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Leadership Self-Assessment Leadership is defined in many ways by many people. Some believe it can be learned, some believe it is innate or intuitive. The amount of recent literature devoted to the theme of leadership is tremendous. When you examine the literature you will notice there are endless opinions about what leadership is, how leaders are developed, the psychological factors associated with leadership, the traits needed for effective leadership, the political aspects of leadership, and the unique elements of the academic environment. Approaches to leadership are different in diverse situations and in various environments. Review the matrix below to see theories of leadership and elements that make them different. The goal of the matrix is to assist you in understanding the various leadership theories and the relationship between them. Characteristics of Leadership Theories Transactional Transformational Servant Charismatic Contingency Trait Origin Burns, 1978 Burns, 1978 Greenleaf, 1970 House, 1976 Fiedler, 1964 Galton, 1869 Major Premise Leaders exchange something with followers to advance both of their agendas. Leader is interested in developing followers to their fullest potential. Authority given to followers. Beliefs imparted to followers. To be effective, the leader's style fits the context of the setting. Leadership qualities are genetic characteristics of a family and passed through generations. Role of the Leader Rewards or disciplines. Motivates and inspires. Helps followers achieve their goals. Role model for beliefs imparted to followers. Is either task motivated or relationship motivated. Distinctive physical and psychological characteristics account for leader effectiveness. Role of the Follower Performs in exchange for something. Works for the greater good of the group and society in general. Is empowered. Trust in the leader's ideology. Not applicable. Not defined. Personality Characteristics of the Leader Authoritarian, negotiator, influential. Charismatic, inspirational, role model, enabler. Servant, nurturer, listener, empathetic, moral. Self-confident, dominant, role model, influential. Varies depending on the fit of the setting. Intelligence, strong values, high level of personal energy. What Type of Leader Are You? Your leadership style is your perception of how leadership should be. This self-assessment instrument will help you better understand your own leadership style. Awareness of your style and recognition of the styles of others can help you more effectively strategize how you perform your leadership duties and how you manage situations from a leadership position. As you complete the survey, please keep in mind: âą There is no right or wrong answers. âą Nobody will judge you by your responses, but participating will provide you with an interesting foundation for future work in the course. âą When you have completed the surve ...
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Leadership: A Transferrable Skill - Part D Self-Reflected Summary of Current Leadership Strengths and Development Needs (16% of project grade) Employers are very interested in an applicantâs âpeople skillsâ such as communication, interpersonal abilities, multi-culture sensibility, teamwork, and leadership. These are considered transferrable skills (applicable to any job, in any company, in any industry). Because your education/degree is generally proof of your technical skills, interviewers will generally ask a few, very direct questions (easily answered) about what you can actually do; and many, indirect and obtuse questions (harder to answer) about your people skills and personal attributes (integrity, dependability, etc.). Often these questions are direct, and ask you to state and explain your âstrengths and weaknessesâ â so â the smart (and well-prepared) interviewee has already thought about how to answer this question. Overview of Individual Project Part D â Self-Reflected Summary The purpose of Part D is to assist you in not only answering the tough interview questions (what are your strengths and weaknesses) but in also phrasing your answers to highlight your leadership skills and abilities (a transferrable skill that every business organization needs). To this end, Part D consists of completing a final insight/self-assessment (located at the end of this document); taking a second look at your Part B and the previous fifteen (15) insight assessments; and then submitting a 2-4 page reflective summary of your leadership orientation, your 3 or 4 current leadership strengths, and your 2 or 3 leadership skills, abilities, and/or traits that you believe you need to further develop to become an effective leader. Explanation of Requirements and Evaluation Criteria for Part D 1. IMPORTANT â go back and re-read the twelve (12) reflective summaries you have submitted for the (15) insight assessments you should have completed for Part A (each insight was related to a different leadership competency and/or aspect of leadership) and the assessments and summary of your Part B (the summary was used to identify your current leadership strengths and development needs). 2. Then complete Insight 12.3 (located at the end of this document) assessment tool and reflect upon what it tells you about your leadership orientation and potential strengths-weaknesses as an effective leader. 3. Based upon all of your reflections, write a 2 - 4 page, double-line spaced summary in 12 pt. Times New Roman font, with the bolded title of Reflective Overview of My(meaning your)Leadership Skills and Abilities, followed by you name on the next line. Your summary should provide the reader (meaning the instructor) an overall picture/explanation of your current leadership strengths (3 or 4) and the areas/competencies you feel require further development (2 or 3). 4. Submit to appropriate drop box before the due date and time listed on the class schedule. NO LATE SUBMISS ...
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Your LSI Styles Profile The raw and percentile scores in the table below and the extensions on the circumplex shown below depict your perceptions of how you think and behave. The CONSTRUCTIVE Styles (11, 12, 1, and 2 o'clock positions) reflect self-enhancing thinking and behavior that contribute to one's level of satisfaction, ability to develop healthy relationships and work effectively with people, and proficiency at accomplishing tasks. The PASSIVE/DEFENSIVE Styles (3, 4, 5, and 6 o'clock positions) represent self-protecting thinking and behavior that promote the fulfillment of security needs through interaction with people. The AGGRESSIVE/DEFENSIVE Styles (7, 8, 9, and 10 o'clock positions) describe self-promoting thinking and behavior used to maintain status/position and fulfill security needs through task-related activities. Position Style Score Percentile 1 Humanistic-Encouraging 23 14 2 Affiliative 29 46 3 Approval 22 88 4 Conventional 21 87 5 Dependent 24 91 6 Avoidance 23 99 7 Oppositional 13 81 8 Power 20 93 9 Competitive 20 84 10 Perfectionistic 19 44 11 Achievement 23 21 12 Self-Actualizing 20 21 The raw scores potentially range from 0 to 40. The percentile scores represent your results compared to those of 9,207 individuals who previously completed the Life Styles Inventory. For example, a percentile score of 75 means that you scored higher along a particular position than 75% of the other respondents in the sample and, in turn, indicates that the style represented by that position is strongly descriptive of you. In contrast, a score of 25 means that you scored higher than only about 25% of the other respondents and therefore indicates that the style represented by that position is not very descriptive of you.Your LSI Styles Circumplex For detailed descriptions of each of these 12 styles,click on the circumplex graphic in each of the 12 sections. Examining your Circumplex To accurately interpret your LSI results, it is important for you to consider your score on each style in terms of its range (high, medium, or low) on the profile. The three ranges correspond to the percentile points in the circumplex and in the table above. Life Styles Inventory (LSI) SAJJATREE TRIPITAK [email protected] MGMT 591: Leadership and Organizational Behavior Professor Frank Readus 01/18/2015 Personal Thinking Styles The LSI chart shows that my primary thinking style is avoidance (raw 25, 99%) and dependent (raw 32, 99%). People inavoidance style usually like to avoid making decisions and leave them to others. The commitment would be their difficulty in management and leadership. I kind of agree with that because I do pay most attentions to my own concerns and most likely ignore others; however, I disagree with that it is difficult to forgive myself after making mistakes because mistakes donât take me down for a long time and I would like to do whatever it needs to correct the issues. Other than avoid.
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Write a 4â6-page analysis of a leader you either interviewed personally or researched thoroughly. In your analysis, address specific ways the leader demonstrates effective leadership. Effective leaders realize that employees should be recognized for a job well done. While some people prefer public praise and others prefer personal recognition, most employees want to be recognized in some way. Kouzes and Posner (2017) state that effective leaders begin their leadership development by first learning to lead themselves. Effective leadership begins from within and expands outward to affect others. This development cascades into effective leadership. SHOW LESS By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria: Competency 1: Evaluate the purpose and relevance of leadership. Analyze how a leader reflects the definition of leadership. Evaluate leadership style, characteristics, or themes in relation to the purpose and relevance of effective leadership. Competency 2: Evaluate how leadership strengths apply in the workplace and within the community. Analyze how a leader models leadership. Analyze how a leader inspires a shared vision. Analyze how a leader looks for new opportunities that may require experimentation or taking risks. Analyze how a leader empowers and recognizes the contributions of others. Toggle Drawer Questions to Consider As you prepare to complete this assessment, you may want to think about other related issues to deepen your understanding or broaden your viewpoint. You are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of your professional community. Note that these questions are for your own development and exploration and do not need to be completed or submitted as part of your assessment. How does having or not having a shared vision affect your work? What strategies have you seen used that inspire a shared vision? How do the leaders you know recognize and acknowledge exceptional work? Preparation Throughout your career, you could undoubtedly benefit from analyzing leadership and management characteristics of other leaders and managers you consider effective and successful. This assessment provides an opportunity and framework to do that in the context of effective leadership. To complete this assessment, you have two options. You may choose to base your assessment on a leader you know personally or on a leader who is well-known. Be sure to read the complete instructions for both options carefully before making a decision. Instructions Option A: Interview a Leader You Know Personally Identify someone you know who is currently serving in a leadership capacity at an organization. You may choose a leader affiliated with your employer, a community leader, a political or church leader, or anyone whose leadership skil ...
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Professional Development Plan Leadership as a vocation requires a commitment to professional excellence and integrity, which can be achieved through establishing habits of self-reflection, life-long learning, and professional development. The purpose of this assignment is for you to reflect on where you currently are in your leadership capabilities; define where you want to go; and specify goals, plans, and a timeframe for achieving your professional objectives. Your professional development plan will be composed of three parts: Vision, Goals/Objectives, and Plans. Â Vision: The ability to create, communicate, and compel vision is critical to inspiring and effective leadership. While ultimately many leaders are responsible for developing visions to guide complex organizations, effective leadership begins on a much more personal levelâa vision of yourself as a leader. Who are you and who do you want to become in your field or sphere of influence? Once you are clear about that, you can then confidently establish how you will help others and your organization achieve their visions. Â Your leadership vision is based on a number of factors including your attitude, values, personal beliefs, guiding principles, and how you behave. It may also be influenced by theoretical, philosophical, or religious frameworks and the leadership traits, values, and behaviors of others. A leadership vision is also dynamic. No great leader ever "arrived." Those who have adopted leadership as their vocation can spend a lifetime in self-reflection in order to continue to learn and more effectively motivate and inspire others. Â Spend some time reflecting below on where you currently are in your leadership capabilities, what you have learned about leadership in the course, and how you want to develop and improve as you continue your leadership studies and move forward in your field. Review the document âEssential Leadership Competenciesâ for an overview of the scope of effective leadership capabilities. Â Reflection: Vision: Then, in 300-500 words, briefly articulate your vision for yourself as a leader 3-5 years from now. Where do you want to be? What kind of leader do you want to become? Â Goals/Objectives: After you have stated your vision, create five to eight leadership goals/objectives you will strive to meet in the next 3-5 years. Try to formulate at least one goal/objective related to the four major leadership competencies included in "Essential Leadership Competencies": self-leadership, leading others, leading an organization, and leadership as a vocation. Include a brief justification for each goal/objective to explain how it will help you achieve the qualities of professional excellence and integrity required of excellent leaders. Â Plan: Specify activities you will engage in to achieve your goals/objectives. You may find it helpful to research professional development activities in your field or organization to determine what resources are a ...
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Professional Development Plan Leadership as a vocation requires a commitment to professional excellence and integrity, which can be achieved through establishing habits of self-reflection, life-long learning, and professional development. The purpose of this assignment is for you to reflect on where you currently are in your leadership capabilities; define where you want to go; and specify goals, plans, and a timeframe for achieving your professional objectives. Your professional development plan will be composed of three parts: Vision, Goals/Objectives, and Plans. Vision: The ability to create, communicate, and compel vision is critical to inspiring and effective leadership. While ultimately many leaders are responsible for developing visions to guide complex organizations, effective leadership begins on a much more personal levelâa vision of yourself as a leader. Who are you and who do you want to become in your field or sphere of influence? Once you are clear about that, you can then confidently establish how you will help others and your organization achieve their visions. Your leadership vision is based on a number of factors including your attitude, values, personal beliefs, guiding principles, and how you behave. It may also be influenced by theoretical, philosophical, or religious frameworks and the leadership traits, values, and behaviors of others. A leadership vision is also dynamic. No great leader ever "arrived." Those who have adopted leadership as their vocation can spend a lifetime in self-reflection in order to continue to learn and more effectively motivate and inspire others. Spend some time reflecting below on where you currently are in your leadership capabilities, what you have learned about leadership in the course, and how you want to develop and improve as you continue your leadership studies and move forward in your field. Review the document âEssential Leadership Competenciesâ for an overview of the scope of effective leadership capabilities. Reflection: Vision: Then, in 300-500 words, briefly articulate your vision for yourself as a leader 3-5 years from now. Where do you want to be? What kind of leader do you want to become? Goals/Objectives: After you have stated your vision, create five to eight leadership goals/objectives you will strive to meet in the next 3-5 years. Try to formulate at least one goal/objective related to the four major leadership competencies included in "Essential Leadership Competencies": self-leadership, leading others, leading an organization, and leadership as a vocation. Include a brief justification for each goal/objective to explain how it will help you achieve the qualities of professional excellence and integrity required of excellent leaders. Plan: Specify activities you will engage in to achieve your goals/objectives. You may find it helpful to research professional development activities in your field or organization to determine what resource.
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Helbling executive search consultants share their suggestions for evaluating and interviewing executive job candidates.
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Assessing Candidate For Executive Level Roles
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16 Building Leadership Skills
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16 Building Leadership Skills
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Talk by Smoking Brains on developing leadership in the agile organization for the Agile Barcelona community.
Developing leadership in the agile organization
Developing leadership in the agile organization
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Leadership Self-AssessmentLeadership is defined in many wa.docx
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Building Global Dexterity on Company Teams
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Leadership A Transferrable Skill - Part DSelf-Reflected Summary.docx
Leadership A Transferrable Skill - Part DSelf-Reflected Summary.docx
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Your LSI Styles ProfileThe raw and percentile scores in the tabl.docx
Your LSI Styles ProfileThe raw and percentile scores in the tabl.docx
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Write a 4â6-page analysis of a leader you either interviewed persona
Write a 4â6-page analysis of a leader you either interviewed persona
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Professional Development PlanLeadership as a vocation requir.docx
Professional Development PlanLeadership as a vocation requir.docx
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360 Leadership Assessment 2
360 Leadership Assessment 2
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Professional Development PlanLeadership as a vocation .docx
Professional Development PlanLeadership as a vocation .docx
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Building leadership skills
Building leadership skills
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The Five Levels Of Leadership Essay
The Five Levels Of Leadership Essay
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AmeriCorps Retention Workshop
AmeriCorps Retention Workshop
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Personal Leadership Philosophies Paper Discussion.pdf
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Free Everything DiSC 363 for leaders report | Strengthscape
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Organization Behavior - Leadership
Organization Behavior - Leadership
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Walk Your Talk Executive Summary
Walk Your Talk Executive Summary
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Leadership Skills
Leadership Skills
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Assessing Candidate For Executive Level Roles
Assessing Candidate For Executive Level Roles
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16 Building Leadership Skills
16 Building Leadership Skills
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16 Building Leadership Skills
16 Building Leadership Skills
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Developing leadership in the agile organization
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The Path to Product Excellence: Avoiding Common Pitfalls and Enhancing Commun...
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Falcon Invoice Discounting: Empowering Your Business Growth
Falcon Invoice Discounting: Empowering Your Business Growth
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Falcon Invoice Discounting: The best investment platform in india for investors
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Transformation is even harder than we thought âOnly 22% of companies successfully carry out transformation. The failure rate was 78%.â âOften the business value of digital transformation is not realized. One of the most common causes is an abundance of technology projects, not a true business culture transformationâ - Phil Le-Brun, Enterprise Strategist, AWS
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