Question Leadership Goals – Project

Leadership Goals – Project

The original document for this assignment has been adapted for this class. Original retrieved from: http://www.activisminstitute.org/joo/images/courses/Develop%20Your%20Personal%20Leadership%20Style%20in%20English.pdf

The Personal Leadership Strategy An important part of ongoing leadership development is the immediate application and practice of newly learned skills. In addition to discussing some of the major issues in Organizational Leadership, during this course you were introduced to a variety of leadership skills and techniques that will better enable you to inspire high performance in others. Research suggests that you will significantly increase the likelihood of your accomplishing your goals, vision, and plans if you write them down.Research further suggests that the longer you wait to apply and practice what you have learned; the less likely you will be to successfully transfer these skills into real-world applications. As you fill out the form, take time to reflect now on the information and questions provided in this document. At minimum, identify four things you will do within the next 10 days to reinforce or apply what you’ve learned. Consider your development needs in relation to your organization, cause, or movement’s needs, or another situation you are currently in. Relating them to real-world learning will ensure that the skills get practiced now. As you progress through the next terms of classes you should use this as a guide for developing strategies so that you will continue your journey in becoming an effective leader.

 

 

 

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Personal Leadership Plan

 

Name: Insert your name here Date: Insert the date here

Development Area

Specific Action(s)

Target Dates

Resources for Support

What skills do you want to develop, i.e. leading team, communicating effectively, developing your vision?

What will you do to develop this skill, i.e. schedule regular meetings with your team, ask for feedback on your communication style, draft your vision statement?

By when will you start this action?

What help or support do you need to take this action, i.e. read more about this skill, meet with another leader to learn about their leadership skill?

 

 

 

 

 

Note: If you need additional blocks, please add them to expand the table.

 

 

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Personal Reflection Please respond to the following questions. You should plan on returning to these questions frequently as you travel through your leadership journey and revise your responses.

• Describe your leadership style.

• Assuming you incorporate at least four new skills into your current leadership

style over the next six months, describe what kind of leader you will be?

• What is your vision statement?

 

• What one thing could you start doing today to increase your leadership effectiveness?

• What one thing could you stop doing today to increase your leadership

effectiveness?

• How important is increasing your leadership skills to you?

 

• What will increasing your leadership skills mean to you and your effectiveness?

• What will ignoring the need to grow your leadership skills mean to you and your

effectiveness?

• How will you know you are increasing your leadership skills; who can provide you

with regular feedback?

 

 

 

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Creating Your Leadership Vision Overview

All great leaders possess two things: they know where they are going, and they are able to persuade others to follow. The secret to their success is vision. It is recommended that you also create a personal vision to help guide your life.

With vision, a leader’s passion is felt among his or her followers. Others share the vision and want to join in the effort to achieve it. It’s the vision that makes them willing to give their time and energy. They want to accomplish the same goal. Without vision, people get tired and lose focus. Followers begin to look for another leader, and consequently, nothing happens. A vision is necessary to ensure that the purpose of a leader’s work is clear to everyone. The vision becomes the rallying call of an organization, cause, or movement.

The Importance of a Vision Statement

A vision describes the future direction of an organization, cause, or movement. It must be greater than the individual person who creates it. Its accomplishments must be the result of others bringing their own resources to the effort. The successful leader is always looking for others to make his or her vision a reality. If he or she is not able to articulate a clear vision to others and inspire them to join her, he or she is simply a visionary person as opposed to a leader with a vision. The vision that guides large and small organizations, causes, or movements is like a beacon that shines through all the changes that inevitably occur. Visions need to be captured and recorded in a vision statement, so that followers can refer back to them, reminding themselves who they are and where they are going. Some visions are brief statements, others are full-page documents, and still others might be created in bullet form. As long as the statement captures the core elements of the vision and speaks to each follower, the format doesn’t matter. There is a good chance that as the journey toward a vision progresses, the vision statement might need some adjustment. Make certain that any changes are agreed to, recorded in the vision statement, and distributed to all who are affected. By having a vision and clearly communicating it to others, leaders are able to attract committed and energized people. These people become the followers. The vision creates meaning in the followers’ lives, establishes a standard of excellence, and bridges the present and the future. It is critical to note that people do not follow a dream – they follow the leader who has that dream and also has the ability to communicate it effectively. Vision in the beginning will make a leader. But for the vision to grow and gather followers, the leader must take responsibility for it.

 

 

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Leaders must let their followers see how much they care before the followers will understand the vision. Followers must ‘buy into’ the leader before they ‘buy into’ the leader’s vision. In order to allow followers to see how much their leader cares, the leader must cultivate trust among others. Leaders must understand their followers’ hopes and dreams and build the bridge between their vision and their followers’ needs and goals.

Personal Reflection

• Consider a leader you admire. What was her or his vision?

 

• How does the vision you’ve just described serve the followers’ needs?

 

• How have followers learned about the vision?

Developing a Vision The first step in creating a shared vision is to do the homework. Because things are always changing, leaders must continually analyze whether there is a need for whatever it is they want to do. And because people see what they are prepared to see, leaders must develop the ability to see things as others see them, rather than just as they see them. In creating a vision statement, a successful leader must ask:

• What do others see? • Why do they see it that way? • How can I change their way of looking at this?

The next step is to really look inside yourself to see what you care most about, what you most value. What change do you want to make happen? You must be very clear about your goals:

• What is on the horizon for you? • What is your dream? • How would you like to change the world? • How do you want to be remembered? • What things do you find absorbing and most interesting? • If you had unlimited resources, what would you accomplish? • Given your current resources, what can you accomplish now — in the short-term;

in the long-term? Now it is time to review the information you have gathered and reduce it to its most basic core elements. These elements must reflect what you most value and want to achieve. The final step is drafting the vision. The vision statement should focus on your purpose and not be preoccupied with the ‘how to’ or the operational ‘nuts and bolts’ of the work. It must be clear and simple so that followers can see how they can be part of its success.

 

 

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Personal Reflection Please reflect on the questions below.

• What is on the horizon for you?

• What is your dream?

• If you had unlimited resources, what would you accomplish?

• Given your current resources, what can you accomplish now; in the short-term; in the long-term?

Think about your followers (from any leadership situation, current or past):

• Could they articulate your vision?

• What do they see? Why do they see it that way?

• What do you see?

• Identify the common themes.

• Do you want to change their perception? If so, what specific steps can you take to do this?

 

 

 

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Identifying Key Leadership Attributes Overview

Leadership attributes are the inner or personal qualities that constitute effective leadership. These attributes include personal characteristics such as values, character, motives, habits, traits, competencies, style, behaviors, and skills. However, like love, truth or wisdom, leadership cannot adequately be defined simply by listing attributes. In fact, leadership styles and attributes will differ and be influenced by various leaders’ personalities. At the core, leaders must be role models for others, visible champions of high standards of professional and ethical behavior. Not many of these characteristics are imbued in leaders by default. They have to be learned and earned, and they must be continuously developed and enhanced. Key Leadership Attributes Personal attributes associated with leadership include a blend of knowledge, expertise, and competency. Some key behaviors and specific actions are: Behaving Ethically

• Learning about the ethical issues and concerns that affect an organization, cause, or movement

• Adopting a balanced, open-minded approach to the ethical concerns of others • Considering the ethical issues and implications of all personal and organizational

activity • Raising and discussing ethical issues before proposing or agreeing to decisions • Resisting pressures from others to achieve objectives by unethical means.

Thinking Strategically

• Learning about and understanding how the bigger agenda or objectives can work together

• Helping to create and communicate a vision that can be understood and supported by people at all levels

• Understanding the strengths and weaknesses of the organization, cause, or movement, as well as the opportunities and threats facing it

• Understanding how the strategic objectives are influenced by current and forecast influences

• Helping create a vision that can be understood and supported. Communicating Effectively

• Being responsive to messages and signals from the internal and external environments

 

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