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LEADER ATTRIBUTES AND CHARACTERISTICS essay
Essential characteristics of a leader
Introduction characteristics of a great leader
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Developing a Competency Leadership Model
For a Mayor
Introduction
The development of a competency model is built by forming a collection of attribute, talents, expertise, behaviors, or traits, which is needed to outline the desired type of person for a leadership post. A competency should be used as a guide not as the ultimate terms for developing a leadership assessment plan. By using the competency model as a guide an organization can avoid synthetic or process which often fail to address certain organizations’ cultures, environments, and distinctions. Competency model is an assortment of competencies when conveyed together delineates a positive execution in specific work setting. Competency models are also a core part of human resource operation like staffing, training and development, and performance management.
According to Emiliani (2003) in the development of leadership programs the process includes the recognition of competencies and the formation of competency models. In a competency models there are attributes that is essential to accomplishing a successful strategic objectives business (Emiliani, 2003). Within most competency model there is a created depiction of preferred competencies which, include examples of the preferred behavior, recognized as indicators (Emiliani, 2003). Organizations take components of competency models to determine qualifications and enhance leadership efficiency for impending challenges in their business (Emiliani,2003).
This author will develop and present a competency model for political official such as a mayor. Moreover, this author will provide a summary of his competency model which will include detailed talents, skills, behaviors, viewpoints, and intellectual capacity, he consider ...
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...Enhancing the lessons of experience (7th ed.). New York: McGraw-Hill Companies, Inc.
Polsfuss, C., & Ardichvili, A. (2009). State-of-mind as the master competency for high-performance leadership. Organization Development Journal, 27(3), 23-33. Retrieved from http://search.proquest.com/docview/198045870?accountid=32521
Viitala, R. (2005). Perceived development needs of managers compared to an integrated management competency model. Journal of Workplace Learning, 17(7), 436-451. Retrieved from http://search.proquest.com/docview/198423720?accountid=32521
Wheeland, C. M. (2002). An Institutionalist Perspective on Mayoral Leadership: Linking Leadership Style to Formal Structure. National Civic Review, 91(1), 25.
Zauderer, D. G. (2005). Leading with character. Public Manager, 34(1), 44-50. Retrieved from http://search.proquest.com/docview/236296594?accountid=32521
On Monday, April 13th, 2009, I visited the Culver City city council meeting, and found that they operate using a council-manager form of government. For a city with a population of about 38,000, this type of governmental structure is fairly common, and I was not surprised to see it in action in a community where the median household income is around $56,000 a year. Culver City is also a culturally rich community with a 60 percent Caucasian population, and a quarter of the residents are either of African American or Asian decent. The mayor, D. Scott Malsin, is one of five members on the council, and his term as mayor is on a rotating basis. Having been to a Hermosa Beach city council meeting with a similar council-manager structure, I knew what to expect.
Greenstein, F.I, (2005). Presidents, their Styles and their Leadership. Working Papers, Center for Public Leadership: Princeton University.
Pierce, Jon L. and John W. Newstrom (2011) 6th edition. Leaders and the Leadership Process.
First when a leader focuses on the strengths of the employees the odds of the employee being engaged will increase dramatically. This compares to chapter one of our text book in that it says an effective leader is one who helps group members attain productivity. The second key is that the most effective leaders surround themselves with the right people and maximize their team. The book suggest when leaders try to be good at everything they will not be great at anything. Although it is often preached to be well-rounded this results in mediocrity. So instead trying to be good at everything, find and know your strengths and hone those skills to be a more effective leader. The authors say there are four domains of leadership with thirty-four themes that break-down under the domains and these explain the actual strengths of the leader. The domains are executing, influencing, relationship building and strategic thinking. In our text book all but influencing are listed as one of the ten roles of leadership. ...
The experience someone gains while administering a state government will help prepare them for the requirements of presidency because of the broad range of leadership skills they have acquired while in office. Some of the leadership roles a state governor must take on are: chief administrator, chief legislator, party leader, ceremonial head, chief negotiator, and crisis manager. With such a wide variety of duties, candidates are easily able to convey their leadership skills, which are extremely attractive to voters in an
Whetten, David A., and Kim S. Cameron. Developing Management Skills. Upper Saddle River: Pearson Education, 2007.
Kouzes, J., & Posner, B., (2007). The leadership challenge, (4th ed.). San Francisco, CA: Jossey-
Everything in leadership will be determined by the competency of the leader. John C Maxwell is credited with saying “everything rises and falls on leadership. The leaders are often the ones making the decisions influencing success or failure. When I think of competency, I believe it is important to acknowledge the difference between competency and confidence. Confidence is the belief that I can lead; competence requires results of successful leadership. Confidence is the place people get the idea a person is a “good guy.” Being a good guy or even being confident is not a qualification of competency; it merely means one has the right to have dinner. Being a good guy allows
Leadership at times can be a complex topic to delve into and may appear to be a simple and graspable concept for a certain few. Leadership skills are not simply acquired through position, seniority, pay scale, or the amount of titles an individual holds but is a characteristic acquired or is an innate trait for the fortunate few who possess it. Leadership can be misconstrued with management; a manager “manages” the daily operations of a company’s work while a leader envisions, influences, and empowers the individuals around them.
Whetten, D. A., & Cameron, K. S. (2011). Developing Management Skills (eighth Ed.) [E-Text]. Retrieved from http://www.coursesmart.com/developing-management-skills-eighth-edition/david-a-whetten-kim-s-cameron/dp/9780136121046
Kouzes, J. M., & Posner, B. Z. (2012). The leadership challenge: How to make extraordinary
Northouse, P.. (2007). A Comparison of Management and Leadership Competencies. In: Leadership Theory and Practice. 6th ed. Thousand Oaks: SAGE Publications. p10
Leadership skills: Is capable of thinking strategically. Can anticipate future consequences and trends accurately. Puts the team before the individual’s welfare. Coaches and develops employees. Is confident with his/her decision making and vision. Leads by
Developing leadership I have learned that an employee can use the task motivation, relationship motivation and also use charisma in developing the leadership desired. Leadership is a special role and is played by different people as the company progress in levels. The levels are according to education and experience and can make a difference in the creation of the mission of the company.
Viitala,R.(2005). Perceived development needs of managers compared to an integrated management competency model. Emerald Group Publishing Limited.