...Communication Development Plan Andrea Etchen LDR 5223 Dr. Angie Sokol April 30, 2016 Communication Development Plan Introduction The fundamental foundation in the Leadership Communication textbook is that “effective leadership depends on effective communication” (Barrett, 2014, p. 4). Without effective communication, leaders accomplish little (Barrett, 2014, p. 4). The lack of communication from a leader, makes him or her not a leader (Barrett, 2014, p. 4). Mastering communication for leadership allows for leaders to move into leadership positions and lead a group to a common goal (Barrett, 2014, p. 5). Effective leadership communication requires the leader to anticipate, transmit, appreciate, understand, and craft messages to reach the wanted recipient as intended (Barrett, 2014, p. 7). Current Assessment Leadership Communication Ethos/Image Based off of the Self-Assessment of Leadership Communication Capabilities, my leadership communication regarding ethos and image are acceptable, but could be worked on as I scored a 3.5/5.0 (Self-Assessment of Leadership Communication Capabilities). This result showed me that my strengths were in relation to my understanding of how people viewed me and my willingness to improve. I am aware of myself enough to see how me leadership style is and how it affects others. But my weaknesses could hinder this, as I do not like to ask for opinions of my style and I lack confidence (Self-Assessment of Leadership Communication Capabilities)...
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...ILM Level 3 Award in Leadership and Management: |Centre Number: |R31609 | |Centre Name: |Leeds Metropolitan Institute of Leadership and Management (ILM) Centre | |Student Name: |Alexandra Hunt | |Leeds Met Student ID: |33251825 | |Student Date of Birth: |15/01/1991 | |Student Email Address: |a.hunt2229@student.leedsmet.ac.uk | |Gender: |Female | |Assessment Summary | | | |This task requires...
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...Reflective Leadership Plan Donald Graham University of Phoenix Reflective Leadership Plan I have had many leadership courses throughout my life, this course Leadership Theories and Practice has been the most profound for me. The theories and self-assessments have caused me to reflect on my current knowledge and application of leadership style and theories. I have discovered that my skills and mind set as it relates to leadership needs to develop and grow into the person and the leader I wish to be. I have developed the following action plan for the development and improvement of my leadership skills. Leadership Theory The assessment of my current leadership style or theory is the situational approach. Clawson (2006) described a situational leader as one who is concerned about the contextual factors of the nature of work required (p. 386). According to Hersey and Blanchard as quoted by (Clawson, 2006) the situational theory can be identified using a two dimensional grid of task orientation and people orientation. The situational approach used a contingent pattern of task and relations behavior with little evidence that this approached increased the effectiveness of the leader (Yukl, 2006). I have been an action or task orientated leader to this point in my life. I want to become a transformational leader to realize effective leadership. Yukl (2006) described a transformational leader as a leader that affects their followers to make necessary self-sacrifices...
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...ORG 560: Leadership Development January 20, 2013 Transformation into Leadership Any business runs efficaciously when it is controlled by a competent and persuasive supervisor. While mentors motivate their subordinates, it is not the only thing managers can do. A virtuous supervisor can configure the workplace in the position he desires. He epitomizes the principles of the establishment and most significantly, it has been perceived that effective leaders enjoy a capability to proliferate the productivity of the business. Background In 1992, the Department of Corrections built a prison in my hometown of Lancaster, California. Many of my friends applied for the five hundred job openings as a correctional officer. Although I was reluctant to apply for a career in such as a harsh environment within a state prison, these same friends convinced me to submit my application. After a rigorous twelve month hiring process coupled with a sixteen week academy, I was sworn in as a full time peace officer in April of 1994. As a peace officer, I was stationed at the Lancaster State Prison as a correctional officer. My leadership skills were negligible at this point in my career, as I only had attained entry level positions prior to the acceptance of this employment. Working as a correctional officer gave me the foundation of leadership as I supervised inmates on a daily basis. Effective communication with a diverse group informally enhanced my leadership skills...
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...1 of 16 Gain insight into your leadership skills. Learn what areas you can improve to become a more effective transformational leader. Increase your impact with self, others, teams, and organizations. Name of Participant: Sample Tester Date of Assessment: 2011-09-30 by Terry D. Anderson, Ph.D., with Ken Keis, M.B.A. Published by Consulting Resource Group Canada: PO Box 418 Main, Abbotsford, BC V2T 6Z7 * USA: PO Box 8000 PMB 386, Sumas WA, 98295-8000 Website: www.crgleader.com © 1990-2011, CRG Consulting Resource Group International, Inc. All rights reserved. This material is protected by law and may not be reproduced in any form. Printed from http://www.crgleader.com 2 of 16 Online Leadership Skills Inventory - Self (LSI-S) © 1990-2011 Consulting Resource Group Professional Development and Planning Section Why Become a Transforming Leader? Skilled Leaders are critical to the success level of any venture, both profit and non-profit. This was validated in the research Jim Collins and his team conducted for his book, Good to Great. They confirmed that the most successful organizations had skilled Transforming Leaders at the helm. (Jim Collins called them Level 5 Leaders.) Our research, however, has shown that fewer than 1 in 10 professionals (as observed in video-taped assessment sessions) have competency in the whole range of skills to Level 4 competency (scores of 7 to 8). And even fewer individuals have the abilities—Level 5 competency, scores of 9...
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...------------------------------------------------- Task 2: Self-Assessment of Leadership Practices Assessment Code: C001 Student Name: XXXXXXXXX Student ID: XXXXXX Date: XXXXXXX Student Mentor Name: XXXXXXXXX Self-Assessment of Leadership Practices After having gone through and learned how to assess an organization for Beaumont Health Systems (BHS) and that of the BHS departing CEO’s, Jane Doe from Task 1, it is time to assess my own style of leadership. I was previously employed at BHS as a Senior Application Coordinator and has implemented 34 sites, with the new Electronic Health Record (EHR) system for more than 2 years spanning from November of 2012 to April of this year, 2015. The contents of this paper is my personal assessment, along with the results and recommendations of the TTI Success Insight Assessment (below) which was a reflections of myself, and on how I was perceived during my interaction as a team member at BHS. Also included at the end of this write-up were three (3) smart goals that I plan to achieve and implement, now that I am employed as a Senior Application Specialists at SHC, classified as the one of the biggest national health system based in California. A Talent Insight Assessment by TTI (2013) Success Insight (The Success Insight Wheel), was initiated and completed at HFHS and examined my team’s behavior (including that of my own) which I brought along in my previous job. The assessment measured our dominance, influence, steadiness and compliance...
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...2001). Performance evaluation can either involve a manager appraising the performance of their employees or it can be the other way round where the employee is asked to assess the performance of their supervisor. In addition to assessing various aspects that are directly related to the employees’ duties and responsibilities, performance evaluation also seeks to assess other additional aspect that as much as they might not be directly related to the duties and responsibilities of the employee, they have a significant impact on the employee’s capacity to effectively dispense their duties and responsibilities (Smither & London, 2009). Some of these factors might include: the ability of the employee to make timely decisions, the interpersonal skills of the employee and the ability of the employee to work with minimal supervision (Harvard Business School, 2009). There are various benefits that are associated with performance evaluation with the most obvious benefit being the fact that such exercises can be used to improve the overall performance of the employee under appraisal. This is because during such e valuations, specific aspects that have the potential to impact on the performance of the employee are analyzed and through these analyses, the Human Resource department of the organization can use the information obtained thereof to assess any weaknesses regarding the...
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...QUALIFICATION HANDBOOK Level 5 Diploma in Leadership for Health and Social Care and Children and Young People’s Services (England) (3978-51/52/53/54/55/56) December 2011 Version 3.1 (February 2012) Qualification at a glance Subject area City & Guilds number Age group approved Entry requirements Assessment Fast track Level 5 Diploma in Leadership for Health and Social Care and Children and Young People’s Services (England) 3978 19+ There are no entry requirements Portfolio of Evidence, Practical Demonstration/Assignment. Automatic approval is available for centres offering the 3172 Level 4 NVQ in Health and Social Care – Adults 100/4794/3 and the 3078 Level 4 NVQ in Leadership and Management for Care Services 500/4105/8 Learner logbook and Smartscreen Consult the Walled Garden/Online Catalogue for last dates City & Guilds number 3978-51 Accreditation number 600/0573/7 Support materials Registration and certification Title and level Level 5 Diploma in Leadership for Health and Social Care and Children and Young People’s Services (Children and Young People’s Residential Management) Level 5 Diploma in Leadership for Health and Social Care and Children and Young People’s Services (Children and Young People’s Management) Level 5 Diploma in Leadership for Health and Social Care and Children and Young People’s Services (Children and Young People’s Advanced Practice) Level 5 Diploma in Leadership for Health and Social Care and Children and Young People’s Services (Adults’...
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......p 1.3 selection process design an interview......................................................p Task 2.............................................................................................................p 2.1 skills and attributes for leadership.............................................................p 2.2 difference between leadership and management..........................................p 2.3 scenarios’ and compare leadership styles...................................................p Task 3.............................................................................................................p 3.1 benefits of team working for an organization..............................................p 3.2 work towards a specific goal ......................................................................p 3.3 effectiveness of the team in achieving the goals............................................p Task 4..............................................................................................................p 4.1 factors in planning the monitoring and assessment of work performance......p 4.2 assessments of the development needs of individuals.....................................p 4.3 success of the assessment...
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...Leadership and ethics Name Professor Course Date Some of the ethical issues that management may need to address include corporate social responsibility. This refers to the operation of a business or organization in a manner that takes into consideration the environmental and social aspects created by enterprise. It implies the commitment to create policies that include responsible practices in the undertakings of the entity. Corporate social responsibility policies serve as self-regulatory measures for the organization in monitoring and ensuring that it complies with ethical standards, regulations and societal norms. This practice takes responsibility of the organizations actions to facilitate a positive impact of the organizations...
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...Leadership Assessment Org 300-Applying Leadership Principles Laurie Barnes August 25, 2014 In life we all function by the skills of a leader whether we are being led by a parent, educator, superior, coach, etc….At some point in our life there is a leader in place to help lead others in a direction in which they should go. After taking my assessment, I found a few things that were quite interesting about myself; yet true. Based off my assessment scores ranging in the following order listed: Authoritarian 33, Procedural 33, Transformational 37, Participative 38 and Laissez Faire 34. I was quite confused by the numbers until I became more on depth with the meanings. After continuous readings, I learn that I am considered a Participative, to which I can agree. I have always believed the importance of being involved with your team as opposed to giving orders as if the person(s) are not as equivalent as the leader himself. Based off my corporate experience, when a leader is equally involved the work that he/she expects of her team…, then it makes the employee(es) have more work respect for the person in leadership. Moreover, according to the assessment developed by the University of Kent in the United Kingdom, Nelson Mandela also had participative leadership style. This was quite intriguing to me-considering that I have always admired him as a great leader. The assessment also highlights what this leadership style involves. Some of those highlights are builds consensus...
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...Professional Development Plan Student Name University of Phoenix LDR/531: Organizational Leadership Date Professor Name Professional Development Plan A professional development plan documents the goals, required skill and competency development, and objectives a staff member will need to accomplish in order to support continuous improvement and career development ("Duke Human Resources", 2013). The following paper includes a professional development plan based in a team A. This plan addresses the characteristics of the team and the manager. Also, this plan determines the needs of the team and is a tool for members to assess their skills, strengths, areas needing improvement, and the resources needed to help them reach their career goals. To create a professional development plan is important to identify the necessary resources and skills to support the team member’s career and the organizational goals. In this case, before create the plan; the manager and the team member accomplished an assessment to analyze the strengths, weakness and skills for each member including the manager. The assessment also provides the characteristics of each team member, with that information is more accessible create a professional development plan, in addition knowing the team member’s skills is more assertive assign the correct duty to each member. To prepare a professional development plan, as a manager, is imperative doing an individual plan too. "To maximize your professional...
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...Leadership Development Options and Approaches This is not a research paper or a sales pitch. It is a discussion document, which may help you with your thought formation on the subject of leadership development. Introduction Developing great leaders is one of the greatest challenges for current leaders. This is not only a component of succession planning, it is a obligation, in the form of passing a legacy from one generation of leaders to the next. When we accept that great leaders are not born, they are developed, we begin to think differently about how we can invest in others to grow leadership capacity. When we accept that leadership capacity drives business outcomes and our customer experience, we begin to think differently about the urgency and priority we must give to expanding leadership capacity. Today. Challenge Extend leadership capacity through a robust and innovative leadership development initiative: • Leadership team understanding. • Leadership commitment. • Connection to key business goals. • Adaptable for today’s fast changing business environment. • Outcome and results driven. Options Leadership development today is a more complex proposition than it has been in times past. The options we will look at in this White Paper are ideas, recommendations and suggestions, rather than turn-key solutions. We will look at options through a four-phase approach. We will also consider that development is hierarchical, meaning, content builds...
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...William Ward has been in a leadership role for the past six years. Currently, he has a staff of five that ranges in age, gender, experiences, and personalities. Ward believes that one’s personality characteristic contributes to the leadership style one uses in their current role as a leader. A series of self-assessment tools was taken by Ward which has contributed to the development of his personal characteristics profile. This paper will include a discussion of Ward’s personal characteristics, self-assessment results, a summarization of self-assessment results, and an analytical view of how attributes/scores relate to his relationships and career choices. Based on life experiences, the development of personality characteristics tends to come to the forefront of one’s identity. Ward believes that he is flexible, versatile, motivated, personable, diplomatic, tactful, poised, and competent with demonstrated ability to easily transcend cultural differences. The “Are You Left or Right Brained” activity indicates that Ward is “Left Brained.” Since Ward is Left Brained, he is logical, reliable, rational, and enjoy schedules and routines. He also likes to know he can count on things, and change is difficult to deal with. Ward is interested in working with numbers and following rules, with little-to-no interest in less structured subjects. As a manager, he works hard to build his skills as it relates to his management foundations. As it relates to leadership, Ward wants to inspire...
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...Abstract This leadership self assessment paper will be the consolidation of all the entries of my LSA journals which are actually implementation of all the different ideas and concepts of leadership that is introduced in this BSAB 371 module. In this paper, we will also look into how the various theories, ideas and concepts of leadership based on my personality and leadership competencies applied to the ten aspects; leadership philosophy, leadership personal skills, leadership, human resource management, team building/team solving, diversity change management, ethics, leadership development in follower, managing quality in workplace and leadership and spirituality. LEADERSHIP PHILOSOPHY My basic philosophy on leadership is very simple and straightforward. A person is deemed to possess good leadership when he or she is able to get things done fast with minimal fuss. As such these are the kind of leaders who will be well respected by their followers. In leadership, there are some key qualities that every good leader should possess, and learn to emphasize in order to lead efficiently and be respected by all. The Leadership Self-Assessments (LSA) journals that is incorporated in part of this module has made realized what kind of leader I am and what are the areas that I can work and improve on in my leadership skill development in my bid to become a better leader in future. In this paper, I will include the various results of the LSA journals to support my current...
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