...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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...A Day in Life of Alex Slander Problem Statement To identify method in which Sam Glass can effectively implement 360 degree feedback system and utilize it in developing the leadership attributes in Alex Sander. PESTCL Analysis Political: External trade unions can create havoc over employees working for long hours and denied holidays by Alex Economic: Avant-Garde’s skin care products division is aiming at achieving major US market share by launching the product “Nourish” by acquiring the company Landon Care Products Technological: With the advent of new technological interfaces people are able to communicate with the virtual teams across several countries and are able to receive work related feedback. Cultural – The acquisition of an American company, Landon by a European company Avant-Garde created some differences in the work culture of Landon. American employees have to work with their European colleagues, where the cultural differences were high as well. SWOT Analysis SWOT of Alex Sander Strengths | Opportunities | * High commitment to work * Entrepreneurial abilities * Excellent decision making skills * Multitasking * Open to learning opportunities * Good product/market knowledge * Is willing to mentor * Inquisitive/curious * Successfully rebranded two national skin care products- confidence and experience * Relentless * Generous and acknowledges good performance * Proactive | * To get into broader planning areas in Landon * Develop...
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...need to correct errors, among other things, can explain the importance of feedback, particularly the constructive type. Feedback is of utmost importance and not properly addressing issues related to it can lead to a feedback back gap. Once this gap is discovered it is necessary to determine appropriate managerial strategies to close it. The feedback gap results from employees’ feedback avoiding behavior (FAB) and is usually due to fear of negative feedback (self-preservation needs) or appearing incompetent (impression management needs), and is widened by managers’ behavior since the latter determine the cost of feedback seeking (Moss and Sanchez, 2004). One type of managers that negatively affects the feedback gap is the zero-tolerant manager. Usually emotionally and physically distant from his employees, this manager is oblivious to situational factors contributing to employee performance which in turn causes him to attribute poor performance to internal employee characteristics instead of taking the context into account. Employees avoid feedback from the zero-tolerant manager because they believe he will directly blame them while disregarding all other factors. Moss and Sanchez offer this type of managers a few solutions to reduce FAB and the feedback gap: such as having an open mind about causes of poor performance, managing psychological and physical distance, engaging in active listening and giving effective feedback. Perhaps, however, prevention is better than cure. Why not...
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...student feedback and leadership a report on the 2006 leadership for excellence in learning and teaching project (le67) developing Multi-level leadership in the use of student feedback to enhance student learning and teaching practice http://emedia.rmit.edu.au/altclgp/ 2009 Project Leader Professor James Barber – Deputy Vice-Chancellor (Academic) Project Manager Associate Professor Sandra Jones – Director Learning & Teaching Unit Project Officer Brenda Novak ISBN 978-1-921426-36-0 Student Feedback and Leadership A Report on the 2006 Leadership for Excellence in Learning and Teaching Project (LE67): Developing Multi-Level Leadership in the Use of Student Feedback to Enhance Student Learning and Teaching Practice 2009 Project Leader Professor James Barber - Deputy Vice-Chancellor (Academic) Project Manager Associate Professor Sandra Jones – Director Learning & Teaching Unit Project Officer Brenda Novak Report written by: Associate Professor Sandra Jones and Brenda Novak. Case studies written by: Dr Mali Abdollahian, Ian McBean, Geoff Outhred, Dr Kate Westberg. Photographs - Copyright © 2009 RMIT University Photographers Margund Sallowsky and Kate Ebbot unless otherwise stated. ISBN 978-1-921426-36-0 Support for this project has been provided by the Australian Learning and Teaching Council, an initiative of the Australian Government Department of Education, Employment and Workplace Relations. The views expressed in this report do not necessarily reflect...
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...of translation of the career growth model into leadership development aligned with the larger business goals. These include performance management, talent and career development, 360-degree feedback, periodic reviews and succession planning. The leadership development model at PepsiCo basically considers five factors: * Proven results * Leadership capability * Functional excellence * Business knowledge * Critical experiences Proven results PepsiCo believes in reinforcing consistent business and people results from its employees. The track record of previous performances with lasting impact is thoroughly analyzed. For instance, Steven Reinemund had an immaculate track record in the company’s Pizza Hut and Frito-Lay divisions before becoming the CEO of PepsiCo from 2001-2006. Leadership capability PepsiCo provides a layout to assess an executive’s contributions to the organization as a leader. The various evaluations and 360-degree feedbacks employed by PepsiCo help bridge the gaps of leadership competencies for its executives. PepsiCo considers the following elements while training its employees for leadership and coordination skills: * Growth as a leader – Demonstration of leadership effectiveness and competencies * Contribution towards organization’s growth * Growth of subordinates * Readiness for higher leadership roles Functional excellence It plays a very vital role in the leadership...
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...CHAPTER 4 Leadership Behaviors, Attitudes, and Styles The purpose of this chapter is to provide the reader with an understanding of basic leadership behavior and attitudes, as well as styles. Some of the information goes back to classic studies conducted in the 1950s and 1960s, and some is recent. Several other topics are featured: servant leadership, and how leaders use 360-degree feedback to fine-tune their behaviors, entrepreneurial leadership styles, and gender differences in leadership. CHAPTER OUTLINE AND LECTURE NOTES This chapter covers pioneering information about leadership behaviors and attitudes that served as the basis for studies of leadership styles and contingency theories of leadership. A sampling of these styles is presented as well as current information about behaviors, attitudes, and styles. An effective leader is one who facilitates group members’ attaining productivity, quality, and satisfaction. I. THE CLASSIC DIMENSIONS OF CONSIDERATION AND INITIATING STRUCTURE The Ohio State studies developed questionnaires about leaders that included self-assessments and assessments by subordinates. This research became the foundation for most of the future research about leadership behavior, attitudes, and styles. Two dimensions (as identified by factor analysis) accounted for 85 percent of the variance in descriptions of leadership behavior. Consideration is the degree to which the leader creates an environment of emotional support, warmth, friendliness...
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...effectiveness? In particular consider the importance of leadership in teams and reflect critically on your own leadership Effective team working is an essential ingredient for organisational success. Successful teams can help transform an organisation, increase outputs and deliver on organisational objectives. Gorman (1998) argues that the composition of teams, how they work together, how they are motivated and the quality of leadership within teams are just some of the elements that contribute to making a successful organisation. However it has been said that effective teams are not a natural phenomenon (Mcshane &Tavaglione, 2007). In conformance with the last statement a team is said to be a group of two or more people who influence and interact with one another, perceive themselves as a social entity within an organisation and who work towards, and are mutually accountable for, achieving shared goals associated with organisational objective (Mcshane &Tavaglione, 2007). This essay will discuss the key elements of team effectiveness; will then consider the importance of leadership in a team linking theory with practice, by critically analysing my own leadership. Drawing on researches, theories...
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...Talking paper 1. Phase I compared to Phase II Common: Communication Differences: We all had very specific differences that we wanted to work on for self-improvement that will lead to Air Force improvements. Such as: Ethical Leadership, Negotiations, Contemporary Motivation, Discipline, Adaptability, Team Roles, Transformational Leadership, Followership, Team Dynamics 2. Based on feedback, what to change in PLDP A. Common: Not many changes are needed to PLDPs as the development of them was effective during the course Differences: Some of took a situational approach and some of us focused on overarching personal identities. 3. How will our PLDP affect our workcenter? Common: Communications, task versus relationship orientations, team dynamics, implementation of new tools like DDP Differences: N/A 4. Getting feedback: Common: How can I improve? Differences: Unlimited feedback, how my personality affects people 5. Giving Feedback: Common: Always gave feedback, but could use more tact, we have far more information on what is valuable for feedback Differences: Need to be more adaptable 6. Making decisions, adapt to uncertainty, conserve resources Common: Leadership development and the 3 elements of adaptability will improve all areas with ethical approaches, Differences: Took more value out of team approaches to all of these situations. 7. Encouragement in work center: Common: Empowerment – situations handled at the appropriate level, encourage...
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...consummately adaptive enterprise. The leadership at NUMMI realized the importance of “Creative Tension”. They were true in their assessment in judging the current reality as well as very clear in the vision of where they wanted to be in the future. The managers at NUMMI took on the roles of designers, teachers as well as stewards thus creating an ambiance of shared responsibility and mutual respect. The corporate philosophy of the company changed to be customer centric. Service to its customers was considered as of paramount importance followed by service to its employees. The labors at the plant felt a sense of ownership and pride not only in the work they performed but also in the overall growth of the company. The hierarchical structure in the company was changed to be more flatter organization in which the opinions of the lowest members of the organization were also recognized for the benefit of the company. There was a culture of discipline and long term visibility of the firm shared among the employees of the firm. The management at NUMMI realized that the long term sustainability of the company could only be achieved by the process of continued learning, or something referred to as “learning organization”. 2. Discuss how NUMMI meets Senge’s fundamental leadership challenges: 203 words a. Building shared vision b. Surfacing and challenging mental models c. Fostering systems thinking The leadership at NUMMI acquired new leadership skills and their relentless pursuit...
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...consulting, technology and outsourcing solutions. As a proven partner focused on building tomorrow's enterprise, Infosys enables clients in more than 30 countries to outperform the competition and stay ahead of the innovation curve. With US$7.906bn in LTM Q2 FY14 revenues and 160,000+ employees, Infosys provides enterprises with strategic insights on what lies ahead. We help enterprises transform and thrive in a changing world through strategic consulting, operational leadership and the co-creation of breakthrough solutions, including those in mobility, sustainability, big data and cloud computing. In 1981, seven engineers started Infosys Limited with just US$250. From the beginning, the company was founded on the principle of building and implementing great ideas that drive progress for clients and enhance lives through enterprise solutions. For over three decades, we have been a company focused on bringing to life great ideas and enterprise solutions that drive progress for our clients. We recognize the importance of nurturing relationships that reflect our...
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...Running head: INNOVATION LEADERSHIP Innovation Leadership Russell L. Dykes Bellevue University Abstract Innovation leadership is all about facilitating and empowering others in order to help their creativity thrive. In order to be a leader of innovation, the manager must facilitate the innovation of others by providing the space, equipment, networks, partnerships, and environment that allows their creativity to flourish. The innovation leader must toward establishing a culture of innovation realizing that innovation work requires a team. Innovation cannot be conceived, developed, and delivered by just a single individual. Innovation Leadership Contrary to the beliefs of some, innovation leadership is not project management. Neither are the processes of innovation leadership the same as those of being an inventor. Innovation leadership is about creating the context and environment for innovation to occur. This involves creating and implementing the roles, physical space, partnerships, networks, decision-making structures, and equipment needed to support innovative thinking. Innovative leadership is not about being the one with the best and brightest ideas. Rather, it is about facilitating and empowering others in order to help their creativity thrive (Malloch & Porter-O’Grady, 2009). Quantum leadership can tolerate uncertainty and disorder, and can create a flexible structure based on self-organizing. Creative disorder brings...
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...Intersect Investments Transformational Leadership Problem Solution: Intersect Investments Since September 11, 2001, financial service organizations have struggled to maintain existing clientele and gain additional customers. Intersect Investment Services is no exception. The rapidly changing climate has left Intersect Financial Services, CEO Frank Jeffers with an immediate decision to transform the financial institution. Through the volatile climate changes Intersect has managed slightly to survive and has resisted change the last four years. Jeffers realizes he must make some dramatic changes if the organization is to regain its competitive status in the market place. In this paper the subject matter will identify the organization’s decision, goals, opportunities, alternatives, risks, and optimal solution. Situation Analysis Issue and Opportunity Identification The company’s CEO, Frank Jeffers has strong convictions that the company must move in a different direction by broadening its products and services to consumers. Jeffers plans to implement a customer intimacy model to provide more value, increase customer’s trust and enhance relationships. The sales and marketing executive team has an opportunity to embrace the vision that can increase profitability and the company’s clientele base. Team members, employees resistance to change, lack of stakeholders feedback, misaligned values, and beliefs among stakeholders are factors that could prevent...
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...but they have leadership styles and the way to express roles so different. Leadership styles affect the work of the whole team and affect relationships between the members together. We need to analyze the leadership style of Mark and Forgan to better understand this problem. 3a. Evaluate theories and styles of leadership The person who is able to lead and influence others at work called leaders. A good leader is someone who can coordinate the work requirements, personal needs and the needs of the members of the group's become a common goal for all. To be able to complete two tasks (the individual tasks and tasks of the whole team) leaders should have the appropriate methods with the ability and assigned tasks. Making the goals and vision for the group will help leaders build up team easily; because everyone has a clear vision about the work so the team will be able to create cooperation and good relationships at work. Besides that, leaders should create a good relationship with members of the group because it will help them get the confidence and motivation to complete the job better. Each leader will have a separate the way to lead team and can change depending on the circumstances of work. So Mark and Forgan have its own way to express, but common goals are the success of work. In my opinion, the theory cannot fully evaluate the whole that must depend on the working style of each leader. Huneryager & Heckman identified four different styles of leadership: * Dictatorial ...
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...Abstract Ann Caldera has had ongoing problems with student employees violating FCC violations for years. She is wondering if it her management style. She desperately needs to stop the violations and bring the group into a cohesive team. She lets the students management themselves but now will try the coaching leadership style to get her team turned around. She will teach them, listen to them and praise them for their accomplishments. What is wrong with WCBA? The big problem is the FCC violations. The FCC violations are a result of not having an affective manager. Ms Caldera is trying to hard to be a friend to the students and not managing. Has Ms Caldera had the proper training to be a manager? The short paragraph does not give us enough information on Ms Caldera but just that the students don’t seem to be taking her seriously. The information does tell us tell us she is considered to be very nice. Ms Caldera could be trying to be friendly and the students are taking it as being a friend. The problem there is that most people do not take a friend as seriously as they take their boss. There is a very big difference between being a friend and being friendly. Most people would have a problem firing a friend in Ms. Calderas place firing students who like her. She is giving them too much freedom and not enough supervision. Managers should act as role models for the employees and by not being strict on FCC rule infractions she is perpetuating the problem. Using SLII as a basis, what...
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...USAWC STRATEGY RESEARCH PROJECT TEAMBUILDING: A STRATEGIC LEADER IMPERATIVE by Colonel Christopher J. Putko United States Army Doctor Craig Bullis Project Adviser This SRP is submitted in partial fulfillment of the requirements of the Master of Strategic Studies Degree. The U.S. Army War College is accredited by the Commission on Higher Education of the Middle States Association of Colleges and Schools, 3624 Market Street, Philadelphia, PA 19104, (215) 662-5606. The Commission on Higher Education is an institutional accrediting agency recognized by the U.S. Secretary of Education and the Council for Higher Education Accreditation. The views expressed in this student academic research paper are those of the author and do not reflect the official policy or position of the Department of the Army, Department of Defense, or the U.S. Government. U.S. Army War College CARLISLE BARRACKS, PENNSYLVANIA 17013 Report Documentation Page Form Approved OMB No. 0704-0188 Public reporting burden for the collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington Headquarters Services, Directorate for Information Operations...
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