...Leader’s Self-Insight’s Leader’s Self-Insight’s Christa Foster Wright MGT 321 Professor Martin Earl Roach December 09, 2013 LEADER’S SELF-INSIGHT’S Leader’s self-insight’s is a person’s particular nature or personality and qualities making that individual unique capability in gaining an accurate and deep understanding, of the situation at hand. Leaders display traits through patterns in their behavior (Draft, 2011, p. 33). The leader’s self insight exercises taking the form of questionnaires, scenarios and activities provides self-assessments for learners and opportunities to experience leadership issues in a personal nature (Draft, 2011, p. xv). Therefore, knowing each individual leader unique set of qualities, characteristics, and strengths can be beneficial to the leadership role, by giving a perspective to leadership behavior (2013, p. 33). The question in this case is; does leader’s self insight assessments proves effective for learners and offers opportunities for improving leadership? In constructing this paper it was found that chapter three and chapter four contains a total of eight leader’s self-insight exercises in the form of questionnaires, scenarios and activities, all providing self-assessments for learners and offering opportunities for leadership roles. The question remains how will we perform under pressure and respond as a work group leader while, focusing on how the leader’s self-insight contributes...
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...I have found the Leaders Self Insights are some of the most powerful parts of this course. Being that each chapter deals with a different part of leadership, these self-insights deal with what we say to be the most significant aspect of leadership, “Self Awareness.” Sometimes they prove me right and sometimes they prove me wrong. In the case of insight 13.1 My Personal Vision and insight 14.1 my scores I feel, are correct for me. Being a coach I always tried the think out side of the box and go against status- quo. I can honestly say most of the times it worked well but other time it put me at risk of being fired. To understand your personal vision you must first understand what vision actually means: “A vision is an attractive, ideal future that is credible, yet not readily attainable. A clear and powerful vision links the present and the future by showing how present-day decisions and actions can move the organization toward its long-range goals. Vision energizes employees.” (Kiaser study notes) The goal of visionaries are to become Effective Leaders, to be an effective leader, one both dreams big and transforms those dreams into significant strategic action and effectively execute the vision and strategy. This is what we call Strategic leadership. Strategic leadership means the ability to anticipate and envision the future, maintain flexibility, think strategically, and work with others to initiate changes that will create a competitive advantage for the organization...
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...Learning Team Leadership 1 Learning Team Leadership Evaluation Thomas Hong, Ph.D., Arpad Szurgyi, Ph.D., Dawn Dobson, Ph.D., Stephanie Smith, Ph.D., David Benson, Ph.D., and Tim Halton, Ph.D. University of Phoenix Organizational Diagnosis and Intervention June 16, 2008 Learning Team Leadership Learning Team Leadership Evaluation The global economy, geographically distributed organizations, and increasingly rapid technological changes have added a level of complexity that has changed the nature of business interrelationships. Managerial self-awareness and personal reflection play an important role in the leadership development process (McCarthy & Garavan, 1999). The 360-degree feedback process, multisource assessments, and personality inventories are useful in the context of leadership development (Church & Bracken, 1997; McCarthy & Garavan, 1999). Selfassessment and personal reflection are valuable tools in achieving personal and professional 2 growth and success. The challenge, however, is that self-assessment is oftentimes a difficult task due to the subjectivity of personal perceptions of strengths and weaknesses. The purpose of this essay is to report out on the assessment of the leadership styles of individual team members and identify the most important areas for improvement. The essay commences with a discussion on the criteria used for the selection of the Myers Briggs Type Indicator (MBTI) as a self-awareness leadership instrument. The essay continues...
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...of an individual’s status or title, it is his/ her Leadership Point of View (LPV) that determines a leader; furthermore, it will be too late for people to start building their LPV after they sit in leadership positions; (2) Different from points of view (POV) of a follower, a bureaucrat, an administer or a contrarian, the LPV requests an individual to be capable to see what needs to be done, to understand all the underlying forces at play in a situation, and to have the courage to initiate action to make things better; (3) To develop the leadership, the first thing that needs to be done is in yourself (“managing energy in yourself” or “self-leadership”). By constant studies, practices and active learning, people can obtain the capability to tell strategic stories; they can also attempt to overcome the fear of rejection (FoR) through balancing listening to others’ opinions and being confident of their owns. These points are recognized important due to the following notions. First, it breaks the stereotype that people’s views reply on their positions and manifests the possibility and necessity for juniors to build up their own LPV. Second, it offers critical procedures and guidelines on how to facilitate with the LPV for achieving effective leaderships. Moreover, it emphasizes the significance of self-leadership prior to motivating others. Comparing with motivating other, self-leadership, characterized by active study and self-cautious, is a more fundamental and realistic step...
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...Tutorial Week 7: Case Study – Leaders and Followers Question 1. What are the key components of the relationship between leaders and followers in Pancontinental? Within Pancontinental the key components in respect of the relationship between leaders and followers may be seen as including Emotional Intelligence, Authentic Leadership, Servant Leadership and Participative Followers. Emotional Intelligence is defined as a ‘type of social intelligence that involves the ability to monitor one’s own and other’s emotions, to discriminate among them and to use the information to guide one’s thinking and actions’ (Salovey and Mayer, 1990: 189). According to Goleman (2001), ‘emotional intelligence comprises of 4 key components which are, Self Awareness, Social Awareness, Self Management and Relationship Management.’ When looking at the case study we can see evidence of the use of emotional intelligence throughout. Within self awareness we can see that the MD, Henry Callahan, has had a personal insight into the business and knows what happens in each area. He is seen by his staff as a ‘visionary leader’, always looking for ways to improve in the future. In the case we can see that the positive style he adopts is exceedingly effective in an industry that is usually dogged by disputes, both internally and externally. Indeed he states, ‘I’ve done practically every job in the company....from the bottom up – I know what long hours are and I have empathy for everyone in the organisation’ We...
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...There were several key insights from this week’s reading being an effective ethical leader and values of work: The first key insight was about being an effective ethical leader. Being an effective leader is using skills learned and acquired to motive and engage employees. Leadership is a combination of personal characteristics, attributes, and traits that sets the tone on how business is conducted and having others follow suit. Listening to others, being open to feedback, and being open to new ideas, and developing leadership skills is a start to becoming an effective leader. However, being a good an effective leader doesn’t always mean that the leader is an ethical leader. Ethical leaders demonstrate traits of integrity, honesty and trustworthiness, but they also demonstrate these traits when making decisions for a corporation. Leaders of the organization are to set the example, and use ethical principles as guidelines to the decision making process. As DesJardins mentions in his book, An Introduction to Business Ethics, “One key difference lies with the means used to motivate others and achieve one’s goals.” (DesJardins, 2011) Motivating employees by empowering them to be creative and successful is an ethical mean of becoming an ethical and effective leader. An effective ethical leader is one who possesses the qualities of both transformational and transitional leadership styles. One who involves exchanges that are necessary for achieving routine performance and...
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...Business ethics and leadership can be a very interesting subject. This paper addresses the thoughts and leadership skills of a former boss of mine, Gail Painter. It contains a leadership assessment of me. And it also addresses how the concepts learned in this class can be applied at my current job. Business ethics and leadership styles and concepts are an ever changing thing. Interview Gail Painter was the Staffing Supervisor who hired me to run the Vinita office of Staffing Solutions, a temporary employment agency. Gail believes leadership develops with experience. Leadership is an influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purpose (Daft, 2011, p.5). Different circumstances require different actions and vision. Experience gives you exposure to different ideas and situations. Her experience working with the Director at her previous job was valuable in helping develop her leadership skills. She worked for a company with an amazing leader and she tries to model her leadership skills from his. He was always cool, calm and collected. He gathered all the facts before making any decision. Gail enjoyed working for a leader like that. Her views of leadership have changed over time. Her work experience in a variety of different arenas has given her insight on good skills as well as some bad skills. Technology upgrades as well as upgrades to employment laws have also changed her leadership views. Working...
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...Goleman (1998), believes that emotional intelligence is leadership of the heart, which is essential to the success of a team or organization. Most leaders who show emotions and connect with others emotionally tend to lead high performance groups and are more to be ahead of their competitors. Goleman also talked about the anatomy of emotions and believe they are the very structure on which our brain is built. Emotions are what give us the ability to think and react rationally. In other words, without emotions, leaders could make decisions that could be detrimental to their teams’ performance. A decision that leads to a positive outcome, is one made when we control our feelings and not let them get in the way of our thinking process. Goleman’s believes were based on several researches. One study done by Stanford University, showed that kids who exhibited patience and were less impulsive, were betting at controlling their emotions as they got older. These kids had a greater advantage to succeed than those who were impatient and could not handle stress well. Goleman pointed out that this was also evident in the study done by The Center for Creative Leadership. Leaders who failed at their jobs did so, because they failed to effectively manage stress. They were unable to help their teams navigate changes. According to Goleman, emotional intelligence is measured through five main leadership characteristics. First there is self-awareness. This allows leaders to focus on those feelings...
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...then between these two very different types of leaders — the conscious change leader and the autopilot change leader? Conscious change leaders are just that because they choose to be, and they make a significant personal commitment to how they operate as human beings and leaders. Conscious change leaders turn inward, introspect, and put their attention on their inner awareness and mindset, and their intention on proactively developing their innermost being. In our language, they “ put their being first. ” Ā ey seek greater self - awareness and understanding because they know that their level of awareness and mindset influence everything about their lives and leadership. Ā ey seek to develop their own level of consciousness so they can operate at the highest levels possible, and therefore, contribute fully. Ā ey understand that “ to be first, they must put their being first.” Conscious change leaders choose this path because they have enough self - awareness to see the difference in themselves when they are operating consciously versus on autopilot. Ā ey see their mindset in action, the impact of their conditioned perceptions and behaviors on their outcomes. Ā ey are familiar with the fluctuations...
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...Research Proposal Template 1. Title “A situational analysis of shared leadership in a self-managing team” 2. Background Team leadership merits continued attention because leaders have an impact on how the team develops and performs. Team processes are explored within self-managed teams that develop different leadership styles. In particular, two leadership styles are compared: shared leadership and single leadership. The results of the study suggest that teams with shared leadership have motivational and cognitive advantages over teams that took the traditional approach of relying on a single leader. The two main concepts in organisational studies can be search in this leadership and teams. Moreover, this represents the analysis of leadership styles and team processes within self-managed teams. Self-managed teams have the autonomy to make important decisions concerning their team processes. A key team process is leadership and without leadership, team members are unlikely to identify with team objectives. The self-managed teams need more leadership than conventional teams around both task related issues and team development issues. As far as I concerned, I believe in team and teamwork. Furthermore, the business can only be successful only when the decisions are team leaders with their excellent leadership skills. The teams with shared leadership have motivational and cognitive advantages over teams that took the traditional approach of relying on a single leader. ...
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...to help others to reach their potential. Vinod (2011) stated that the “Servant leaders seek to transform their followers to "grow healthier, wiser, freer, more autonomous, and more likely themselves to become servants" (p.458). Leaders lead by examples. The first quote states, “If your actions inspire others to dream more, learn more, do more and become more, you are a leader” (Josephson, 2012). The writer interprets this quote to mean, as a leader you never know who is watching your every move. You actions will inspire others to be successful or want to be like you. The second quote the writer interprets as “As we look ahead into the next century, leaders will be those who empower others ” (Sources of Insight, 2011). As a leader one must have insight into the employee’s capabilities. As you acknowledge your employees skills and abilities they will work hard to please you. When they are working hard their efforts will go noticed and receive acknowledgement. The third quote is interpreted as “Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others” (Lowe, 2008, p. 88). As a leader you must still grow within yourself to help others by listening and helping others. The last quote can be interpret as “An empowered organization is one in which individuals have the knowledge, skill, desire, and...
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...organization, I was presented with the opportunity of determining a leadership position, where I can utilize my expertise and my knowledge of the vision and mission of the organization, daily operations and processes of almost every department and the qualities and values that I possess, and determine the best suitable position that benefits of such experience and qualities, as well as benefits the organization in whole and the department I will be working for. By knowing one’s qualities, ethics and capabilities this should enable this one to better define the responsibilities, challenges, strengths and weaknesses and the accurate leadership style that can be practiced in the best manner to benefit both the employee and the organization. So, by analyzing the Leadership and Team Skills self- assessments one can discover individual strengths and weakness that will assist in determining his or her leadership style, and abilities to lead others. Employee-oriented leaders are “described as emphasizing interpersonal relations; they took a personal interest in the needs of their employees and accepted individual differences among members. The production-oriented leaders, in contrast, tended to emphasize the technical or task aspects of the job” (Robbins & Judge, 2007 pg. 406) By taking a number of self-assessment tests provided by the University of Phoenix student’s portal, such as the Pearson Prentice Hall Self-assessment test for basic personality test, and the Williams institute...
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...BENEFITS OF SELF EVALUATION/SELF ASSESSMENTS AS IT RELATES TO LEADERS TODAY Leadership is not a position or a title, but refers to a person's ability to influence people and events. To be able to influence people and events, leadership must first begin with 'self'. According to Socrates: 'the unexamined life is not worth living', and by extension, such a person is certainly not worthy of having as a leader. Hence self assessment is foundationally important in the life of every leader(Bonem,2015:1). The study conducted in 2010 by Green Peak Partners and Cornell's School of Industrial and Labor Relations, established that self-awareness trumps all in the leadership assessment. Consequently, self awareness is a critical trait for successful leaders(Lipman,2013:1). Self-awareness, especially for those who lead organizations, is a clear understanding of the impact they are having on the people around them. Leaders must be aware of the impact of their behavior on their direct reports, peers and supervisors. Some leaders find it difficult to comprehend the lack of commitment on the part of employees, they do not understand why colleagues cannot connect and willing to collaborate on a project. It is probably because they cannot decode the leaders behavior(Zenger,2014:1). Members of the Senior Leadership Team(SLT) of my present organization were all evaluated, using the insight discovery method and 360 degree feedback. After the evaluation...
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...Purpose – To address the increasing need for novel approaches to leadership that deal with the challenges organizations face as they flatten, diversify, and confront increasingly complex problems. Design/methodology/approach – A meso-level theoretical model is developed that outlines the relationship between self- and shared leadership, focusing on the intermediary processes of trust, potency, and commitment that may lead to the development of shared leadership and ultimately more innovative knowledge creation. Findings – Nine propositions are developed, addressing the relationships between self- and shared leadership, concluding with some of the theoretical and practical implications of the model and specific recommendations for future empirical work in this area. Research limitations/implications – An important boundary condition of the model is that it assumes team and organizational incentives are in place to encourage team building and the facilitation of team over individual achievements. Practical implications – Conceptualizing leadership in this way leads to numerous unanswered questions regarding how team dynamics influence, and are influenced by, various forms of leadership (including lateral, upward, and downward influence attempts). Greater dialogue between the team dynamics literature and the leadership literature may lead to new insights into how shared leadership is influenced by a variety of team characteristics, including team ability, size, member...
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...Leadership Development Portfolio by WORD COUNT CHARACTER COUNT 4368 22934 TIME SUBMITTED PAPER ID 14-APR-2013 08:06PM 23267223 GRADEMARK REPORT FINAL GRADE GENERAL COMMENTS Excellent discussion in part 1 as well as in part 2 yet part 2 lacks the scores' table. Part 3 is also very good with a good use of the literature being evident. 77 PAGE 1 PAGE 2 PAGE 3 PAGE 4 PAGE 5 PAGE 6 PAGE 7 PAGE 8 PAGE 9 PAGE 10 PAGE 11 PAGE 12 PAGE 13 PAGE 14 PAGE 15 PAGE 16 / 100 RUBRIC: OB3 - LEADERSHIP RUBRIC VLEADER (40%) Student comprehenshion and understanding of course material in relation to the vLeader experience CRITERIA (0) CRITERIA (25) CRITERIA (35) 77 / 100 85 / 100 No attempt made at this part of the assignment or evidence of plagiarism. FAIL No serious attempt to address the requirements of Part 1, and/or manifests a serious misunderstanding of the requirements of the assignment. Acutely deficient in all aspects. FAIL Anything which is inadequate in most or all of the following: length, content, structure, analysis, expression, argument, relevance, and presentation. For example, not utilising lecture material or other resources when expected to do so. Work in this range attempts to address aspects of Part 1, but is substantially incomplete and deficient. Serious problems with a number of aspects of language use are often found in work in this range and often there will be incomplete or missing referencing. Adequate work which attempts...
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