...In this individual paper, we would like you to consider how you might use the tools from the Leading Teams course to develop your leadership skills over the coming year. This assignment has two goals: • Nudge you into practicing the tools and concepts discussed in class. • Launch your leadership development efforts now, at the beginning of the program. Assignment length: Because I want you to put the majority of your effort into "doing" and "thinking" (drawing lessons from the experience, deciding on next steps), we are going to keep the writing part short. 3 pages maximum, double spaced. Due date: Tuesday, September 2, 5 pm (via Turnitin on Blackboard) (Note the due date has been moved back by one day) Preparation: Step 1: Identify a leadership skill you would like to develop, and a tool or framework from the course that might help you to do so. For example, you might decide that you want to develop the emotional facet of your leadership, and will use one of the emotion management tools to do this. Step 2: Apply the tool or framework multiple times over the coming two-week period. • IMPORTANT: Get started now. The time investment can (and should) be short (a few minutes a day), but could not usefully be crammed into the last day. • Be creative. If you can think of a novel way to apply some of the course ideas, great. The important thing is that you do something. • Track what you are doing. Step 3: Reflect on what...
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...of the so-called fiscal cliff, waiting for leadership to show up. 2013 promises to be one of the most challenging years yet for Leaders and HR pros as they are forced to pick a path around healthcare regulations that haven’t been written, some level of tax reform that hasn’t been defined (er, Simpson-Bowles anyone?) and employee frustration with lack of growth, potential loss of benefits, and dimming hopes of retirement. Whatever your politics, we’re all in the same boat, and it’s listing badly. The leader’s seat is still vacant. Can you believe it? rs’ takes the number two spot of concerns HR must address as identified by 52 percent of respondents. This is a big jump from the 2010 survey, in which a mere 29 percent of respondents named leadership development a pressing HR challenge. In business, as in the rest of life, leadership skills are critical now more than ever. Taking the number one spot in the SHRM survey with 60 percent of respondents is ‘retaining and rewarding the best employees’. This makes sense as a lead-in, since I’d argue the best employees are leaders – people leaders, management leaders, creative leaders, technical leaders or sales leaders. We need to fill the leadership gap, and fast. Let’s look at the top five challenges to developing leaders and think a bit about how to address them. Here are five must haves for every leader – let’s start a revolution right now: 1) Invest in leadership development. Whether you believe leaders are born or made...
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... 3-5 B. Personal Strengths and Weaknesses 6 B.1. Assessment Tools 6 B.2 Leadership Theories 7-8 II. Leadership Development Plan 9 A. Attachment Program 9 B. Communication 10 III. Evaluation 11 IV. References 12-13 Appendixes Gantt Chart PERSONAL LEADERSHIP DEVELOPMENT PLAN Executive Summary This report gives a description of developing a leadership development plan by relating to the Central Michigan University (CMU) competency model to the student’s desired goals. This model serves as a source for creating tools to aid in the development of leaders, including a multi-source feedback instrument and a handbook of progressive activities for leaders. The purpose of this personal leadership development plan is to help the student to acknowledge her own set of strengths, abilities and be aware of my weaknesses. Thereafter, using...
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...debate by practitioners and academicians on a contemporary topic Leadership Development in Organizations in India: The Why and How of It (Part II) Aarti Shyamsunder*, Anand S, Ankush Punj, Arvind Shatdal, B M Vyas*, Balaji Kumar*, Binu Philip*, C Manohar Reddy, Chitra Sarmma*, Gopal Mahapatra*, Govind Srikhande*, Kartikeyan V*, Manoj Kumar Jaiswal, Nandini Chawla, Prabhat Rao*, Prakash K Nair*, Prasad Kaipa*, Rajshekhar Krishnan*, Rishikesha T Krishnan, Rituraj Sar, S K Vasant*, S Ramesh Shankar, Santrupt Misra, Shabari Madappa*, Sudhakar B, Swasthika Ramamurthy*, Twisha Anand, Vasanthi Srinivasan, Vikas Rai Bhatnagar, Vishwanath P*, Vivek Subramanian* and Neharika Vohra and Deepti Bhatnagar (Coordinators) INTRODUCTION KEY WORDS Integrated Leadership Model Training Coaching Self Development Systemic Development Talent Acquisition Organizational Climate Survey Effort Reviews Capability Building Employee Life Cycle Management Pharmaceuticals 360 Degree Feedback Human Development Third Party Audit H R Processes Global H R Mission Performance Management Processes Upward Feedback Clasroom Learning On-the-Job Development Superordination Leadership Pipeline * The contribution of these authors have appeared in Part I of the Colloquium in the July-September, 2011 issue of Vikalpa. The names of authors appear in alphabetical order. Neharika Vohra and Deepti Bhatnagar T he Colloquium on Leadership Development was planned to put together the experiences of various companies...
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...in the Northouse text proved a timely resource in the topic of introducing and maintaining leadership development in the organization. According to Northouse (2010), the psychodynamic approach to leadership emphasizes the importance of the leader, and follower I might add, becoming aware of their personality types and their implications on work and relationships. One cannot improve what one does not work on. This takes intentional effort. Especially as the landscape of the organization and subsequently, leadership has changed in recent times. Macoby (2007) argues for the notion of social character as a way of looking at leadership in terms of the psychology of followers. He defines social character as "macro personality based on the emotional attitudes and values shared by people in a certain context." Maccoby (2007) contends that there has been a shift in the social character of our times which has resulted in movement away from an industrial economy to a knowledge-based one. Here, formal hierarchical organizations are giving way to networks, collaborations and more of a horizontal structure. Persons in organizations today no longer want to be mere followers but collaborators in a joint effort between leaders and "what were once followers" (Northouse). They favor continual improvement and creativity as opposed to stability. Given the mindset change and expectation as regards leadership and the organization, the only logical conclusion is to treat everyone in the organization...
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...As they are intervening in complex human systems, capacity-development practitioners need to be flexible, adaptable and willing to learn from what they do. An important source of learning in real time is the processes and results of monitoring and evaluation (M&E). Bruce Britton explains M&E activities as they are commonly pursued and explores creative ways in which practitioners can use them for personal learning and selfreflection. He also provides suggestions on how this can be done under non-conducive organizational conditions. Monitoring and Evaluation for Personal Learning Bruce Britton By three methods we may learn wisdom: first, by reflection, which is noblest; second, by imitation, which is easiest; and third by experience, which is the bitterest. (Confucius) Introduction Capacity development practitioners collaborate in efforts to improve the capabilities of complex human systems that operate and connect at different levels. First and foremost, capacity development is a process based on the assumption that better understanding and knowledge will bring about change. Also, the planning for capacity development interventions typically rely on variations of the Logical Framework Approach (LFA), which encourage careful thinking about expected outcomes and impacts. By its very nature LFA assumes that intended results of an initiative can be established in advance because the path that a capacity development process will take can be adequately assured, which requires...
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...gaillard@hec.edu +33 6 08 32 79 48 LEADERSHIP DEVELOPMENT PLAN This paper seeks to elaborate my personal leadership development plan in the objective I have to continuously learn, grow and meet new challenges. Therefore, my approach is to first start from the skills audit outcome provided by the powerful multi source assessments and tools the EMBA program offered me the chance to fill up, giving me feedback on where I am today. Then, it consists of defining the gap with where I want to be tomorrow, and identifying which new skills are the best insurance I can get for an uncertain future, thus pushing my boundaries. Finally, it will deal with what “on-the-job” action plan I need to implement to face my leadership challenges and how I will make it happen. I – Where am I today? What are my current leadership skills and style? My personal life story provides the context for my professional and life experiences which have obviously shape my personality characteristics and style, even if they are not all definitive. Some of them are conscious, others are sub-conscious. The journey to leadership development begins with understanding myself well enough to be self-aware of the main gifts, strengths and specificities I can capitalize on and on which weaknesses I have to improve. For this purpose, and in the context of the Executive MBA program I have decided to undertake, I have filled in several key assessments such as Leadership Versatile Index (LVI), Emotional Quotient...
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...Leadership Development at 3M: New Process, New Techniques, New Growth Margaret Alldredge, Cindy Johnson, Jack Stoltzfus, 3M; Al Vicere, Smeal Coiiege of Business,The Pennsylvania State University; and the 3M ALDP Design Team rom the moment she first shook his hand in a receiving line after his arrival at 3M, Margaret Alldredge, staff vice president, Leadership Development and Learning, knew Jim McNemey was passionate about developing leaders. McNemey was fresh from an enormously successful career at GE. He talked of implementing Six Sigma (a rigorous process designed to improve productivity, increase profits, and enhance customer service) and shared his view that Six Sigma was not only about process improvement but aiso a way to develop leaders rapidly. He also suggested that 3M might be ripe for the establishment of its own "Crotonville," GE's vaunted center for cultivating leadership talent. That first meeting set into motion the creation of a new, intense, and exciting approach to developing 3M's leaders. F HUMAN RESOURCE PLANNING 45 One of Jim McNemey's first questions after arriving at 3M Company as its new CEO was, "What are we doing here to develop leaders?" The response from the 3M leadership development team convinced him ihe company could do more to develop high-potential talent. Almost immediately, he challenged the team to craft an intensive leadership development strategy that would rival that of his prior employer, GE. This article chronicles our...
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... Maxwell’s Leadership 101 Executive Summary: Leadership 101-- The five levels of leadership Did you know that each of us influences at least ten thousand other people during our lifetime? Maxwell wants us to know that it is not whether we will influence someone, but how we will use our influence. Influence is the measure of leadership and we can increase our influence and leadership potential if we understand the levels of leadership. Maxwell states that real leadership is being the person who others will gladly and confidently follow. Each and every one of us is a leader in some way—we are constantly influencing other people around us. According to Maxwell, everyone has the capability to climb up the five different levels of leadership-- not everyone will become a great leader, but everyone can become a better leader. The qualities of a great leader that are developed along the different levels of leadership include personal humility, professional will, and building a legacy—but it seems that Maxwell places the most importance on building a legacy. Maxwell’s 5 levels of leadership are similar and different when compared to our Level 5 Hierarchy. Maxwell’s 5 levels of leadership are: Level 1- Position (Rights), Level 2-- Permission (relationships), Level 3- Production (Results), Level 4- People Development (Reproduction), & Level 5- Personhood (Respect). The paper compares and contrasts Maxwell’s 5 Levels of Leadership to the Level 5 Hierarchy Leadership model from class...
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...our Principles of Leadership course. We look at how the leader, follower, and situation play roles in outcomes as well as the power bases of leadership and leader development and competencies. All of which help us become a successful leader and how to improve as a leader. There are three components in the leadership process; the leader, the followers, and the situation (Hughes , Ginnett & Curphy, 2012). Leaders and followers are very similar; they both are honest and competent, but leaders are forward looking and inspiring while followers are independent and cooperative (Hughes , Ginnett & Curphy, 2012). Leaders are very good at picking out followers in a group whose opinions hold the most sway, and persuading those individuals who will persuade others (Goleman, 2013). In certain situations leaders may have to respond to various followers differently or they may have to respond to one follower in different ways. In certain situations followers may also respond to their leaders differently as well as responding to each other differently (Hughes , Ginnett & Curphy, 2012). When individuals are more alert in social situations they exhibit stronger activity and more connections (Goleman, 2013). Tania Singer says, “You need to understand your own feelings to understand the feelings of others.” (Goleman, 2013). If as a leader you can relate to your followers in certain situations and know how to act accordingly. There are five power bases of leadership: referent power,...
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...Leadership Development Melissa Cliff LDR/300 September 16, 2014 Marcia Smart, Ph.D. Leadership Development When looking at the characteristics of an effective leader, you can go back at least 20 years to compare how the years have changed the expectations of an effective leader. Looking in the past 20 years of leadership development and becoming an effective leader over continents and cultures there are four main characteristics you should have. Effective Leader Characteristics Honesty, a visionary, competent, and inspiring were all common votes, honesty being #1. If you look at the current continents and cultures they put creativity as #1 and then integrity (honesty). Being an effective leader is having not just one of these characters but all of them. When having innovation as a leader, it can help to bring out all of these characteristics. As a leader you can look at your team and decipher how to motivate them. According to Meredith (2010) “Bringing out the creative talents and innovation gifts of team members by constantly seeking, identifying, and fostering these talents” (p.19). This will create a more effective team and bring out their best work. Also, giving the team challenges to bring out their creativity are ways to be an effective leader. The fact that a team needs the tension to flourish and be creative is a great way for an effective leader to keep the environment running smoothly. Being a serious leader...
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...Leadership Development Traditionally, leadership development has focused on developing the leadership abilities and attitudes of individuals. Just as people are not all born with the ability or desire to play football (soccer) like Zinedine Zidane or sing like Luciano Pavarotti, people are not all born with the ability to lead. Different personal traits and characteristics can help or hinder a person's leadership effectiveness[1] and require formalized programs for developing leadership competencies [2] Yet everyone can develop their leadership effectiveness. Achieving such development takes focus, practice and persistence more akin to learning a musical instrument than reading a book.[3] Classroom-style training and associated reading is effective in helping leaders to know more about what is involved in leading well. However, knowing what to do and doing what you know are two very different outcomes; management expert Henry Mintzberg is one person to highlight this dilemma. It is estimated that as little as 15% of learning from traditional classroom style training results in sustained behavioral change within the workplace.[4] The success of leadership development efforts has been linked to three variables:[5] Individual learner characteristics The quality and nature of the leadership development program Genuine support for behavioral change from the leader's supervisor Military officer training academies, such as the Royal Military Academy Sandhurst...
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...Lincoln on Leadership I start this project on Lincoln’s leadership very reluctantly. I am a history buff and have always viewed his leadership through the eyes of jaded historians. They have portrayed him as a dictator, incompetent, and a buffoon at some points. After reading the Donald T. Phillips book Lincoln on Leadership, my mindset was totally changed. This book broke down four key areas that produced an effective leader in Lincoln. These areas are character, people, endeavor, and communication. I will be sharing a principal from each key area that I found important and then conclude with an overall thought. The first key area in Lincoln’s Leadership was his interaction with people. Historians have often scoffed at the idea that he was hardly in the White House and it was true but they did not understand why. Phillips discusses Lincoln’s open door policy and his philosophy of “roving leadership” in that he was constantly leaving his office. D. Phillips (1992) tells us one of the reasons why he did this with, “All leaders must seek and require access to reliable and up-to-date information” (pg 21). Leaders need to leave their office to truly understand what is going on in their organization. Lincoln knew this well and this is why he was always out getting information from military leaders, constituents, staff, and sometimes even opponents. The second reason for this idea of “roving leadership” should be adopted by most leaders of today including me. Phillips...
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...4-MAT Book Review Of The Making of a Leader: Recognizing the Lessons and Stages of Leadership Development Sha’Rae Washington Liberty University 2015 Summary Leadership, specifically Christian based leadership, is a very fascinating topic. In learning about leadership and the qualities it takes to be a great effective Christian leader one will begin to learn more about themselves and their own personal relationship with God. This was one of the lessons discovered while reading the book written by Robert Clinton entitled The Making of a Leader: Recognizing the Lessons and States of Leadership Development. In his book, Clinton does a great job at teaching readers the important lessons of what it takes to be a leader. While the book gives information on what it takes to be a leader it is also good for providing the instructions on how to recognize the growth process one experiences as they transition from a role of a follower to that of a leader. In efforts to better explain leader development and how Christian leaders must recognize lessons in life, Clinton develops a model that is based on research he has conducted on several Christian leaders to include A.W Tozer and Dawson Trottman. From the lives of these exceptional Christian leaders, the author uncovers five different phases of development that leaders experience while growing within themselves and maturing. In the first three of the five, sometimes six, phases it is important for readers to understand that “God’s...
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...Assignment 1: Personal Leadership Development and Course Goals Team: ___A__ Member Name: __ _______ 1. Do you possess the following leadership qualities that people want in a leader? * Integrity (honesty, trustworthiness, professionalism) YES * Job knowledge, skills and experience in your area, resulting in self-confidence YES * People-building skills including communication – resulting in motivation and teamwork YES 2. Where have you learned your leadership skills (we all have some level of these)? * Personal experience – IN THE FAMILY, MILITARY. * Examples or models- MY MOTHER, AND MY CURRENT SERGEANT. * Books, school, online learning, web- THROUGH BUSINESS AND PSYCHOLOGY CLASSES 3. What do you see as your strengths? MY MOTIVATION, PATIENCE, UNDERSTANDING PEOPLE, AND CLEAR TO-THE-POINT WAY TO COMMUNICATE. 4. What are your leadership development goals? Incorporate items in 1. above. TO BE WILLING TO LEARN MORE ABOUT MY JOB, AND ITS SKILLS TO HAVE GREATER CONFIDENCE IN MYSELF 5. How do you see yourself developing in those areas? * Courses such as this one- THIS TYPE OF COURSES ARE A GREAT WAY TO LEARN AND UNDERSTAND LEADERSHIP AND ITS SKILLS. * Training * Reading * Reflecting * Gaining experience by taking on leadership role(s)- THERE’S NO BEST TEACHER THAN EXPERIENCE ITSELF. * Other 6. What are your goals for this course? To be acknowledgeable of the different types of leadership, and be able to make a...
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