Leadership Training This Case Highlights The Importance Of Identifying And Devel

Leadership Training

This case highlights the importance of identifying and developing leadership skills. A four-step cross-training process for developing leadership capabilities is presented. This process moves from skill assessment to skill development. The case discusses the importance of tying these skills to organizational goals.

The ability to develop leadership skills is important in an organizational setting. The identification of different types of skills and how to develop these is discussed. These skills can be related to the five components of emotional intelligence: self-awareness, self-regulation, motivation, empathy, and social skills.

Read the case below and answer the questions that follow.

Leaders who want to take the next step in their career can follow a straightforward four-step cross-training process. The basic idea behind this cross-training approach is simple yet effective. While the most effective leaders have at least one competency that makes them great and eventually indispensable, it makes little sense to continually work on already great qualities. Instead, leaders can benefit from identifying and developing complementary strengths. Building complementary strengths—or competency companions—may lead to substantially greater leadership effectiveness than finding increasingly rare opportunities to improve an already outstanding competency.

First, leaders must identify their strengths in areas that usually fall into five categories: character, personal capability, getting results, interpersonal skills, and leading change. While this task can be done in multiple ways, it is important to realize that your own view is less important than how others see you, making a 360-degree evaluation the method of choice.

Second, choose a strength to focus on. Most people find it easy to identify weaknesses and focus their attention on improving them. Unless a competency is extremely underdeveloped (i.e., in the 10th percentile), however, it may pay to focus on an already strong yet not outstanding competency. Developing a competency from strong to outstanding often can raise the perceived leadership effectiveness dramatically. However, choosing between multiple strong competencies is easier said than done, because most people lack clear selection criteria. To engage effectively in this process, leaders should focus on a strong competency that is important to the organization. Moreover, leaders should choose a competency they feel passionate about.

Third, select a companion behavior. While developing a great or outstanding competency is an important step on the journey to becoming an indispensable leader, it may increasingly pay to also focus on a mediocre competency that can be developed in an interacting (or complementary) fashion. As before, this companion competency should be valued by the organization and also be something the leader feels passionate about.

Lastly, develop your companion behavior. Once you have settled on an organizationally valued and personally engaging competency, you should now work on improving the basic skills in this area. Practically speaking, you could look for as many opportunities as possible to develop this competency, both inside and outside of work. For instance, you could take courses or practice informally with friends and coworkers. Volunteer to engage in activities that allow you to practice this skill, and ask for continuous feedback.

Extensive research by Zenger Folkman, a leadership development consultancy, provides solid evidence of the benefits of pairing leader attributes. Such findings were based on an analysis of its database of more than a quarter million 360-degree surveys of some 30,000 developing leaders. Take, for example, the competencies “focuses on results” and “builds relationships.” Only 14 percent of leaders who were reasonably strong (that is, scored in the 75th percentile) in focusing on results but less so in building relationships reached the extraordinary leadership level: the 90th percentile in overall leadership effectiveness. Similarly, only 12 percent of those who were reasonably strong in building relationships but less so in focusing on results reached that level. However, when an individual performed well in both categories, something dramatic happened: Fully 72 percent of those in the 75th percentile in both categories reached the 90th percentile on overall leadership effectiveness.

Source: Zenger, J. H., Folkman, J. R., & Edinger, S. K. 2011. Making yourself indispensable. Harvard Business Review, 89(10): 84-92.

What do the authors mean by selecting a companion behavior?

 
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Leadership Confronts You As A Controller And Questions The Need For An Internal

Leadership confronts you as a controller and questions the need for an internal control system.Write a report justifying the need for this system when controls are already in place with insurance and portfolio approach.Explain why current approaches are valid but why an internal system will be more beneficial.You need provide a practice in validating your proposal to leadership. You gain experience in justifying change and expenditures in order to mitigate risk while validating your ideas. Your responses may vary; they must provide a persuasive argument as to why current approaches are valid but why an internal system will be more beneficial. Responses must be well written and to the point.

 
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Leadership Theories Worksheet Is Attachedresearch The Following Five Leadership

Leadership  Theories-WORKSHEET IS ATTACHED

Research the following five leadership theories and include these in your matrix (use the matrix template provided):

-Trait theories of leadership

-Behavioral theories of leadership

-Contingency models of leadership

-Skills approaches to leadership

-Situational methods of leadership

Develop the definition and characteristics of various leadership theories and approaches to leadership (trait leadership, behavioral leadership, contingency leadership, skills leadership and situational leadership). 

Provide one or more examples to support the definition or characteristics of each form of leadership. 

Write out your explanations in each section using about 350 words for each section. You will thus have 5 sections of 350 words each.

Format your Leadership Theory Matrix with the template and consistent with APA guidelines.

 
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Leadership Clinical Practice Experience Shadow Healthcare Leader This Week You W

Leadership Clinical Practice Experience: Shadow Healthcare Leader

This week you will complete your Leadership Clinical Practice Experience assignment by submitting the following deliverables:

  • Clinical Hour Assestation: is attached below —-> Leader followed was assistant director of nursing
  • Executive summary
  • Student reflection on the experience

For your Executive Summary:

  • Should be 2 pages, single spaced – like a standard executive summary format.
  • You should NOT use typically scholarly paper format (except reference page)- you NEED to use an EXECUTIVE SUMMARY FORMAT – examples are privided by clicking this link —- https://hbswk.hbs.edu/archive/crafting-a-powerful-executive-summary
  • You DO need to use citations as appropriate. Follow APA format for your separate reference page 
  • Address ALL of the prompts for the paper
    • Describe the organizational structure and communication patterns
    • Discuss evidence-based recommendations for improvement based on the concerns identified during the interview.

PLEASE FOLLOW all instructions in the Leadership Clinical Practice Experience Guidelines and Rubric attached.

 
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Leadership That Makes Subordinates Aware Of The Importance Of Their Jobs And Per

Leadership that makes subordinates aware of the importance of their jobs and performance to the organization and aware of their own needs for personal growth and that motivates subordinates to work for the good of the organization

 
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Leadership Central Intelligence Agency 2016 March 24 Cia Vision Mision Ethos Cha

Leadership

Central Intelligence Agency (2016, March 24) CIA Vision, Mision, Ethos & Challenges. Retrieved from https://www.cia.gov/about-cia/cia-vision-mission-values/index.html.

  • To see an example of a clear mission, vision, and values statement of an organization that uses a learning approach, but is not in the field of learning.

DeCarlo, S. (2010, April 21). The World’s leading companies. Forbes. Retrieved from https://www.forbes.com/2010/04/20/global-2000-leading-world-business-global-2000-10-intro.html#22d4306d512b

  • To see what could happen when mission, vision, and values are well-aligned and read about leading companies. What lessons could be learned from these examples?

Guillot, W.M (2005).  Strategic leadership defining the challenge. Air Power, 2(1), pg. 113-128.

  • Read the document to familiarize yourself with a military approach to strategic leadership. Pay special attention to the questions and answers provided by the author of this text. Note similarities and differences between the military culture and the cultures with which you are familiar. What is different? What is the same?

Horwitch, M. and Callahan, M. (2016) How leaders inspire cracking the code. Bain and Company. Retrieved from http://www.bain.com/publications/articles/how-leaders-inspire-cracking-the-code.aspx  

N.A.  (2012). JISC. Defining and articulating your vision, mission, and values. Retrieved from https://www.jisc.ac.uk/guides/vision-mission-and-values

Machiavelli, N., & Wootton, D. (1995). The Prince. Indianapolis: Hackett Pub. Co. Available through the Gutenberg Project: http://www.gutenberg.org/files/1232/1232-h/1232-h.htm

  • Read Chapter 21

Paine, N. & Masie, N. (Eds.) (2010).  Learning Perspectives. Licensed under the Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License.

  • Read part 1 and part 2 only.  Reading Prompt: Pay special attention to the strategic learning approaches described throughout the two chapters of this book. While reading, and instead of making your own notes, consider the existing strategic leadership questions that are based on the text, such as: What problem are we trying to solve?  What are we trying to avoid?  These questions will become your strategic leader toolbox

Simons, R (2010). Seven strategic questions: a simple approach for better execution. Harvard Business School. Retrieved from http://hbswk.hbs.edu/item/6493.html

  • To further hone your strategic questioning skill, and read about seven strategic questions essential in the business world. In what way do these questions apply to leaders and organizations at the same time?

Part 1

You have used the process of Appreciative Inquiry to formulate your personal mission, vision and values statements. The Appreciative Inquiry is usually employed for organizations and you will be bringing it into practice now in this written assignment.

Imagine you are a strategic leader who has to develop a mission, vision, and values statement of a NEW (imaginary) company. You will have to decide on a product or service that this new company would like to offer and clearly state it in your essay.

The three statements for the company must be new and original, and NOT a copy of your personal statements.

 DETAILED INSTRUCTIONS FOR YOUR WORK PLAN:

  1. Revisit your personal mission, vision, and values statement that you wrote for the discussion forum assignment. Re-read the Appreciative Inquiry process as explained in the discussion forum assignment but you now have to read it through the eyes of a strategic leader who has to create a mission, vision and values statement for an imaginary company.
  2. You have to decide on a product/service you would like to provide. State it at the beginning of your essay.
  3. Go through the Appreciative Inquiry process and write up mission, vision, and values statement for this new company.

The paper should be between 2-3 pages, organized and referenced in accordance with APA format.

Part 2

Appreciative Inquiry is a four-step process conducted in the present of envisioning the future that fosters improved performance and positive relationships. This process is based on positive memory from the past:

  1. DISCOVER Recall a moment in your life when you felt the happiest, the most successful and the most fulfilled. Picture it. Describe it—what was it, what were the surroundings, who were the witnesses to your moment of glory? What was the weather? Where were you? What did you do to get yourself to this moment? How did you feel? What conditions were present? Why did you feel so happy, successful and fulfilled? What worked well for you then? Who was there and to whom was it that you could not wait to describe this achievement/experience?
  2. DREAM: Answer the following questions: What would you want to happen in the future so that your feelings of fulfillment, success, and happiness could be repeated but with a fresh, future outcome? What is your professional dream? What would you want to achieve?
  3. DESIGN: What specific planning and prioritizing do you need to do to get to your dream? Make a detailed list.
  4. DELIVER: What steps (tactics) you would need to take to ensure the implementation (execution) of your proposed design? List all the major steps for each and every item from your list composed in step three of this Appreciate Inquiry process (DESIGN).
  1. You have created your personal mission, vision and values statements by using the Appreciative Inquiry. Please submit your 3 statements to the discussion forum and explain what your experience was by going through this four-step process in terms of what was easy for you and what wasn’t? Also specify any questions that were especially valuable and helped you in formulating your mission, vision, and personal values statements. How did these questions help you to become strategic? Which of these questions would be of value to help others develop and why? Please also note the questions of other students-especially the ones that are different from yours and write them in your learning journal.

DF post requirements:  

  • Minimum of 300-words for your original post, use your own words only and reference your sources.
 
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Leadership Subject Minicase Richard Branson Shoots For The Moon End Of Chapter 1

Leadership subject:     Minicase: Richard Branson Shoots for the Moon (End of Chapter 1)

The Virgin Group is the umbrella for a variety of business ventures ranging from air travel to entertainment. With close to 200 companies in over 30 countries, it is one of the largest companies in the world. At the head of this huge organization is Richard Branson. Branson founded Virgin over 30 years ago and has built the organization from a small student magazine to the multibillion-dollar enterprise it is today.

Branson is not your typical CEO. Branson’s dyslexia made school a struggle and sabotaged his performance on standard IQ tests. His teachers and tests had no way of measuring his greatest strengths—his uncanny knack for uncovering lucrative business ideas and his ability to energize the ambitions of others so that they, like he, could rise to the level of their dreams.

Richard Branson’s true talents began to show themselves in his late teens. As a student at Stowe School in England in 1968, Branson decided to start his own magazine, Student. Branson was inspired by the student activism on his campus in the 1960s and decided to try something different. Student differed from most college newspapers or magazines; it focused on the students and their interests. Branson sold advertising to major corporations to support his magazine. He included articles by ministers of Parliament, rock stars, intellectuals, and celebrities. Student grew to become a commercial success.

In 1970 Branson saw an opportunity for Student to offer records cheaply by running ads for mail-order delivery. The subscribers to Student flooded the magazine with so many orders that his spin-off discount music venture proved more lucrative than the magazine subscriptions. Branson recruited the staff of Student for his discount music business. He built a small recording studio and signed his first artist. Mike Oldfield recorded “Tubular Bells” at Virgin in 1973; the album sold 5 million copies, and Virgin Records and the Virgin brand name were born. Branson has gone on to start his own airline (Virgin Atlantic Airlines was launched in 1984), build hotels (Virgin Hotels started in 1988), get into the personal finance business (Virgin Direct Personal Finance Services was launched in 1995), and even enter the cola wars (Virgin Cola was introduced in 1994). And those are just a few highlights of the Virgin Group—all this while Branson has attempted to break world speed records for crossing the Atlantic Ocean by boat and by hot air balloon.

As you might guess, Branson’s approach is nontraditional—he has no giant corporate office or staff and few if any board meetings. Instead he keeps each enterprise small and relies on his skills of empowering people’s ideas to fuel success. When a flight attendant from Virgin Airlines approached him with her vision of a wedding business, Richard told her to go do it. He even put on a wedding dress himself to help launch the publicity. Virgin Brides was born. Branson relies heavily on the creativity of his staff; he is more a supporter of new ideas than a creator of them. He encourages searches for new business ideas everywhere he goes and even has a spot on the Virgin website called “Got a Big Idea?”

In December 1999 Richard Branson was awarded a knighthood in the Queen’s Millennium New Year Honours List for “services to entrepreneurship.” What’s next on Branson’s list? It’s Virgin Galactic, Branson’s company designed in part to make space tourism available to private citizens. And as a step toward that end, he has said he hopes to fly in space himself in 2018. The first passengers will be Branson himself and his two adult sons; you can take a later flight yourself for a mere $200,000 for a two-hour trip. Not everyone is convinced that space tourism can become a full-fledged part of the travel industry, but with Branson behind the idea it just might fly.

  1. Would you classify Richard Branson as a manager or a leader? What qualities distinguish him as one or the other?

  2. As mentioned earlier in this chapter, followers are part of the leadership process. Describe the relationship between Branson and his followers.

  3. Identify the myths of leadership development that Richard Branson’s success helps to disprove (Hughes, 20180, pp. 33-35).

Reference:

Hughes, R. (20180313). Leadership: Enhancing the Lessons of Experience, 9th Edition [VitalSource Bookshelf version]. Retrieved from https://bookshelf.vitalsource.com/books/9781260167702

 
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Leadership Blog 10

DUE: September 10, 2017 @ 10AM EST.

Scenario: You are the CEO of MegaGlobe Business Solutions, a financial consulting corporation based in Chicago that has just recently opened new offices in São Paulo, Brazil and Shenzhen, Guangdong, China. As part of this transition, your employees will now be working collaboratively with employees at these locations to provide financial consulting services in these new markets. To assist with the transition, you will develop an internal leadership blog for your employees that addresses the implications of leading within a culturally-diverse and changing global business environment. This blog should focus on the need to positively adapt to a variety of leadership styles and individual differences within these cultures.

View the videos listed in this week’s classroom materials for ideas about how to effectively lead, motivate, and communicate with your employees about the need to adapt within this changing business environment.

Write a minimum 350-word internal leadership blog using the attached Leadership Blog template, and include the following:

  • Explain the implications of leading within a changing global business environment.
  • Describe the Team Leadership Model and how this relates to your current business practices.
  • Outline positive aspects of gender, diversity, culture, and teamwork that can improve overall business performance.
  • Apply principles of motivational leadership within a variety of diverse cultures.
  • Use at least one image, photo, chart, or graph to deliver a key concept within your blog.

Cite: Cite at least 1 reference.

Format your assignment consistent with APA guidelines.

 
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Leadership Style 1

Assignment Choice #1: Leadership Style

The following self-assessments allow you to learn more about yourself. These instruments feature behavioral questionnaires that address a variety of personal attributes such as personality, emotional intelligence, communication abilities, motivation, and decision making. The overall expectation is that these instruments will provide you with value-added results that will later allow you to hone your skills as a solid decision maker and leader.

Emotional Intelligence:

  • Psychtests
  • Memorado- this test done

Decision-Making Style:

  • Self-assessment 7.8: What is your preferred decision making style?
  • How good is your decision-making?- this test done

Leadership Assessment:

  • Leadership skills assessment questionnaire
  • The leadership motivation assessment: How motivated are you to lead?-this test done
  • Take at least one emotional intelligence test, one decision-making assessment, and one leadership assessment from the links in this assignment.
  • Discuss the outcomes of the assessments by specifically addressing what the experience of taking the tests tells you about:
    • Individual personality.
    • How personality fits into organizations generally or the organization that you currently belong to.
    • Decision-making style.
    • How personality, EQ, and decision-making style impact organizational contributions and leadership.
  • Answer the following questions:
    • How can one be effective in ones role in an organization or elsewhere? Cite and discuss a specific role as an example. 
    • What common biases might impact decision making?
    • What can one do to be a more effective decision maker?

Paper Requirements

  • Your paper should be 4-5 pages long, not counting the title and reference pages, which you must include.
  • Format your paper per CSU-Global Guide to Writing and APA Requirements.
  • Use at least two scholarly sources to support your claims. (You may not use the required and recommended readings in this course.) The CSU-Global Library is a good place to find sources.
 
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Leadership Requires The Ability To Conceptualize A Vision And Synchronize A Staf

Leadership requires the ability to conceptualize a vision and synchronize a staff activity to develop a long-range plan of action. This can be referred to as the art of leadership and can be extended into the science of management and supervision. With this in mind, give an example of supervision that is done ‘right’

 
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