Introduction
In this essay I will discuss my learning and professional development during the implementation of a project. I will discuss my leadership skills and relate this to relevant theory. Next, I will discuss situations which arose during the change process, which encouraged me to reflect on my leadership skills. I will discuss how I overcame these situations and how they developed my skills as a leader. Finally, I will ??
My vision
Although all staff seemed keen to on implementing the change within the establishment it soon became apparent that the staff team were not as enthusiastic as me. Through informal discussions with the staff it became clear that the felt that they were working towards my vision and not a shared vision as I had not given them the opportunity to have an input in the end goal of the project. Through reflection (Schon, 1983) discuss importance of this
Leadership styles
Throughout my project I was encouraged to use a variety of leadership skills,
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This is described by Fullan (2001) as an implementation dip. Fullan (2001) discusses that this is a dip in staffs performance and confidence, this may occur when new skills are required. Andrews (2009) discusses that implementation dips will occur throughout the change process. As the leader it was my responsibility to lead the staff through to the next stage. However, as this was the first project I had led; this aspect of project planning was new to me. I was required to research which leadership styles were best suited to the situation. Through adopting a coaching and affiliative leadership style as defined by Goleman (2000), I was able to successfully rebuild staffs competence and confidence and create harmony throughout the team. This alongside staff training allowed us to successfully progress onto the next stage of the change
(p. 9). The ability to recognize, manage, and direct one’s own process of learning and change is a major component of sustaining resonant leadership (p. 9) and thus, is critical to renewal.
As soon as the four members of my team entered the breakout room, we had begun the stages of team development. As Bruce Tuckman (1965) observed in his research, teams often undergo a five-stage process of team development: forming, storming, norming, performing, and adjourning. During my team’s forming stage, we defined what our objective was and planned a general outline of how this was to be accomplished. Because we didn’t know each other very well, a quick introduction was given so we could get to know each other a little better. Next, we had a brief stage of storming which caused a bit of inefficiency. This was our initial five minutes of confusion due to not knowing each other’s strengths and who was better suited to answer which question. Our norming and performing stages melted together as we quickly gained our footing on the task at hand and settled for an execution strategy which would allow us to perform at a fairly efficient speed. Our performing stage was very encouraging and helped the team push through the questions...
Change is a double-edged sword (Fullan, 2001). Change is a word that might inspire or put fear into people. Leadership is challenging when it comes to dealing with change and how individuals react within the organization to the change. Marzano, McNulty, and Waters (2005) discuss two orders of change in their book School Leadership that Works; first and second. Fullan (2001) also adds to the discussion in his book Leading in a Culture of Change, with regard to understanding change. In Change Leadership, Keagan and Wagner (2006) discuss many factors of change and the systematic approach to change. Change affects people in different ways. Leaders need to be able to respond to the individuals throughout the change process.
We were expected to readily accept the change. Another major barrier to change was the lack of effective communication and support. We were just casually told that there has to be a change. There was no support provided for when our team wanted to talk about the change or had any complaints.
Change usually comes with resistance in any workplace because change disrupts the employees’ sense of safety and control (Lewis, 2012). Kurt Lewin (1951) created a three step process for assisting employees with organizational Change (Lewis, 2012). The three stages are Unfreeze, Change and Refreeze. These are the steps to a smooth transition for change within organizations. Further, these steps are not possible without good communication from upper Management through line staff. Communication was consistently listed as an issue in surveys conducted by the department.
Going back to DG directorate and the two drivers of change mentioned above, there are many resistors that leaders could face. The first thing that leader needs to do when applying any change is the acceptance of change and the full understanding of the change and its benefit. If the leader passes this stage, then he needs to start thinking of the employees at work and how to explain to them and convince them with the change.
As a person who is for the most part uncomfortable with change, it is important that I find ways be a leader in a world that is ever changing. In order to be the best and most prepared leader as possible, it is necessary to be aware of one’s core identity and the values, talents, and strengths that are included in this. Consistent with the indications of Vaill’s term, “permanent white water”, the tendency of the world to change is unavoidable and “continual”. We as leaders must find ways to adapt and acclimate ourselves to these situations. Through the discovery of my core values, talents, leadership style, I will be able to develop an action plan to transform my talents into strengths and use leadership techniques to best accommodate my ambitions.
The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used
Leadership is trait that is extremely important in any society. Leadership is known as the way people attempting to make a difference in a situation. However, I believe that it is better said to be a way of influencing others actions. Leadership is usually connected to a great leader that affected his or her followers in a dynamic way. Throughout the semester for my leadership class, I have expanded the knowledge in numerous ways. I now have fully understanding of the purpose and process of leadership to a society. Being a leader one must maintain an image of being the role model. I believe that this is leader should be who is someone who has the ability to influence, encourage, listen, and nurture. They are able to inspire, stimulate, persuade, shape, and have an effect on others.
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.
Leaders require essential leadership skills to effectively lead. The Chief Petty Officer (CPO) Academy teaches those essential skills to enhance leadership ability out in the fleet. During my time at the CPO Academy, I acquired vital knowledge and skills in leadership throughout the classes I took which I will be taking back to the unit. One class that had a significant impact was the Facilitative Leadership class which gave me the tools to effectively run a meeting. In addition, the Change Management class provided me with the skills necessary to support Command Policy and get crew buy-in. Lastly, the Stress Management class imparted me with knowledge on how to deal with stress and mitigate it.
Leadership is not a position or a title it is action and example. In this Reflection, I will write about course topic, Leadership examples and me as a leadership. In course topic, I turn to what was the most interesting topic to me, which topic I find it difficult and which topic I find it useful for the future. In the Leadership examples, I turn to the most interesting thing I learned about a famous leader. The most important thing that great leaders all have in common, and I describe one famous leader’s approach to leading. In me as a leadership, I turn to what did I learn about being a leader from doing the classroom activities. What I will do is I was given a job as an office manager after graduating and if I would like
I have often felt a sense of achievement planning ahead and from successfully scheduling and implementing tasks. However change has often introduced new variables, which unsettled my sense of control and structure, particularly when the change was unexpected. Many instances of change were exacerbated because I did not trust the leadership or felt that they were incompetent. Such instances have made me feel disempowered and
More often organizations are getting into bigger risks in the market with their leaders in nowadays economy. The resistance to change is a reason why organizations trying harder to keep earlier recognized reputation within clients and community. The theme of leadership is relevant for each person as it occurs almost to everyone during the lifetime or to those who at least were a part of a team.
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