In today’s organizations, where leaders face the challenge of leading diverse workforce and workgroups, leaders need to understand the human behavior and assess their leadership skills in order to propel. Self-Assessment provides leaders with a quantified insight about their leadership skills that can be measured against an average reference level of effective leaders, which enables leaders to identify gaps in their leadership skills and develop an improvement plan. It also provides them the alerting signal to consider personal changes or adjustment that must be implemented if higher levels of effective leadership are desired. Effective leadership proves critical aspect for organizations today. Pursuing high levels of effective leadership, leaders need to measure their skills and capabilities against different leadership dimensions. This help leaders to spot dimensions that need enhancements and others that need developments.
As (Clawson, et al, 2000:4) stated, “There are many theories about the elements that make up leadership” hence self-assessment technique differ in terms of leadership dimensions measured. Another factor is the methodology used for each technique. Among the different techniques, one can identify the Leadership Steps Assessment (LSA) developed by (Clawson, et al, 2000), Myers-Briggs Type Indicator (MBTI), 360 degrees assessment and many more. LSA model is the leadership using six dimensions shall be considered in this paper, which defines the components of leadership which, as (Clawson, et al, 2000:4) proposed were:
1. Clarifying one’s center. 2. Clarifying what is possible. 3. Clarifying what others have to contribute. 4. Supporting others so they can contribute. 5. Relentless assertion. 6. Celebrating progres...
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Lewicki, J. R., Barry, B., & Saunders, M. D. (2010). Negotiation: Readings, exercises and cases
Lewicki, J. R., Barry, B., & Saunders, M. D. (2011). Essentials of negotiation (5th ed.). New York, NY: McGraw Hill. ISBN-13: 9780073530369
In order to become better leaders, individuals need to identify their strengths and weaknesses. Though individuals can identify strengths and weaknesses through formal processes, they can also use informal means such as self-reflection. The fact that individuals have a tendency to gravitate toward the things they do well, things such as ease of learning, tendency to participate in certain activities, and satisfaction gained from performing specific tasks can provide clear pointers to underlying talents (Key-Roberts, 2014).
Leadership is a quality which cannot be acquired by any person from the other but it can be acquired by self-determination of a person. Leadership can best be called the personality of the very highest ability-whether in ruling, thinking, imagining, innovation, warring, or religious influencing. Leadership is practiced not so much in words a it is in attitude and in actions. Their actions leave a long lasting memory in the line of history and lead up to may events that occur today. To be a leader one will need many qualities. Leaders have a purpose and strategies to accomplish that purpose. They are driven and motivated. In the end they should be able to attain good results. These innate talents help to make up a leader that will succeed and be efficient in carrying out tasks. But, the purpose of this paper is determine what truly makes a leader successful. A successful leader should be considered more on their impact rather than their accomplishments of their organizations alone for they are not sufficient in determining the key to their success .
The first common theme is the importance of clear strategic intent and big picture thinking in negotiations. Before taking the Negotiation Behaviour unit, I always perceived negotiation as a fixed-pie, a zero-sum gain situation, where one party wins and the other party loses. This belief has often led me to a competitive behaviour in negotiation by trading the big picture thinking with the need to win, getting too detailed too quickly, leading to a positional approach instead of having a broad goal and explore for ways around problems to create value and get the best outcome.
Understanding one’s strengths and weaknesses is essential to becoming and being a good leader. “Purposeful leaders understand who they are” (Mayfield, 2013). The author of this paper has had previous opportunities to lead, and will reflect on her experiences using the assigned inventory. She will evaluate her skill set and discuss ways she can be an advocate for change with the hospital and community in which she is employed. Lastly, she will identify one personal goal for her leadership growth and explore different avenues for achieving that goal.
Lewicki, R. J., Saunders, D. M., & Barry, B. (2006). Negotiation Readings, Exercises, and Cases Fifth Ed. Bill Brubaker, Mark Asher, A Power Play for Howard Negotiation (pp. 616-626). New York, NY: Mcgraw-Hill Irwin.
The role of leadership has become increasing valuable for organizations to be successful. According to Huber (2014), Leadership can best be defined as method utilized to ensure that an objective is completed. There are many different types of leaderships that can be found within each organization. In this paper I will highlight an example of a specific leadership style that we come across in healthcare settings. I will review my leadership self-assessment results and discuss the impact of leadership on staff and groups.
The general personality traits, which are related to success both in and outside the workplace, are all inherent in my answers given in the Leadership Assessment Quiz. With statements such as, “it is easy for me to compliment others” and “team members listen to me when I speak,” it is apparent I possess these characteristics. Whereas my task- related personality traits associated with successful leadership, such as courage, still need to be developed. Not only do I know this in myself, but it is clearly pointed out throughout the test, with statements such as, “resolving conflict is an activity I enjoy” and “I would enjoy coaching other members of the team”.
Many times we can get so busy and wrapped up in our jobs that we may lose sight of how we are actually performing as a leader. Self-Assessment exercises offered in the reading material offer a valid look into strengths as well as opportunities for improvement. The first assessment that began to make me think about my leadership role deals directly with social motives in the work setting.
The purpose of this research is to determine how emotional intelligence affects negotiation. Mayer and Salovey, in their early research on emotional intelligence in 1993, identified it as “a type of social intelligence that involves the ability to monitor one’s own and others’ emotions, to discriminate among them, and to use the information to guide one’s thinking and actions” (433). Goleman in 1995 defined emotional intelligence as “the ability to be aware of the emotions of oneself and others, to manage one’s own emotions and how they are expressed, and to manage others’ emotions” (as cited in Kim, Cundiff, & Choi 51). These abilities are ones that have the potential to impact the quality and outcomes of negotiation, which Rubin and Brown defined as “a social process through which two parties or more try to settle what each party shall give and take or perform and receive in order to satisfy their needs” (as cited in Kim, Cundiff, & Choi 50). The specific question to be answered by this research is: What role does emotional intelligence play in negotiation?
Leadership has been defined in different ways, a definitaion of leadership that would be most commonly accepted would be “the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organization…”(House et al., 1999, p. 184 as cited in Yukl, 2013, p. 19). After a comprehensive review of different leadership literature, Stogdill (1974, p. 259, as cited in Yukl, 2013, p. 18) concluded that “There are almost as many definitions of leadership as there are persons who have attempted to define the concept." Leadership can be viewed from two different angles one is shared influence process and other as a specialized role. Researcher who view leadership as a specialized role consider attributes as a factor in selecting a designated leader. On the contrast, theorist who emphasises on influence process considers “Leadership” as a social process or a pattern of relationship.
This paper describes about my leadership strengths and areas for growth/future study. It also included how these qualities are used in my daily work routine, self-assessment results and a brief explanation on Individual style in leadership.
Lewicki, R. J., Saunders, D. M., & Barry, B. (2011). Essential of negotiation (5th ed.). New York, NY: McGraw-Hill Education.
Many people associate leadership with a specific job title or form of power within an organization. However, through personal experience, I have concluded that leadership can come in many forms and position as well as from multiple sources of roles and job titles both with and without power. Based on the definition of leadership, anyone can be considered a leader as long as they have the ability to influence people to achieve a particular result or goal which benefits the organization or group as a whole. Individuals with a secure sense of self and understanding, acceptance of diversity within an organization tend to be the strongest leaders that not only make others want to follow, but they also encourage other leaders to gravitate to their