...culture, values and objectives 3 1.2 Evaluation of leadership and management skills 4 1.3 Assessment of personal leadership and management skills 5 1.4 Personal leadership skills 6 TASK2 7 2.1Assesment of opportunities in relations to developing leadership and management skills 7 2.2 Personal development plan 8 2.3 Personal Development 10 Task3 11 3.1Reviewing personal development plan and main objectives 11 3.2 Evaluation of Leadership, management skills and personal development 13 3.3 Other areas of development 15 Conclusion: 16 REFERENCES 17 Introduction: A Leadership defines the objectives, culture and the values of the organization. The leadership style is what drives the operating power of the organization. The ideal leader would have key knowledge about the organization and would have the correct set of skills to make decisions for the future of the organization. Therefore in this paper we are going to discuss leadership in context and its effects on organizational objectives, values and culture. A section in this paper is also dedicated to personal development. Task 1 1.1 Impact of organizational culture, values and objectives Denison et al(2000) suggests that he culture of the organization is involved within the operational perspective of the organization and gives significant evidence of performance enhancement within the organization. Due to the ubiquity of an organization, management is required to pin point fundamental aspects of...
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...Strategic Leadership and Change Initiative The study of leadership is a complex and often controversial subject. Essentially every angle of leadership has been studied and thus exists many theories and perspectives on this widely reviewed topic. The oldest and perhaps most widely studied viewpoint on leadership is from a leader-centric model, that is, leadership is a function only of the leader, his traits, personality, and competencies. With nearly a century of research to support this leader-centered view of leadership, it is foundational to the understanding of leadership. More recent studies of leadership however, have expanded our understanding to include leadership as a dynamic, fluid process involving leaders, followers, relationships, and situational contexts. Jon L. Pierce and John W. Newstrom suggest that underlying the various perspectives on leadership exists a commonly agreed upon idea: “[leadership] is a sociological phenomenon involving the intentional exercise of influence by one person over one or more other individuals, in an effort to guide activities toward the attainment of some mutual goal, a goal that requires interdependent action among members of the group” (Pierce & Newstrom, 2008). The mission of the typical organization is to achieve it’s goals and objectives through it’s leadership of people, processes and systems. How then, does the leadership of an organization effect it’s overall success? Through my research, it can be demonstrated...
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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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...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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...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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...Talent Strategies practiced by Microbase Inc.? 3. To what extent do these following Talent Strategies affect Employee Morale? 4. Which among these Talent Strategies has the greatest influence/impact on Employee Morale? 5. What is the level of Employee Morale based on the organizational behavior during fiscal year of 2012? 6. Is there a significant relationship between Developing Talent Strategies and Employee Morale? Conceptual Framework EMPLOYEE MORALE Based on organizational behavior during the fiscal year 2012 EMPLOYEE MORALE Based on organizational behavior during the fiscal year 2012 TALENT STRATEGIES * Leadership Team Assessment * Building Change Capability * Loyalty in Organization * Delivering Strategic Communication * Behavioral Training * E-recruitment TALENT STRATEGIES * Leadership Team Assessment * Building Change Capability * Loyalty in Organization * Delivering Strategic Communication * Behavioral Training * E-recruitment INDEPENDENT DEPENDENT Hypothesis There is no significant effect between Talent Strategies and Employee Morale. There is no probable influence between Talent Strategies and Employee Morale. MICROBASE INC. DEVELOPING STRATEGIES AND ITS EFFECT ON EMPLOYEE MORALE QUESTIONNAIRE: DIRECTION: Kindly check the appropriate answer. Name: Age: Gender:...
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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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...Change and Personal Leadership Development Plan http://homeworkfy.com/downloads/bus-518-assignment-5-organizational-change-and-personal-leadership-development-plan/ To Get this Tutorial Copy & Paste above URL Into Your Browser Hit Us Email for Any Inquiry at: Homeworkfy@gmail.com Visit our Site for More Tutorials: (http://homeworkfy.com/ ) Read the case study titled “A Successful Downsizing: Developing a Culture of Trust and Responsibility” before starting this assignment Write a 7-9 Page paper in which you: Describe specific practices that successful project managers apply in exercising their leadership and management roles overall. Evaluate Judy Stokley’s level of success in developing a culture of trust while implementing her drawdown planas Eglin Air Base’s new Advanced Medium Range Air-to-Air Missile (AMRAAM) program director. Provide three (3) specific examples to support the response. Indicate three (3) key learning and behavior modification strategies that Judy Stokley used in order to address AMRAAM’s organizational problems and gain the trust of project team members. Provide three (3) specific examples to support the response. Analyze three (3) actions that Judy Stokley took in order to change the project team’s culture and create a relationship of trust, mutual support, and teamwork between the government and contractors. Support the response with three (3) specific corresponding examples. Create a personal leadership development plan for Judy Stokley...
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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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...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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...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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...Lincoln on Leadership 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...
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...Definition of Development Organizational development (OD) is an application or process of building a greater level of efficiency within the organization. OD Organization Development is a body of knowledge and practice that enhances organizational performance and individual development, by increasing alignment among the various systems within the overall system. OD interventions are inclusive methodologies and approaches to strategic planning, organization design, leadership development, change management, performance management, coaching, diversity, team building, and work/life balance." Core values • Underlying Organization Development are humanistic values articulated the humanistic values of OD as follows: • Providing opportunities for people to function as human beings rather than as resources in the productive process. • Providing opportunities for each organization member, as well as for the organization itself, to develop to their full potential. • Seeking to increase the effectiveness of the organization in terms of all of its goals. • Attempting to create an environment in which it is possible to find exciting and challenging work. • Providing opportunities for people in organizations to influence the way in which they relate to work, the organization, and the environment. • Treating each human being as a person with a complex set of needs, all of which are important to their work and their life Objectives of OD are: ...
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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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