analyzing my areas of leadership growth and developmental opportunities just filling in a word doc

Here is Week2’s Contents:

Overview

Leaders have relationships with a lot of different people, including superiors, peers, and subordinates. Managing all these relationships not only has a big influence on the organization, but also on the leader’s career. This means that it is very important for the leader to know what these key relationships are, how to cultivate them, and how to analyze their impact. People who want to continue to grow in leadership have to be able to navigate this complex world of leader relationships and their impact on the organization.

As leaders try to have a positive influence on their workforce, they also have to know how their relationship skills will impact their own leadership style and career. Relationship skills become more crucial as you climb the ladder of success in a company. You have to not only be sure the company is growing, but you also must have the ability to work in the interpersonal atmosphere of your corporate culture. This week, you will explore how the different functions of leadership can impact its effectiveness. Often, this atmosphere is so powerful that it can enable employee creativity. You will also be looking at possible areas for your personal growth as a leader.

Learning Objectives

When you complete this week, you should be able to:

  1. Describe how the organizational focus of a leader differs from and complements the focus of a manager.
    • Corresponding Course Outcome 3
    • Corresponding demonstration of learning includes successfully completing the assigned Week 2 Discussion Forum Questions
  2. Use given resources to evaluate the creative atmosphere of your organization.
    • Corresponding Course Outcome 3
    • Corresponding demonstration of learning includes successfully completing the assigned Week 2 Discussion Forum Questions
  3. Analyze your potential for career leadership advancement using a given template.
    • Corresponding Course Outcome 3
    • Corresponding demonstration of learning includes successfully completing the assigned Week 2 Discussion Forum Questions

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Readings and Research

Refer to your syllabus for details on your readings for this week.

This Week’s Reading Highlights

(Select each tab to view detail)

Chapter 2 – The Source of Power

Leadership power is not necessarily a bad thing, but it depends on how it is used. It can either “compel obedience” or “develop relationships,” based on the leader’s use of that power. Power is also defined by the network of relationships that leaders maintain over time. If, for example, a leader aligns with constituents who are not well thought of corporately, they too can easily be hurt in the process. If, on the other hand, a leader is able to network with high performance associates, his/her chances for development and advancement are much greater.
Critical chapter highlights:

  • Page 11 – great comment, “For leaders, power always comes from the followers.” I also like the definition of Power, “is when the leader acts in such a way that the rest of the organization takes on the responsibility for a coordinated and focused action.”
  • Page 12 – ultimately followers give leaders their power by the way they exercise their discretionary power, or not. Force indicates leadership deficiency.
  • Page 14 – a leader’s contribution must first engender trust and confidence in their followers, and then provide a clear call to action that would elicit follower’s discretionary actions.

Chapter 4 – Loyalty: It’s Not About the Leader

The chapter starts out by suggesting that leadership persona and charisma, by itself, will not produce follower loyalty. Follower loyalty is more about a leader’s long term vision, their value systems, and how those elements successfully play out in the organizational culture. Another word for this effort is the idea of legacy; something that is bigger than the individual themselves which has long term implications. The Mayo Clinic brothers is a great example of this loyalty phenomenon.
Critical chapter highlights:

  • Page 26 – relationship is critical to sustaining a leader’s cause
  • Page 27 – positive leader reinforcement will always bring out the best in associates
  • Page 29 – leaders are responsible to model effective behavioral practices for followers to emulate
  • Page 30 – honest mistakes should be viewed as a learning opportunity, not with punishment
  • Page 31 – indifference is the opposite of loyalty because of the follower’s lack of care or concern for the organization’s success
  • Page 32 – Change can equally expose follower’s deficiencies or create opportunities for improvement; it’s ultimately up to the leader which direction change will take

Chapter 5 – Leaders & Managers: It Takes Both

There’s an age–old discussion challenging the notion that leaders and managers belong to separate camps, and there’s no significant overlap. Not necessarily the case; it’s possible for management, for example, to assume leadership functions, but not without some significant process changes. While managers typically “do things right,” (effective) leaders are known to “do right things” (efficient). In effect, managers are the boots–on–the–ground enforcers of policies, operations, and system functions, whereas leaders represent the visionary pursuit of long term organizational performance and efficacy. The first enforces, the second inspires.

Critical chapter highlights:

  • Page 37 – it’s always easier to teach someone to be a manager than a leader, because leadership is much more about establishing behavioral prowess than establishing standards of operations, as in the case of management functions
  • Page 38 – Leadership needs to be situational; always adjusting to follower’s positive behaviors.
  • Page 39 – great line, “leadership is about getting people to perform beyond the point where punishment or extinction would have dictated that they quit or find an alternative choice”
  • Pages 40–44 – the differences between management and leadership are many;
    1. change vs. stability
    2. external vs. internal focus
    3. effectiveness vs. efficiency
    4. future vs. short term
    5. creating and delivering reinforces

Amabile, T. M. & Khaire, M. Creativity and the Role of the Leader. Harvard Business Review, 86, 10, 100–109.

Leadership creativity is more about collaborative efforts across multiple and diverse platforms than it is about one–man showmanship. Truly effective organizational creativity involves a unique combination of slack, hubris, and optimism.

Ciampa, D. Almost Ready: How Leaders Move Up. Harvard Business Review, 83, 1, 46–53.

There’s a very critical comment that I believe captures the essence of this article, “Dennis’s time as COO was not meant to showcase the abilities that got him to the #2 spot. Rather, it was a test of his ability to manage his most important relationships and alliances. Politics undid him.”

2016 Business Person of the Year: Mark Zuckerberg.

Facebook is infamous for establishing a handful of operation metrics that will positively move organizational growth forward. What are they?

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