'My Leadership Practices and Future Essay\r'

'This next allow for out arguing my personalised excreteing im partitioning alongs and electric potential coming(prenominal) attractions. To analyze my drawing cardship qualities I leave behind practise the vii Habits Profile and a attractorship theory to de conditionine my long suits, weaknesses, and atomic number 18as of hazard for melioration. In conclusion, I exit determine the best passports for long-term profit as well as judicious goals, or short-term courses of action, for loss leaders improvement.\r\nSeven Habits Profile\r\nThe Seven Habits Profile revealed that I rank as prominent in deuce categories, very good in six categories, and good in just ace category. This seems to highlight what I am most emblematic at in terms of leadership, what I am just proficient at, and what presents itself as an opportunity for improvement. The chief(prenominal) two strengths include having a cast- spiritedness balance and cosmos a proactive problem solver. An ara of opportunity as indicated by the profile would be having the efficacy to synergize which is a combination of seeking the finds of new-sprung(prenominal)(prenominal)s and making seminal decisions. The two strengths point to qualities I remove perpetually tried to improve upon. Earlier in my c arer, I was a bit of a flirtaholic and tended to bring utilisation home with me. This resulted in a dismal personal life which eventually permeated negativity into my pro life as well. In light of that, over the age I harbor created rules for myself to remedy that initial phantasm and in doing so this has become cardinal of my strengths.\r\nMy early(a) strength, be proactive, stems from the drop of this quality in my sure career field. More often than non it is to a greater extent imperious to be responsive in my line of score. To sink myself above the rest I firm early on in my career to work on being both(prenominal), as being reactive is just as important as be ing proactive in commit to prevent contradict and deal with 1 once it has arisen. The category in which I rated as only good, or a possible opportunity for improvement, is synergize. I believe I scored myself low in two out of ternion categories because it has been an incredible weakness in the past and one I shoot been operative on for quite an some beat. firearm I fuddle importantly improved in this area I continually work on this factor of working get out with people by seeking their input. In doing so, I rate myself harshly on this aspect, despite the intuitive feelinger I have made, because I am non as competent as I would uni skeleton to be.\r\nMy Leadership Practices\r\nOver the course of my career, I have tried to model various leadership behaviors found upon successful leaders that I have worked with or for. This has led me to incorporate different rooms into my protest. Considering my up-to-date leadership strengths and how I view successful leaders I give use a servant leadership theory to analyze my own competencies. Servant leaders have 9 different aspects comprised of: e interrogativeal healing, creating grade for the community, conceptual skills, empowering, doing subordinates drive and succeed, putting subordinates first gearborn, behaving ethically, relationships, and servanthood (Boone & adenine; Makhani, 2005, pg. 86). The aspects of a servant leader are those that I personally value and identify with. In auxiliary to this, it is my belief that servant leaders, because they are people oriented, are more effective in a transmutation of environments and situations.\r\nMy Leadership Strengths\r\nIn accordance with the servant leadership theory I have three master(prenominal) strengths that I employ in my leadership practices. The first recognized strength is my ability to develop profuse working relationships with employees. This strength is best present in my practice of getting to cognise all of the employees on a personal basis and feel for slightly their professional and personal lives by showing involution every day. This aspect of leadership requires a adenylic acidle amount of get winding on my part and therefore instigates in cling toing clear communication and religion amidst me and the employees. According to Boone & international vitamin Aere; Makhani (2005), â€Å"A full of life prerequi internet site to servant leadership is credibility, which is the foundation of leadership. mountain must believe in their leaders and know that they are worthy of trust” (Boone & Makhani, 2005, pg. 85).\r\nThis mental home of trust, fostered through caring and march oning a awareness datum of community at bottom the team, lays the groundwork to being viewed as a competent leader that employees depart meet with enthusiasm. In conjunction with my first strength, my second strength has been set as the capacity to help subordinates grow and develop indoors their career. I have demonstrated this by mentoring employees. This has included fate them grow within their ongoing military strength as well as aiding them in pathetic up from their current level within the organization. This aid is often in the form of teaching, comprehending, and bighearted them my insight to what I have discovered within the organization in concern to both reviews of work and job promotions. emergence of employees has to be a quality that is purposefully demonstrated consistently and non just when an employee asks for help. This requires a regular effort on the part of the leader of a team. In order to help an employee in this aspect a leader has to know employees on a basic rudimentary level.\r\nThe leadership practice of aiding in an employees’ career proceeds cannot be effectively engaged without the insight gained by the understand and communication gained through the aforementioned practice of getting to know your employees. Developing the peo ple in your workforce builds skills and trustingness and in turn increases and agrees a high level on morale. Along with caring closely employees through getting to know them it is imperative that a leader show they care virtually the person and their future. Consistent with Hamilton & Nord as cited by Caldwell, Dixon, Floyd, Chaudoin, Post, & Cheakas (2012), servant leadership has been defined as ‘‘providing leadership that focuses on the good of those who are being led and those whom the organization coifs’’ (Hamilton & Nord as cited in Caldwell, Dixon, Floyd, Chaudoin, Post, & Cheakas, 2012, pg. 180). Assisting an employee up through the career split up demonstrates that the leader cares about each employee’s future both on a personal and professional level.\r\nThe trio strength I have identified in my leadership practices, conducting myself ethically as a leader, relates to the first two strengths. I have found this streng th by holding myself visibly to a higher standard than the organization I work for requires of me. This often involves a great amount of transparence with my work processes and what decisions I make. I conduct myself in a manner that is viewed as beyond reproach. In addition to setting an appropriate example for employees behaving ethically allows trust to be established. If a decision or action were ever called into question my openness on honesty in matters would quickly dispel some(prenominal) mind of impropriety on my part.\r\nIf a leader failed to obey the rules, no amount of caring, communication, or helping have-to doe withs would build a sense of trust from the pursual’ point of view. According to Parris and Peachey (2013) , â€Å"Whereas other leadership theories are traditionally defined only by what the leader does, servant leaders are defined by their character and by demonstrating their exhaust commitment to serve others” (Parris & Peachey, 2013, pg. 379). A leader’s style and effectiveness are defined by one’s character and is therefore defined by their actions and the ethics that govern their actions.\r\nMy Leadership Weaknesses\r\nI have three main areas of opportunity for improvement in my leadership practices. While they are not breeze through deficiencies, or deprivationing, they require development to form a balanced leadership approach. My first weakness is a lacking of showing thoughtfulness or taste with subordinates personal concerns. While this is not always the case, when I fail at this point is often because I am putting the organization first and impuissance to completely listen to an employee’s point of view concerning a specific subject matter. This often occurs when an associate is upset about a new organizational policy. Because I do not adequately listen to the associate’s point of view I fail in showing understanding and solely state to the employee that the policy must be acquireed. While this in an infrequent occurrence, when it does transpire it often leaves the employee to feel that I do not care about them and they in turn give the impression that they would be reluctant to come to me with other issues that I could assist with. These perceptions degrade lines of communication and trust to an extent that negatively impacts how I may viewed as a leader and how my subordinates may, or may not, practise art object working with me.\r\nThe second leadership weakness I have pinpointed is that in reliable situations I do not put employees first. When a new or bad project is to be completed I do not always seek input from subordinates because of time constraints. In all actuality their viewpoints on how these projects are to be through with(p) would alike(p)ly decrease the time inevitable to accomplish the task. However, when I failed at seeking their input only my ideas are carried out, which may not be the most efficient way, and the employees feel that their views do not matter which fails to inspire or inspire fast and effectual surgery. Therefore this failure leads to a deprave team that negatively impacts not only the current project but future tasks as well. My third weakness as a leader is that I fail to empower subordinates concerning specific kinds of tasks on a consistent basis.\r\nThis occurrence is typically the result of performance constraints on my end leading me to not help employees by showing them how to complete certain tasks. preferably I often do these tasks on my own so that I know they are done right and in a timely manner. By not always allowing employees to do these tasks, or helping them improve on these tasks they do not get a chance to grow within their position by mastering certain aspects of their job. This causes friction between me and employees as they perceive my actions to be a lack of trust or faith in their abilities. This weakness, like the first two, in like manner contributes to a decrease in morale because the employees question my judgment or because they lack confidence in their abilities because I doubted them. Recommendations for Leadership Development\r\nTo address my weaknesses, it is necessary to alter my leadership practices to be more congruent with the servant leadership style. any take oning recommendations for re assumes in my leadership practices will be a move toward a more complete servant leadership style. â€Å"Servant leadership differs from other models of leadership in that it focuses on leaders brush the needs of followers, in that, if followers are hardened as ends in themselves, rather than means to an end, they will reach their potential and so perform optimally. much(prenominal) an approach is found when leaders respect, value and motivate those who follow them” (McCrimmon as cited by Waterman, 2011, pg. 25). The first recommendation will be to take the time to listen to employees regardless of the situation. This wil l require that I use the listening skills I have developed in all situations, especially in the types of situations I have consistently failed. This remedy will prevent the declension in trust and communication that not understanding subordinates personal concerns often causes.\r\nThis change magnitude thoughtfulness in all matters on my part will foster improved teamwork between myself and the team instead of keep performance with decreased morale caused misunderstandings. The second recommendation change to my leadership practices is to seek input from employees on all tasks that involve them. A change in the practice would seek to prevent employees from feeling voiceless by having to complete work as visit to them rather than doing tasks in a manner in which they believe is best for the work style that will still end with the same desired result. This change will garner an increased enthusiasm in closeical task as well as the larger goals by giving employees a sense of own ership in their work. Gaining input and insight into how things are done will also add the misadventure of increased efficiency and expediency in daily tasks by giving control to task experts who perform these regularly and have insight on how to improve.\r\nThe increased performance coupled with an increased sense of trust will also seek to increase and maintain a healthy level of employee morale. The third recommended improvement to my leadership practices will be to challenge employees with new types of tasks and grow their skill sets to build performance, enthusiasm, and job satisfaction. When giving employees new challenges I also need follow up during and after their tasks to give constructive unfavorable judgment and offer additional training if indicated. This alteration to my current practices will also prevent the erosion in trust my seemingly lack of faith in the past has had on employees and the team. This change to my practices will lead to greater employee skill set development and an added confidence within team members.\r\nSMART Goals\r\nTo hasten my leadership development in a measurable mode I am setting two SMART goals to accomplish within the next two weeks. The first goal is to set aside time to babble out with each employee to ascertain what short and long term goals they have within the organization. I will also discuss with them what skill sets they believe they lack that is preventing them from moving to the next level. I will then assign tasks to each employee that seeks to build the desired skill set of each person. I will monitor their gain ground and give feedback as necessary. At the end of the two week period I will follow up again with each employee to ask them what they thought about the process, if they learned anything from doing new activities, and what, if any, new tasks or skills they would like to learn or hone to get along their career goals.\r\nThe second goal will be to hold small team meetings, or huddles as we call them in the organization I work for, and gain the opinions and insights from employees on current changes within the organizations. I will guide the meetings and help employees choose how certain objectives will be met and how they might influence accomplishing long-term goals. Within reason, I will set into motion the employees plans and suggestions. At the end of the two week period I will again hold a series of huddles to discuss our accomplishments based upon the changes the employees have intend and further adjustments we could make to improve processes to these changes.\r\nI am optimistic that through the accomplishment of these two goals employees will feel more involved and valued within the organization. These immediate changes will also seek to build trust within my leadership and the organization. This improvement will further open up the lines of communication and reestablish a better sense of teamwork, as I will also be seen as part of the team in addition to its leader. These achievements will raise performance for both long and short-term objectives while increasing the teams’ morale.\r\nReferences\r\nBoone, L. W., & Makhani, S. (2012). Five Necessary Attitudes of a Servant Leader. check over Of Business, 33(1), 83-96. Retrieved from: http://wguproxy.egloballibrary.com/login?user=true& uniform resource locator=http://search.ebscohost.com/login.aspx?direct=true&db=heh&AN=86286635&site=ehost-live& mount=site Caldwell, C., Dixon, R., Floyd, L., Chaudoin, J., Post, J., & Cheokas, G. (2012). Transformative Leadership: Achieving Unparalleled Excellence. diary Of Business Ethics, 109(2), 175-187. Retrieved from: http://wguproxy.egloballibrary.com/login?user=true&url=http://search.ebscohost.com/login.aspx?direct=true&db=heh&AN=78333229&site=ehost-live& setting=site Parris, D., & Peachey, J. (2013). A Systematic Literature Review of Servant Leadership Theory in organizational Contexts. Journal Of Business Ethics, 113(3), 377-393. Retrieved from: http://wguproxy.egloballibrary.com/login?user=true&url=http://search.ebscohost.com/login.aspx?direct=true&db=heh&AN=87015717&site=ehost-live&scope=site Waterman, H. (2011). Principles of ‘servant leadership’ and how they can\r\n'