Final Paper - Leadership Development Plan Brooke Galietto May 2011 Management 415 Dr Megan Gerhardt Table of Contents Part 1 Model of Effective

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Leadership Development Plan Brooke Galietto May 2011 Management 415 Dr. Megan Gerhardt
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Table of Contents Part 1: Model of Effective Leadership. ............................................................................................ 3 Part 2: What have you learned about yourself?. .............................................................................. 8 Part 3: What are your leadership development goals?. .................................................................. 12 2
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Part 1: What is effective leadership? If I was asked to host a lecture about the components of effective leadership the talk would go on for days, weeks, if not months because there are so many varying factors responsible for generating effective leadership. However, being aware of time constraints, I would begin with a discussion of the most important trademark of effective leadership: adaptability. In order for leadership to be successful, each practice and procedure must fit the situation at hand properly. There is no single process that a man or woman can use to be a good leader. Likewise, there is no step-by-step plan on how to lead effectively. Instead, effective leaders have a unique ability to rise to the occasion and lead as they see fit. This awareness of how to act and when is fundamental to a leader’s effectiveness and serves as an umbrella for all elements of effective leadership. I have designed a model of effective leadership that is comprised of six core categories. These categories are the bread and butter of effective leadership. If a leader is missing one of these core competency categories his leadership is probably ineffective to some degree. Category 1: A B Effective leaders get tasks accomplished. This cornerstone of effective management is very straightforward and simple to understand. Leaders make ideas into realities. Although basic, this is a very important category in this model of effective management. If a leader cannot complete projects then he is not a leader at all let alone an effective one. Category 2: Transformational Leadership 3
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Transformational leaders remove the spotlight from the tasks and create an emphasis on the bigger picture or the larger purpose of the organization. Therefore leaders who are transformational rather than transactional are actually more effective. On page 122 in The Leadership Challenge , Kouzes & Posner suggest, “People are committing to something much bigger, something much more compelling than goals and milestones on a piece of paper.” This something bigger, the vision developed by the leader, is the core of transformational leadership. Effective leadership is marked not just by making tangible products, but also by creating a culture and an atmosphere where people are aligned. In his article entitled, “What Leaders Really Do”, Kotter states, “The idea of getting people moving in the same direction appears to be an organizational problem. But what executives need to do is not organize people but align
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This document was uploaded on 10/27/2011 for the course MKT 291 at Miami University.

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Final Paper - Leadership Development Plan Brooke Galietto May 2011 Management 415 Dr Megan Gerhardt Table of Contents Part 1 Model of Effective

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