Trinity Western University Personal Leadership Growth Plan Paper There is a file with complete instruction like what are the concepts need to be covered in

Trinity Western University Personal Leadership Growth Plan Paper There is a file with complete instruction like what are the concepts need to be covered in the plan. please do write 13-15 pages double spaced plan including all concepts given in the file. no plagiarism, similarity rates should be less. i will attach the required files. Personal Leadership Development Plan – . Use the following guidelines to complete a
personalized plan for growing into an effective organizational leader (or enhancing
your existing skills and effectiveness). The aim of this project is to assist you in
assessing your leadership style/approach, your leadership potential, as well as
provide an opportunity for you to identify important growth goals—personal,
spiritual, and professional—towards which you can take action beginning now.
To guide you in your personal reflection and development of some anticipated
action steps, I have included the section headings and questions to be addressed.
You may also find inspiration from any of the course materials.
I. Awareness of Self as Leader
•
•
How do you see yourself as a leader?
•
Is there a particular leadership approach discussed in class and/or in the
Northouse text, Leadership: Theory and Practice, which helped you to
better understand yourself as a leader. You might also consider Daniel
Goleman’s work on emotional intelligence and his article from 2000,
“Leadership That Gets Results” article). Is there a particular leadership
approach you would like to develop further in yourself?
•
Which trait(s) and/or style(s) of leadership do you use most effectively?
Which would you like to develop further? Explain why?
•
What is your perspective on people versus task?
•
How do you feel about influence and power (see Northouse text)? How
do you use it (or not) effectively?
Defining Moment
As you look back over your life, I am sure that you can point out defining
moments or “crucible” experiences that have shaped who you are becoming
today. Many of our personal values are rooted in these past experiences.
Because these values guide us in our decision-making, it is imperative that we
articulate them (by looking at our past) and interrogate them as to their
appropriateness for helping us to live wisely today. You can use Badaracco’s
article, “The Discipline of Building Character” to assist in completing this.
In about one page describe the situation briefly, identifying the ethical dilemma
and/or values conflict. What were the key decision factors and how did you
resolve them? What were some of the critical learnings you gleaned from this
experience?
•
Moral Identity
Moral identity is defining the self in a way that includes one’s work-related skills
and interests as well as one’s sense of moral purpose for one’s work, one’s
sense of ethical restrictions, and one’s responsibility to one’s community
(Damon (2004), p. 60).
In a page or so, engage with Damon’s Moral Identity – 10 Point Approach (pp.
155-159) (see below) and discuss how each of these 10 points relate to you,
or not. You can talk about how each affects you and/or your plans/intentions
for each:
1. Find a larger purpose that inspires your work.
2. It is never too early to find a noble purpose.
3. The path to success in business begins with an act of selfdiscovery.
4. Find mentors who represent models of success and integrity.
5. Use your moral imagination to generate creative business
solutions.
6. Use your moral imagination to transport yourself into the thoughts
and feelings of everyone in your business world.
7. Stay humble, especially after gaining financial power and influence
over others.
8. Find and sustain your ethical bearings by paying attention to both
the ends that you seek and the means by which you seek them.
9. Resist the cynicism and discouragement that may arise with the
realization of how far from perfect you really are.
10. When you attain a leadership position, consider it a service rather
than a privilege, and use it to pass your purpose on to others.
•
List your 8 – 10 personal core values and develop a 2-sentence personal
mission statement using the exercises provided on Moodle.
II. Strategic Analysis
•
•
•
•
•
Environmental Scan – list and describe the economic, legal/political,
technological, global, and cultural aspects of the general environment and
how those factors relate to you and your career for the next 5 – 10 years.
Stakeholders – identify your 8-10 key stakeholders or individuals who “have a
stake” in you, and explain how each has invested in your life and future.
Life Lessons – list 6 – 8 lessons you have learned thus far in your life and
describe why each is important to you now and into the future.
Personal SWOT – conduct a SWOT analysis on yourself, identifying your
strengths, weaknesses, opportunities, and threats.
Statement of Competitive Advantage – clearly and honestly state the
competitive strength or contribution that you bring to an organization as an
employee.
III. Action Plan (this is the most heavily weighted section of this
assignment grade)
•
Based on the above self-assessment and reflections of your current situation,
where do you go from here? Include an indication of where you would like to
be in your personal leadership development in five years. You are to articulate
a 5- year plan, identifying specific goals for each of the 5 years, and then
the anticipated steps you will take to achieve each goal. These goals
should be directly relate to your development as a leader (and not
personal goals such as travel). When preparing these goals, consider the
five characteristics of SMART goals: Specific, Measurable, Attainable,
Realistic, and Time-based. Be sure to articulate specific details/steps
designed to help you achieve them.
You will be assessed on the level of authentic engagement with the course content
and the assignment. As well, there needs to be a realistic, logical link between your
current situation and your 5-year goal(s).
2
Leadership
Eighth Edition
3
To Madison, Isla, and Sullivan
4
Leadership
Theory and Practice
Eighth Edition
Peter G. Northouse
Western Michigan University
5
FOR INFORMATION:
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Copyright © 2019 by SAGE Publications, Inc.
All rights reserved. No part of this book may be reproduced or utilized in any form or by
any means, electronic or mechanical, including photocopying, recording, or by any
information storage and retrieval system, without permission in writing from the publisher.
Printed in the United States of America
Library of Congress Cataloging-in-Publication Data
Names: Northouse, Peter Guy, author.
Title: Leadership : theory and practice / Peter G. Northouse, Western Michigan University.
Description: Eighth Edition. | Thousand Oaks : SAGE Publications, [2018] | Revised edition of the author’s
Leadership, 2015. | Includes index.
Identifiers: LCCN 2017049134 | ISBN 9781506362311 (pbk. : alk. paper)
Subjects: LCSH: Leadership. | Leadership—Case studies.
6
Classification: LCC HM1261 .N67 2018 | DDC 303.3/4—dc23 LC record available at
https://lccn.loc.gov/2017049134
This book is printed on acid-free paper.
Acquisitions Editor: Maggie Stanley
Content Development Editor: Lauren Holmes
Editorial Assistant: Alissa Nance
Production Editor: Bennie Clark Allen
Copy Editor: Melinda Masson
Typesetter: C&M Digitals (P) Ltd.
Proofreader: Sally Jaskold
Indexer: Jean Casalegno
Cover Designer: Gail Buschman
Marketing Manager: Amy Lammers
7
Brief Contents
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
Preface
Acknowledgments
About the Author
About the Contributors
1. Introduction
2. Trait Approach
3. Skills Approach
4. Behavioral Approach
5. Situational Approach
6. Path–Goal Theory
7. Leader–Member Exchange Theory
8. Transformational Leadership
9. Authentic Leadership
10. Servant Leadership
11. Adaptive Leadership
12. Followership
13. Leadership Ethics
14. Team Leadership
15. Gender and Leadership
16. Culture and Leadership
Author Index
Subject Index
8
Detailed Contents
Preface
Acknowledgments
About the Author
About the Contributors
1. Introduction
Leadership Defined
Ways of Conceptualizing Leadership
Definition and Components
Leadership Described
Trait Versus Process Leadership
Assigned Versus Emergent Leadership
Leadership and Power
Leadership and Coercion
Leadership and Management
Plan of the Book
Summary
References
2. Trait Approach
Description
Intelligence
Self-Confidence
Determination
Integrity
Sociability
Five-Factor Personality Model and Leadership
Strengths and Leadership
Emotional Intelligence
How Does the Trait Approach Work?
Strengths
Criticisms
Application
Case Studies
Case 2.1 Choosing a New Director of Research
Case 2.2 A Remarkable Turnaround
Case 2.3 Recruiting for the Bank
Leadership Instrument
Leadership Trait Questionnaire (LTQ)
Summary
References
9
3. Skills Approach
Description
Three-Skill Approach
Technical Skills
Human Skills
Conceptual Skills
Summary of the Three-Skill Approach
Skills Model
Competencies
Individual Attributes
Leadership Outcomes
Career Experiences
Environmental Influences
Summary of the Skills Model
How Does the Skills Approach Work?
Strengths
Criticisms
Application
Case Studies
Case 3.1 A Strained Research Team
Case 3.2 A Shift for Lieutenant Colonel Adams
Case 3.3 Andy’s Recipe
Leadership Instrument
Skills Inventory
Summary
References
4. Behavioral Approach
Description
The Ohio State Studies
The University of Michigan Studies
Blake and Mouton’s Managerial (Leadership) Grid
Authority–Compliance (9,1)
Country-Club Management (1,9)
Impoverished Management (1,1)
Middle-of-the-Road Management (5,5)
Team Management (9,9)
Paternalism/Maternalism
Opportunism
How Does the Behavioral Approach Work?
Strengths
Criticisms
Application
10
Case Studies
Case 4.1 A Drill Sergeant at First
Case 4.2 Eating Lunch Standing Up
Case 4.3 We Are Family
Leadership Instrument
Leadership Behavior Questionnaire
Summary
References
5. Situational Approach
Description
Leadership Style
Development Level
How Does the Situational Approach Work?
Strengths
Criticisms
Application
Case Studies
Case 5.1 Marathon Runners at Different Levels
Case 5.2 Why Aren’t They Listening?
Case 5.3 Getting the Message Across
Leadership Instrument
Situational Leadership® Questionnaire: Sample Items
Summary
References
6. Path–Goal Theory
Description
Leader Behaviors
Directive Leadership
Supportive Leadership
Participative Leadership
Achievement-Oriented Leadership
Follower Characteristics
Task Characteristics
How Does Path–Goal Theory Work?
Strengths
Criticisms
Application
Case Studies
Case 6.1 Three Shifts, Three Supervisors
Case 6.2 Direction for Some, Support for Others
Case 6.3 Playing in the Orchestra
Leadership Instrument
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Path–Goal Leadership Questionnaire
Summary
References
7. Leader–Member Exchange Theory
Description
Early Studies
Later Studies
Leadership Making
How Does LMX Theory Work?
Strengths
Criticisms
Application
Case Studies
Case 7.1 His Team Gets the Best Assignments
Case 7.2 Working Hard at Being Fair
Case 7.3 Taking on Additional Responsibilities
Leadership Instrument
LMX 7 Questionnaire
Summary
References
8. Transformational Leadership
Description
Transformational Leadership Defined
Transformational Leadership and Charisma
A Model of Transformational Leadership
Transformational Leadership Factors
Transactional Leadership Factors
Nonleadership Factor
Other Transformational Perspectives
Bennis and Nanus
Kouzes and Posner
How Does the Transformational Leadership Approach Work?
Strengths
Criticisms
Application
Case Studies
Case 8.1 The Vision Failed
Case 8.2 An Exploration in Leadership
Case 8.3 Her Vision of a Model Research Center
Leadership Instrument
Sample Items From the Multifactor Leadership Questionnaire (MLQ)
Form 5X-Short
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Summary
References
9. Authentic Leadership
Description
Authentic Leadership Defined
Approaches to Authentic Leadership
Practical Approach
Theoretical Approach
How Does Authentic Leadership Work?
Strengths
Criticisms
Application
Case Studies
Case 9.1 Am I Really a Leader?
Case 9.2 A Leader Under Fire
Case 9.3 The Reluctant First Lady
Leadership Instrument
Authentic Leadership Self-Assessment Questionnaire
Summary
References
10. Servant Leadership
Description
Servant Leadership Defined
Historical Basis of Servant Leadership
Ten Characteristics of a Servant Leader
Building a Theory About Servant Leadership
Model of Servant Leadership
Antecedent Conditions
Servant Leader Behaviors
Outcomes
Summary of the Model of Servant Leadership
How Does Servant Leadership Work?
Strengths
Criticisms
Application
Case Studies
Case 10.1 Everyone Loves Mrs. Noble
Case 10.2 Doctor to the Poor
Case 10.3 Servant Leadership Takes Flight
Leadership Instrument
Servant Leadership Questionnaire
Summary
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References
11. Adaptive Leadership
Description
Adaptive Leadership Defined
A Model of Adaptive Leadership
Situational Challenges
Technical Challenges
Technical and Adaptive Challenges
Adaptive Challenges
Leader Behaviors
Adaptive Work
How Does Adaptive Leadership Work?
Strengths
Criticisms
Application
Case Studies
Case 11.1 Silence, Stigma, and Mental Illness
Case 11.2 Taming Bacchus
Case 11.3 Redskins No More
Leadership Instrument
Adaptive Leadership Questionnaire
Summary
References
12. Followership
Description
Followership Defined
Role-Based and Relational-Based Perspectives
Typologies of Followership
The Zaleznik Typology
The Kelley Typology
The Chaleff Typology
The Kellerman Typology
Theoretical Approaches to Followership
Reversing the Lens
The Leadership Co-Created Process
New Perspectives on Followership
Perspective 1: Followers Get the Job Done
Perspective 2: Followers Work in the Best Interest of the
Organization’s Mission
Perspective 3: Followers Challenge Leaders
Perspective 4: Followers Support the Leader
Perspective 5: Followers Learn From Leaders
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Followership and Destructive Leaders
1. Our Need for Reassuring Authority Figures
2. Our Need for Security and Certainty
3. Our Need to Feel Chosen or Special
4. Our Need for Membership in the Human Community
5. Our Fear of Ostracism, Isolation, and Social Death
6. Our Fear of Powerlessness to Challenge a Bad Leader
How Does Followership Work?
Strengths
Criticisms
Application
Case Studies
Case 12.1 Bluebird Care
Case 12.2 Olympic Rowers
Case 12.3 Penn State Sexual Abuse Scandal
Leadership Instrument
Followership Questionnaire
Summary
References
13. Leadership Ethics
Description
Ethics Defined
Level 1. Preconventional Morality
Level 2. Conventional Morality
Level 3. Postconventional Morality
Ethical Theories
Centrality of Ethics to Leadership
Heifetz’s Perspective on Ethical Leadership
Burns’s Perspective on Ethical Leadership
The Dark Side of Leadership
Principles of Ethical Leadership
Ethical Leaders Respect Others
Ethical Leaders Serve Others
Ethical Leaders Are Just
Ethical Leaders Are Honest
Ethical Leaders Build Community
Strengths
Criticisms
Application
Case Studies
Case 13.1 Choosing a Research Assistant
Case 13.2 How Safe Is Safe?
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Case 13.3 Reexamining a Proposal
Leadership Instrument
Ethical Leadership Style Questionnaire (Short Form)
Summary
References
14. Team Leadership
Description
Team Leadership Model
Team Effectiveness
Leadership Decisions
Leadership Actions
How Does the Team Leadership Model Work?
Strengths
Criticisms
Application
Case Studies
Case 14.1 Can This Virtual Team Work?
Case 14.2 Team Crisis Within the Gates
Case 14.3 Starts With a Bang, Ends With a Whimper
Leadership Instrument
Team Excellence and Collaborative Team Leader Questionnaire
Summary
References
15. Gender and Leadership
Description
The Glass Ceiling Turned Labyrinth
Evidence of the Leadership Labyrinth
Understanding the Labyrinth
Gender Differences in Leadership Styles and Effectiveness
Navigating the Labyrinth
Strengths
Criticisms
Application
Case Studies
Case 15.1 The “Glass Ceiling”
Case 15.2 Lack of Inclusion and Credibility
Case 15.3 Pregnancy as a Barrier to Job Status
Leadership Instrument
The Gender–Leader Implicit Association Test
Summary
References
16. Culture and Leadership
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Description
Culture Defined
Related Concepts
Ethnocentrism
Prejudice
Dimensions of Culture
Uncertainty Avoidance
Power Distance
Institutional Collectivism
In-Group Collectivism
Gender Egalitarianism
Assertiveness
Future Orientation
Performance Orientation
Humane Orientation
Clusters of World Cultures
Characteristics of Clusters
Anglo
Confucian Asia
Eastern Europe
Germanic Europe
Latin America
Latin Europe
Middle East
Nordic Europe
Southern Asia
Sub-Saharan Africa
Leadership Behavior and Culture Clusters
Eastern Europe Leadership Profile
Latin America Leadership Profile
Latin Europe Leadership Profile
Confucian Asia Leadership Profile
Nordic Europe Leadership Profile
Anglo Leadership Profile
Sub-Saharan Africa Leadership Profile
Southern Asia Leadership Profile
Germanic Europe Leadership Profile
Middle East Leadership Profile
Universally Desirable and Undesirable Leadership Attributes
Strengths
Criticisms
Application
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Case Studies
Case 16.1 A Challenging Workplace
Case 16.2 A Special Kind of Financing
Case 16.3 Whose Latino Center Is It?
Leadership Instrument
Dimensions of Culture Questionnaire
Summary
References
Author Index
Subject Index
18
Preface
This eighth edition of Leadership: Theory and Practice is written with the objective of
bridging the gap between the often-simplistic popular approaches to leadership and the
more abstract theoretical approaches. Like the previous editions, this edition reviews and
analyzes a selected number of leadership theories, giving special attention to how each
theoretical approach can be applied in real-world organizations. In essence, my purpose is
to explore how leadership theory can inform and direct the way leadership is practiced.
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New to This Edition
First and foremost, this edition includes a new chapter on followership, which examines the
nature of followership, its underpinnings, and how it works. The chapter presents a
definition, a model, and the latest research and applications of this emerging approach to
leadership. It also examines the relationship between followership and destructive, or toxic,
leadership. In addition, the strengths and weaknesses of followership are examined, and a
questionnaire to help readers assess their own follower style is provided. Three case studies
illustrating followership, including one that addresses the Penn State sexual abuse scandal
and another that looks at the 1936 U.S. Olympic rowing team, are presented at the end of
the chapter.
In addition to the discussion of destructive leadership in Chapter 12, this edition includes
an expanded discussion of the dark side of leadership and psuedotransformational
leadership and the negative uses and abuses of leadership in several of the chapters. Readers
will also find that the ethics chapter features a new self-assessment instrument, the Ethical
Leadership Style Questionnaire (ELSQ), which assesses a leader’s style of ethical leadership
and will help leaders understand their decision-making preferences when confronting
ethical dilemmas.
This edition retains many special features from previous editions but has been updated to
include new research findings, figures and tables, and everyday applications for many
leadership topics including leader–member exchange theory, transformational and
authentic leadership, team leadership, the labyrinth of women’s leadership, and historical
definitions of leadership. The format of this edition parallels the format used in earlier
editions. As with previous editions, the overall goal of Leadership: Theory and Practice is to
advance our understanding of the many different approaches to leadership and ways to
practice it more effectively.
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Special Features
Although this text presents and …
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