Personal Leadership

Published: 2020-07-18 14:15:05
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Category: Management

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True self-evaluation is challenging, and requires you to be open to see” our strengths and weaknesses, and to develop a plan of action to develop those areas that are lacking. Preparedness for the hard truth is required. The truth is something not everyone is prepared to accept. However, without acceptance, personal growth cannot occur. Eight weeks ago, I began a journey of self-evaluation and reflection that would shock the hell out of me.
I would come to learn that the view I hold of myself as a leader and business professional, is entirely different from the view others have of me. Would also learn that many of the leadership skills I thought I had mastered, I had not even begun to learn. Leadership effectiveness is the ultimate goal of any leader; unfortunately, the facts reveal that as a leader, I was less than effective. Owning a propensity to avoid risk, control issues, task vs.. Legislations focused, and the tendency to play office politics have allowed a less than productive leadership style to prevail. As looked at my own reflection of leadership and the many skills needed to develop, I decided to start with the first three I felt to be most important to my becoming an effective leader; conflict management, feedback, and valuing others. Conflict is inevitable. Management spends up to a third of their time at work managing, handling, and dealing with conflict.
Workers waste just as much time as managers on conflict, making it the number one wasteful use of time in most organizations. Keeping that in mind, quick resolution of conflict with all parties leaving the situation feeling their concerns and issues have been addressed in the resolution is the best way to improve morale, productive time, and overall interpersonal relationships within an organization and minimize future conflicts. To resolve conflict, you must understand it first.
Conflict is usually the result f two or more values, perspectives, or opinions that are contradictory in nature and have not been aligned or agreed upon yet. Most conflict hampers productivity, lowers morale, causes more and continued conflicts, and supports inappropriate behaviors. The word conflict” is often viewed as a negative issue within an organization, but with proper leadership, conflict can help raise and address problems, help people learn how to recognize and benefit from their differences, and cause authentic communication, just to name a few.
My objective is to increase my leadership skills in the area of conflict resolution, o see conflict as an opportunity for change and grog. Vat, Focus on issues rather than personal positions, and to have the ability to approach all conflict optimistically. Moreover, will enhance skills needed to teach people to overcome communication barriers, giving people the ability to avoid and/or resolve their own conflicts without having to involve management. The action plan below will be the first steps toward objectives stated above.
LEADERSHIP DEVELOPMENT ACTION PLAN Date: May 1, 2009 Goal(s): Develop conflict management skills and transfer skills to team I Action Step Involve to I Timeline Resources Needed I Person(s) Complete Responsible I Complete Corporate Trainer requests Telephone I Others to I I Contact Complete by 5/1 6/09 litigating material and suggestions I I LIFO improvement Intentionally build relationships I Standard form for I complete by 5/29/09 – I I information obtained I I a. Meet monthly alone. I with all subordinates I first meeting I from each person. I lb.
Ask about I Schedule for each I I accomplishmentschallenges and person basic training: by 6/15/09- | I Training Materials I Interpersonal Communications I I issues I Conduct Training Schedule Management I First Training Corporate Trainer I Conflict I I Review progress of Leadership I Complete 6 months I after initiation of I evaluate of my progress I Evaluation Form I I I development I Have team I training Why is it that many of us put off giving feedback to our employees even though we intuitively know that giving and getting honest feedback is essential to grow and develop, and to build successful organizations?
Maybe it is because there are so many ways to screw it up. Feedback is a series of cycles of information about performance that leads to action to affirm or develop performance. It is as much about reinforcing effective and strong performance as identifying areas of improvement. The outcome of feedback should result in behavior that is engaged, energize, and motivated to strive for increased performance and development. Equal time should be given to reinforcing positive behavior as given to areas where improvement can be made.
Feedback can take many forms. Affirmative feedback tells a person what they did well and rewards them for it. It provides encouragement and reinforces positive behavior. Developmental feedback gives information on improvements needed, and most importantly, how to do it. Its purpose is to help an individual see how they can do a better job next time. Overall, this was the most surprising outcome of my evaluation. My view of my leadership ability in this area was far more developed than was true.
Impatience when listening to others, emotional outbursts, criticizing performance without giving suggestions for improvement, focusing mainly on feedback when improvement is needed, and waiting until performance or behavior is substantially below expectations before feedback is given, are the most damaging to my team. Strength in this area is my strong belief in loading people accountable for their responsibilities and commitments.
I also encourage team members to play a part in the development of procedures and problem solving for activities that directly affect them. Giving and receiving clear and constructive feedback requires courage and skill, and is essential to building good relationships with and motivating peak performance from my team. The action plan below is my plan for delivering this skill to those around me, and developing my weaknesses in this area. Goal(s): Develop strong feedback skills to help my team and organization to perform to their greatest potential
Involve tool Timeline conscious effort to be None Others to I I Make Complete by negative behavior I I proactive and specific concerning I Immediately and on I Develop a progress plan I complete by 5/20/09 behavior provided in I leeriest format with follow lip I Clear and specific I Workshop / formal training for Take training and implement Review progress of Leadership I Find workshop Listening I Evaluation Form Complete 6 months of my progress I I positive and Going I expected changes in I Schedule I I Have team evaluate The final area have chosen for development is valuing others.
Although sat, this area will form the foundation for improving all other skills and abilities. Valuing others is the ability to appreciate people for who they are, what they have to offer their position, and the organization as a whole. Respect is a large part of valuing others, their views, individuality, their experience in their particular area of expertise, and even their workspace. When people perceive genuine respect and valuing from another person, they are for more likely to listen openly to what is being said, whether positive or negative.
When respect and value is not perceived, a person’s defenses re more prone to activation, and the entire exchange can easily become an uphill battle for everyone. The ability to make others feel heard, understood, and accepted is value to others. This ability is built on a relationship with others that is a direct reflection of the relationship we have with ourselves. Accepting yourself removes the need to try, and appear to others as anything other than who you really are.
There are three key principles that reflect a leader that values others – first, they are able to communicate belief in the value and uniqueness of each person; second, common good is promoted, and valued veer the individual good; and third, they promote and value a life/work balance. As moved through this evaluation, was not shocked by needing improvement. Feedback, and conflict management, both of which requiring some work, are two key parts of expressing genuine value of another.
Career development is another area that shows value, and one I have little experience with and lack knowledge on. More importantly, an area that affects my team greatly in this area is my own challenge dealing with peers. Many conflicts have occurred between my peers, and me, which has enervated tension between the individuals and my team members. I do value individuals and all they have to offer, however, due to a lack of personal acceptance, I have been unable to show this to others.
I am often in awe of those whose creativity, and problem-solving ability has brought about wonderful changes to an organization, but I am unable to express my feelings without them appearing fake. The following action plan is being put in place to assist me in my quest to improve this important area of leadership. Goal(s): Develop strong skills in conveying genuine value of others, build legislations.

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