Question.832 - Based on your evaluation of your individual tendencies, you have decided to prepare a self-management plan. You need to include the following in your plan document: What are some early warning signs that you should be aware of to avoid a setback? What are some negative or positive beliefs about worrying or failing you need to consider? What situational problems are there to consider? (i.e. deadlines, exams, large groups of people, public speaking) What does your future support system look like? (i.e. mentors, coaches, professionals, groups, associations, etc.) What techniques or strategies are needed to help overcome these challenges? Choose three and explain how they will help overcome your discussed challenges.
Answer Below:
In order to assess the current leadership position for the entire, I would recommend the use of feedback; all the stakeholders who lead have to interact with both top management and the team members in terms of behavioral and emotional cues by conducting a survey. For the current evaluation of leadership performance, employing Harvard's Implicit Association Test would give an insight into the interpersonal values of the leader; this test also assesses the competencies in terms of classifying the behavioral cues and preconception beliefs and values a person upholds (Lane et al., 2007). Another tool to be employed in order to evaluate the current scenario is by using Meyers-Briggs Type Indicator, considering the overview by Carl Jung in terms of psychological evaluation that uses 16 different archetypes of personality assessment of an individual to comprehend how a leader could be effective (Pittenger, 1993). The IHHP Emotional Intelligence assessment, another assessment from the Harvard Business school that works in accordance with the institute for health and human resource evaluates the ability of an individual such as how a leader possesses the ability to recognize and realize how emotional cues can be employed in an occupational setting (Hastbacka, 2022). With reports from the leadership assessment, some of the primary criteria to evaluate the performance of a leader are how proactive they are in terms of being there for the team while at the same time accomplishing the company's objective with an approachable and positive attitude. How the tasks were delegated and the productivity rate the leader has achieved; this criterion also involves how well they strategically get the work done, in terms of understanding the limitations and potential of the team members and assigning the right tasks to the right person. Another factor could be how well they instill a sense of responsibility among the stakeholders and how they drive them; this also includes how the leaders are decisive with administrative skills. In five years' time, the executive role could be a position to head towards since when the stakes are higher, the responsibility of a leader is also on the higher side, which could give complete authority over the operational flow and be accountable for the entire organization, to implement the right decision and make it work. In order to be an effective leader, it is important to understand the vision of the firm and what they seek out of a particular team, which is followed by the potential or capability of the team members to delegate the right set of tasks to the right set of members to produce increased credible output. Then leading by example and being accountable for the given tasks or objectives, these traits could enable the leaders and the team to build credibility amongst each other; demonstrating leadership qualities and upholding integrity could instill values into the team, and it could help them in terms of accommodating the work pressure and build corporate working culture (Achua & Lussier, 2010). Effective communication is one of the essential tools for a leader to be effective; the ability to communicate with clear information serves t various benefits to the overall organization, often a leader will be working with a cross-cultural workforce; by appropriate communication, leaders an establish an open forum for the stakeholder to engage in getting their concerns addressed and also inspire and drive each other. Critical thinking ability is a crucial factor for a leader to assess various elements inside an organizational setting by inferring the facts and credible evidence, such that they can evaluate the possibility of the overall context in order to solve or produce a solution to a particular issue, with the ability of critical thinking it enables the leaders to make quicker decisions that could have a higher success rate (Achua & Lussier, 2010). Some of the criteria to evaluate the identify the cause or the need for the decisions made, such as a particular decision will be made to address an issue in terms of providing an effective solution, comprehending the data gathered for the decision made, in terms of evaluating the ground reality and what sort of factual evidence or proof has been utilized to make the decision. Thirdly, check for backup or alternatives, such as if the leader has drafted any alternative paths to achieve the objective. Assess how the data gathered was utilized in making the decision by weighing on the value of the leader. Test the decision by establishing an inclusive environment in terms involving primary stakeholders to evaluate the drafted decision in the scenario it has already been implemented, then assess the outcome by comparing the data of productivity of the previous model that is post and pre-decision situational analysis with facts and how the stakeholders are adapting to the new decision (Achua & Lussier, 2010). Considering the given scenario, a decision made by a leader without the above-discussed evaluation steps could be negligence or ignorance of accountability; if there is no proper research before taking a decision, it could pull the entire organization down and could take a long time, depending on the ignored decision taken. In order to assess self-awareness, it is important to consider two primary factors such as how one could become internally self-aware by evaluating our interpersonal values in order to check if there are any traces of prejudiced characteristics in making a decision or while operating with a cross-culture team, also in addition to receiving the feedback of peers and those stakeholders who we are accountable to, their feedback could provide insight into our personality and understand our limitations to overcome them, this feedback approach could give us the external self-awareness cues (Achua & Lussier, 2010). In order to include the scenario presented, as a leader, it is important to be mindful, being humble, and possessing an entrepreneurial mindset could give us the opportunity to listen to what the stakeholders have to say, such that we can make a decision that involves various ideas and concepts that are unique and more productive than those one could've achieved by themselves. Evaluating the leadership habits in terms of what type of leadership skills are employed and how it impacts the stakeholder's work culture, are the decisions being made considerate of employee wellbeing, capability, and potential? In order to summarize how self-awareness improves leadership qualities, it provides more scope for the individual to be aware of certain interpersonal values; in the scenario, there is biased towards any particular value or belief, they can address it at the root level itself and enables them to more equitable and humble to create an inclusive mindset that enables one to instill growth mindset and provide a robust sense of accountability among the stakeholders. References Achua, C., & Lussier, R. N. (2010). Effective leadership. Cengage Learning. Hastbacka, K. (2022). College student leadership development: How communication gaps hinder institutional leadership initiatives. Lane, K. A., Banaji, M. R., Nosek, B. A., & Greenwald, A. G. (2007). Understanding and using the Implicit Association Test: IV: What we know (so far) about the method. Pittenger, D. J. (1993). The utility of the Myers-Briggs type indicator. Review of educational research, 63(4), 467-488.More Articles From Leadership Management
.ico)
.ico)
.ico)
.ico)
