivating a group towards a common goal. Leadership theories covered include trait theory, behavioral theory, and contingency theory models like Fiedler's, situational, and path-goal theories. It also outlines different leadership styles such as transformational, transactional, servant, autocratic, laissez-faire, democratic, bureaucratic, and charismatic. The document emphasizes that the best leadership style depends on the situation and that Prophet Muhammad exemplified strong leadership through confidence, vision, planning, teamwork and other qualities.
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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:
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- 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
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This document discusses several leadership theories and models:
- Task-oriented and relationship-oriented leadership styles focus on tasks or relationships. The contingency model examines situational factors like trust in the leader.
- Path-goal theory states effective leaders positively impact follower motivation, ability, and satisfaction.
- Hersey-Blanchard's situational leadership theory examines follower readiness and pairs leadership styles accordingly, from telling to delegating.
- Leader-member exchange theory suggests leaders classify followers into in-groups they trust more and out-groups.
- Vroom-Yetton's revised model focuses on leadership style suiting each problem/situation without constraint.
- Transactional leadership helps followers achieve goals. Transformational
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1. A group of workers and leaders are tasked with clearing a jungle road to access a port site. The leaders organize the workers efficiently and monitor progress and resources, with excellent initial results.
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3. Different leadership styles are described, including autocratic, democratic, consultative, persuasive, and laissez-faire approaches. Leading change is also discussed, noting how change impacts workers' self-esteem and various theories of leadership traits, behaviors, contingencies, and transactions.
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,
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,
difference between managers & leaders
,
managerial grid
,
based on assumptions about people
,
trait theory
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laissez –faire or free rein style
,
formal & informal leadership
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participative or democratic style
,
autocratic or authoritarian style
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Write a 4–6-page analysis of a leader you either interviewed personally or researched thoroughly. In your analysis, address specific ways the leader demonstrates effective leadership.
Effective leaders realize that employees should be recognized for a job well done. While some people prefer public praise and others prefer personal recognition, most employees want to be recognized in some way. Kouzes and Posner (2017) state that effective leaders begin their leadership development by first learning to lead themselves. Effective leadership begins from within and expands outward to affect others. This development cascades into effective leadership.
SHOW LESS
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
Competency 1: Evaluate the purpose and relevance of leadership.
Analyze how a leader reflects the definition of leadership.
Evaluate leadership style, characteristics, or themes in relation to the purpose and relevance of effective leadership.
Competency 2: Evaluate how leadership strengths apply in the workplace and within the community.
Analyze how a leader models leadership.
Analyze how a leader inspires a shared vision.
Analyze how a leader looks for new opportunities that may require experimentation or taking risks.
Analyze how a leader empowers and recognizes the contributions of others.
Toggle Drawer
Questions to Consider
As you prepare to complete this assessment, you may want to think about other related issues to deepen your understanding or broaden your viewpoint. You are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of your professional community. Note that these questions are for your own development and exploration and do not need to be completed or submitted as part of your assessment.
How does having or not having a shared vision affect your work? What strategies have you seen used that inspire a shared vision?
How do the leaders you know recognize and acknowledge exceptional work?
Preparation
Throughout your career, you could undoubtedly benefit from analyzing leadership and management characteristics of other leaders and managers you consider effective and successful. This assessment provides an opportunity and framework to do that in the context of effective leadership.
To complete this assessment, you have two options. You may choose to base your assessment on a leader you know personally or on a leader who is well-known. Be sure to read the complete instructions for both options carefully before making a decision.
Instructions
Option A: Interview a Leader You Know Personally
Identify someone you know who is currently serving in a leadership capacity at an organization. You may choose a leader affiliated with your employer, a community leader, a political or church leader, or anyone whose leadership skil ...
Write a 4–6-page analysis of a leader you either interviewed persona.docx
Write a 4–6-page analysis of a leader you either interviewed personally or researched thoroughly. In your analysis, address specific ways the leader demonstrates effective leadership.Effective leaders realize that employees should be recognized for a job well done. While some people prefer public praise and others prefer personal recognition, most employees want to be recognized in some way. Kouzes and Posner (2017) state that effective leaders begin their leadership development by first learning to lead themselves. Effective leadership begins from within and expands outward to affect others. This development cascades into effective leadership.By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
Competency 1: Evaluate the purpose and relevance of leadership.
Analyze how a leader reflects the definition of leadership.
Evaluate leadership style, characteristics, or themes in relation to the purpose and relevance of effective leadership.
Competency 2: Evaluate how leadership strengths apply in the workplace and within the community.
Analyze how a leader models leadership.
Analyze how a leader inspires a shared vision.
Analyze how a leader looks for new opportunities that may require experimentation or taking risks.
Analyze how a leader empowers and recognizes the contributions of others.
Reference
Kouzes, J. M., & Posner, B. Z. (2017).
The leadership challenge: How to make extraordinary things happen in organizations
(6th ed.). Hoboken, NJ: Wiley.
Assessment Example
Assessment 5 Example
.
Suggested Resources
The resources provided here are optional. You may use other resources of your choice to prepare for this assessment; however, you will need to ensure that they are appropriate, credible, and valid. The
BUS-FP3012 – Fundamentals of Leadership
Library Guide can help direct your research, and the Supplemental Resources and Research Resources, both linked from the left navigation menu in your courseroom, provide additional resources to help support you.
Capella Resources
For a list of key leaders you might consider for Option B of your assessment, see the
Option B Leaders List [DOC]
.
Bookstore Resources
These resources are available from the
Capella University Bookstore
.
Kouzes, J. M., & Posner, B. Z. (2017).
The leadership challenge: How to make extraordinary things happen in organizations
(6th ed.). Hoboken, NJ: Wiley.
Chapter 13, "Leadership Is Everyone's Business."
Preparation
Throughout your career, you could undoubtedly benefit from analyzing leadership and management characteristics of other leaders and managers you consider effective and successful. This assessment provides an opportunity and framework to do that in the context of effective leadership.
To complete this assessment, you have two options. You may choose to base your assessment on a leader you know personally or on a lead.
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1. Only three things happen naturally in an organization: friction, confusion, and underperformance. Everything else requires leadership.
2. It explores various leadership theories, styles, and levels. Theories discussed include trait, behavioral, and contingency theories. Styles examined include autocratic, democratic, visionary, affiliate, pace-setting, and coaching. Levels range from position to permission to production to people development to the pinnacle.
3. Various aspects of human nature are addressed, including needs, thought processes, and motivation. Abraham Maslow's hierarchy of needs and the ladder of inference model are summarized.
4.
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This document summarizes Kalley Keenan's leadership journey. It begins with a quote from Ralph Waldo Emerson about succeeding by leaving the world better through one's actions. The next section reflects on what leadership means, describing leaders as those who recognize their strengths and weaknesses, build on their strengths, and are good at problem solving, seeing the big picture, and communicating. The final section lists Kalley's key strengths, including empathy, developing others, positivity, seeking input from others, and a drive to keep learning.
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The document discusses the qualities and skills of effective leadership. It identifies key leadership traits such as motivating followers, having initiative, communicating clearly, and problem solving abilities. The document also provides tips for developing leadership skills, such as learning to communicate effectively, organizing workflow, and recognizing individual contributions. Examples of leadership failures include an inability to organize or provide support. Overall, the document outlines the characteristics of good leaders and offers advice for improving one's leadership capabilities.
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The proposed XYZ Leadership Training is aimed at guiding college students to develop leadership skills. It will help students manage decisions, build relationships, and become effective leaders. The training will use modern techniques like power point presentations and activities to build self-esteem. Participants will gain knowledge in leadership skills not fully covered in school. The training is expected to enhance students' basic leadership foundations and help them improve skills to become better leaders. It will also provide an opportunity to apply theoretical knowledge in practice and learn responsibility.
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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.
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How to become a more effective leader/manager/supervisor. How to recognize your default leadership style, and how to incorporate other styles and methods in order to develop your leadership capabilities.
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The document discusses situational leadership theory, which proposes that effective leadership depends on the development level of followers. It describes four leadership styles based on the amount of direction and support provided: directing, coaching, supporting, and delegating. The optimal style depends on followers' competence and commitment levels, with more directive styles used for low development levels and less directive styles for high development levels. Mismatches between leadership style and follower development can decrease effectiveness.
Leadership
This document discusses several leadership theories and models:
- Task-oriented and relationship-oriented leadership styles focus on tasks or relationships. The contingency model examines situational factors like trust in the leader.
- Path-goal theory states effective leaders positively impact follower motivation, ability, and satisfaction.
- Hersey-Blanchard's situational leadership theory examines follower readiness and pairs leadership styles accordingly, from telling to delegating.
- Leader-member exchange theory suggests leaders classify followers into in-groups they trust more and out-groups.
- Vroom-Yetton's revised model focuses on leadership style suiting each problem/situation without constraint.
- Transactional leadership helps followers achieve goals. Transformational
Types of Leaders
1. A group of workers and leaders are tasked with clearing a jungle road to access a port site. The leaders organize the workers efficiently and monitor progress and resources, with excellent initial results.
2. However, someone notices they are clearing the wrong part of the jungle and shouts to stop, as they need to do the "right thing" rather than just doing things efficiently.
3. Different leadership styles are described, including autocratic, democratic, consultative, persuasive, and laissez-faire approaches. Leading change is also discussed, noting how change impacts workers' self-esteem and various theories of leadership traits, behaviors, contingencies, and transactions.
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Leadership and managerial role
Leadership styles and effectiveness
Contemporary issues in leadership
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This document discusses and compares transformative and charismatic leadership. Transformative leadership inspires followers to go beyond self-interest for the good of the organization. Transformational leaders pay attention to follower concerns, help them see problems in new ways, and excite followers to work harder. Charismatic leadership relies on a leader's ability to attract admiration through behaviors seen as heroic and extraordinary. Charismatic leaders articulate inspiring visions, take risks, and engage followers emotionally. While related, transformative leadership focuses more on developing followers, while charismatic leadership emphasizes adopting the leader's worldview.
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This document provides an overview of situational leadership training. It discusses the purposes and learning objectives, which include developing leadership flexibility and the ability to diagnose different development levels in others. The core of the training is the Situational Leadership II Model, which involves two leadership skills: flexibility in adapting one's style, and diagnosis of an individual's competence and commitment levels. Trainees learn to identify four development levels (Enthusiastic Beginner, Disillusioned Learner, Capable Performer, Self-Reliant Achiever) and match one of four leadership styles to best support the individual in their development.
Leadership
leadership
,
the essence of leadership
,
leadership & management
,
importance of leadership
,
theories of leadership
,
behavioural theory
,
difference between managers & leaders
,
managerial grid
,
based on assumptions about people
,
trait theory
,
laissez –faire or free rein style
,
formal & informal leadership
,
leadership styles
,
participative or democratic style
,
autocratic or authoritarian style
,
based on authority retained
Leadership Principles
This is part of a presentation that deals with basic principles of leadership. It looks at certain changes that occurred in leadership theory over the last decades, and ends with a discussion on relational leadership models.
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Similar to My Personal Leadership Model 2011
Write a 4–6-page analysis of a leader you either interviewed persona
Write a 4–6-page analysis of a leader you either interviewed personally or researched thoroughly. In your analysis, address specific ways the leader demonstrates effective leadership.
Effective leaders realize that employees should be recognized for a job well done. While some people prefer public praise and others prefer personal recognition, most employees want to be recognized in some way. Kouzes and Posner (2017) state that effective leaders begin their leadership development by first learning to lead themselves. Effective leadership begins from within and expands outward to affect others. This development cascades into effective leadership.
SHOW LESS
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
Competency 1: Evaluate the purpose and relevance of leadership.
Analyze how a leader reflects the definition of leadership.
Evaluate leadership style, characteristics, or themes in relation to the purpose and relevance of effective leadership.
Competency 2: Evaluate how leadership strengths apply in the workplace and within the community.
Analyze how a leader models leadership.
Analyze how a leader inspires a shared vision.
Analyze how a leader looks for new opportunities that may require experimentation or taking risks.
Analyze how a leader empowers and recognizes the contributions of others.
Toggle Drawer
Questions to Consider
As you prepare to complete this assessment, you may want to think about other related issues to deepen your understanding or broaden your viewpoint. You are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of your professional community. Note that these questions are for your own development and exploration and do not need to be completed or submitted as part of your assessment.
How does having or not having a shared vision affect your work? What strategies have you seen used that inspire a shared vision?
How do the leaders you know recognize and acknowledge exceptional work?
Preparation
Throughout your career, you could undoubtedly benefit from analyzing leadership and management characteristics of other leaders and managers you consider effective and successful. This assessment provides an opportunity and framework to do that in the context of effective leadership.
To complete this assessment, you have two options. You may choose to base your assessment on a leader you know personally or on a leader who is well-known. Be sure to read the complete instructions for both options carefully before making a decision.
Instructions
Option A: Interview a Leader You Know Personally
Identify someone you know who is currently serving in a leadership capacity at an organization. You may choose a leader affiliated with your employer, a community leader, a political or church leader, or anyone whose leadership skil ...
Write a 4–6-page analysis of a leader you either interviewed persona.docx
Write a 4–6-page analysis of a leader you either interviewed personally or researched thoroughly. In your analysis, address specific ways the leader demonstrates effective leadership.Effective leaders realize that employees should be recognized for a job well done. While some people prefer public praise and others prefer personal recognition, most employees want to be recognized in some way. Kouzes and Posner (2017) state that effective leaders begin their leadership development by first learning to lead themselves. Effective leadership begins from within and expands outward to affect others. This development cascades into effective leadership.By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
Competency 1: Evaluate the purpose and relevance of leadership.
Analyze how a leader reflects the definition of leadership.
Evaluate leadership style, characteristics, or themes in relation to the purpose and relevance of effective leadership.
Competency 2: Evaluate how leadership strengths apply in the workplace and within the community.
Analyze how a leader models leadership.
Analyze how a leader inspires a shared vision.
Analyze how a leader looks for new opportunities that may require experimentation or taking risks.
Analyze how a leader empowers and recognizes the contributions of others.
Reference
Kouzes, J. M., & Posner, B. Z. (2017).
The leadership challenge: How to make extraordinary things happen in organizations
(6th ed.). Hoboken, NJ: Wiley.
Assessment Example
Assessment 5 Example
.
Suggested Resources
The resources provided here are optional. You may use other resources of your choice to prepare for this assessment; however, you will need to ensure that they are appropriate, credible, and valid. The
BUS-FP3012 – Fundamentals of Leadership
Library Guide can help direct your research, and the Supplemental Resources and Research Resources, both linked from the left navigation menu in your courseroom, provide additional resources to help support you.
Capella Resources
For a list of key leaders you might consider for Option B of your assessment, see the
Option B Leaders List [DOC]
.
Bookstore Resources
These resources are available from the
Capella University Bookstore
.
Kouzes, J. M., & Posner, B. Z. (2017).
The leadership challenge: How to make extraordinary things happen in organizations
(6th ed.). Hoboken, NJ: Wiley.
Chapter 13, "Leadership Is Everyone's Business."
Preparation
Throughout your career, you could undoubtedly benefit from analyzing leadership and management characteristics of other leaders and managers you consider effective and successful. This assessment provides an opportunity and framework to do that in the context of effective leadership.
To complete this assessment, you have two options. You may choose to base your assessment on a leader you know personally or on a lead.
Leadership qualities in built environment.pptx
The document summarizes several leadership theories including trait theory, behavioral theory, contingency theory, charismatic leadership, and transformational leadership.
Trait theory asserts that certain inherent traits increase the likelihood of effective leadership. Behavioral theory contends that leadership is based on acquired behaviors that can develop over time. Contingency theory proposes that effective leadership depends on variables like the leader's style and the situational factors.
Charismatic leadership is characterized by charm, persuasiveness, and confidence in the leader. It benefits from inspired connections, commitment to mission, and motivation that produces results. Transformational leadership uses motivation to encourage follower development and positive morale through demonstrating high ethics and creating a culture of working for the common good
You completed your evaluation at 857 am EST on November 30, 2.docx
You completed your evaluation at 8:57 am EST on November 30, 2019.
Prepared on November 30, 2019 for:
Test Participant
Test Participant
2
1. Introduction
2. The Full Range Leadership Model
3. MLQ Scales — Full Range Leadership
4. Your MLQ Results
Leadership Profile Scores
Comparison with Norms: Your Leadership Scores
Your Strengths — Transformational Leadership
Your Areas for Development — Transformational Leadership
5. What is Authentic Leadership?
6. ALQ Scales
7. Authentic Leadership Effects
8. Your ALQ Results
Authentic Leadership Scale Scores
Comparison with Norms: Your Authentic Leadership Scores
Your Strengths & Areas for Development — Authentic Leadership
9. Understanding Your MLQ/ALQ Results
10. Building Your Individual Development Plan (IDP)
11. Individual Development Plan (IDP)
Resources
Appendix A. Personal Development — Attributes of Authentic Leadership
Appendix B. Developing Authentic Leadership in the Organizational Context
Appendix C. Recommended Reading
Appendix D. About Using Only the Self Form
Appendix E. ALQ Norms in This Report
Test Participant
3
This report provides the results from your Multifactor Leadership Questionnaire (MLQ) and Authentic Leadership
Questionnaire (ALQ) self-assessment: measures of how frequently you exhibit various leadership behaviors,
including authentic leadership styles.
The MLQ measures a full range of leadership styles, which may be grouped under three broad categories. Each
category differs in the nature of the leadership behaviors and their expected outcomes.
Transformational Leadership
Full Range Leadership® Model Style Labels
(Also known as the 5 I's) Builds Trust IIA
(Idealized Influence — Attributes)
Acts with Integrity IIB
(Idealized Influence — Behaviors)
Encourages Others IM
(Inspirational Motivation)
Encourages Innovative Thinking IS
(Intellectual Stimulation)
Coaches & Develops People IC
(Individualized Consideration)
Transactional Leadership
Constructive Rewards Achievement CR
(Contingent Reward)
Corrective Monitors Deviations & Mistakes MBEA
(Management-by-Exception: Active)
Passive-Avoidant Behaviors
Passive Fights Fires MBEP
(Management-by-Exception: Passive)
Avoidant Avoids Involvement LF
(Laissez-Faire)
The MLQ also measures three outcomes of leadership — how frequently you inspire in your colleagues:
●
Extra Effort
●
Individual, Unit, and Organizational Effectiveness
●
Satisfaction with the Leadership
The ALQ measures how genuine, or authentic, is a leader’s behavior. The four ALQ scales are: Self Awareness,
Transparency, Ethical/Moral, and Balanced Processing.
Test Participant
4
The Full Range model includes numerous leadership styles, and all leaders display each style to some degree.
Ideally, the Transformational and Authentic leadership styles (most active and ...
Chapter 2 on Leadership
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.
Theories of leadership in leadership and team building
The document discusses several theories of leadership, including:
- The Great Man theory, which proposes that leadership effectiveness is determined by innate qualities of the leader. It focuses on identifying traits of historical leaders but has been criticized.
- Trait theories, which emerged from Great Man theory and suggest leaders possess stable traits like intelligence and charisma. However, research finds no universal trait predictors of leadership success.
- Behavioral theories like the Ohio State and Michigan studies, which evaluate leaders based on behaviors and found consideration of people and task focus are important. Contingency theory also emphasizes the importance of situational factors.
Assignment Personal Leadership PhilosophiesMany of us can think.docx
Assignment: Personal Leadership Philosophies
Many of us can think of leaders we have come to admire, be they historical figures, pillars of the industry we work in, or leaders we know personally. The leadership of individuals such as Abraham Lincoln and Margaret Thatcher has been studied and discussed repeatedly. However, you may have interacted with leaders you feel demonstrated equally competent leadership without ever having a book written about their approaches.
What makes great leaders great? Every leader is different, of course, but one area of commonality is the leadership philosophy that great leaders develop and practice. A leadership philosophy is basically an attitude held by leaders that acts as a guiding principle for their behavior. While formal theories on leadership continue to evolve over time, great leaders seem to adhere to an overarching philosophy that steers their actions.
What is your leadership philosophy? In this Assignment, you will explore what guides your own leadership.
To Prepare:
Identify two to three scholarly resources, in addition to this Module’s readings, that evaluate the impact of leadership behaviors in creating healthy work environments.
Reflect on the leadership behaviors presented in the three resources that you selected for review.
Reflect on your results of the CliftonStrengths Assessment, and consider how the results relate to your leadership traits.
The Assignment (2-3 pages):
Personal Leadership Philosophies
Develop and submit a personal leadership philosophy that reflects what you think are characteristics of a good leader. Use the scholarly resources on leadership you selected to support your philosophy statement. Your personal leadership philosophy should include the following:
A description of your core values
A personal mission/vision statement
An analysis of your CliftonStrengths Assessment summarizing the results of your profile
A description of two key behaviors that you wish to strengthen
A development plan that explains how you plan to improve upon the two key behaviors you selected and an explanation of how you plan to achieve your personal vision. Be specific and provide examples.
Be sure to incorporate your colleagues’ feedback on your CliftonStrengths Assessment from this Module’s Discussion 2.
.
Personal Leadership PhilosophiesMany of us can think of lead.docx
Personal Leadership Philosophies
Many of us can think of leaders we have come to admire, be they historical figures, pillars of the industry we work in, or leaders we know personally. The leadership of individuals such as Abraham Lincoln and Margaret Thatcher has been studied and discussed repeatedly. However, you may have interacted with leaders you feel demonstrated equally competent leadership without ever having a book written about their approaches.
What makes great leaders great? Every leader is different, of course, but one area of commonality is the leadership philosophy that great leaders develop and practice. A leadership philosophy is basically an attitude held by leaders that acts as a guiding principle for their behavior. While formal theories on leadership continue to evolve over time, great leaders seem to adhere to an overarching philosophy that steers their actions.
What is your leadership philosophy? In this Assignment, you will explore what guides your own leadership.
To Prepare:
Identify two to three scholarly resources, in addition to this Module’s readings, that evaluate the impact of leadership behaviors in creating healthy work environments.
Reflect on the leadership behaviors presented in the three resources that you selected for review.
Reflect on your results of the CliftonStrengths Assessment, and consider how the results relate to your leadership traits.
The Assignment (2-3 pages):
Personal Leadership Philosophies
Develop and submit a personal leadership philosophy that reflects what you think are characteristics of a good leader. Use the scholarly resources on leadership you selected to support your philosophy statement. Your personal leadership philosophy should include the following:
A description of your core values
A personal mission/vision statement
An analysis of your CliftonStrengths Assessment summarizing the results of your profile
A description of two key behaviors that you wish to strengthen
A development plan that explains how you plan to improve upon the two key behaviors you selected and an explanation of how you plan to achieve your personal vision. Be specific and provide examples.
Be sure to incorporate your colleagues’ feedback on your CliftonStrengths Assessment from this Module’s Discussion 2.
.
Uhs 2062 Leadership
Slides prepared for my UHS 2062 UTM (Skudai, Malaysia ) students based on the references given. These are just guides to initiate further readings.
Integrative Leader Development Plan_WC
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.
leadership styles.ppt
This document discusses various topics related to leadership, including the importance of trust in leadership, different leadership styles like charismatic, transactional, and transformational leadership, qualities of visionary leaders, the role of emotional intelligence in leadership effectiveness, and contemporary leadership roles like mentoring and self-leadership. It also covers how leadership is perceived as an attribution and factors that can substitute or neutralize leadership. Finally, it discusses selecting and training effective leaders by reviewing job requirements, using tests to identify key traits, conducting interviews, and providing skills-based training.
Pre-Course Assignment, Group 1
Transformational leadership is a style where a leader inspires subordinates to identify needed change through creating a vision and guiding change while executing it with committed group members. It enhances motivation by connecting subordinates' identity to the organization's goals and collective identity. Transformational leaders serve as role models, challenge followers to improve, understand individual strengths and weaknesses, and align people with complementary tasks. The Multifactor Leadership Questionnaire measures transformational leadership behaviors like idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Studies show transformational leadership is associated with more positive outcomes than transactional or laissez-faire styles.
Personal Leadership Philosophies Paper Discussion.pdf
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.
lecture 3 2023.pdf
This document discusses four leadership styles: transformational, authentic, servant, and adaptive leadership. It provides details on transformational and authentic leadership styles.
For transformational leadership, it defines the style, compares it to transactional leadership, and presents a model with four factors: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Examples of transformational leaders are given.
Authentic leadership is defined as developing from a leader's positive psychological qualities and strong ethics. It discusses two approaches - practical and theoretical. The theoretical approach outlines four components: self-awareness, internalized moral perspective, balanced processing, and relational transparency. A case study example of an authentic leader is also presented.
Leadership Self-AssessmentLeadership is defined in many wa.docx
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 ...
Kumpulan 8 - Transformational Leadership
1. The document discusses charismatic and transformational leadership, including definitions, characteristics, and examples of each.
2. It compares charismatic and transformational leadership, noting that charismatic leadership focuses more on personal attributes while transformational leadership emphasizes inspiring and motivating followers.
3. Examples of charismatic leaders mentioned include Joseph Stalin and Adolph Hitler, while transformational leaders highlighted are Nelson Mandela, Jacinda Ardern, and Jeff Bezos.
Transformational Leadership By Tiffani Luckey
This document summarizes an article by Bernard Bass on transformational leadership. It discusses Bass' theory that transformational leaders inspire and motivate followers through idealized influence, intellectual stimulation, and individualized consideration. The document also discusses Bass' development of the Multifactor Leadership Questionnaire to measure transformational and transactional leadership behaviors. It provides an overview of the four key dimensions of transformational leadership according to Bass: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration.
Applying leadership
The document discusses Akosua Sapara-Grant's personality assessment and analysis of appropriate leadership styles for a new management position. It examines her traits of being agreeable, conscientious, and preferring social interaction. She believes in leading by example through transformational leadership by modeling good behavior. However, she is wary of potential manipulation as a charismatic leader and wants to allow opposition. In conclusion, her leadership style will focus on setting an example for others to follow in order to establish the desired culture for her department.
Leadership Portfolio
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.
C12_13_leadership.ppt
1) There are several theories of leadership including trait, behavioral, contingency, and contemporary theories. Trait theories focus on identifying distinguishing traits between leaders and non-leaders. Behavioral theories propose that specific, teachable behaviors differentiate leaders.
2) Contingency theories emphasize that leadership effectiveness depends on matching a leader's style to the context. For example, Fiedler's contingency model matches leader styles to situational favorableness. Hersey and Blanchard's model matches leader styles to follower readiness.
3) Contemporary theories examine charismatic, transformational, authentic, ethical, and trust-based leadership. Transformational leaders inspire and motivate followers through idealized influence, inspiration, intellectual stimulation and individualized
Similar to My Personal Leadership Model 2011 (20)
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Write a 4–6-page analysis of a leader you either interviewed persona
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You completed your evaluation at 857 am EST on November 30, 2.docx
You completed your evaluation at 857 am EST on November 30, 2.docx
Theories of leadership in leadership and team building
Theories of leadership in leadership and team building
Assignment Personal Leadership PhilosophiesMany of us can think.docx
Assignment Personal Leadership PhilosophiesMany of us can think.docx
Personal Leadership PhilosophiesMany of us can think of lead.docx
Personal Leadership PhilosophiesMany of us can think of lead.docx
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- 1. Personal Leadership Model Alisha Payton December 12,2005
- 2. Personal Leadership Model Alisha Payton December 12,2005 Executive Summary Executive Summary My personal leadership model explores my architectural counselor leadership style. I outline the following characteristics that shape how I will lead in the future: creative, analytical, introvert, resourceful, relationship motivated, and strategic thinker. I will explore how my self assessments either support or reject the characteristics listed in my model. In conclusion, I will divulge how I will apply my findings to my future endeavors as a effective leader.
- 4. Personal Leadership Model Alisha Payton December 12,2005 II. My Leadership Model Creative Relations Motivated Introverted Strategic Analytical Resourceful Architectural Leader Procrastinator Analytical Explorer/ Navigational Creative Impatient Creative Architectural Counselor
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