Abstract This paper explains that the ?LeadershipPracticesInventory?, an instrument that would help determine leadershippractices and capabilities, is based on Kouzes and Posner's ?The Five Practices?. The author points out that being a good leader starts with two things, being able to provide a vision for your subordinates and making sure that this vision is shared by all your subordinates, which means that they will be able to work together to make that vision possible. The paper relates the author noticed a reticence by the test taker to go for the extreme answers, which means that the individual stayed away from the 'almost never' or 'rarely' statements and from the 'very frequently' and 'almost always' ones, sticking with average answers; this tendency may have influenced his results. Charts
Table of Contents
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart
Conclusions
From the Paper "Let's first analyze the three statements for which you have scored a 10. First of all, you almost always "follow through on promises and commitments". As a leader, this means that your subordinates will always count on your word and will trust you with it. If we have the example of military leaders, when trusting the general was usually equivalent with the differences between life and death, we may have an idea about the importance of trusting that what your team or group leader is saying will prove right. In an organization, where the team leader is often the connection between team members and top management, following through on promises and commitments means that you trust your leader to represent you before the top management team and you trust him or her to take decisions for you there. Further more, you trust that these will be the ones you yourself would have taken."
Abstract This paper relates that the writer's Kouzes-Posner leadershippracticesinventory (LPI) feedback report revealed that his ability to keep his commitments was rated as one of his greatest personal strengths by his supervisors; however, he needs to work on his listening skills. The writer points out that the LPI allowed him to compare the different responses of the various people reporting on his performance on various leadership attributes. The paper then presents the writer's leadership map to develop his leadership ability especially in the areas of English communication skills, listening better and the impression he gives when working on a team.
Table of Contents:
Leadership Strengths Not Sufficiently Recognized In Myself
Leadership Strengths Not Sufficiently Developed
Connection between the LPI Data and Other Leadership Concepts
What I Learned about Research from this Assignment
Leadership Map
From the Paper "Through improving my listening and communication skills I hope to convey to others that I appreciate their commitment and ideas. Although I do appreciate the commitment of others to a project, it seems that this sense of appreciation is not always registered by other team members or my own superiors, and obviously communicating appreciation is just as important as feeling it, when demonstrating leaderships skills. Good communication skills are essential for me to engage in the form of leadership known as "inspiring".
Tags: commitments emotional listening, anecdotal reports, team
This paper is a case study of the use of an individual's LeadershipPracticesInventory (LPI) assessment to create this person's developmental strategies.
Abstract This paper explains that, according to the results of the leadership qualities portion of the LeadershipPracticesInventory (LPI) assessment, this individual possesses fairly strong interactive people skills in that he is able to involve the people around him in the organization; however he does require development in several categories. The author points out that, within the team development dimension of the LPI wherein co-workers, colleagues and employees are enabled to succeed in a team environment, the subject performs sub-par relative to where contemporary management needs to be in order to meet their productive obligations. The paper states that the focus of his personal development plan is to open up the channels of communication, which are requisite to the establishment of team member trust.
Table of Contents:
Personal Leadership Team Development
Gap Analysis
Personal Development Plan
Skills for Development
Strategies
From the Paper "The percentile ranking chart clearly indicates that the greatest gaps rest in the dimension of creating a challenging work environment that ultimately would prove more gratifying to the employee and team as a whole and in the encouragement dimension where the employees and team members sense a clear lack of feedback and motivation. These two components go hand in hand and must be addressed simultaneously in the personal development plan. The personal development plan must introduce the subject to motivational paradigms which create a challenging work environment while not creating barriers between the employee and management."
Abstract The paper looks at the conclusions drawn from Kouzes and Posner's data from their leadership exam and argues that the authors' process of data accumulation does not fully match their leadershippracticesinventory (LPI). The paper also contends that the insight offered by this model is fairly minimal. The paper suggests that the real value of the LPI may be that it focuses the exam taker's mind on what leadership means, but then points out that the test is no replacement for a more specific case study of leadership.
From the Paper "The Kouzes-Posner Model of Leadership is an attempt by the researchers James M. Kouzes and Barry Z. Posner to quantify leadership according to a reliable survey instrument. To create their exam, later named the Leadership Practices Inventory (LPI) they decided to ask 'ordinary' people in enterprises, rather than industry leaders, thirty-eight open-ended questions about what these individuals considered stellar leadership experiences. The questions included: "Who initiated the project? How were you prepared for this experience? What special techniques and strategies did you use to get other people involved in the project? What did you learn about leadership from this experience?" ("About LPI--The methodology," 2002, LPI Online)."
Abstract This paper discusses how leadership skills can be used for developing the writer's career for the long-term. The writer acknowledges that the leadership characteristics that are most valued include transparency and trust and the ability to lead with passion and emotional intelligence. The writer first presents an inventory of her past and future leadership skills and then concludes with her thoughts about what being a leader is all about.
Table of Contents:
Introduction
My Leadership Skills Inventory: Present and Future
Conclusion
From the Paper "Second, working on transparency and trust is also critical to using leadership skills in my career. The ability to match up or align what I say I am going to do and what I actually do has everything to do with my credibility, in fact leaders get judged more harshly than others on the alignment of these two points. For leaders, walking the talk and fulfilling commitments is exceptionally important. As with anyone, critical element for the development of any career is working to bridge the gap between expectations created and fulfilled."
Abstract This paper examines the U.S.-based microelectronics sales and marketing company of a large Japanese corporation. The president of the company does not have an effective leadership style. In the past five years, 3 company vice-presidents have been asked to leave the company after challenging the president's ideas. The president exerts very strong organizational power, and has a leadership style that does not vary with different situations. This has led to an unmotivated workforce that is unable to meet its performance goals. This paper analyzes the president's leadership style, how his leadership style needs to change, and how this change might impact the organization. It also defines specific leadership theories and models that might be applicable to the current situation. The paper includes tables and illustrations. Paper Outline: Background Problem Statement Literature Review What is Leadership? Organizational Power Trait Theory of Leadership Behavioral Theory Situational Contingency Theory Problem Analysis Problem Solution Conclusion and Reflection References
From the Paper "As attention increased to those leadership traits that were learned, as opposed to inherited, theorists began to focus on leadership behaviors (Smith 1993). Attempting to learn what a successful leader does is called behavioral theory (Davis 1979). The initial basis for this theory is the idea that there is "one best leadership style". This idea was based on Frederick Taylor's earlier concept of "one right way". Further exploration of behavioral theory was accomplished through studies done by Ohio State and University of Michigan researchers. Although each study used different terminology to describe leadership, they are generally referred to as task orientation and employee orientation."
Abstract This paper discusses how the same leadership principles and skills that have been used to turn inefficient private organizations and military units into flourishing and effective ones can be used to transform police departments into dynamic and successful environments. It describes how many ineffective police practices have evolved and what must be done to change these management practices. It also looks at various leadership styles and how new policies can be implemented.
From the Paper "Police department officials play a large role in implementing new leadership practices. They must learn the basic leadership skills, such as patience, understanding, fairness, and judgment, and recognize that leadership is a crucial aspect of successful management. In addition, they must learn to let go of past and dated practices, such as public criticism, tactlessness, and unfairness, which are detrimental to police departments today. While many police leaders perceive themselves as being tough and authoritative, they must show consideration, caring, and loyalty to their employees. These are the values that produce positive results, including a higher degree of employee motivation and morale, and ultimately, more effective organizations."
Abstract In this article, the writer notes that the presence or the absence of effective leadership can have a dramatic impact on organizations. The writer points out that business environments can offer various examples of companies that found themselves one step away from bankruptcy, but were transformed to more efficient and effective structures after ineffective administrators were replaced with competent and dynamic leaders. The paper then provides an analysis of the management and leadership of the Tennessee Highway Patrol, using the state police organization as a model. The paper first analyzes the evolution of ineffective practices within the police-structures, which made necessary an "upgrade" both in managerial and leadershippractices and then goes on to examine several leadership styles, focusing on situational leadership as the most appropriate to the studied organization.
Outline:
Executive Summary
Brief Description of the Tennessee Highway Patrol
Ineffective LeadershipPractices Understanding the Importance of Leadership Management Vs. Leadership Situational Leadership Conclusion
From the Paper ""Nevertheless, today's reality of technically competent and better educated police officers makes the authoritative leadership practices obsolete, as they no more respond to the expectations and needs of police personnel."
"As part of a more sophisticated society, officers are not anymore ready to accept the command of an ineffective leader. Today, an autocratic style of leadership will not only lead to poor morale and reduced effectiveness within an organization, but will also cause quality personal to leave."
Abstract As evidenced in education literature, the key to real school reform lies in profound changes in instructional practice (Schorr, 2000). While there is evidence that principals are perceived as important in influencing teacher effectiveness in instructional practices, there has been little research to document the degree to which the leadershippractices of principals impact teacher instructional behaviors. More specifically, while there have been ongoing recommendations regarding the utilization of instructional leadership on the part of principals in facilitating school reform, the research remains sparse as to the impact of instructional leadership on teachers, their performance in the classroom, and student achievement. The research hypothesis investigated within this study shows: There are no differences in student achievement scores on the AEIS on the basis of the type of leadership behaviors engaged in by middle school principals in Texas and, student achievement scores on the AEIS are higher when middle school principals report the use of instructional leadership behaviors, as compared to student scores of those principals who do not. The paper includes tables.
Paper Outline
Introduction
Statement of the Problem
Hypothesis
Rationale
Review of the Literature
The Principal's Role in School Reform
Student Achievement in Texas Determined by the AEIS
Bibliography
From the Paper "Hallinger (1985) distinguished between direct and indirect leadership as characteristic of instructional leadership. Direct leadership involves those activities which the principal does himself/herself, with very little assistance from senior assistants, heads of department, or other teachers. Alternatively, as discussed by Hallinger, those activities that are carried out through teachers are regarded as indirect leadership activities. According to Hallinger, indirect activities include school policies (implemented through the role of others) as well as the monitoring and enforcement practices associated with them. Within secondary schools, indirect leadership is a prominent because there are large staff and student populations, multi-leveled organizational structure, and teachers have their own specialized subject area of knowledge (Greenfield, 1987)."
Tags: Department, of, Education, curriculum, SDAA, TAAS
Abstract This paper discusses a few different leadership models and summarizes some research that has been done regarding the most effective kind of leadership. The writer explains that instead of traditional leadership, models such as transformational leadership and leaderful practice are more suited to company structures today. By utilizing a methodic leadershippractice that suits the needs of a particular business, employees learn to count on each member as well as the management team, knowing that every player will be included when decisions are being made.The paper concludes that everyone can be a party to leadership, although it is of great help to have a sympathetic position leader to get things started.
From the Paper "There are many possible solutions on how staff members should handle various situations. Security management is a method to address challenges that often focus on matters of indemnity. However, in regard to employees and customer retention, it also includes other major considerations which must be assessed and integrated into everyday business. Areas of association to bring to attention involve what to do in the case of a disaster either natural or accidental within the organization, providing ideas on ensuring that appropriate measures are taken to cope with such. Technological advancement is intended to reduce the number of daily tasks involved in standard procedures."
Tags: mission, community, feedback, diversity, individualism, traditional
Abstract The paper explains and compares two types of leadership: transformational and charismatic. The paper further discusses the history of transformational and charismatic leadership and explains the qualities and theories of each. In addition, the paper examines how these leadership types apply to sound management practices and then continues with a discussion of the writer's own theory of leadership.
Outline:
Sound Management Practice and Effective Leadership Leadership and Ethical Culture
Theory of Leadership/Authority
Servant Leadership/Moral Reasoning Process
From the Paper "Sound management practice often accompanies effective leadership. Understanding the differences that exist between sound practice and effective leadership helps a leader exercise authority in the workplace. Collins defines effective leadership as leadership that leads to "competency models" within the organization. Competency models are "comprehensive descriptions of the key behaviors leading to success" from individuals working in jobs within an organization and managers leading the organization. Effective leadership encourages employees to study, develop strategies and execute commands leading to greater efficiency and organization within the workforce."
Abstract This document discusses the benchmarking and best practices strategy of five companies. The writer looks at Home Depot, Wal-Mart, BMW, Nike and Office Depot, and explains that best practices are what have allowed these companies to become as successful as they have and are indicative of their innate leadership qualities. The writer discusses that leadership is a prerequisite for a business strategy guided by the implementation of best practices based on benchmarking competencies. The writer maintains that benchmarking and best practices are primarily a method that engenders more efficient and informed decision-making on the part of managers and employees alike because they indicate the areas in which an enterprise is most successful.
Outline:
Abstract
Overview
Home Depot
Wal-Mart
BMW
Nike
Office Depot
Conclusion
From the Paper "BMW is a recognized leader in the luxury automotive industry where its products are perennially among some of the most popular automotive products in the luxury car segment. The complex nature of reducing and managing operational and financial exposures in the automotive industry is difficult because of the nature of its production and supply base. With production of the major automotive companies taking place across several continents and in many countries, numerous supplier-partners who are depended on to integrate their supply-chains with that of the manufacturer and myriad raw material sourcing strategies, the automotive industry faces a monumental task in reducing its operational and financial risks through the management of its exposure in these areas ..."
Abstract In this article, the writer maintains that the success of any one company's management curriculum over another is dependent upon the systematic and vigilant ideas from senior management, their subordinate leaders, and the developmental programs that they encourage. The writer notes that one such power that has made great achievements in its own strategic management plan is Southern Company. The writer then discusses that Southern Company's success in developing strong and powerful leaders is derived through the combination of a distinct culture with leadership programs, practices and a history of exceptional senior leaders. The writer looks at Southern Company's leadership programs and notes that the profile of Southern Company's leadership and management are based upon superior performance, unquestionable trust, and total commitment. The writer concludes that Southern Company's methods of creating, developing and maintaining its leadership force is an extraordinary example to be followed not only industry wide, but throughout corporate America.
From the Paper "Southern Company offers a wide variety of programs to help individuals in the development of their leadership skills. Through cooperative education, internship, and summer student programs, potential leaders are able to work part-time in various fields of interest while completing their degree curriculum. Each program is designed to provide a unique set of benefits and experiences to the participants. The recruiting programs allow students to consider career options available, to gain an understanding of the culture and expectations of the company, and an opportunity to apply academic skills in the business environment. This also allows Southern Company to evaluate the individual's character and prospective value as a leader by previewing candidates for future full-time employment."
Abstract This paper examines the Leadership Challenge Model developed by J.M Kouzes and B.Z Posner in the 1980s through the use of data collected during interviews with 500 middle- and senior level managers identified by their organizations as working at a level indicative of their personal best. The model, as it was originally formulated, postulated five leadershippractices common to successful leaders. These five practices are-- challenging the process, inspiring a shared vision, enabling others to act, modeling the way and encouraging the heart. The five practices are examined with examples of their relevance for the real estate business. The current situation is also discussed as well as future implications and the changes and additions to the original model over the years.
From the Paper "Kouzes and Posner (1996) updated the Leadership Challenge Model in the mid-1990s. Important elements were added to each of the five dimensions of leadership, which resulted in an expansion of the ten observable and learnable behaviors to a set of 15. Learning from unexpected outcomes was added to challenging the process. Creating an atmosphere of mutual trust and respect was added to enabling others to act. Assuring consistency between actions and words was added to modeling the way. Clearly communicating a positive outlook was added to inspiring a shared vision. Linking rewards to achievement was added to encouraging the heart. While all of these additions are worthwhile, none are unique to the Leadership Challenge Model, as all are incorporated in other models of leadership that preceded this update of the Leadership Challenge Model."
Abstract This paper looks at how, in their book, "The Leadership Challenge: How to Get Extraordinary Things Done in Organizations" (1987), J. M. Kouzes and B. Z. Posner developed their model of effective leadership comprised of the following five components: Challenging the process, inspiring a shared vision, enabling others to act, modeling the way, and encouraging the heart. Strategic recommendations for the improvement of the Army are presented in the paper in terms of these five practices of exemplary leadership.
From the Paper "According to Rosenbach and Taylor (2000), "There continues to be a quest for understanding leadership. Historians search for clues that will help us understand how leaders are defined and what they do. Much of their work centers on the military and its leaders throughout the ages" (p. 1). The relationship between leadership practices and organizational effectiveness has been extensively studied in business and industry (Adams & Keim, 2000). Today, there is general agreement that leadership is the art of influencing others to take action toward a goal, and that military leadership is the art of influencing soldiers in units to accomplish unit missions (Rosenbach & Taylor, 2000). Leadership in any environment, however, is a complex task that involves using social influence processes to organize, direct and motivate the actions of others (McCormick, 2001)."
