Personal Development Reflective Paper
This paper is an opportunity to reflect on your leadership strengths and areas of improvement as indicated by your scores on the Leadership Practices Inventory (LPI), and to provide concrete methods for you to enhance your leadership skills.
INSTRUCTIONS: Read the Kouzes and Posner article Leadership Challenge(Please see attached file Leader ship challenge), and watch the other videos for this week(Please see attached reading videos and materials). Complete Kouzes and Posnerâ€™s Student Leadership Practices Inventory (Self) instrument (I Completed LTI Self Survey and given points please see attached file LPI Self Scores). Transfer your scores from the 30 statements on the LPI to the appropriate question number on the table below. Add up the scores in each column to find your total score for each leadership practice.Â (You see the total scores and table in attached file-Personal development paper with Scores”
Â Â Write a minimum 2-page paper (single-spaced and 12 point type) that answers the questions posed below. Tie in explicit reference to our course reading materials as relevant to your analysis. When doing so, italicize specific concepts or terms used and cite the readings/videos (at least 2 or more cites) or the relevant authors of the theories used. Given that I am familiar with all references from this course, you can simply put the authorsâ€™ names in parentheses to cite.
1. Divide your paper into five sections and label your subheadings using the five practices of the LPI: Challenging the Process, Inspiring a Shared Vision, Enabling Others to Act, Modeling the Way, and Encouraging the Heart. Next to the subheading, give your score for that practice on the LPI.
2. Under each subheading for the five practices of the LPI, discuss your areas of strength and opportunities for improvement. Feel free to provide examples from your work experiences as to your strengths and identified opportunities for development. Consider how the readings/videos in the class might provide insights as you reflect on your LPI scores.
3. The next section of your paper should have the subheading â€œPerceptions of Others.â€ Share your scores on the LPI instrument with two individuals who you trust to provide you with candid feedback. Indicate who you shared your scores with on the instrument. The individuals may be a parent, spouse, sibling, friend, boss, coworker, or former colleague. Ask for their perceptions of your leadership abilities and areas that you might concentrate on to improve, as well as for suggestions on how to enhance your leadership skills.Â
4. The next section of your paper should be labeled â€œAction Planning.â€ Select one dimension of the LPI in which you want to improve. Discuss why you selected this dimension, and describe actions steps to take that you think would help further develop your leadership skills on this dimension.
Why credibility is the foundation of leadership | Barry PosnerÂ
Ken Blanchard – Servant Leadership
Act Like the Leader You Want to Be
Please see attached files “leader Ship Files”
their daily actions, they demonstrate
their deep commitment to their beliefs
and those of the organization.
2. Inspire a shared vision. People
describe their personal-best leadership
experiences as times when they imag-
ine an exciting, highly attractive future.
They have visions and dreams of what
could be. They believe in those dreams,
and are confident in their abilities to
make extraordinary things happen.
Every organization or social movement
begins with a dream or visionâ€”itâ€™s the
force that creates the future.
Leaders envision the future by imagin-
ing exciting and ennobling possibili-
ties. You need to make something
happen, to change the way things are,
to create something that no one else
has created before. Much as an archi-
tect draws a blueprint or an engineer
builds a model, before starting any
project you need to have a clear vision
of what the results should look likeâ€”
and connect it to the past, to the history
that got you to where you are. You
canâ€™t command commitmentâ€”you
have to inspire it. You have to enlist
others in a common vision by appealing
to shared aspirations. Unity of purpose is
forged when you show your people
how the dream is a shared dream and
how it fulfills the common good. When
you express your enthusiasm and
excitement for the vision, you ignite
passion in others.
3. Challenge the process. Challenge
is the crucible for greatness. Every per-
sonal-best leadership case involved a
change from the status quo. The chal-
lenge might have been an innovative
new product, a cutting-edge service,
groundbreaking legislation, an invigo-
rating campaign, a revolutionary turn-
around, or the start-up of a new plant
or business. It could also be dealing
THE FIFTH EDITION OF THE LEADERSHIP
Challenge marks 25 years since the
book was first published. Weâ€™ve spent
three decades researching, consulting,
teaching, and writing about what lead-
ers do and how everyone can learn to
be a better leader. Weâ€™re honored by the
reception weâ€™ve received in the profes-
sional and business marketplace.
The Leadership Challenge is about how
leaders mobilize others to want to get
extraordinary things done. Itâ€™s about the
practices leaders use to transform values
into actions, visions into realities, obstacles
into innovations, separateness into solidar-
ity, and risks into rewards. Itâ€™s about
leaders who create the climate or cul-
ture in which people turn challenging
opportunities into remarkable successes.
We persist in asking the same basic
question we asked when we started our
journey: What did you do when you were
at your personal best as a leader? Weâ€™ve
talked to men and women, young and
old, representing every type of organi-
zation, at all levels and functions, from
many different places. Their stories,
and the behaviors and actions they
describe when they do their best,
resulted in the creation of the F
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