...Reflective Leadership Plan Sharon D. Sauls University of Phoenix School of Advanced Studies Reflective Leadership Plan The course competencies for Leadership Theories and Practice (LDR/711A) included analyzing historical, theoretical, practical leadership concepts and concerns through doctoral-level research; synthesizing, contextualizing, and evaluating leadership models/theories. Also included was analyzing the role that leadership plays in organizational development and innovation. The doctoral learners’ were challenged to learn and discuss the relationship between the theory and practice of leadership and ultimately integrate personal experience, scholarly inquiry, and reflective approaches to learning and development into a practical methodical leadership plan (UOPX LDR 711A Course Materials). This has been an insightful semester that serves as a great foundation and launching pad in preparation for the first residency and also for this three-five year journey. The course is near its end and the doctoral students are charged with reflecting and developing their reflective leadership plans. This plan will explain my leadership style, strengths, and weaknesses and ways that I will work to capitalize on my strengths and modify my weaknesses. I will address gaps between the leader I am now and the leader I would like to become. I will include a plan that I can realistically implement to close gaps between the two. Finally, I will share...
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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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...Leadership Models The dynamics of leadership-follower relationships has grown in the last two decades because of a growing discussion in leadership literature (Popper & Mayseless, 2002) as cited in Avolio. Many companies, which were small 20 years ago have emerged as leaders in the market, overtaking their once larger competitors. These firms internally have revamped the way they do business. They have focused on making changes to their managerial process, thereby creating a competitive advantage (Tichy & Devanna, 1990). The authors go on to say that although traditional managerial skills are important they are not sufficient to bring about organizational transformation. Transformational change will come by incorporating new strategies about people and the structure of the firm. These strategies may include leadership models or theories. A number of leadership models or theories exist, which address change in the way a firm addresses the management of its employees. The contingency view of leadership states there is not a particular model of leadership that is better than another, but rather various situational contingencies determine the success of different types and styles of leadership (Nahavandi, 2006). Of the many number of leadership models four are notable for change. These four consist of trait theory, behavioral theory, charismatic approach to leadership, and the cognitive resource model. A discussion of how each model addresses...
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...Introduction This paper will show how external and internal issues affect the managemet functions of the Enron Corporation. Enron’s business strategy was to control all of the enery supplies without owning all the power plants. as a substitute, Enron would use contracts to have power over the services in which other companies had invested their hard earned money. The paper will describe how the management functions which consist of controlling, leading, organzing and planning are utilizrd by Enron. Enron Corporation is the world leading electricity, natural gas, pulp and paper and communication company. Stakeholders and employees lost large sums of money in the Ernon scandel. The top exectives were able to cash out before the scandel was publizeised. Enron became known as the Enron Scandal because of a creatively planned accounting fraud. The paper will also address globalization, technology, innovation, diversity and ethics and how they affect the management functions of Enron. The paper will show how supervisors will use delegation to control the different causes and purposes listed. The Enron history is not plainly a story of a isolated business that steped into thee fire and got burned. Enron got just what they describe. Enron was able to take large chances while keeping shareholders in the dark because it could expolit accounting loopholes for subsidaries that are available to most openly traded companies. Companies like Enron can legally cover up large debts...
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...Leadership reflective journal As a leader, I will empower others by encouragement, providing the right tools, cultivating a vision that includes everyone, individually and collectively to take ownership. I will admit to my short comings when needed. I will inspire others to act through my actions and words, both oral and written. I will constantly seek to challenge myself and develop as a leader at the same time, I will support and mobilize others to do the same. I have learned how to motivate others using examples and excitement. The leadership theories that support my plan are both Transformational and Transactional. My leadership strengths and weaknesses are clear after taking the required assessments and they required me to become transparent. I am now a leader constantly learning and growing into the leader I envision in the future. My action plan for accomplishing my future leadership goals are specific, realistic, and measureable. I will use my plan to accomplish my future goals as a leader and constantly assess my progress. Strategic planning reflective journal Strategic planning is an organizational management activity that is used to set priorities, focus energy and resources, strengthen operations, ensure that employees and other stakeholders are working toward common goals, establish agreement around intended outcomes/results, and assess and adjust the organization's direction in response to a changing environment. It is a disciplined effort that produces fundamental...
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...Transformational Leadership Ivan F Rodriguez University of Phoenix Critical Reflection and Transformational Leadership This paper briefly examines the relevance of critical reflection practices in leadership development. Incorporating critical reflective practices in a leadership development program (LDP) helps closing loops assimilating the knowledge, updating reference frames and providing valuable feedback to the decision making and problem solving processes. It is my learned experience that using critical lenses to enable building on previous experiences and to incorporate new learning will perpetrate the transformational leadership (TL) process. The correlation between critical reflection and TL can be explained by the closed loop between outside world and inside world, it is though a reflective process how the leader encourages multiple perspectives that ultimately challenge his or her to excel in complex and uncertain environments. Leadership development practices depend on reflection-in-action. Advancing one step further, TL focuses on how leaders inspire and motivate followers to a higher moral level (Burns, 1978), its essence is inspiring follower’s commitment to achieve the vision of a desired future. TL conveys the “connection between the organization’s philosophy and shared values, and embeds those values in organizational rules and actions in order to communicate meaning and inspire followers” (Bennis and Nanus, 1985, p. 58). The critical reflective process as...
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...of Leadership & Management Unit M5.29 Assessing your own leadership capability and performance A S P M E L Unit: M5.29 Assessing your own leadership capability and performance: Assessment with Session Plan M5.29 ‘Assessing your own leadership capability and performance’ Assessment with Session Plan Session Plan: M5.29 Assessing your own leadership capability and performance Session Length: 2 half-day sessions plus guided learning in the workplace set by tutor (16 glh total) Venue: TBC Tutor Resources to include: · · · · · Flip charts and pens Assessment M5.29 Sufficiency descriptor M5.29 NHS LQF NHS Leadership Framework. Additional information about the sessions: These two half-day sessions together with guided learning set by the tutor in the learners’ own workplace are designed to cover the minimum 16 glh for the ILM unit M5.29 ‘Assessing your own leadership capability and performance’ and to enable the learner to complete to a satisfactory standard the ILM assessment for the M5.29 unit. The sessions are intended to further develop the skills and knowledge of learners working in the NHS who are existing or aspiring middle managers with some previous knowledge of leadership and motivation theory. Time for tutorials are not included in the sessions. A S P M E L Page 2 of 11 M5.29 © ILM 2012 Copied under licence Unit: M5.29 Assessing your own leadership capability and performance: Assessment with Session Plan Reflective review:...
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...business-level strategy is a “big picture,” highly-generalized action plan that will move an organization toward achievement of its general vision. ANS: F PTS: 1 REF: Page 98 OBJ: Learning Objective 1 KEY: Knowledge MSC: AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills 2. A generic business strategy is one that can be used in all industries and by all types of firms. ANS: T PTS: 1 REF: Page 99 OBJ: Learning Objective 1 KEY: Knowledge MSC: AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills 3. Wal-Mart has not adjusted its business model since the mid 1990s. ANS: F PTS: 1 REF: Page 99 OBJ: Learning Objective 1 KEY: Knowledge MSC: AACSB: Reflective Thinking | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills 4. Competitive scope describes the breadth of the target market the organization wishes to serve. ANS: T PTS: 1 REF: Page 99-100 OBJ: Learning Objective 2 KEY: Knowledge MSC: AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills 5. In general, firms with a standardized product should narrowly segment their market. ANS: F PTS: 1 REF: Page 100 OBJ: Learning Objective 2 KEY: Comprehension MSC: AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills 6. Typically, the customers of organizations using the cost-leadership strategy are not highly loyal. ANS: T PTS: 1 REF: Page 101 OBJ:...
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...Leading and Managing Nursing Care Introduction This assignment will examine and reflect upon a critical incident that occurred whilst on placement. The incident will be analysed using relevant management concepts and an action plan formulated, which will propose a change in practice. Minghella and Benson (1995) cited by Ghyae, T and Lillyman, S (1997) identifies that ‘critical incident analysis has been espoused as a valuable method of promoting reflective practice in nursing and it can be used as a tool in developing curriculum content’ (p770). The Reflective Cycle of Gibb’s (1988) (appendix 1) will be used as a framework to conduct this assignment. My reasoning for choosing Gibb’s can be explained by [anon] (2006) ‘Gibb’s reflective cycle is fairly straight forward and encourages a clear description of the situation, analysis of feelings, evaluation of the experience, and analysis to make sense of the experience’. The assignment will also be organised into sections based on the reflective cycle. Pseudonyms will be used to maintain anonymity and confidentiality in accordance with clause five of the NMC (2004). The critical incident which I have chosen is an inappropriate assessment and application of mouth care in a pre-operative patient. ‘Oral assessment is required in planning effective care, and that the incidence of oral complications was reduced by the frequency of care’ Ginsberg (1961) cited by Mallett, J and Dougherty, L (2000 p361). I have chosen...
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...In order to fully understand the personal development and reflective reasoning in relation to your development in the Nursing field, one will have to define these two terminologies. Personal development means to include activities that improve awareness, can develop potential that will ultimately enhance the quality of life. Medical colleges advocate personal development plans as a basis for continuing professional development. Whereas, reflective reasoning is where a nurse can apply learning and insights of others into their own work. In nursing courses students learn through lecture and discussion, which is the primary method for teaching theoretical principles, but when you add a more complete understanding of the relationship between theory and practice one may become a more competent nurse. Awareness of issues and analysis of knowledge and feelings are some stages that are involved in reflection but then identification and integration of new learning is needed as well. By consciously engaging in their own and others reflection it is believed that the level of professional interaction will improve. Motivation, one issue bound to crop up in ones work life, as well as leadership and of course managing conflict these are some issues when speaking of personal development. The ability to reflect upon us is a valuable part of human life, insisted Taylor (2000). Reflection and reflective practice are claimed to enhance professional development, link theory and practice, promote...
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...In order to fully understand the personal development and reflective reasoning in relation to your development in the Nursing field, one will have to define these two terminologies. Personal development means to include activities that improve awareness, can develop potential that will ultimately enhance the quality of life. Medical colleges advocate personal development plans as a basis for continuing professional development. Whereas, reflective reasoning is where a nurse can apply learning and insights of others into their own work. In nursing courses students learn through lecture and discussion, which is the primary method for teaching theoretical principles, but when you add a more complete understanding of the relationship between theory and practice one may become a more competent nurse. Awareness of issues and analysis of knowledge and feelings are some stages that are involved in reflection but then identification and integration of new learning is needed as well. By consciously engaging in their own and others reflection it is believed that the level of professional interaction will improve. Motivation, one issue bound to crop up in ones work life, as well as leadership and of course managing conflict these are some issues when speaking of personal development. The ability to reflect upon us is a valuable part of human life, insisted Taylor (2000). Reflection and reflective practice are claimed to enhance professional development, link theory and practice, promote...
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...Reflective Leadership Plan Yvonne Alaniz-Moreau University of Phoenix – School of Advanced Studies Reflective Leadership Plan Leadership is defined as “1) the office or position of a leader; 2) the capacity to lead, 3) the act or an instance of leading” (Merriam-Webster, nd). I have often wondered if I have what it takes to be a good leader. Even as a child and young adult, I can remember always wanting to be in charge, always trying to tell someone how to do things and find new ways to improve a process or situation. I think I was destined to be a leader but lately I find that I question myself as to what that actually means, to be a leader. When I first considered earning my doctorate, I questioned my purpose for doing so. I was not really interested in teaching. A part of me felt the need to accomplish this goal to prove to myself that I could do it. But what I have discovered is that I want to share with others the knowledge I have gained, I want to encourage people to be and do their best, and to believe they can achieve whatever they want. I want to be supportive in my role as a leader and instill passion in what others do. In order to be this type of leader I knew it would be necessary to earn my doctorate. This reflective leadership plan will serve as a guide throughout my pursuit of my Doctorate in Business Administration. Leadership Theories Each person defines leadership in a way that best suits them to accomplish the goals and plans set forth...
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...Reflective Personal Leadership Development Plan Gabriele Barnett University of Phoenix – School of Advanced Studies Reflective Leadership Plan In the past seven weeks I changed my view on leadership. I learned about various factors of leadership that I never considered before. This paper is a summary of my leadership style based on the assessment scores and interpretation of it. It will explain my strengths and weaknesses, address the gaps, and suggest action items on how to close these gaps. This paper will also provide a timeline, implementation methods, and how the plan will be assessed. Leadership Style My score for the Leadership Style assessment is an eight for people oriented and a nine for concern for tasks. This score shows a balanced task/people orientation (Pearson, 2007). According to Newson (2006), it falls into the role category of Implementer. An implementer takes followers’ suggestions and ideas and turns them in positive action. They are known to be efficient, self-disciplined, and reliable. Implementers are motivated by their loyalty to the organization and often take on projects that everyone else avoids. The almost even score for task/people orientation also shows a situational leadership style. According to Wren (1995) “it describes a way of adapting leadership behaviors to features of situation and the followers” (p.210). Situational leadership style suggests that leaders adjust their style to fit individual...
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...Chapter 01 Management Information Systems: Business Driven MIS True / False Questions 1. Companies today are successful when they combine the power of the information age with traditional business methods. True False 2. Competitive intelligence is information collected from multiple sources such as suppliers, customers, competitors, partners, and industries that analyzes patterns, trends, and relationships for strategic decision making. True False 3. The information age is the present time, during which infinite quantities of facts are widely available to anyone who can use a computer. True False 4. Technology provides countless business opportunities, but can also lead to pitfalls and traps for a business. True False 5. Top managers use social intelligence to define the future of the business, analyzing markets, industries and economies to determine the strategic direction the company must follow to remain unprofitable. True False 6. A variable is a business intelligence characteristic that stands for a value that cannot change over time. True False 7. Companies update business strategies continuously as internal and external environments change. True False 8. For an organization to succeed, every department or functional area must work independently to be most effective. True False 9. Porter's Five Forces Model outlines the process for a sales strategy. True False ...
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...Chapter 18 Managers as Leaders Leaders in organizations make things happen. But what makes leaders different from nonleaders? What’s the most appropriate style of leadership? What can you do to be seen as a leader? Those are just a few of the questions we’ll try to answer in this chapter. Focus on the following learning outcomes as you read and study this chapter. LEARNING OUTCOMES 18.1 Define leader and leadership. 18.2 Compare and contrast early theories of leadership. 18.3 Describe the three major contingency theories of leadership. 18.4 Describe contemporary views of leadership. 18.5 Discuss contemporary issues affecting leadership. SPOTLIGHT: Manager at Work What is the difference between being a manager and being a leader? Are these terms synonymous? Management guru Peter F. Drucker once said, “Management is doing things right; leadership is doing the right things.” You might begin the study of Chapter 18 by asking your students for their perspectives on these questions and the quotation from Dr. Drucker. This chapter’s Spotlight: Manager at Work, looks at the legacy of Steve Jobs. In many ways, Jobs epitomizes the leader of a high tech company. How he was extremely charismatic and extremely compelling in getting people to join with him and believe in his vision. But also how he was despotic, tyrannical, abrasive, uncompromising, and a perfectionist. Jobs broke the rules of management and remade them to fit his vision. Students...
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