BUS 4405 University of The People Entrepreneurship Leadership Development & Personal Effectiveness Paper – 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.
NOTE: the Written Assignment this unit requires several steps, please get started on it early.
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
Talks, C (2014, Jan. 30) Leading with Emotional Intelligence in the workplace. [Video File]. Retrieved from
HBR Video (2016). What Makes a Leader? [Video File]. Harvard Business Review. Retrieved from: https://hbr.org/video/5236216251001/what-makes-a-leader
Written Assignment
Please review again the reading of Leadership Development & Personal effectiveness, pg. 4-53
Then:
go to pg. 12 and complete the questionnaire about your ideal self
next, go to pg. 20 and complete the questionnaire about your real self
Ask 3 people (1 friend, 1 family and 1 colleague) for open and honest feedback on your answers to the questions in the questionnaire. This is so-called 360-degree feedback.
Analyze your findings of your ideal self, your real self, and the 360-degree feedback and then go to the learning agenda on pg. 28 and complete the questionnaire on how to build your strengths and reduce the gaps between your ideal and your real self.
Next, write an essay about your analysis and your plan how to build your strengths and reduce the gaps between your ideal and your real self.
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