Individual Leadership Self-Assessment Project

1516 WordsJun 26, 20087 Pages
Reframing My Leadership Performance Dr. Kenneth Allard’s Conceptual Foundations of Management course has improved my performance as a manager and future as a leader. I have learned the distinction between managers and leaders and what skills are required to fulfill each position. As a result of this course, I have made plans to continue my development as both a great manager and leader. The lectures and assignments in this course have already affected my management performance; these improvements have built a foundation for me to continue my development as a successful manager and leader. Richard T. Pascale, Mark Millemann, and Linda Gioja ‘s Surfing the Edge of Chaos changed the way I manage people and processes at my current job.…show more content…
Dr. Allard has provided important guidance for future leadership. He has shared his personal and professional reflections on the topics of management and leadership and has encouraged me to share my own. Through videos and case studies, the class has discussed the successes and failures of several managers, leaders, and organizations. The most important thing I have learned about leadership is that it is situated in both context and relationship, so it is very difficult to define a categorical list of qualities needed to become a leader. Most people expect a leader to persuade or inspire rather than to coerce or give orders, but cannot quantify what traits and skills are needed to accomplish this. In Dr. Allard’s class, we have even studied many managers who acted as leaders in some situations but failures in others, which suggests that no single formula is possible for the great range of circumstances that could occur. Dr. Allard assigned a Harvard Business case study that discussed Carly Fiorina’s assignment as CEO at Hewlett-Packard. Fiorina’s academic and work experience prior to her appointment at HP clearly demonstrated her ability to lead the change-oriented process of visioning, networking, and building relationships. Her theory and method of leading proved successful at Stanford University, the MIT Sloan School of Management, AT&T, and Philips Consumer Communications, but did not acclimate well with Hewlett-Packard’s corporate culture. After
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