...Personal Leadership Development Plan Avi Weinstein BMGT363 11/16/2011 PREFACE To preface my Personal Leadership Development Plan, I feel that my path in life is in some ways unique when compared to those of my peers, while in other ways it is very similar. As an Orthodox Jew, I pledge much of my time and efforts to performing the myriad rites and responsibilities of my religion to the enth degree, all the while inexorably tied to my community and its members at the assortment of levels. Combined, these aspects to my identity make up an unshakeable core of who I intrinsically am, something that cannot be shrugged off indiscriminately, as one might forgo a career path that “just isn’t working out.” To hark back to past class exercises, “I am an Orthodox Jew and that is who I am” and even if my “north” isn’t the “north” of Community leaders, I will largely follow their lead because I am bound to the community and its future. I make this point to clarify that this paper will largely only explore the career-based area of my true long-term plans and that there are, for me at least, many considerations beyond that limited scheme. CAREER OBJECTIVES As for short-term career objectives, I plan on spending another year buried in intensive Torah study while serving as a dorm and guidance counselor for a program in Israel whose student body is comprised of American teenagers who choose to take a gap year (or two) between high school and college to do similar Torah study. Though...
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...The Personal Leadership Strategy | An important part of ongoing leadership development is the immediate application and practice of newly learned skills. In addition to discussing some of the major issues in Organizational Leadership, during this course you were introduced to a variety of leadership skills and techniques that will better enable you to inspire high performance in others. Research suggests that you will significantly increase the likelihood of your accomplishing your goals, vision, and plans if you write them down. Research further suggests that the longer you wait to apply and practice what you have learned; the less likely you will be to successfully transfer these skills into real-world applications. As you fill out the form, take time to reflect now on the information and questions provided in this document. At minimum, identify four things you will do within the next 10 days to reinforce or apply what you’ve learned. Consider your development needs in relation to your organization, cause, or movement’s needs, or another situation you are currently in. Relating them to real-world learning will ensure that the skills get practiced now. As you progress through the next terms of classes you should use this as a guide for developing strategies so that you will continue your journey in becoming an effective leader. Personal Leadership Plan | Name: Lauren Hajek Date: 12/4/15 Development Area | Specific Action(s) | Target Dates | Resources...
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...expect the oldest to be more of a lead and they tend to stress the importance to lead by example. According to Peter Northhouse; leadership is a process whereby an individual influences a group of individuals to achieve a common goal.” My goal as a big sister has now advance to my goal of being a big leader. In the next couple of years my plans are to strengthen my leadership skills by focusing on my writing skills, my communication and my organizational skills. Although I became a leader in the corporate world years ago, I am just now being able to assess my strengths and weakness. Prior to this year I have always considered a leader is someone in charge or someone who keeps the production positive. In owning my own business although I was the leader, my staff was small and all the decisions made were mine and my employees simply followed suite. I never dealt with different personality conflicts or difficult decisions. Now that I am working in a larger cooperation where my strengths are highlighted, I now see my weakness’s as well. Completing the weekly journals required for class allowed me to write my thoughts and analyze my definition of a leader. In reading the assigned chapters in the book Introduction to Leadership, I have gained much more knowledge of how to become a good leader. Just as Barbara Kellerman said in her speech on Bad Leadership,” we must first know what makes a bad leader so we can learn to be a good leader.” I strongly agree. I needed to learn my weakness’s...
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...The ethics of leadership rests upon three pillars: (1) the moral character of the leader, (2) the ethical values embedded in the leader’s vision, articulation, and program which followers either embrace or reject, and (3) the morality of the processes of social ethical choice and action that leaders and followers engage in and collectively pursue. Research suggests that successful ethics management depends less on formal ethics programs and more on employees' fairness perceptions, ethical leadership at all levels, and the alignment of multiple formal and informal cultural systems to support ethical conduct. To the extent that Human Resource systems invoke fairness evaluations, Human Resource managers design leadership training, and Human Resource systems help to create and maintain organizational culture, Human Resource professionals must play a key role in ethics management. Research has found that employees' perceptions of fairness are equally or more important than other factors in terms of their influence on ethics-related outcomes. Fair treatment is so important because employees who perceive unfair treatment will rebalance the scales of justice by harming the organization. Employees who perceive fair treatment, on the other hand, will reciprocate by going above and beyond the call of duty to help management (by reporting ethical problems, for example). To ensure that employees feel they are treated fairly, it is important to design Human Resource systems and interventions...
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...gaillard@hec.edu +33 6 08 32 79 48 LEADERSHIP DEVELOPMENT PLAN This paper seeks to elaborate my personal leadership development plan in the objective I have to continuously learn, grow and meet new challenges. Therefore, my approach is to first start from the skills audit outcome provided by the powerful multi source assessments and tools the EMBA program offered me the chance to fill up, giving me feedback on where I am today. Then, it consists of defining the gap with where I want to be tomorrow, and identifying which new skills are the best insurance I can get for an uncertain future, thus pushing my boundaries. Finally, it will deal with what “on-the-job” action plan I need to implement to face my leadership challenges and how I will make it happen. I – Where am I today? What are my current leadership skills and style? My personal life story provides the context for my professional and life experiences which have obviously shape my personality characteristics and style, even if they are not all definitive. Some of them are conscious, others are sub-conscious. The journey to leadership development begins with understanding myself well enough to be self-aware of the main gifts, strengths and specificities I can capitalize on and on which weaknesses I have to improve. For this purpose, and in the context of the Executive MBA program I have decided to undertake, I have filled in several key assessments such as Leadership Versatile Index (LVI), Emotional Quotient...
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...Leadership Development Plan LaJuana Woods Leadership in the 21st Century Professor Vicki Boone MGMT 592 April 21, 2013 Table of Contents Introduction…………………………………………………….….…………………Pg 3 My Leadership Journey………………………………………….………………....Pg 3 Information Needed for Me to Become a Good Leader…………………………Pg 5 Confucianism and Leadership……………………………………………………..Pg 7 Being a Woman… – Personal Situation Analysis……………………………….Pg 8 Leadership Development Plan………………………………………………...…Pg 11 My Personal SWOT Analysis…………………………………………...………..Pg 16 Conclusion.……………………………………………...………………………….Pg 17 References…………………………………………………………………………Pg 18 Leadership Development Plan Introduction What I have written in my Leadership Develop Plan paper will show my strengths and weaknesses; what I need to accomplish to get to accomplish my goals; how long I have to reach my goals; how can I learn to run a business working in the organization that I am currently working in right now; how I can become the leader that I dream of becoming; what I can do better in my life to guarantee that I succeed. Answering all these questions will help me get further to accomplishing my success and receiving my Master’s degree, being able to buy a home, running a business and becoming successful in that business. My Leadership Journey When choosing my classes for my MBA, I thought that I would need to take a leadership class. I really was just picking classes...
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...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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...(Byham, Smith & Paese 2002). The purpose of this paper 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...
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...Communication Development Plan Andrea Etchen LDR 5223 Dr. Angie Sokol April 30, 2016 Communication Development Plan Introduction The fundamental foundation in the Leadership Communication textbook is that “effective leadership depends on effective communication” (Barrett, 2014, p. 4). Without effective communication, leaders accomplish little (Barrett, 2014, p. 4). The lack of communication from a leader, makes him or her not a leader (Barrett, 2014, p. 4). Mastering communication for leadership allows for leaders to move into leadership positions and lead a group to a common goal (Barrett, 2014, p. 5). Effective leadership communication requires the leader to anticipate, transmit, appreciate, understand, and craft messages to reach the wanted recipient as intended (Barrett, 2014, p. 7). Current Assessment Leadership Communication Ethos/Image Based off of the Self-Assessment of Leadership Communication Capabilities, my leadership communication regarding ethos and image are acceptable, but could be worked on as I scored a 3.5/5.0 (Self-Assessment of Leadership Communication Capabilities). This result showed me that my strengths were in relation to my understanding of how people viewed me and my willingness to improve. I am aware of myself enough to see how me leadership style is and how it affects others. But my weaknesses could hinder this, as I do not like to ask for opinions of my style and I lack confidence (Self-Assessment of Leadership Communication Capabilities)...
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...is certainly a difficult situation handling serious problems within society. Health care management combines intimate information as well as the experience needed to manage a healthcare organization. Any achievements will be a direct result of competent management skills and the ability to assess circumstances, produce a strategy, and use the master plan. Here is the strategy I have for my personal career within health care management: Short-term career goals · Obtain confirmation in a fellowship program which will provide a comprehensive education/training for health care management. · Create and code of ethics and values which will inspire commitment to excellence within the health care field. · develop executive leadership skills of the highest level. · Continually improve and perfect my organizational and leadership abilities. · Obtain marketable managerial as well as technical skills necessary to meet the actual demands as well as challenges dealing with tomorrow’s health care field. · Develop an understanding of how to use specialized and academic knowledge in practical difficulties. · improve the leadership/management potential in the staff members. · improve my personal responsibilities in a way that will contribute towards the organizations efficiency. · Learn how to take initiative for making management choices, and act independently, in addition to on the team. · Seek methods to improve processes as well as outcomes. · Develop a mentor/networking...
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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 Development Action Plan Linda DellaPia Table of Contents Introduction……………………………………………..3 Assessments………………..……………….…………..3 Coaching and Feedback…………………...…………………….………4 Congruencies and Discrepancies…...........................…………...…..6 My Ideal leadership self………………..……………………………………...….6 Personal Vision………………...……..…………..……7 Personal Mission………..........………………..…....7 Leadership Development Action Plan…....................................................………..7 Inspiration for Growth as a Leader…….........…9 Introduction Throughout the years, leadership has been defined with many tried explanations. But, generally, the influence of one person supporting others to achieve a common mission has been the theme. Some recognize a leader simply as one who people follow, or one who monitors and directs others, and there are others who define leadership as unifying a group to achieve a common goal. There have been studies that mesh attributes, functional behavior, power, visions, intelligence; the list goes on, as indicators for a good leader. But one thing I found common with The Leadership Challenge and other excerpts that I have read on leadership was that the measure of how great a leader is, is the measure of the his or her followers. Assessments ...
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...Leadership Action Plan Leadership behaviors are very important to recognize within yourself and others but most of all, ourselves. It is easy to look at the person next to you and place judgment and evaluate their behavior but it is extremely hard to evaluate yourself. Utilizing the Leadership Practice Inventory assessments, helps to recognize the behaviors that you are strong in and need to continue to practice and those that need to be improved and learn how to improve them. There are five leadership behaviors practices that should be put into repetition and they are; challenging the Process, Inspiring a Shared Vision, Enabling Others to Act, Model the Way, and Encouraging the Heart. Each behavior is important in order to be a successful leader in your office or anywhere else. With Challenging the Process behavior, the leader is not afraid to take risks and it looking for challenges that will help the company and themselves to grow. Leaders that practice Inspiring a Shared Vision, share their visions, dreams and interest of the future and are able to connect others with their visions. Utilizing Enabling Others to Act, the leader give power to others by assigning challenging tasks and having others join in to work towards a goal. Modeling the Way, is a leader that set an example for others to learn what is acceptable and helps them build a commitment. Last but not least of the behaviors is, Encouraging the Heart, which is recognizing others work and make sure that...
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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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...different view of the driving forces behind leadership. In reviewing the extant literature, Stogdill and Mann found that while some traits were common across a number of studies, the overall evidence suggested that persons who are leaders in one situation may not necessarily be leaders in other situations. Subsequently, leadership was no longer characterized as an enduring individual trait, as situational approaches (see alternative leadership theories below) posited that individuals can be effective in certain situations, but not others. The focus then shifted away from traits of leaders to an investigation of the leader behaviors that were effective. This approach dominated much of the leadership theory and research for the next few decades. Reemergence of trait theory[edit] New methods and measurements were developed after these influential reviews that would ultimately reestablish the trait theory as a viable approach to the study of leadership. For example, improvements in researchers' use of the round robin research design methodology allowed researchers to see that individuals can and do emerge as leaders across a variety of situations and tasks.[8] Additionally, during the 1980s statistical advances allowed researchers to conduct meta-analyses, in which they could quantitatively analyze and summarize the findings from a wide array of studies. This advent allowed trait theorists to create a comprehensive picture of previous leadership research rather than rely on the qualitative...
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