Critical Competency

A leader is a person who has the ability to lead or command an entire group of people, a leader is someone who is followed by other people. Being a leader is a wonderful privilege, it is something that is not necessarily handed to an individual nor is it something that can be bought, leadership is something that is earned. This entire course we have been learning about and discussing various characteristics of effective leaders. Some of those characteristics included confidence, charisma, courage, heart, perseverance, and among many others. This paper will focus primarily on one individual who exemplifies these traits and many other characteristics which contributes greatly to his success as a leader. The person that has been selected

Core competency two requires that social workers apply ethical principles into practice. This core competency relates to the experiences that I had through my classes and internship. I will be illustrating how I applied specific practice behaviors to artifacts. The first practice behavior associated with this competency is demonstrating leadership in applying ethical reasoning for problem resolution. For me, this involved a release of health information form that I had to provide to another agency regarding a patient. The second practice behavior is systematically questioning statements of values and recognizing the underlying ethics of policies, theories and models. This practice behavior relates to the policy analysis paper on the No Child

In today’s society, there are some people who possesses the qualities of outstanding leadership. Also, in today’s society, there are some people who keep qualities of a poor leader. A good leader is someone who reads and understands their own emotions and recognize the impact on themselves and others. Another thing great leaders do is think and act with optimism, by looking at the positives and not so much on the negatives. Another great strength a good leader has is that he or she knows the strengths and limits of the certain people on their team (Hewertson). Furthermore, a great leader leads by example, set achievable goals, assigns tasks within someone’s strengths, gets the right people on board,

(2016). p.33). There are many traits that a leader must have to be able to be successful. Three that come to mind are trustworthy or honest, motivated, and knowledgeable. Ever leader needs to be honest and have the trust of those who are following them. This is essential for any plan or idea to be carried out steadily. Also, open communication cannot happen if one does not trust their leader. Next, a leader must be motivated and have energy. If a leader is not motivated, those who are following them are also not going to be motivated either. Someone has to be able to push others to keep up the hard work to get to where they need to be. Lastly, a leader needs to be knowledgeable. At work, often when faced with something that I do not know the answer to, I go to my charge nurse who is very knowledgeable on almost all situations that may arise. If lacking any vital knowledge, staff under that leader will not have anyone to go to in times of need. This leads to the follower being lost and not knowing what the next step is in their situation. All of these traits are what I like to see in a leader in my work

In chapter three and four of Resilient Leaders, several concepts are discussed that describe other characteristics that are part of an effective leader. This paper discussed three concepts that include integrity, emotional courage, and wisdom.

Management is challenging and requires competencies distinctly different from other positions. After a brief six month tenure with my current employer, my manager resigned and a door opened for me in management. I was promoted to Claims Manager and suddenly tasked with additional responsibility and supervision of another employee. There was no job description for this position at the time and competencies had not been formally established. However, our company transitioned to competency based performance model the year following my promotion and required competencies were established. Understanding the required competencies of a Claims Manager, the skills I possessed that aligned with competencies, and the development of other competencies was essential to my success in that role.

Some people grow up into leaders and some people are born as leaders. Those that are born as leaders are strong not only do that they have a vision they know how communicate that vision. To maintain strong leadership playing it safe when setting goals is not an option. Goals incur some risk, but hold the potential for big payoffs. The leader has to be trustworthy and honest, deceiving or manipulating creates destruction in ones plans. Strong leaders that are upfront, honest and direct take responsibility when things go wrong rather than shifting the blame to others. A Leadership requires high self-esteem and confidence, because leaders with strong self-esteem are not afraid to listen and make changes when change is needed.

Using the Strength Finders 2.0 Assessment, I was able to identify my personal strengths, which would identify my personal leadership skills. My strength assessment results where Harmony, Consistency, Empathy, Achiever, and Belief. This paper will identify each strength, how they relate to my leadership style and approach to leadership.

Leadership is a very broad topic; I never knew just how many different traits and skills that it takes to become an effective leader. Some of which I was familiar with, and others that I was not aware of, but now from taking this course, they all seem to be necessary for the role of leadership. The attached paper, will explain of some of the important theories and concepts that I thought were most important to be able to become and effective leader.

Another concept to think about when talking about leadership is the ability to have self-awareness

“Leadership is more ability than job. Moreover, it is all about determination, ability to solve problems, set direction for followers, gather them for common purpose and motivating people to achieve tasks. Furthermore, it is a charisma and the ability to reacting at the right time for a particular competitive situation” (L.Mullins, 2010, P372).

Time is running out. Pressure is accumulating. There are decisions to be made and actions to be taken, but this time Superman is not around to save the day. Who will step in? Only a true leader can leap into hectic situations and handle the pressure with equanimity. We don’t look to mediocre talent to solve problems, but rather we gaze upon the godly characteristics that a leader possesses. Finding a leader is not like playing a game of “Where’s Waldo?”, but rather it’s more like watching a blazing firework illuminate the dark sky. The characteristics that make someone stand out from the rest are represented in something I like to call the three C’s to succeed. The most valuable characteristics of leadership are confidence, creativity, and commitment. A leader that possesses those characteristics is as invincible as Hercules.

The conception of core competencies evolved from the resource- primarily based view of the firm that emphasised the actual fact that competitive advantage rests on the firm’s possession of distinctive difficult to imitate skills, knowledge, resources and competencies (Wernerfelt, 1984; Rumelt, 1984). These causally ambiguous irreproducible core capabilities serve to provide sustainable competitive advantage to the firm. This view emerged as a counterpoint to market structure analysis of competitive strategy. A firm’s core competencies are so outlined as a set of downside shaping and problem-solving insights that foster the development of idiosyncratic strategic growth alternatives (Lei, Hitt and Bettis, 1996). according to Hamel and Prahalad (1990), core competencies have three basic characteristics: they provide access to a large type of markets, contribute considerably to the end product

Effective leadership is nuanced. It’s ambiguous. It takes the most precise amounts of pride and humility, confidence and skepticism... It’s no wonder the bookstores and consulting firms thrive covering the topic. You may think that you're not equipped to face the seemingly interminable mountain of becoming an effective leader, but let me tell you: you're a superhero. You're a leader. You've got this.

The best leaders, and generals, take input from those around them. A high level leader does not have the time to consider every option, every detail that could impact their plan. They have to rely on their teams to fill the gaps. Some leaders do not have the necessary trust in their teams to do this, so their vision may never come into focus. Chances are, this unfocused vision will fail. People do not buy into or support what they do not understand. A successful leader must also be able to see when their vision is flawed. Not every great idea or strategy is executable. A leader has to see when something they fully believe in it just not plausible. Tenacity is often learned. If you have every wanted to improve at anything, a sport, playing an instrument, it has taken tenacity. There are few of us with the skill level of Tiger Woods or Yo-Yo Ma. We must constantly remember what our vision or desire is. We also have to put in the time and seek the support we need to reach our goals.