Janice Integrated leadership model pp

Integrated Leadership Model By: Janice Thompson-Hall: 

1 Integrated Leadership Model By: Janice Thompson-Hall EFFECTIVE LEADERSHIP IS AN ONGOING DEVELOPMENTAL PROCESS!

Agenda: 

2 Agenda The Five Leadership Functions Pyramid Model of Leadership Contemporary Organizational Leadership Assessment Results Recommendations for Further Development

Introduction: 

3 Introduction Numerous studies have been conducted on various theories of effective leadership. Some suggest that it is innate, others believes it can be learned or developed. The integrative, holistic model of leadership believes that an effective leader must be able to communicate a meaningful and attractive vision of the future and a mission or purpose through which the organization will pursue it.

Introduction: 

4 Introduction Second, effective leaders should identify, display and reinforce values that support the vision and mission that followers share. Third, effective leaders must cultivate, get commitment to, and make sure the implementation of rational strategies that allow people to pursue the vision and mission that reflect the values they share. Fourth, effective leaders should strive to empower people to be confident to do what needs to be done. Fifth, inspire, motivate, and influence individuals to want to do what needs to be done (Gill, 2006).

Introduction: 

5 Introduction Included is a visual diagram and explanation of three areas of concerns: Core competencies Leadership competencies Professional competencies According to Clark (2004), “these groups of competencies can be thought of as the Pyramid of Leadership, which collectively form the basic requirements for becoming a leader” (p. 3). The Diagram will show the Pyramid of Leadership and the table will explain each level in details.

Introduction: 

6 Introduction Leadership development can be described as activities and beliefs centered around five areas: vision & mission shared values Strategy empowerment influence, motivation & inspiration (Grawitch, 2010)

Vision : 

7 Vision The driving force to organizational change and the basis for effective leadership Defines what or where the organization wants to be Is a mental image of what the future will or could be like

Vision Characteristics: 

8 Vision Characteristics Imaginable – Conveying a picture of what the future will look like Desirable – appealing to the long-term interests of all stakeholders Feasible – allowing individual initiative and differing responses in the light of changing conditions Communicable – easy to communicate (Gill, 2006)

Federal Aviation Administration (FAA) Vision: 

9 Federal Aviation Administration (FAA) Vision FAA’s Vision To strive to reach the next level of safety, efficiency, environmental responsibility and global leadership. We are accountable to the American public and our stakeholders. (Babbitt, 2010)

Mission: 

10 Mission Mission statements describes the nature and purpose of the organization’s business and its competitive positioning. Determines the organization’s goals, context and coherence. It is a practical way of putting the vision into action. (Covey, 1992)

Mission: 

11 Mission Mission is not about where or what the organization wants to be, but how it sees its reason or duty Both a vision and a mission provide a context for employees to make sense of the task they perform on a day to day basis. It is believed that when all employees share a belief in the mission, they become eager and that result in quality service to customers and stakeholders. Ultimately, individuals find meaning in their work (Gill, 2006)

Mission: 

12 Mission The FAA’s mission is to provide the safe most efficient aerospace system in the world We are accountable to the American public and our stakeholders

Shared Values: 

13 Shared Values Culture ‘the way we do things around here’ Values Guiding principles Habits Psychological climate

Preferred Shared Values Elements: 

14 Preferred Shared Values Elements Integrity Responsibility Compassion Respect and trust Work-life balance Opportunity to advance in the job and learn new skills Pride in the company’s role in the community or the way it serves it customers

FAA’s Values: 

15 FAA’s Values Safety is our passion We work so all air and space travelers arrive safely at their destinations. Excellence is our promise We seek results that embody professionalism, transparency and accountability. Integrity is our touchstone We perform our duties honestly, with moral soundness, and with the highest level of ethics. People are our strength Our success depends on the respect, diversity, collaboration, and commitment of our workforce. Innovation is our signature We foster creativity and vision to provide solutions beyond today's boundaries. (Babbitt, 2010)

Leadership Strategy: 

16 Leadership Strategy Strategy is similar to a road map, direction from where we are to where we want to be. It is a plan to get to the destination. Method to pursue the vision Identifies and explores opportunities Serves as core values Anticipate and respond to threats Respond positively to change and creates change

Leadership and Empowerment: 

17 Leadership and Empowerment Self awareness of one’s strengths and limitations, interests, preferences and motivational drivers, and values, beliefs and attitudes Delegating challenging task and the authority to make decisions Providing the resources, opportunities and support for performance Coaching and training for skills improvement Allowing or encouraging self-determination

Influence, Motivation, & Inspiration: 

18 Influence, Motivation, & Inspiration Transformational leaders Motivate and inspire those around them by providing meaning and challenge to their followers’ work (Bernard Bass and Bruce Avolio, 1994). This type of leadership is associated with motivating individuals above and beyond what is normal and contribute to the common good of the organization

Influence, Motivation, & Inspiration: 

19 Influence, Motivation, & Inspiration Be a good example Care about others Encouragement Be inspired yourself Share from your own experience Be vulnerable Be a good communicator Challenge people

Contemporary Organizational Leadership Diagram: 

20 Contemporary Organizational Leadership Diagram

Pyramid of Leadership Clark (2004), The Arts and Science of Leadership : 

21 Pyramid of Leadership Clark (2004), The Arts and Science of Leadership

Core Competencies : 

22 Core Competencies These are the personal skills required at all levels of leadership. Essential competencies provide the foundation that a person needs to become a leader. Without a strong foundation, the sides of the pyramid will soon crumble and fall as the base gives away.

Leadership Competencies : 

23 Leadership Competencies Teamwork Uses appropriate interpersonal style to steer team members towards the goal. Allocates decision making and other responsibilities to the appropriate individuals. Organizes resources to accomplish tasks with maximum efficiency. Influences events to achieve goals beyond what was call for.

Professionalism Competencies : 

24 Professionalism Competencies Sets the example. Stays current in terms of professional development. Contributes to and promotes the development of the profession through active participation in the community.

Self Assessment Results: 

25 Self Assessment Results The values that I believe are my strengths is integrity, responsibility, fairness, honesty, and reputation. My weaknesses are competitiveness and openness. I think it is very important for me to be aware of what my beliefs are and behave accordingly. Most of the time when situations occur that I am not comfortable with, I am able to be assertive. I am also aware that when I do something that is contrary to my beliefs, morals, and values, I don't feel good about who I am. At this stage in my life, I do not think being responsible is a choice. I am ultimately responsible for my growth and development professionally and personally. I take pride in my work and different activities that I am involved in. I work very hard to practice what I preach.

Self Assessment Results: 

26 Self Assessment Results Sometimes it is very hard for me to give my input regarding a situation that I think might hurt someone feelings. I listen to their concerns and issues, but I fear that the feedback of what I have observed might hurt their feelings. So sometimes, I tell myself that it is not my place to give feedback. I also struggle with being competitive.

Self Assessment Results: 

27 Self Assessment Results I think my strengths around strategy are being willing to go the extra mile and have an open mind to change. I am always looking for ways to improve processes pertaining to not just the functions that I am ultimately responsible for, but the organization as a whole. I try to look at all the possibilities before presenting issues and concerns. In addition, I ask for feedback. My weakness is taking on too many responsibilities and becoming overwhelmed.

Self Assessment Results: 

28 Self Assessment Results I think my strengths that centers around empowerment consist of being loyal, responsible, planning, organizing, trust and delegating task. Dedication is one attribute that I think brings about success in all goals that are realistic. Without dedication I find it hard to believe that one would be able to empower someone else. Being responsible is a part of taking ownership and willing to take the necessary steps to accomplish whatever the project or goal may be. Responsibility is something that I take very seriously in my professional life as well as my personal affairs.  Planning allows me to have some orderly directions to follow. Planning involves making preparation and setting deadlines to complete assigned task and evaluate the completion of the task. Having things organized helps me to use my time constructively.

Self Assessment Results: 

29 Self Assessment Results My most important areas for improvement around empowerment are becoming flexible and sensitive to others learning style and giving recognition. This is challenging for me and I would like to make some improvements to empower others and give back what has and is constantly being given to me. I think when individuals are given recognition; it motivates them to do a better job.  Since leadership consist of inspiring and influencing individuals or groups to obtain goals, it is important that when accomplishments are made individuals hard work does not go without recognition.

Self Assessment Results: 

30 Self Assessment Results The actions that I plan to take to improve recognizing employees are; on the spot rewards, basically when someone does a good job, express it to them immediately,  I plan to compliment at least one employee per week, and at the monthly faculty meeting, present them with a Star Quality Award.

Self Assessment Results: 

31 Self Assessment Results Although, I am respectful of others, my patience is very Short. When I have to explain something continuously and someone require step by step guidance regarding every detail.  My plan is to have more patience by listening and observing the areas that is most challenging for that person and try to understand their learning style and adapt according, and be willing to spend additional time if necessary to ensure that I have provided the individual with the proper information to become efficient at the task,  do not assume that an individual understands because I have provided them with all of the information, ask in a way that does not make them feel uncomfortable or judged.  I will also ask the trainee for feedback.

Self Assessment Results: 

32 Self Assessment Results Another area that I consider myself fluent in is, caring about others, again regardless to how their behavior towards me is, it does not interfere with me stepping up to the plate when I observe them struggling.  My philosophy is to not allow someone else’s negative behavior to determine my actions. I am very conscious about and believe that my behavior should coincide with the values, mission, and vision of my organization. I do not expect or would not suggest something from others that I am not willing to do.

Self Assessment Results: 

33 Self Assessment Results My weakness is not paying attention to individuals’ emotions. I desire not to fall into the trap of thinking all is well or that your people will simply need to "deal with it." I would like to develop a proactive plan to recognize, identify and deal with current challenges and emotions. One method I plan to do is set time aside in meetings to allow people to vent and talk about their anxieties and challenges. Listen and acknowledge what I hear them saying. I plan to communicate frequently with the 3 C's: clearly, credibly and candidly.

References: 

34 References Angier, M. (1995). Top tens ways to inspire others to be their best. Retrieved from http://www.successnet.org/ Babbitt, R. (2010). FAA’s mission, vision, and values: Federal Aviation Administration. Retrieved from www.faa.gov Clark, D. R. (2004). The Art and Science of Leadership . Retrieved from http://nwlink.com/~donclark/leader/leader.html Gill, R. (2006). Theory and practice of leadership. Thousand Oaks, CA: Sage. Grawitch, M.J. (2010). Contemporary Organizational Leadership self-assessment. St. Louis, MO: Saint Louis University