Leadership styles and capabilities evaluation
Leadership styles and capabilities evaluation. Explain the behaviours displayed when using these styles and give evidence to support the styles used- refer to PDJ’s, feedback from others and self report questionnaire data. Discuss the impact of the styles (and behaviours used). Also comment on the extent to which you use styles effectively and the range of styles used. Do you need to use a wider repertoire of styles? Evaluating Two Other Areas of Leadership Capability · In evaluating two other areas of leadership capability, you need to select 2 aspects of leadership covered by the module. To help you make your choices, use the model in chapter 2 of the Leadership Development textbook .Leadership in different textbooks can be seen as covering all sorts of behaviours “ please only evaluate those covered by THIS module. You need to explain WHY you have made your choices “ for example, referring to issues or needs in your current job or to areas that will be important to you in achieving your future career plans. So for example, you may choose to evaluate, say, your active listening skills and conflict handling. Using Data · Your evaluation must be supported by data to justify what you are saying about yourself and this data MUST include PDJ data, self report questionnaire data AND feedback from others. For example, if you claim to be good at motivating others, what evidence can you provide to support this? · Feedback from others: this may be feedback you have been given in the past or feedback you gather specifically for the assignment. However, if you are relying on feedback given in the past, you MUST ensure it relates to the specific aspects of leadership behaviour you have chosen to look at. Also, it must include references to your BEHAVIOUR. General comments about your performance will not be helpful. For these reasons it is strongly recommended that you gather feedback specifically for the assignment, and in relation to the areas of leadership you are evaluating. · It is important to make clear how the feedback was gathered (face to face conversation, through a questionnaire, as part of a performance appraisal etc) and who provided the feedback. We do not need to know the persons name but we need to know their relationship to you e.g. work colleague, boss, friend. Feedback will only be helpful if it is precise in nature and relates to what you do i.e. behaviour. You may need to ask some specific questions and probe to get really useful feedback. You should summarise feedback (if you send out feedback, do NOT include each form returned) and feedback information should be included in your appendices so that you can make reference to it. · Self report questionnaires: these could be questionnaires such as the MBTI, Belbin or Hay Inventory of Leadership Styles questionnaires or the Learning Styles questionnaire you completed during Induction. Do remember that the results of these questionnaires cannot be treated as ˜facts’. They do not tell you what you ARE but suggest how you might be. A self report questionnaire is a questionnaire which you complete about yourself so is based on your self perception. However, if it is a reputable questionnaire which has proven reliability and validity it can be a way of looking more objectively at your style and approach, especially if you discuss the results in the context of real experiences. Questionnaire results e.g. scores, should be included in the assignment or appendices but we do not need a copy of the questionnaire itself. · Personal Development Journal (PDJ) entries: these are explained in chapter 4 of the textbook and were looked at in seminar 1. Also do note the guidelines on PDJ’s in the LD Resource Centre. PDJ’s essentially provide a structured way of exploring experiences to help understand what you do and why you do it, as well as the consequences of your actions. You should only include PDJ’s that are relevant to the aspects of leadership behaviour you are evaluating. But do note that a PDJ may be relevant to more than one of the skills you are evaluating e.g. one PDJ may provide data on empowering, handling conflict and assertiveness. You should include AT LEAST 5 PDJ entries to support your assignment, but probably no more than 10. These should be attached as appendices and numbered for ease of reference in your assignment. When referring to PDJ’s in the assignment, make sure you do not repeat the PDJ otherwise you will run out of pages. BUT you do need to draw out the key behaviours and learning points to support the point you are making. You may have other data you feel is relevant and wish to include. If you are in any doubt about what to include, do contact your tutor. · Be careful using questionnaire data e.g. MBTI, Belbin questionnaires provide some insights relevant to leadership and some which are not directly relevant. Ensure you select out relevant aspects to discuss. · Make sure you evaluate your leadership behaviour. Do not get drawn in to evaluating each set of questionnaire results. You need to use insights from completing the questionnaires as relevant to provide support for the assertions you are making. · You may find that there seem to be contradictions in your data and with certain aspects of your leadership behaviour e.g. you seem to be very good at influencing colleagues but you are submissive and fail to influence your boss. Sometimes we do behave differently in different situations. What is important is that you recognise when there are contradictions and you discuss these even if you are not fully able to explain why you behave differently. Discussing Behaviour · You must discuss your leadership behaviour in terms of specific behaviour (verbal and non verbal) and not in terms of broad aspects of personality. For example, rather than just saying ˜I am visionary’ you need to discuss what you DO that makes you think you are visionary e.g. ˜I have a clear view of the future, I can communicate enthusiastically, using metaphors and animated gestures’. Using Theory · You must use academic literature in your assignment. This should be used in evaluating your leadership behaviour and discussing your priority needs. You should be drawing on the Leadership Development textbook and further reading (see the list of Further Reading in the LD Resource Centre) and using this in your assignment where relevant. Leadership styles and capabilities evaluationDo make sure you are using models and concepts to help you understand and explain your behaviour rather than simply quoting theory and models and leaving the tutor to guess why you have included them. Priority Development Needs · You must identify what you see as the key or priority areas of leadership you need to develop, these needs must refer to aspects of the leadership areas you have evaluated. DO NOT include as needs aspects of leadership you have not discussed in your evaluation. You must give your reasons why you see the needs identified as key or priorities for you. To do this you could make reference to your job role and/or how these skills may be important to your development in the future. Leadership styles and capabilities evaluation Identify specific behaviours you wish to change e.g. ˜be able to say no assertively, using a firm tone of voice and confident facial expression’ rather than just broad areas of need e.g. be more assertive. Leadership styles and capabilities evaluation Do note that your needs are likely to be specific issues within the aspect of leadership evaluated e.g. if you evaluated communicating vision, you may have a specific need around finding ways to communicate vision to staff who work at a distance. · You should explain how you think you can address your priority needs “ that is how you can bring about the desired changes in your leadership behaviour. You may wish to include a development plan in your appendices which shows in plan form how you will address your need (development plans are covered in chapter 16 of the textbook). You must also comment on the challenges you think you will face in making the changes. · You can use any relevant material from your first assignment but please make sure you are answering the resit assignment question and the data is relevant. Assignment Structure Please note that this is a suggested outline structure for your assignment. You do not have to follow this structure. It is only a suggestion. However, if you follow a different structure you must still ensure you meet the assignment criteria. Your assignment should have, ideally, a list of contents (not included in the page count). Remember you must also include the LD resit assignment tutor feedback/declaration form when you post up your assignment. PLEASE only post up one single word document. Introduction Briefly, explain key facts about yourself and your background, relevant to understanding your evaluation of your leadership behaviour. For example, current job, extent of managerial/leadership experience, cultural factors, career plans. Identify the 2 aspects of leadership you will be focusing on in the assignment e.g. leading teams, empowering in addition to evaluating leadership styles, and explain why you have made these choices. Explain the sources of data you will be using to evaluate your behaviour: you should refer to PDJ’s, self report questionnaire data such as MBTI, and feedback from others. Indicate where the data can be found i.e. the relevant appendices. Explain how feedback has been gathered: who from, when, how. This should be a BRIEF section, no more than 1 or one and a half pages. Evaluation of Leadership Behaviour This is the MAIN section of the assignment. You should define leadership (and, of course, make use of this definition in the assignment). Then it is suggested that you should have a 3 subsections, evaluating your leadership styles and then the 2 other aspects of leadership chosen. For your evaluation of leadership styles and the 2 aspects of leadership , you should be identifying the behaviours you use in leading others and the impact of your leadership behaviours. You MUST support assertions made about your behaviour with data, making reference to PDJ’s, feedback from others and self report questionnaires, and relevant concepts and models (and remember to reference accurately using the Harvard method explained in the Referencing and Citation Guide in your Students Quick Reference Guide and in MBA Resources). Make sure you discuss any apparent contradictions in your data. Do make links between your sections as inevitably there will be some overlap in terms of what is discussed in each subsection. Key Leadership Development Needs From your evaluation select what you regard as your priority leadership development needs and explain WHY these are a priority for you, referring either to your current job role or your future career aspirations. Note you may want to build on strengths and/or address limitations. Addressing your Priority Leadership Needs Explain how you will address your priority/key development needs, being clear about what you want to change, what actions you will take to make that change, timescales and how you will monitor and review your progress. Changing behaviour and producing development plans is covered in chapter 16 of the textbook. Please note, you may want to attach a completed plan in the format shown in chapter 16, in the appendices, but if you do you should also provide some comments about your plan in the body of the assignment. Please do not suggest further reading on the plan unless there is a good reason for doing so “ it is expected that you have completed reading and understand key concepts as part of the assignment process. Explain the challenges you will face in making the behaviour changes. Conclusions This will be very brief “ just a couple of sentences to ˜round off’ the assignment so that it does not suddenly stop . You may want to comment here on what you have learned from completing the assignment. ORDER THIS ESSAY HERE NOW AND GET A DISCOUNT !!!