...methodology of validating nursing competencies was out dated and very inefficient and non cost effective. In March of 2012, the education department embarked upon collaboration with a well-known national speaker to come speak to our leaders and clinicians regarding nursing competencies. This was the initial step taken to start changing forever how we assessed and validated nursing competencies across the system. Unit Based Competency Business Case As we examined the dynamics in healthcare, we pursued the introduction of a new unit based competency model. This shifted the paradigm from yearly skills labs that were non productive to the UBC model as it was the right thing to do. The ability of the nurses at the point of service is constantly plagued by intricate innovations in the areas of equipment’s, staffing, requirements from regulatory bodies, on-line documentations, and the like. The current trend in healthcare is highly motivated by a well-educated clientele of the community, hence an escalating expectation from the nurses is inevitable, most specifically the competency. Competency assessment as required by external and internal standards is a must for every healthcare facility. The controversy however, arises as to how an organization comprehends and interprets competency verification. Various interpretations are available; annual skills fair, competency days, education days, etc. Understanding the intent behind competency is vital to the determination...
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...Gain insight into your leadership skills. Learn what areas you can improve to become a more effective transformational leader. Increase your impact with self, others, teams, and organizations. Name of Participant: Sample Tester Date of Assessment: 2011-09-30 by Terry D. Anderson, Ph.D., with Ken Keis, M.B.A. Published by Consulting Resource Group Canada: PO Box 418 Main, Abbotsford, BC V2T 6Z7 * USA: PO Box 8000 PMB 386, Sumas WA, 98295-8000 Website: www.crgleader.com © 1990-2011, CRG Consulting Resource Group International, Inc. All rights reserved. This material is protected by law and may not be reproduced in any form. Printed from http://www.crgleader.com 2 of 16 Online Leadership Skills Inventory - Self (LSI-S) © 1990-2011 Consulting Resource Group Professional Development and Planning Section Why Become a Transforming Leader? Skilled Leaders are critical to the success level of any venture, both profit and non-profit. This was validated in the research Jim Collins and his team conducted for his book, Good to Great. They confirmed that the most successful organizations had skilled Transforming Leaders at the helm. (Jim Collins called them Level 5 Leaders.) Our research, however, has shown that fewer than 1 in 10 professionals (as observed in video-taped assessment sessions) have competency in the whole range of skills to Level 4 competency (scores of 7 to 8). And even fewer individuals have the abilities—Level 5 competency, scores of 9 to 10—to teach...
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...is to create my own personal development plan based on the Central Michigan University (CMU) leadership competency model, leadership theories and personality tests. This will serve as a framework to allow me to identify my own weaknesses and strengths, and develop my leadership capacity, allowing myself to be able to achieve the vision I set for myself and the current business environment. The vision I had for myself is to enter the Marketing Industry, focusing on business development, and ultimately becoming an entrepreneur. Business development has been said to be a synthesis of strategic analysis, marketing and sales (The Editor, 2012). The competencies required are ‘strong research skills’, to evaluate the business environment, ‘people and communication skills’, to build partnership and rapport with other organization and with a ‘deal closing instinct’, to ensure closing of sales (The Editor, 2012). This leadership development plan will be helping me in preparing to be a future business development director or an entrepreneur at the end of my career. Lastly, I would seek a Major of the Singapore Armed Forces, who has seen me in a leadership role, to provide feedback on my personal leadership development plan. Central Michigan University Leadership Competency Model The Central Michigan University leadership competency model has identified leaders with several competencies such as skills, behaviors, abilities, knowledge and attitudes (Central Michigan University, 2004)...
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...Program Agenda Print Leadership Development: Building Your Personal Plan Lisa B. Horowitz Senior Manager of Professional Development ABA Commission on Women Women in Law Leadership Academy March 31, 2006 www.mwe.com Boston Brussels Chicago Düsseldorf London Los Angeles Miami Milan Munich New York Orange County Rome San Diego Silicon Valley Washington, D.C. © 2004 McDermott Will & Emery McDermott operates its practice through separate legal entities in each of the countries where it has offices. Introduction “Leadership means not only having a dream but claiming that dream and the role you want to play in it” » Bennis and Goldsmith, Learning to Lead p. 132 www.mwe.com Overview What is leadership planning and why do it? 6 Step Planning Process – Individual Preparation, Goal setting, Action planning and beyond! Getting started – Exercises – Initial plan www.mwe.com What is Leadership Planning? www.mwe.com Why Develop a Leadership Plan? Benefits Challenges www.mwe.com Why develop a Leadership Plan? Written leadership plan is the vehicle through which you: – Articulate your vision – Define specific annual goals – Commit to specific action steps to be achieved within a set time period www.mwe.com Planning Process Step 1—Individual preparation/self-assessment Step 2—Articulate vision Step 3—Got Goals! Step 4—Action plan your way to success Step 5—Communicate your plan Step 6—Monitor progress www.mwe.com Step 1: Individual...
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...the appliance industry. The third factor was the change in the appliance industry from an employer driven market to a talent management market, driven by global competition. The global demand for highly talented employees created a shortage of highly skilled candidate pool to recruit from. The fourth factor was the change in workforce demographics due to normal attrition, retirements, better compensation and benefit packages, highly talented employees relocating for better leadership opportunities. 2—Global Expansion There are several ways that expanding globally changed the talent requirements at Whirlpool, and they are discussed in the following paragraphs: The first way is develop a strategy to compete in the global market by developing an effective talent management program. Whirlpool needed to differentiate is brand from competing international brands in the industry. The second way is Whirlpool developed leadership competencies to define the leadership qualities and traits required to be a successful leader at Whirlpool. The third way was to assess internal and external...
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...discuss the benefits of self evaluation/self assessment as it relates to leaders today. Understanding human behavior is critical to managers at all levels inside any organization. Individual managers within the organization can especially benefit from conducting self-evaluations. It is essential for managers to be self -ware and understand how their own behavior and personality can give them a better perspective while working with others. Being self-aware allows one to recognize and improve their strengths and weaknesses in order to maximize their leadership potential. In Organizational Behavior, Robins & Judge (13th Edition) tell us that organizational behavior is the knowledge gained about individuals, groups and the effect of structure on behavior in order to make organizations work more effectively. A major goal for any organization should be to work more effectively and to continuously make improvements, this is summarized by the Japanese Philosophy of Kaizen. For an organization to strive to continuously improve the leadership and management must adapt and learn. There are many ways in which a manager can strive to improve and one of those is through self-evaluation. What is a self-assessment or evaluation? Daniel Goleman (2000. Page 80) tells us that an accurate self-assessment is a “realistic evaluation of your strengths and limitations” . A manager conducting a self-evaluation can evaluate...
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...Leadership and Organizational Success Introduction Leadership has been defined as the process of describing a vision and influencing others to accomplish a mission or assignment (Borkowski, 2009). Being able to adapt and grow is an important component of good leadership because organizations are living entities in the sense that they change and grow over time. This means that leaders have to constantly match the right style of leadership to the present needs of the organization in order to guide it to the next level of development (Laureate Education, Inc., 2009). The merger of BRMC and PRMC called for a particular style of leadership in order to merge the two distinct cultures present at each organization (Buchbinder & Shanks, 2012). The following outline will explore different aspects of leadership and apply those aspects to needs arising from this merger. Distinction between leadership and management Managers • Direct the work of employees and devise systems to monitor employees’ progress toward achieving preset goals • Determine how to achieve preset goals and are responsible for achieving them • Tell employees to accomplish a particular task or objective • Handle activities through planning and budgeting • Achieve their goals by organizing and staffing • Create an organizational structure and sets of jobs for accomplishing the organization’s strategies (Borkowski, 2009, p.172) Leaders • Set direction or mission for the organization • Motivate the organization...
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...Finding the Leader In You: Self-Assessment Sharonda Jackson Dr. Edwin Quinn Jr. July 17, 2013 Self assessment is the process of knowing oneself in detail, like what you are fond of and what you do not like. In certain situations what are your reaction and how you tackle the difficult and stressed situations etc. All these things help in the improvement of one’s personality and greatly help him to select the right occupation which is most suitable for him (“Self-Assessment Resources,” n.d.). Not only that, these things also helps to better understand the organizational behavior and then you can change yourself according to the environment. In most of the countries, being a manger is highly respected and people see themselves as future managers. But that’s not sufficient people have to develop certain skills that are actually present in managers. Some people have a natural talent to be a manager while others have to develop it (Goyal, 2012). Same is the case with me. My score shows that there is need to develop and further flourish my managerial skills and competencies. Only after that I can become an effective leader. Before applying to any managerial sort of job I should improve my skills so that I can fit there easily. Some business sort of career would be suitable for me if I developed and improve my competencies. There are some situations when decisions have to be made just on some intuitions whether in one’s personal life or in professional. Intuition is totally...
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...ESCI Assessment Report Regina M. Turner The Chicago School of Professional Psychology Organizational Leadership IO 525 Professor Dionne Mahaffey November 22, 2015 Abstract The Emotional and Social Competency Inventory (ESCI) Assessment Test was created to help to recognize one’s own feeling and others to help to motivate ourselves with managing emotions. It also helps to identify behaviors that we may display in challenging and difficult situations (Boyatzis, 2007). Also known as Emotional Intelligence (EI), the EI measures the behaviors that matters to those who desire to be effective leaders and to the relationships of others who come in contact with them. The ESCI can also be a tool for college and post-graduate students to be successful as a leader by assisting to help to work out what they may want from life, what they want from life, learn with others in groups and also help to draw on their own resources (Boyatzis, 2007). This assessment has also been used for the building up of leaders in the workplace with the development of programs that are designed specifically to “1) educate people about the relevance of emotional intelligence in the workplace, 2) assess their relative strengths and weaknesses, and 3) provide a framework to develop and enhance their ability to interact with others with greater emotional intelligence (Sala, 2005, pp. 1)”. Key words: Emotional Intelligence, behaviors, leadership development ECPI Assessment Report Being a leader...
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...Individual Self-Development Plan Based on the Results of the Emotional and Social Competence Inventory-University Edition Self-Assessment Questionnaire This paper should be considered a Individual Self- Development plan based on personal results from the “Emotional and Social Competence Inventory-University Edition Self-Assessment Questionnaire.” Having completed the inventory very carefully, giving honest and thoughtful answers I believe that I have and will continue to greatly benefit from this exercise. This assignment has given me reason to look thoroughly at many of my personal challenges that if not improved upon could affect the level of my future successes personally, academically, and professionally. • Working with, understanding, and influencing others • Stress management and self control After completing the questionnaire and reviewing the workbook, I noted that in all except three of my competencies I scored higher than twenty. It is interesting that according to the self assessment profile it could be concluded that I overcompensate in some areas to offset the challenges I have in other competency areas. On the other hand these competencies may not be applicable for the role that I currently hold as an independent Branch Manager. I have considered that with regard to Relationship Management: Inspirational Leadership I scored 24. Yet Influence and Teamwork were two of my lowest scores. I know that it good leaders...
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...development for the purposes of this report can be defined as an attempt to help the individual analyse their abilities and interests to guide their placement, progression, and development through various assessment activities (Gunnigle & Flood, 1990, p. 172). Literature suggests that the effectiveness of several management and professional development activities can be enhanced by paying attention to managerial self-awareness and variables related to self-awareness like self-efficacy (McCarthy & Garavan, 1999). Admundson (1995), argues that the two key variables that moderate career decisions are the individual’s self-awareness and self-efficacy which are essential because high levels of self-awareness and self-efficacy enables the individual to exert more control over long term effects and are in a better posistion to respond proactively to situations. Therefore, analysing managerial and professional development in regard to self-awareness creates a positive effect to both personal and professional enhancements. This report posits the importance of managerial self-awareness to the effectiveness of personal and professional development. It aims to develop understanding of self awareness for career development gauged from feedback tools, specifically the Personal Assessment of Management Skills (PAMS) instrument. To identify strengths and skill areas for development and to identify long term career goals. Firstly, the report reviews the PAMS instrument against popular feedback...
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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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...But emotional intelligence, often measured as an emotional intelligence quotient, or EQ, is more and more relevant to important work-related outcomes such as individual performance, organizational productivity, and developing people because its principles provide a new way to understand and assess the behaviours, management styles, attitudes, interpersonal skills, and potential of people. It is an increasingly important consideration in human resource planning, job profiling, recruitment interviewing and selection, learning and development, and client relations and customer service, among others. 2. Concept of emotional intelligence Emotional intelligence describes the ability, capacity, skill, or self-perceived ability to identify, assess, and manage the emotions of one’s self, of others, and of groups. People who possess a high degree of emotional intelligence know themselves very well and are also able to sense the emotions of others. They are affable, resilient, and optimistic. Surprisingly, emotional intelligence is a relatively recent behavioural model: it was not until the publication of Emotional Intelligence: Why It Can Matter More Than IQ by Daniel Goleman that the term became...
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...Chapter 1: Foundations of Army JROTC and Getting Involved U1-C1-L1 Army JROTC - The Making of a Better Citizen U1-C1-L2 The Past and Purpose of Army JROTC U1-C1-L3 Moving Up in Army JROTC - Rank and Structure U1-C1-L4 The Signs of Success U1-C1-L5 Your Personal Appearance and Uniform U1-C1-L6 The Stars and Stripes U1-C1-L7 Proudly We Sing - The National Anthem U1-C1-L8 American Military Traditions, Customs, and Courtesies 3 9 13 21 25 37 45 51 Unit 2 - Leadership Theory and Application Chapter 1: Being a Leader U2-C1-L1 Leadership Defined U2-C1-L2 Leadership Reshuffled U2-C1-L3 Leadership from the Inside Out U2-C1-L4 Principles and Leadership U2-C1-L5 Sexual Harassment/Assault Chapter 2: Leadership Skills U2-C2-L1 Steps from the Past U2-C2-L2 Roles of Leaders and Followers in Drill U2-C2-L3 Using Your Leadership Skills/Taking Charge 57 61 67 73 77 81 85 89 Unit 3 - Foundations for Success Chapter 1: Know Yourself – Socrates U3-C1-L1 Self Awareness U3-C1-L2 Appreciating Diversity through Winning Colors U3-C1-L3 Personal Growth Plan U3-C1-L4 Becoming an Active Learner U3-C1-L5 Pathways To Success (QBOL) Chapter 2: Learning to Learn U3-C2-L1 Brain Structure and Function U3-C2-L2 Left and Right Brain Functions U3-C2-L3 Learning Style and Processing Preferences U3-C2-L4 Multiple Intelligences Chapter 3: Study Skills U3-C3-L1 Thinking Maps U3-C3-L2 Reading For Meaning U3-C3-L3 Study Habits that Work...
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...A new approach to assessing leadership dimensions, styles and context An Article published in Competency & Emotional Intelligence Quarterly, Winter 2003. The new Leadership Dimensions Questionnaire brings together the latest thinking on competencies, emotional intelligence and intellectual ability; its authors, Victor Dulewicz and Malcolm Higgs, explain their research process and the ways in which the LDQ can be applied. INTRODUCTION A new model of leadership It has been estimated that, in 1999 alone, more than 2,000 books were published on the topic of leadership. A recent search on the Library of Congress database revealed in excess of 8,000 books on the subject. Higgs (2002) conducted a wide-ranging review of the development in thinking on the nature of effective leadership. In particular, he looked at the literature from a “sense-making” rather than discovery perspective (Weick, 1995). One part of a pattern to emerge from his review is that the personality of the leader is a determinant of their effectiveness (eg, Hogan and Hogan, 2001; Collins, 2001). The second element of the overall pattern is that effective leaders differ from each other through the exercise of a relatively small range of skill or competence areas (eg, Kouzes and Posner, 1998; Goffee and Jones, 2000; Higgs and Rowland, 2001; Hogan and Hogan, 2001). The way in which these skills and competencies are exercised is not prescribed, but is the function of the underlying personality of the...
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