...My Personal Leadership Experience Megan Schlafer Transformational Leadership/LS335 November 6, 2012 Dr. Mary Weber My Personal Leadership Experience The following paper will include a brief explanation of my occupational background, as well as a discussion of the circumstances, experiences, and people who I believe have helped my leadership ability. It will go on to explore my own experience and abilities in leadership roles, described by my viewpoints, and future ambitions related to leadership. Further detail will be examined of my leadership philosophies, style, and where I have put them into action. Lastly, I will conclude the extent to which I feel my leadership abilities are consistent with transformative leadership principles, as well as how these abilities will help me in the future. I will also discuss how I might strengthen said abilities in the present. Occupational Background I entered the workplace by the age of fourteen. I managed to get a job bussing tables at a supper club on the lake. I continued working in restaurants until the age of nineteen, moving up the ladder from busser, to hostess, and eventually settling on bartending. I liked restaurant work, for the most part. Truth be told, it was the money that kept me in the field. My experience was so narrow, that I had a hard time getting out of it. Management at this point in my life was never something that interested me; I was content just doing my job. I was immature, and did not...
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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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...|[pic] |MAN 385: Leadership Development | | |Fall 2011, #04693 | Professor Deidra Stephens, Ph.D. Office CBA 5.133 Phone 232-3780 E-Mail deidra.stephens@mccombs.utexas.edu Course Web Page via Blackboard Class Date/Time/Location Tuesdays, 3:30-6:30 p.m., GSB 5.154 Office Hours By Appointment Course Description & Objectives The Texas MBA program is designed to develop influential business leaders. The MBA Program has identified four fundamental and broad pillars of leadership: knowledge and understanding, communication and collaboration, responsibility and integrity, and a worldview of business and society. This class is designed to help students develop a deeper understanding of their leadership capabilities in the context of business. During the first year of their Texas MBA program, students engage in co-curricular programs, services, and leadership roles that are designed primarily to develop their skills. These activities are meant to introduce students to a wide variety of topics, help them hone in on their own strengths and weaknesses, and provide them with a foundation from which they can further their leadership development into their second year. The task during the...
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...the critical thinking model created by Browne and Keeley? Critical thinking can only be effective if the one who engages in the process understands the 11 questions and steps created by Browne and Keeley while adapting them to each situation. This paper is an attempt to evaluate and converse the nature of critical thinking as an intellectual process based on the given situation (ex. the memo to evaluate the merit of Ms. Forsythe’s proposal to establish and fund a new leadership development program for junior insurance executives). Critical Thinking: According to Brown and Keeley (2007) critical thinking is an organized intellectual process that an individual undergoes while using all the information that is available from the environment to analyze situations, solve problems, develop logical conclusions, evaluate probabilities, and formulate decisions. Unfortunately, critical thinking is multifaceted and is not a simple process; rather it requires the ability for individuals make use of personal skills, perspectives and values to establish a frame of reference that...
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...more and become more, you are a leader.” - John Quincy Adams Abstract When I think of the leadership theories and philosophies, I get reminded of a tool box with a variety of tools which can be used depending on the situation and context. Individually the tools have worth, but the real importance of each tool is recognized when they are used in various combinations to build complex structures in different circumstances. Likewise, I have learnt the individual components of leadership theories and philosophies in BUS 620 and in my professional & personal experiences. However, rarely I have recognized their real value in context to a broader perspective in a dynamic environment. This paper is an attempt to recognize these components in a larger framework towards my leadership development. To recognize the effective use of these components I need to create and find of my Leadership philosophy. Hence in this paper, I will be defining my perspective of leadership; I will then be exploring and reflecting upon my personal values, beliefs and assumptions about leadership. This would enable me to maximize my effectiveness as a leader and a team member. In conclusion, I will briefly explain the impact it can have in my current and future role as a leader. My definition of Leadership: Leadership is complex and its effectiveness is highly dependent on the context. Even though leadership cannot be practiced just by following a few principles, at the core, I believe it is an opportunity...
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...influence, power and leadership styles by using the concepts and theories as they relate to the study in the class. I then discuss the encounters, which I face directly or indirectly within my present or past employment. Lastly, I will discuss how will I use my personal experiences, along with what I have learned about motivating and leading others, in the future. Describe your own styles of influence, power, and leadership utilizing the concepts and theories presented in the text and video lectures. I am very much influenced by McClelland’s theory, which clearly states that regardless of our gender, culture, or age, we all have three motivating drivers, and one of these will be our dominant motivating driver. This dominant motivator is largely dependent on our culture and life experiences. This theory helps me structure my motivation and my well being. I use the following characteristics: Achievement | * Building a strong need to set and accomplish challenging goals. * I take calculated risks to accomplish my goals. * I like to receive regular feedback on my progress and achievements. | Affiliation | * Wanting to belong to the group. * We all want to be liked. Favors collaboration over competition. | Power | * I may desire to control and influence others. * I would like to win arguments. * I do enjoy competition and winning. * I would like to enjoy status and recognition. | As far as power is concerned. I prefer to base on personal power as described...
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...Developing a Philosophy of Leadership A leadership philosophy is the way we see ourselves as leaders. This philosophy guides our actions, our behaviors, and our thoughts. Our philosophies are influenced by external and internal forces. We can change who we are as leaders by simply changing our philosophy of leadership. Leadership philosophies can change as you grow to understand yourself within the context of leading. Creating or finding your leadership philosophy means that you must explore and reflect upon your personal values, assumptions, and beliefs about leadership. Personal values are qualities or characteristics that you value. You would rather leave an organization or step down as a leader than violate your values. Your values guide your intentions and they influence how you lead. When your personal values are clear and you are conscious of them, you create a solid foundation for leading. Assumptions are ideas that are assumed or believed to be true. As a leader it is important to understand what assumptions fuel your leadership thinking. Often leaders are not aware of the assumptions because they are operating from certain paradigms that will not allow them to see assumptions. Reflection into one’s leadership is an excellent way to uncover assumptions. Beliefs are ideas that we hold to be true; they shape our realities. If a leader believes that the only individuals in an organization that can make decisions is the management staff, then that belief will...
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...i PERSONAL LEADERSHIP DEVELOPMENT PLAN For ARIC W HALL Completed in Partial Fulfillment of the Requirements of OM 7170 – The Developing Leader Capella University August, 2004 Address: City, State, Zip: Phone: E-Mail: Instructor: Ina von Ber, PhD ii Abstract Title Personal Leadership Development Plan for Aric W Hall Abstract This leadership development plan is tailored for its author and is not a research paper in the traditional sense. The author begins with his personal framework for leadership. Included are the results of several leadership assessment tools, information from coaching and personal feedback, and insights into the author’s goals for career and leadership development. The report concludes with a few thoughts on future development and evaluating the progress of personal development. Hall, p. i Table of Contents Table of Contents Introduction Leadership Framework Assessment Assessment Tools EQ In-Action Profile Campbell Leadership Descriptor Myers-Briggs Type Indicator Coaching & Feedback Developmental Activities Evaluating Progress Appendix: My Assessment Outcomes Bibliography i 1 1 4 4 4 6 7 8 9 10 13 14 Hall, p. 1 Introduction Everyone needs to have a career development plan. In my case, that should include a leadership development plan. This particular plan begins with a leadership framework that encapsulates what I value in leadership. I am also happy to report that a large portion of the leadership assessment data incorporated herein...
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...Redia Edison Managerial Leadership MGMT 4461-001 Dr. Tuberville University of Memphis Introduction I decided to take this course because I wanted to shape up my leadership skills. Initially, I did not know that the course would be tailored around self-leadership. I always thought that I had been a great leader, but self-leadership was an area that I realized I was lacking skills. I had hoped to learn how to better manage subordinates and deal with uncomfortable situations in management such as firing and handling altercations. I learned so much more than I had initially expected. I learned how to first lead within myself and I believe that the concept of self-leadership alone will contribute to me being a better leader. I think that with the use of self-leadership strategies, such as cues and self-talk, I can efficiently influence myself to be a better leader. MBIT Personality According to the MBIT personality temperament assessment, my type is ESTJ (extravert, sensing, thinking, & judging). ESTJ personality types are said to prosper on coordination and progression. Being extraverted, ESTJs tend to concentrate on the arrangement of people, which is an indicator of superintendence. I see myself displaying these traits in everyday life. When preparing for a simple night out with friends I want the night to be planned and organized. Although I like to have a good time, I also believe in a higher authority and following...
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...Developing a Philosophy of Leadership A leadership philosophy is the way we see ourselves as leaders. This philosophy guides our actions, our behaviors, and our thoughts. Our philosophies are influenced by external and internal forces. We can change who we are as leaders by simply changing our philosophy of leadership. Leadership philosophies can change as you grow to understand yourself within the context of leading. Creating or finding your leadership philosophy means that you must explore and reflect upon your personal values, assumptions, and beliefs about leadership. Personal values are qualities or characteristics that you value. You would rather leave an organization or step down as a leader than violate your values. Your values guide your intentions and they influence how you lead. When your personal values are clear and you are conscious of them, you create a solid foundation for leading. Assumptions are ideas that are assumed or believed to be true. As a leader it is important to understand what assumptions fuel your leadership thinking. Often leaders are not aware of the assumptions because they are operating from certain paradigms that will not allow them to see assumptions. Reflection into one’s leadership is an excellent way to uncover assumptions. Beliefs are ideas that we hold to be true; they shape our realities. If a leader believes that the only individuals in an organization that can make decisions is the management staff, then that belief will...
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...Leadership John Duggan NUR/492 Monday July 22, 2013 Sylvia Ellington Leadership Leadership, as defined by Sullivan (2013), “is anyone who uses interpersonal skills to influence others to accomplish a specific goal. The leader exerts influence by using a flexible repertoire of personal behaviors and strategies,” (p. 40). Although there is controversy in regard to whether or not working as a leader is intuitive or taught, a leader is someone who inspires others to his or her full potential. What are your personal views of leadership? Cronyism and nepotism seem to be something that plagues many places of employment. No longer are the days that a person is required to have experience for a position just that you personally know a supervisor or manager of a department. At my place of employment, many of the managers are personal friends of the Assistant Vice President of Nursing. These supervisors are often belligerent to the staff causing moral to be low. The few managers which remain on the outside of the “inner circle” of personal friends are some of the most charismatic, inspiring managers I have worked with over the years. It seems they believe they have to go above and beyond to succeed when, in actuality, they make the job seem effortless. Staff members, myself included, flock to these managers with any problem and know the issue will be resolved. How does leadership differ from management? When I think of these two terms, I think first of management as...
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...531 Columbia College Under the leadership of Douglas Conant, Campbell Soup instituted a program known as the CEO Institute (Duncan, 2014). Conant saw a need to develop and engage employees since “the company had ‘a very toxic culture.’ Employees were disheartened, management systems were dysfunctional, trust was low, and a lot of people felt and behaved like victims” (Duncan, 2014). Recognizing that employment engagement was part of the problem, Conant sought to transform the culture of Campbell Soup. “When Conant first entered the scene, employee engagement was extremely anemic: for every two people actively engaged, one person was looking for a job” (Duncan, 2014). Conant knew that workers "won’t be personally engaged unless they believe their leader is personally engaged in trying to make their lives better" (Duncan, 2014). The CEO Institute arose out of the need to inspire such leaders and bring about a transformation in Campbell Soup’s culture. “The goal of the CEO Institute at the Campbell Soup Company is to “create a meaningful leadership experience for its participants” (Noe, 2013, p. 228). “The CEO Institute is a unique, intensive, two-year program only open to 20-24 participants per year. Candidates must be submitted for consideration by their business unit president or functional leader” (Newell, 2011). Upon their selection, “each participant is required to handwrite a two-page letter to Doug outlining their personal commitment to the program and what they...
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...effectively and achieve the ultimate goal of reaching the summit. In the simulation, the roles of being a physician, an environmentalist, the team leader, a photographer and a marathon runner, are delegated to each team member. If a team had more than five members, such as our team, the remaining members would assume the role of an observer. Each role had different personal information and goals tailored to them and the simulation encouraged players not to share personal information to others, thus mirroring real-life situations. In the past years, it has been shown that students generally learn from their mistakes in the first simulation and perform better in the second. However Team ‘_____ ’ deviated from this idea, starting with 50% and deteriorating to 38%. The major improvement in performance between the simulations can be explained by the intragroup changes between Everest 1 and Everest 2. This will be closely examined by comparing and contrasting both personal and team’s experiences, using results in the two Everest simulations, analysing them under two critical organisational concepts: Groups & Teams, and Leadership. TABLE OF CONTENTS EXECUTIVE SUMMARY 2...
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...Personal Philosophy “Leaders become great, not because of their power, but because of their ability to empower others.” John Maxwell. Leadership Philosophy requires a consistent action and fair behavior to be a good leader. Our perception of the environment is part of our personal philosophy. How we interpret and understand each event in our life affect the way we react in different situations. Commitment and effectiveness are ultimately the qualities that determine our leadership philosophy. How we behave is affected daily by our thoughts and should be reflected in the way we respond to situations both at home or work. Leadership is necessary to develop our potential as professionals. We need to maintain a strong conviction to our values and profession to achieve success as a leader. Keeping a clear vision of the future and knowing yourself is vital for assuming a leadership role. My personal philosophy of leadership is to set an example by treating people, as I would like to be treated, and listening actively to their opinion to communicate effectively. A leader should be just, respectful, and responsible while handling problems in a democratic way. Doing so will show confidence and earn the respect of employees. As a leader you need to implement changes effectively by help employees handle them in the work area. For all the above, I acknowledge that I have a personal philosophy of leadership. I am a leader who wants the best for employees, so we can advance the future...
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...Gilmore Dr. Wright L. Lassiter, Jr. Leadership in Management-MANA 6310 4 December 2014 A Servant Leadership Perspective with Hosni A. Nabi, Ph.D. Understanding servant leadership, its values, developmental experiences needed, and perspective became complete to me as I had the opportunity to sit down with Dr. Hosni Nabi. Having established a strong relationship with Dr. Nabi over the past five years as my neighbor, friend, and confidant for business and professional advice, he became the ideal choice for preparing a servant leadership profile. He has vested over a 40 year career in education transitioning over time from a Scientist to Chief Academic Officer of Cape Cod Community College to President of Los Angeles Trade-Technical College. Dr. Nabi’s discussions with me always resonate, as I recognize the value he has placed on human beings, education, and improving people’s lives and the communities we all live within. His ability to motivate, inspire, and encourage is the reason I have returned to school for my MBA. It is characteristics and values he exemplifies that define him as a servant leader for this interview. As a student, I discussed with Dr. Nabi our focus in class in terms of servant leadership, its characteristics, along with my assignment to identify a servant leader as himself. As I mentioned in the introduction, several characteristics validate Dr. Nabi as a servant leader. In his personal view, servant leadership is being able to improve the lives...
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