BUS 4405 Enterpreneurship Identification of The Center Discussion – Description
Introduction
“Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others” Jack Welch
Did you realize that if you don’t understand your own motivations and behaviors, that it is nearly impossible to develop an understanding of others?
Senge (2004) and his colleagues say that if you want to be a leader, you have to be a real human being. You must recognize the true meaning of life before you can become a great leader. You must understand yourself first (Senge, 2004).
According to Stephen Covey, these days people look for quick fixes. They see a successful person, team, or organization and ask, “How do you do it? Teach me your techniques.” But these “shortcuts” that we look for, hoping to save time and effort and still achieve the desired result, are simply band-aids that will yield short-term solutions; they don’t address the underlying condition. One of Covey’s quotes is ‘the way we see the problem is the problem’. In order to achieve true change, we must allow ourselves to undergo paradigm shifts; to change ourselves fundamentally and not just alter our attitudes and behaviors on the surface level.
John Westburn and Jill Ireson (n.d.) state that there is a relationship between personal effectiveness and leadership development. Effective leadership is not just a job. It is a complex interaction between a range of personal and professional qualities and experiences. At the heart of effective leadership is a model of learning that is rooted in personal reflection to enable and enhance understanding and so inform action. We all reflect all the time; at the end of a difficult meeting, driving home, reading the paper, at a conference when a chance comment triggers a chain of thought. However, this is often random and haphazard reflection, and while valuable, it does not permit sustained and fundamental questioning and analysis. Any expression of personal artistry or mastery, for example in the performing arts, the creative arts, in spiritual development or professional practice, has to be rooted in reflection. Structured reflection is central to any approach to enhancing and sustaining personal and professional effectiveness. (read ‘Resonant leadership’ (n.d.) at https://teleosleaders.com/about/).
Also, there is a growing evidence that qualities traditionally associated with leadership – such as intelligence, toughness, determination, and vision, seemed to be insufficient for success. IQ and technical skills are important but emotional intelligence is an essential condition of leadership.
Truly effective leaders are distinguished by a high degree of emotional intelligence, which includes self-awareness, self-regulation, motivation, empathy and social skill. These qualities may sound “soft” and unbusinesslike, but studies of Daniel Goleman (1998) about what makes a leader, found direct ties between emotional intelligence and measurable business results.
So in this unit, you will learn about “the leader in you” and “what makes a leader”. Also, you will find out what your learning style is and you get to know more about your ideal self and your real self.
READING ASSIGNMENT
Goleman, D. (1998), What Makes a Leader? Inside the Mind of a Leader — The Best of the Harvard Business Review.
Michael, A. (2008). Mentoring and Coaching: Topic Gateway Series No. 50. Chartered Institute of Management Accountants. Retrieved from: http://docplayer.net/17078485-Mentoring-and-coaching.html
Hussain, A (2017) The 7 habits of highly effective people, we all want to succeed. Retrieved from: https://blog.hubspot.com/sales/habits-of-highly-effective-people-summary
Ruderman, M.N. et al (2001). Making the Connection: Leadership skills and Emotional Intelligence. Leadership In Action, 21 (5), pgs. 3-7.
Westburn, J & Ireson, J. (n.d.) Leadership Development & Personal Effectiveness. National College for School Leadership. Please read page 4-52.
VIDEOS:
Goleman, D (2012, April 23) The concept of Emotional intelligence. [Video File]. Retrieved from https://youtu.be/jlXKdF7hSik
Talks, C (2014, Jan. 30) Leading with Emotional Intelligence in the workplace. [Video File]. Retrieved from https://youtu.be/OoLVo3snNA0
HBR Video (2016). What Makes a Leader? [Video File]. Harvard Business Review. Retrieved from: https://hbr.org/video/5236216251001/what-makes-a-leader
Discussion
People are quite busy nowadays. We work hard to achieve victories — promotions, higher income, more recognition. But we don’t often stop to evaluate the meaning behind these activities, behind these victories — we don’t ask ourselves if these things that we focus on so intently are what really matter to us.Stephen Covey’s Habit 2 suggests that, in everything we do, we should begin with the end in mind. When starting with a clear destination we can make sure that the steps we’re taking are in the right direction. Our centers (see habit 2) affect us fundamentally — they determine our daily decisions, actions, and motivations, as well as our interpretation of events. Please review again the article of the seven habits of highly effective people (https://blog.hubspot.com/sales/habits-of-highly-effective-people-summary), in particular, habit 2.Identify your center and explain why you feel comfortable with this center. Next break down different roles in your life – like professional, personal and community and list in the perspective of your center, three goals you want to achieve for each.
The post BUS 4405 Enterpreneurship Identification of The Center Discussion first appeared on .
