Leadership Development Report

This is an introduction to the Skills Inventory introduced in Chapter 3 of the textbook “Leadership: Theory and Practice” by Peter Northouse, a tool by which one can measure leadership strengths in three major skill areas, Technical, Human & Conceptual (Northouse, 2016). An additional introduction is made to the Leadership Behavior Questionnaire, which measures the type of leadership behavior style one is most likely to practice, the task style or the degree to which you define the roles of others, or the relationship style -the degree to which you attempt to make others feel at ease (2016). Upon taking these two assessments, the responses when combined will indicate my personal leadership philosophy. When analyzed in conjunction with Katz’ Three-Skill Approach, the outcome should be in alignment with the experiential and educational leadership background I possess thus far (Katz, 1955).

Leaders must control their own emotions in order to guide others (Jackson and Daly, 2011). In fact, “many of the dangers to which leaders are exposed arise as a result of not recognizing and responding appropriately to constituents ' emotional needs” (Jackson and Daly, 2011, p. 22). When leaders activate their emotional competence, their ability to be resilient is strengthened. Resilient leaders are able to make a positive difference in the lives of others and do so consistently.

In reviewing my own leadership style and emotional intelligence domains and competencies, I see myself as a commander and pacesetter. I decided to use the tools in the book to discover what skills I have and what skills I would like to possess and of course, ascertain any gaps. I still have to experiment and practice new behaviors, thoughts, and feelings, but here is my self-assessment. Here is my assessment:

Positivity will never fail to boost a person’s emotions during a rough time. It can benefit a group of people and keep their consciousness of what they are fighting for. The way people can keep their chin up, and keep persevering during a rough time is through optimism. Conversely, negativity can help a person think about the situation at hand and avoid failing all together, but, being optimistic can spread to others like wildfire and can end up being the saving factor for some people during difficult times. For example, Winston Churchill gave his British people the same enthusiasm he had about winning the war in his speech Blood, Toil, Tears, and Sweat. Another example is when Anne Frank stayed positive while she

Several studies applying affective events theory indicate that positive interactions at work, such as those between leaders and followers, improve employees’ mood. Theories of transformational leadership suggest that leaders achieve these outcomes by motivating and inspiring others, acting as role models, stimulating innovative solutions to work problems, and coaching and mentoring (Bass, 1985; Bass & Riggio, 2006). It is not surprising then that leaders who exhibit transformational leadership are rated as more effective by both their subordinates and their superiors (Johnson et al., 2012). This positive performance feedback, both in terms of objective follower performance and subjective ratings, communicates to leaders that they are capable of interacting effectively with their environment. Leader effectiveness is also inferred from the extent to which followers “buy in” to the strategies and values of leaders. When leaders exhibit behaviors reflective of transformational leadership, followers’ values converge with those of leaders and followers are more responsive to leaders’

The ensuing report will identify the leadership competency, and the areas that I think should be developed to act as an agent of change within an educational organization. It talks about how communication, motivation, goals, and strategy can help in bringing positive changes to the educational institution. This report highlights my perspective regarding change and how it is related to leadership. It illuminates that the curricula being flexible and based on practical skills can help the students in their professional growth.

Leadership is perhaps the most well studied aspect of this research proposal, but has only minimally been looked at in relation to emotions and stressful situations. Leadership is such a broad concept that any viewing of it from a particular perspective may yield new results. Understanding if leaders can benefit from emotion regulation training is important due to the many factors that can impact leadership abilities (Arnold et al., 2015; Foti & Hauenstein, 2007). Openings and gaps in the literature exist because there are so many factors that can impact successful leadership, and many times correlations or other qualitative methods are used because of the complexity. Quantitative methods are needed to support much of this information, and

As with friendship, it is difficult to describe and analyze emotions without the discussion of Aristotle. He again pioneered the way of our understanding of emotions throughout his dedication to rhetoric as judgment, his concern for the subject provided an opportunity to develop sustained thoughts about emotions (Leighton, p. 144). The process of emotional management will consider heavily the need for emotional intelligence and a deeper understanding of a leader’s emotions, and the emotions of his or her surrounding leaders and followers. The following quote, which was translated from Aristotle’s writings, infers that all of our emotions move people, and specifically leaders, towards a particular judgment, including the severity of the judgment or the direction of the overall judgment of leaders.

Understanding individual Emotions and Moods in my career field is a crucial part of ensuring mission success. As defined by Robins and Judge, “Emotions are intense feeling that are directed at someone or something. Moods are feelings that tend to be less intense than emotions and that lack a contextual stimulus.” ( Robins & Judge, 2009). Emotions have the potential to shape an employee’s mood. From there, a mood can affect a lot in a person’s life from work productivity, job satisfaction, personal and family life (Carlson, Kacmar, Zivuska, Feguson, & Whitten, 2011). Moods have a high negative affect, a high positive affect, a low positive affect or a low negative affect (Robbins & Judge, 2009). Evolutionary Psychology and Affect Events theory are two important concepts to fully understand how important Emotions and Moods are, especially in my personal career field as a military policewoman.

In such cases where their felt emotions are brought to work, they tend to focus more on their personal problems rather than their work which results in a decrease in their performance of the task and their job, which happens on employees frequently. In such cases, managers could pay more attention to their emotions, listening to them, helping them solve any problems that they are facing which can help them to reduce emotional issues at work. It does not only help them to solve their problems to help increase their performance at work, but also to build employee and employer relationship where the employees will be more willingly and motivated to work harder for the organization.

According to Shrm.org (2008) leadership competencies are leadership skills and behaviors that contribute to superior performance. Hence, management will need leaders with varied talents and skillsets to assist employee in attaining their organizational goals if they endeavor to become more effective in their business environment. To be a competent leader one should possess skills such as effective communication, people management, time management and coaching skills among other things (Ford, 2014). Haynes & Associates, in trying to meet the leadership requirement used the situational analysis and the five steps Gap Model to indicate the current leadership requirement.

Have you ever wondered if someone's emotions affects their success? A person’s thoughts or emotions affect their failure or success significantly.

It is believed that emotions are contagious and this would affect how other people feel also. We all know that every day when we walk into the office we don’t intend to spread bad mood around the office but circumstances happens and this leads us to get upset either way it’s not predicted. Emotions are intense feelings that are directed at someone or something. Moods are feelings that tend to be less intense that emotions and that often lack a contextual stimulus (Robbins &Judge, 2009). Leadership literature is full of studies attesting to consequences of a leader 's mood. One such study involved CEO’s and their top management teams and it showed that the more upbeat, energetic and enthusiastic the executive team was, the more co-operatively they worked together, and the better the company 's business results. The study also showed that an executive team that didn’t get along well managed the longer a company, the poorer the company 's market return.

Emotions in the workplace can have a negative and positive effect. As a leader, you work to decrease or minimize the negative and build on

Colin Anthony, the CEO of the Barker Foods, is facing the company’s leadership crisis. He just fired Doug Lothian, the national sales director of Barker’s chocolates and confections division, as he made a lot of bad decisions on marketing. Doug is an aggressive, creative but impulsive. Therefore, his leadership style is abrasive. After dismissing Doug, Colin thinks that there should be a change on leadership development. Anne Baxter is the HR director. She and Colin are working on leadership development project to build a leadership competency model. As Barker expands quickly, the leadership development is not enough. Anne went to Zachary, the chief operations officer at Colonial, to ask for advice. In Colonial, there is a checklist on the employees for keeping track on their required skills. However, Zachary does not recommend applying the checklist on managerial level.