Assignment: Leadership learning journal

Assignment: Leadership learning journal ORDER NOW FOR CUSTOMIZED AND ORIGINAL ESSAY PAPERS ON Assignment: Leadership learning journal Summarize the contents of Chapters 7 and 8 and write your opinion , about 750-1000 words The following are the requirements and the contents of Chapters 7 and 8. attachment_1 attachment_2 LDR 6100 Developing Your Leadership Capability Tonight’s Agenda Agenda • Check-in: ? Leadership Analysis Project • Leadership Member Exchange (LMX) Theory • Transformational Leadership • Learning Partner Meetings • Next Steps • • • Quiz 4 due Sunday, due October 13th Leadership Journal 3 due October 13th Blackboard Discussions • • • • Two Options – Transformational or Authentic Leadership MLQ Questionnaire Analyzing Leadership – Focus on Values, Vision & Mission Leadership Analysis Project • Report due October 20th, Presentation due October 23rd AssignmentsReflective Journals Who I am as a Leader • Minimum 3 paragraphs, 250-300 words each • Each aspect of the course – Discussions, Assignments/Assessments & Course readings • Reflect on 5 Questions: – Surprises/Changed Opinions – Connections – Valued & Identified – Strengths – Modeling 3 Leadership Assignments Analysis What Leaders Do – Leadership Analysis Report Team Assignment Compare leadership competencies, choices and actions of a real person who has made a contribution • Interview and/or conduct research • Integrate course readings and materials into your analysis • Present finding to class in a presentation & discussion Due October 20th 4 Leadership Analysis Assignments Presentations What Leaders Do – Leadership Analysis Report Team Assignment • 5 minutes per team • Three – five slides: – Visual Representing Person • Creative, fun – No words! – Analysis of Person’s Leadership • 1-2 questions from class Due October 23rd 5 Assignments Final Project What I Do as a Leader • Leadership Self-Assessment – Leadership Ideas – Impactful readings & leadership models – Change as a Leader • Personal Model of Leadership 7-10 double-spaced report, following APA guidelines, including direct references to the course material • Leadership Definition – 2-3 Minute Kaltura Video 6 Situational Approach Chapter 5 Northouse, Leadership 8e. © SAGE Publications, 2019. 7 Situational Leadership Path–Goal Theory Chapter 6 Northouse – Leadership: Theory and Practice, Eighth Edition © 2019 SAGE Publishing, Inc. Northouse – Leadership: Theory and Practice, Eighth Edition © 2019 SAGE Publishing, Inc. Northouse – Leadership: Theory and Practice, Eighth Edition © 2019 SAGE Publishing, Inc. Leader–Member Exchange Theory Chapter 7 Northouse, Leadership 8e. © SAGE Publications, 2019. 12 Dimensions of Leadership LMX theory makes the dyadic relationship between leaders and followers the focal point of the leadership process Northouse, Leadership 8e. © SAGE Publications, 2019. 13 In?Group and Out?Group Followers F F F In-Group Out-Group Leader F F F F F F F F F F F In?Group – more information, influence, confidence, and concern from leader – more dependable, highly involved, and communicative than out? group Out?Group – less compatible with leader – usually just come to work, do the job, and go home FFollower Northouse, Leadership 8e. © SAGE Publications, 2019. 14 Leadership Making (Graen & Uhl?Bien, 1995) ?A prescriptive approach to leadership that emphasizes that a leader should develop high?quality exchanges with all of her or his followers, rather than just a few. ? Three phases of leadership making which develop over time: (a) stranger phase (b) acquaintance phase (c) mature partnership phase Northouse, Leadership 8e. Assignment: Leadership learning journal © SAGE Publications, 2019. 15 Leadership Making (Graen & Uhl?Bien, 1995) Northouse, Leadership 8e. © SAGE Publications, 2019. 16 Leadership Making (Graen & Uhl?Bien, 1995) Phase 1 Stranger ? Interactions within the leader–follower dyad are generally rule bound ? Rely on contractual relationships ? Relate to each other within prescribed organizational roles ? Experience lower quality exchanges ? Motives of follower directed toward self?interest rather than good of the group Northouse, Leadership 8e. © SAGE Publications, 2019. 17 Leadership Making (Graen & Uhl?Bien, 1995) Phase 1 ?How do leaders and followers determine relationship quality? ?By leaders using narrative storylines to determine how trustworthy followers are (Kelley, 2014) ?By looking at the social interaction between leaders and followers (Sheer, 2014) ?By using traditional relationship?building techniques such as conflict management and shared tasks (Madlock & Booth?Butterfield, 2012) Northouse, Leadership 8e. © SAGE Publications, 2019. 18 Leadership Making (Graen & Uhl?Bien, 1995) Phase 2 Acquaintance ?Begins with an “offer” by leader/follower for improved career? oriented social exchanges ?Testing period for both, assessing whether ? the follower is interested in taking on new roles ? leader is willing to provide new challenges ?Shift in dyad from formalized interactions to new ways of relating ?Quality of exchanges improves along with greater trust and respect ?Less focus on self?interest, more on goals of the group Northouse, Leadership 8e. © SAGE Publications, 2019. 19 Leadership Making (Graen & Uhl?Bien, 1995) Phase 3 Mature Partnership ?Marked by high?quality leader–member exchanges ?Experience high degree of mutual trust, respect, and obligation toward each other ?Tested relationship and found it dependable ?High degree of reciprocity between leaders and subordinates ?May depend on each other for favors and special assistance ?Highly developed patterns of relating that produce positive ?Outcomes for both themselves and the organization Partnerships are transformational??moving beyond self?interest to accomplish greater good of the team and organization Northouse, Leadership 8e. © SAGE Publications, 2019. 20 How Does LMX Theory Work? ?LMX theory works in two ways: It describes leadership and it prescribes leadership ? In both, the central concept is the dyadic relationship Descriptively: ?It suggests that it is important to recognize the existence of in?groups and out?groups within an organization ?Significant differences in how goals are accomplished using in?groups versus out? groups ?Relevant differences in in?group versus out?group behaviors Northouse, Leadership 8e. © SAGE Publications, 2019. 21 How Does LMX Theory Work? Prescriptively: Best understood within the Leadership–Making Model (Graen & Uhl-Bien, 1995) ? Leader forms special relationships with all followers ? Leader should offer each follower an opportunity for new roles/responsibilities ? Leader should nurture high-quality exchanges with all followers ? Rather than concentrating on differences, leader focuses on ways to build trust and respect with all followers, resulting in entire work group becoming an in-group Northouse, Leadership 8e. © SAGE Publications, 2019. 22 Transformational Leadership Chapter 8 Northouse, Leadership 8e. © SAGE Publications, 2019. 23 Transformational Leadership The process of engaging with others to create a connection that increases motivation and morality in both the leader and the follower. Mohandas Gandhi – raised the hopes and demands of millions of his people and in the process was changed himself Transformational Leadership Description ?Process??TL is a process that changes and transforms individuals, both leaders and followers. ?Influence??TL involves an exceptional form of influence that moves followers to accomplish more than what is usually expected. ?Core elements??TL is concerned with emotions, values, ethics, standards, and long?term goals. ?Encompassing approach??TL describes a wide range of leadership influence where followers and leaders are bound together in the transformation process. Northouse, Leadership 8e. © SAGE Publications, 2019. 25 TL Factors Leaders who exhibit TL: have a strong set of internal values & ideals are effective in motivating followers to support greater good over self-interest TL The 4 “I”s The 4 “I”s of Transformational Leadership • Idealized Influence – Acting as strong role models – High standards of moral and ethical conduct – Assignment: Leadership learning journal Making others want to follow the leader’s vision • Inspirational Motivation – Communicating high expectations – Inspiring followers to commitment and engagement in shared vision – Using symbols & emotional appeals to focus group members to achieve more than self-interest TL The 4 “I”s The 4 “I”s of Transformational Leadership • Intellectual Stimulation – Stimulating followers to be creative and innovative – Challenging their own beliefs and valuing those of leader and organization – Supporting followers to – try new approaches – develop innovative ways of dealing with organization issues • Individualized Consideration – Listening carefully to the needs of followers – Acting as coaches to assist followers in becoming fully actualized – Helping followers grow through personal challenges Transactional Leadership Transactional Leadership A process that focuses on the exchanges that occur between leaders and followers. No new taxes = votes Sell more cars = bonus Turn in assignments = grade. Surpass goals = promotion 29 Transactional Leadership Factors Transactional Leadership Factors Contingent Reward ? The exchange process between leaders and followers in which effort by followers is exchanged for specified rewards rewards Management by Exception ? Leadership that involves corrective criticism, negative feedback, and negative reinforcement Two forms ? ? Active – Watches follower closely to identify mistakes/rule violations Passive – Intervenes only after standards have not been met or problems have arisen Additive Effect of TL Additive Effect of Transformational Leadership Five practices of Five Practices of Exemplary Leadership Exemplary Leadership Model consists of 5 fundamental practices 1. 2. 3. 4. 5. Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart ?Clarify Values – finding your voice and affirming shared ideals ?Set the Example – set the example by aligning actions with shared values ?Envision the Future — imagining exciting and ennobling possibilities. ?Enlist Others — in a common vision by appealing to shared aspirations. ?Search for Opportunities — seizing the initiative and looking outward for innovative ways to improve. ?Experiment and Take Risks — constantly generating small wins and learning from experience. ?Foster Collaboration — building trust and facilitating relationships. ?Strengthen Others — increasing self-determination and developing competence. As we look ahead into the next century, leaders will be those who empower others. Innovation distinguishes between a leader and a follower. Steve Jobs Bill Gates ?Recognize Contributions — showing appreciation for individual excellence. ?Celebrate the Values and Victories — creating a spirit of community. Leaders who use the Five Practices are seen as: • • • • • • • More effective in meeting job-related demands More successful in representing units to management Creating higher-performing teams Fostering loyalty and commitment Increasing motivational levels and willingness to work Reducing absenteeism, turnover and dropout rates Possessing high degrees of personal credibility Is the leader you are studying a Transformational, Transactional, Both, or?? 40 Is the leader you are studying a Transformational, Transactional, Both, or? Learning Group Discussion: • Please discuss specific examples from your research and or observations • Link to specific aspects of transformation and/or transactional leadership Readouts: • Please review 2-3 specific examples/behaviors and link to theory Class Discussion: • Conclusions we can draw about Transformational & Transactional Leadership 12 MIN 41 Next Steps • Quiz 4 due Sunday, due October 13th • Leadership Journal 3 due October 13th • Blackboard Discussions •Assignment: Leadership learning journal Two Options – Transformational or Authentic Leadership • MLQ Questionnaire • Analyzing Leadership – Focus on Values, Vision & Mission • Leadership Analysis Project • Report due October 20th, Presentation due October 23rd 42 LDR 6100 Developing Your Leadership Capability Leadership Learning Journals Overview and Rationale Journal writing is a critical part of becoming self-­?aware and developing effective leadership capability. Keeping a journal can help you integrate learning from your reading and class discussions with your previous or current leadership experiences. Each week you will be assigned a reflective exercise and a self-­?assessment to help you learn more about yourself, as a leader. The reflective exercise will be posted in the course materials section of Blackboard. The reflective journals will become input for your Leadership Self-­?Assessment due the last week of the course. Assignment Objectives • • • Students will be able to connect personal experiences with each aspect of the course, citing course readings, lectures, and discussions. Students will be able to follow their personal progress as a leader by analyzing and reflecting on each module’s content and activities. Through the leadership learning journals, students will recognize obstacles and strengths to their own development as a leader, as well as identifying solutions or plans on how to overcome those obstacles or develop those strengths. This assignment fulfills the course objective of understanding through lecture materials and readings, students will incorporate leadership theories to create a personal leadership model and definition. Students will also relate leadership theory and practice to personal experiences and examples through class discussion, personal reflection, and research to fulfill implementation. Essential Components These journals, while reflective in nature, should be clear and concise, as these will be used as reference points for you as you move through the Leadership program. Think about the following when writing your journals: • Readings or discussions that surprised you or changed an opinion you previously held • Connections you made to your personal and professional life • What are leadership models I value and identify with? • What strengths do I have that will help facilitate my development as a leader? • How do others model leadership skills? How do I model these? Format During weeks two, three, and five you will write a minimum of three paragraphs, 250 -­? 300 words each. There should be one paragraph, minimum, written for each aspect of the course: in-­?person, Blackboard discussions, assignments/assessments, and course readings. Student Preparation Students should prepare for these assignments by being up to date in discussion board questions and responses as well as instructor perspectives and readings. Students should reach out to the instructor with any questions or concerns regarding the assignment. Resources Students will utilize the previous weeks’ readings, discussion questions and responses, instructor perspective, as well as their own experience to write the journal. Deliverable Milestones Milestone Deliverables Description Module Due Resources Grading 1 Weekly Journal #1 2 Weekly readings, discussions, instructor perspective 5% 2 Weekly Journal #2 3 Weekly readings, discussions, instructor perspective 5% 3 Weekly Journal #3 4 Weekly readings, discussions, instructor perspective 5% 15% Grading Policies and Special Recognition: Grading for the Leadership Learning Journals will be based on the Leadership Learning Journals Rubric, consisting of the following criteria: Critical Thinking: Insight, Thought, and Analysis (25%) Rigor: Academic References (25%) Experiential: Real World Examples (25%) Content & Format (25%) Please review the Leadership Learning Journals Rubric for a detailed breakdown. … Get a 10 % discount on an order above $ 100 Use the following coupon code : NURSING10

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