...strategic management and leadership and it is discussed about the McDonalds. There are different types of skills such as personal skills and professional skills and as a manager it is required to have both types of skills to achieve personal goals and professional goals. From this assignment it is identifying the company strategic goals and the required personal and professional skills to achieve those strategic goals. Same time it is mentions the learning styles of those skills and evaluates the skills. It is mentioned personal development plan including budget reports, resources and time framework. It is important to evaluate the developments and the progress of the skills and it is able to use several methods to evaluate. There are several impacts from the self learning and it is affected for the strategic goals achieving. Therefore it is discussing all these areas based on the McDonalds case study and it is significant to get a clear idea about the skills of the individuals. Task 2 2.1. Personal skills audit evaluating strategic skills needed to meet current and future leadership requirements According to Boselie et al. (2005:4) there are different types of skills which should have with an individual and it is supports to perform in the business. Therefore it is required to have personal skills as well as professional skills to perform in the job. As a manager it is significant to have leadership skills with him and it supports to direct the team members towards the goals. ...
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...Personal Leadership Development Plan latest revision: January 2010 Personal leadership development plan A simple, easy-to-use format assess, review and record professional development needs following changes to a leader's or manager's role in response to organizational/strategic change Use for: ● ● ● ● ● ● ● reviewing CPD needs self-assessment of capabilities preparing for a coaching session recording a coaching session challenging preparation for planned change preparing for appraisals and performance reviews recording performance indicators at appraisals Leadership Development Coaching Robert Fordham MSc PGDip Deeper Coaching Personal Leadership Development Plan latest revision: January 2010 Copyright, contact details and Creative Commons Licence on this page – see below. For more information: Robert Fordham MSc PGDip Director, People Development Practice Ltd. 14 Greenfield Place Ryton NE40 3LY United Kingdom NE40 3LY direct line: +44 (0) 191 413 2770 office: +44 (0) 845 643 9485 mobile: +44 (0) 795 001 7348 email: robert@personal-development-coach.com web: http://www.leadership-development-coachig.com http://www.personal-development-coach.com ■ ■ ■ ■ coaching for personal development ... for life! coach training for managers and leaders performance coaching executive, leadership and management coaching © 2010 by Robert Fordham This work is licenced under the Creative Commons Attribution-Non-Commercial-No ...
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...Self-Reflection - Leadership Development Many varied management and leadership philosophies exist and no single style or approach can be considered to be the ‘correct’ one. Regardless of management and leadership philosophies, self-reflection has played, and will continue to play, a significant role in the shaping of a managers leadership philosophy. Depending on the level of consciousness that a manager has in regards to self-reflection, along with how they communication their management and leadership philosophies, will affect their performance as a manager. Like all managers, my management and leadership philosophies have developed through experiences and the meaning assigned with these. The philosophies that I have previously employed have not always allowed me to adequately address a situation; however, by being reflective the experiences have expanded my knowledge base, resulting in refined management and leadership philosophies. Self-reflecting and communicating management and leadership philosophies is essential for managers in realising their personal potential due to the need to actively learn and interpret experiences for future use. Life experiences shape how individuals manage and lead due to the self-perceptions developed through these experiences. The traits, values and competencies associated with different experiences “dictate how people interpret their environment and what motivates them to act” (Brent and Matheny, 2000, p. 3). This important concept...
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...done through other people in order to achieve organisational goals. The managers may react to specific situations and more concerned with short term problem solving. Management is regarded as related to people working in a structured organisation and with prescribed roles. Belbin (1997, p 98) suggests that, “there is a clear implication that leadership is not part of the job but quality that can be brought to a job … The work that leadership encompasses in the context clearly is not assigned but comes about spontaneously”. Leaders can be managers but not all managers can be effective leaders, making leadership an important aspect of effective management (Tappen, Weiss and Whitehead, 2004). Personal Development as a Manager and Leader Career development is an organized approach used to match employee goals with the business needs of the agency in support of workforce development initiatives. The purpose of career development is to enhance each employee's current job performance, enable individuals to take advantage of future job opportunities and fulfill agencies' goals for a dynamic and effective workforce. Personal development is the process which includes personality, relationship, communication, self-awareness and way of thinking among time must be improved as compare to previous. Personal development is very important and helpful to achieve the desired goals and objectives. Personal development is our conscious self-improvement and self-transcendence. It is the aspiration...
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...Personal Leadership Development Plan Today, leaders within the healthcare organization face immense obstacles and challenges on a daily basis. For today’s leaders, the previous brick-and-mortar leadership style is insufficient to managing the constant influx of changes. Subsequently, current and future leaders must maintain a constant self-awareness in order to accommodate, innovate, and successfully lead in their organizations (Porter-O’Grady & Malloch, 2018). In addition, nursing leaders must be willing to invest time into their personal and professional development. Throughout this paper, the necessary competencies of nursing managers, evaluations completed by co-workers, my personal self-assessment, and my comprehensive professional development...
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...HOW WILL MANAGER AND LEADERS NEED TO ADAPT TO THRIVE FOUR YEARS FROM NOW? NAME COURSE TUTOR DATE Leadership can be described as a character that is individualistic or with a difference, but rather it is depicted by many as shared, global, strategic, complex, dyadic, and rational. Businesses, non-profits, educational organizations and government agencies need the type of leaders who can navigate some complex and changing situations in the future effectively. Some of the questions that most of the leaders in business need to ask themselves are what they need to do, and they should access whether they are equipped to do the tasks that await them. For any leader in an organization to develop and build strength in leadership for the future, they will first need to know all the elements in leadership that will be valued and needed in the organization that they work. The other aspects that should be under consideration are the roles that the organization is likely going to consider as critical. The point may be obvious, but it is an aspect that future leaders need to understand because most companies spend a lot of time and money when trying to define the needed competencies. Before determining the extent to which some of the today’s leaders are equipped when we consider some of the challenges that they are likely to face in the future, there is the need to gauge some of the current leadership strength. Some of the trends include strategic planning, employee development, resourcefulness...
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...1.) The main difference between the research which underlies the Competing Values Framework (CVF) and the 4+2 Formula is in its development duration as well as its time appearance. The CVF is based on four developed management-models and shows an evolution of different management styles over 75 years (from 1900 to 1975) - each quadrant therefore can be related to a certain period of time. The CVF shows that earlier business models still have an impact on nowadays business environments since they are part of the equal combination model. In contrast to the historical development of the models which form the basics of the CVF, the 4+2 Formula is based on ‘just’ a 10 year performance period (from 1986 until 1996) and was implemented in modern days after the CVF. It is based on 200 different management practices which could be observed across 160 companies in the same period of time and which have been effective in regard to the achievement of successful business results. It therefore shows no development over such a long period of time like the CVF rather than already present aspects of management attributes, which led the company to a good performance. If the management practices of the CVF quadrants were already realised in the time of the survey of the 4+2 Formula, we could say that the 4+2 Formula is a development of the CVF since managers at different companies could have already taken the aspects of the CVF into consideration. Because of this, similarities between...
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...and Practice., Selected from Training Theory and Practice. Edited by Henderson, C Jr. & Reddy, W.B., (Eds.) University Associates. Cooper, Susan & Heenan, Cathy (1980) Co-Leading Selected from: Preparing, Designing, & Leading Workshops: a humanistic approach. New York: Van Nostrand Reinhold Goleman, Daniel. (1998, November-December) What Makes a Leader. Harvard Business Review. Required articles sent by e-mail upon request Beach, Patricia G. & Jennifer Joyce. (2009). Escape from flatland: Using polarity management to coach organizational leaders from a higher perspective. The International Journal of Coaching in Organizations. 7(2), 6483. (Based on Johnson’s model, the authors provide examples of polarity management in leadership) Keenan, Mary, J., Hurst, Joseph, B. & Karen Olnhausen. (1993). Polarity management for quality care: Self-direction and manager direction. Nursing Administration Quarterly. 18(1), 23-29. (A study of the individual group polarity in health care) Lang, Reg. (1999 May/June) Professional meets personal: Bringing the whole self to work. Plan Canada. (The article discusses the dimensions of the personal professional polarity as experienced by strategic planning consultants.) McNaught, Carmel. (2003) Innovation and change in higher education: Managing multiple polarities. Perspectives: Policy and practice in Higher Education, 7(3), 76-82. (This article looks at the polarities present in higher education...
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...authorities on leadership development understand the importance of assisting managers and leaders to engage in self-discovery and self-reflection. Recorded statements from philosophers about the need for self-awareness and reflection for those in leadership positions goes back thousands of years to ancient philosophers and teaches like Confucius, Socrates, Plato, Jesus and Mohammed. However, research has shown that self-reflection is possibly a manager’s least favourite activity. While much has been written on the need for self-reflection and for selfunderstanding by managers, little is available that points the way forward for managers on how to commence self-reflection, what are the processes involved and how one commences on the road to self discovery. In this short article, I will endeavour to assist you to commence learning about yourself. There are two good reasons why managers and leaders should be concerned about learning about themselves. First, while some people, because of personality flaws, like narcissism, Machiavellianism and psychological personality disorders should never be allowed to lead others, most people can improve their leadership potential and performance by engaging in self-reflection. Second, research has shown there is no better bedrock for effective leadership than a secure understanding and sense of oneself. Self-understanding also provides a sound basis for understanding other people – how could a leader be conscious of another’s...
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...Unit 6.7 Personal Leadership and Management Development Level 6 10 Credits SUMMARY |Unit Level |Level 6 | |Unit Code |A/503/5350 | |Credit Value |10 | |Assessment Guidance |Assignments in accordance with awarding organisation guidance | ASSESSMENT Context Your existing qualifications, past employment and personal experiences and current level of study mean that you intend to apply for leadership and management positions in organisations. In preparation for this you wish to enhance your prospects for success by further development of your leadership and management skills. You plan to do this by undertaking some research on leadership and management. You will then undertake a personal assessment of your skills and construct and implement a personal development plan. You must file all of this information for future reference, either as an electronic or hard copy. As this information is important and will be accessed, as your future career progresses it must be carefully and systematically organised. Task 1 You must begin the file by...
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...The development of leadership is a continuous process as an individual gains experiences, assumes greater levels of responsibility, and faces a growing complexity of organizational problem solving demands. The 360 degree feedback assists in this development through two fundamental objectives. The first objective is on an individual level. For the individual, the process provides leaders with unique data perspectives of their abilities as viewed by their peers, subordinates, those in supervisory roles, and self-examination. The best use of these data for individuals is to design a personal development plan to address areas of concern surfaced through the assessment. The second objective is to improve overall organizational performance. As an organization’s leaders develop their abilities to work, manage, and lead, the performance and attitudes of corresponding workgroups will improve. Therefore, the entire organization stands to benefit as individuals improve. To assist you in this process, your personalized 360 Feedback Report contains the following elements: This Introduction to the 360 Explanation of 360 Leadership Roles Interpretation of the 360 Data Your Overall 360 Profile Role Comparison Scores and Item Score Breakdown Open Ended Question Listing Appendix A - All Scores Summary Appendix B - Personal Development Planning 360 Leadership Roles Communicator Leader Manager Facilitator Professional The data are grouped into five roles (Communicator, Leader, Manager, Facilitator...
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...and the superego- work together to describe the behavior of the manager. The Id which is inborn and biological in nature knows what is neither right nor wrong but is only concerned with whether an experience is painful or pleasant. The id is driven by the pleasure principle, which strives for immediate gratification of all desires, wants, and needs. If these needs are not satisfied immediately, the result is a state anxiety or tension. In the case of the manager, an increase in the want for alcohol or cigarette would produce an immediate attempt to drink or smoke. However, immediately satisfying this need is not always realistic. The manager, probably ruled entirely by the pleasure principle, might also find himself trying so hard to satisfy his cravings of alcohol and cigarette. This sort of behavior tends to be disruptive and morally unacceptable. Freud organized his personality theory around the psychosexual stages of development- oral, anal, phallic, latency and genital. He states that a person’s experience at each stage leave some characteristic impressions and imprints that influence his future personality development. The focus on a person's libidinal energy in any form of over-indulgence or deprivation may remain fixed at an earlier stage of development in what Freud referred to as fixation. Thus, it could be concluded that the manager who drinks and smokes excessively was during his psychosexual development, fixed/fixated- by deprivation or over indulgence, on the oral...
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...Results and Findings 1. Understand the organisational requirements for a Leader 1.1 Identify organisational requirements for respecting the cultures, values, and ethics of others Barnsley Hospital NHS Foundation Trust is committed to being an organisation where diversity is valued and appreciated, regardless of race, age, disability, gender, sexual orientation, faith or religion, civil partnership or marriage, pregnancy or maternity. The Trust recognises that everyone is different, valuing the unique contribution that individual experience brings. Knowledge and skills can make a difference when delivering service goals. This should be visible and apparent at all levels of the organisation. Service provision and staff needs are provided regardless of diversity. The Trust’s priority is to continue to develop and change its organisational culture by showing true commitment in providing appropriate training and information for all staff, in order to raise awareness of equality and diversity. The Trust therefore expects its staff, patients and visitors to act in accordance with the principles that are embedded within the organisation values. The Trust has developed a number of other policies in support of a culture free from unfair bias, discrimination and harassment. 1.2 Describe the levels of authority and responsibility of a leader in the organisation First-line managers operate their departments. They assign tasks, manage work flow, monitor...
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...Contents Introduction: 3 Task 1 3 1.1 Impact of organizational 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...
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...Management is as diverse as one’s fingerprint and no two managers in the same situation will necessarily have the same approach, thought processes, or outcomes. There are many managers in the business world. Some examples are: finance managers who are geared toward the financial success of the company, purchasing managers, who deal with product management and there are human resource managers, who deal with policy, procedures and employee relations. Each of these managers has a specific job function in the company. Management roles vary within a company and can also vary based upon departmental functions. This paper will discuss the three basic components in managerial roles, interpersonal and individual performance, develop employees, and plan and allocate resources. These roles will help the manager to identify the stage competency of the employee and how much the employee is ready to maintain and grow in his / her career development. Interpersonal managers provide direction and supervision for the employee and the company as a whole. The interpersonal manager’s character typically includes leadership function as a figurehead, motivator and directional authority. Most of the successful interpersonal managers have acquired their skill sets through experience and engaging with employees, peers, and superiors over time. Senior management lecturers Deepa Sethi and Manisha Seth reference Peter Hartley’s definition of interpersonal skill, “Hartley (1999, p. 20) defines interpersonal...
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