Analyzing Leadership Practices

We have learned that good leadership involves enabling others to act on behalf of your cause. One person cannot achieve a meaningful transformation on their own; they need others to support them in order for something noteworthy to be achieved. Before this can happen, a leader needs to recognize the areas of leadership that require improvement in order to effectively improve their team, and themselves. After reading Challenging the Process, and Enable Others to Act, I have been able to evaluate how these practices will improve the three leadership areas that I chose in Module One.

This following will outline my personal leadership practices and potential future leadership. To analyze my leadership qualities I will use the Seven Habits Profile and a leadership theory to determine my strengths, weaknesses, and areas of opportunity for improvement. In conclusion, I will determine the best recommendations for long-term improvement as well as SMART goals, or short-term courses of action, for leadership improvement.

My first reaction to the Seven Habits Profile results was speechless. When I start to think what it takes to become an effective leader versus manager I start by evaluating the traits, skills, emotion intelligence and among other attributes of the personality. The next process of my thinking is self-evaluating myself to see if I possess those elements. The video was an eye opening revelation considering what I consider an effective leader aligns with The Seven Habits of Highly Effective People. The seven habits of the video are with the first step respectively: 1) be proactive, 2) begin with the end in mind, 3) put first things first, 4) think win-win, 5) seek first to understand, then to be understood, 6) synergize, and 7) sharpen the saw (Covey, 1990). By evaluating my chosen leadership theory: trait, along with the seven habits I gained a better scope of an effective leader. The overall results demonstrated that I was aligned with the Seven Habits principles ranging from very good to outstanding.

In this reflective essay I will be sharing the results of two surveys that I took; one in chapter seven managing conflict, and one in chapter ten leadership. In this essay I will reflect back my outcomes of each survey, and how it pertains to my performance on team work. Share with you what my strengths and weaknesses are from doing the survey, and after finding new personal characteristic I will relate back to the chapter to spread insight.

The five practices of an effective leader are, model the way, challenge the process, enable others to act, inspire a shared vision, and encourage the heart. Model the way is creating standards of excelling and setting examples for others to follow. Term goals are set so that people can achieve small wins and work toward bigger ones (Wiley, 2000). Challenging the process is the honesty to evaluate what is not working and evaluate the current practices. Making improvements and changes to short-term and long-term goals. It can be met with resistance but with the effective leader, it will get done. Always look for ways to improve (Griffith & Dunham, 2015).

The seven habits of highly effective people are concepts that one put into place. Steven Covey, a man who came up with using seven positive principles where one can have a guide and a chance to examine and utilize these principles to meet personal goals and be an example for other people as well.

Based on the Seven Habits Assessment Profile, I found myself identifying with the Interactive Leadership method. The Interactive leadership method as defined by Richard Draft (2014) is the culmination of teamwork and relationships. This particular style allows the leader to include everyone’s ideas in the decision-making process through collaboration and acknowledges everyone’s ideas to ensure all parties feel significant and involved. This leadership style is displayed through my character as I consistently strive to include each person in my decision making process by treating my subordinates and counterparts as equals. I am a firm believer in the old adage “There is no ‘I’ in team” (Unknown Author). Teamwork can only be achieved when

Leadership can be the unique ability to give instructions to individuals working under you and getting them to abide by the set rules and regulations. For an individual to be viewed as an effective leader, he or she must exhibit traits that depict him as authentic. In equal measure, it proves imperative to take note that authenticity in a given leader cannot be achieved by copying or rather imitating others. Moreover, it is seen that people tend to build trust in the instance one is authentic and unique given that the particular individual is depicting his real character. For the past few years, people have developed a profound sense of distrust among leaders putting into consideration that most of them are trying to copy or rather imitate

Additionally, I will seek to identify and describe my personal leadership style or a leadership

I feel that I am a leader, but I believe that I have different leadership styles for the different occasions. For instance, when playing sports, I was a captain and had to lead to more or less just set an example for the rest of the team. In that scenario, I feel I was both a democratic leader and an expressive leader. When deciding what drills to run, and the order of things such as practices, I would give the team the best options that I thought were fit, but I would want the majority vote. I had to be an expressive leader because if we were down in a game, or things were not going well on the team, there has to be one or two leaders who can step up and change the mood. I have learned that when the typical expressive leader fails to encourage

09/21/2016 - The assessment is clear, organized, and demonstrates a clear understanding of leadership practices and goals. A detailed illustration is provided to describe a real-world business leader and identifies how leadership practices correlate with a scholarly leadership theory. Additionally, 3 long-term goals and 2 short-term goals that relate to professional leadership development are accurately provided in junction with the SMART goal criteria. A business scenario in which leadership practices where not effective is also presented. Great

This week, the leadership assessment tests have been done, and it gives me the ways which I view the world, process information and make decisions. Mainly, I have gone through eight tests. They are: defining issues test, cognitive style instrument, locus of control scale, tolerance of ambiguity scale, fundamental interpersonal relations orientation-behavior, least preferred coworker score, learning style, and modified houts chart. The each test reveals some areas of my life which I nerve to think such ways. Also, the result shows that who I am. Although, there are several tests and the result of the each test demonstrates a valuable insight. The most important learning at this level is to know my leadership style. There are a number of reasons

We all have in us the resources to apply the 5 practices of leadership. We only need to find who we are and learn how to develop our skills and be inspiring, forward-looking, able to communicate effectively and build a strong relationship with others. Our desire to learn and to embrace every challenge may lead us to great achievements.

In this discussion will take a look my leadership style in relation to the Carless, Wearing, & Mann, L. (2000) leadership assessment measuring a leader’s effectiveness along seven dimensions of behavior. The assessment rates a leader in the areas of the vision they provide, developing staff members, supporting team members, empowerment they give, innovation they provide, the example they set, and the charisma they project (Carless, Wearing, & Mann, L. 2000). We will analyze my self-assessment and the rating from one of my peers. We will discuss my preferred leadership style and who influenced me most in my development as a leader. Finally we will look at the areas where I need improvement.

toward its ideal future (Bateman, T. and Snell, S., 2013, p.460). Out of the three leadership styles