You will evaluate the effectiveness of your leadership style when applied to problem-solving or a change opportunity. Bear in mind that this may have been your initial attempt to lead a team in a problem-solving scenario, or a change opportunity mode. Do not be hard on yourself! Even with all that you have learned, and what you know, it is not an easy task to lead a team of individuals with best intentions into uncharted waters. Give yourself credit for the courage it takes to try. Black belts take years to develop their skill-set, and the intuition to know where to lead. You have only had 6 weeks! As stated earlier, the truth is that very few CIP teams will actually solve a problem or address a change opportunity in their initial efforts. This is also true with your leadership efforts. It is not easy to lead, much less to know how or what direction will lead to success. There is a direct correlation between leading and knowing that to lead is often to know (Latin, educeo – educere and scio – scioere). There are correlations between these actions; and embraced together, these actions become the foundation of education and science. Often the most important lessons learned are the effects of decisions made in error or what actions simply did not work. The best intentions alone will not yield positive results. This is also true of your own leadership style. Your style is emerging, morphing as your skillset is built and your opportunities to situationally lead present themselves. You are better for the experienceand take heart, in your next opportunity to lead for a change, you will be wiser. Complete your Personal Leadership Profile matrix, and then write a brief summary of your findings. As you prepare your analysis, consider the following elements in your documentation: 1-Analyze the effectiveness of your leadership approach used in your role as change agent or consultant to lead your team. 2-Analyze the effectiveness of your leadership style in the process improvement setting concerning an organizations overall health. 3-Critique at least two measures of organizational effectiveness that do not seem to be positively correlated with the approach of your leadership style. references 1- Breevaart, K., Bakker, A., Hetland, J., Demerouti, E., Olsen, O. K., & Espevik, R. (n.d.). Daily transactional and transformational leadership and daily employee engagement. JOURNAL OF OCCUPATIONAL AND ORGANIZATIONAL PSYCHOLOGY, 87(1), 138157. https://doi-org.proxy1.ncu.edu/10.1111/joop.12041 2-Carter, M. Z., Self, D. R., Bandow, D. F., Wheatley, R. L., Thompson, W. F., Wright, D. N., & Junting Li. (2014). Unit-Focused and Individual-Focused Transformational Leadership: The Role of Middle Leaders in the Midst of Incremental Organizational Change. Journal of Management Policy & Practice, 15(5), 4453. Retrieved from https://search-ebscohost-com.proxy1.ncu.edu/login.aspx?direct=true&db=bth&AN=100404870&site=eds-live 3-Charlotte Louise, G. (2013). Leadership styles and theories. Nursing Standard, (41), 35. Retrieved from https://search-ebscohost-com.proxy1.ncu.edu/login.aspx?direct=true&db=edsovi&AN=edsovi.00002311.201306120.00040&site=eds-live 4-Mayfield, J., Mayfield, M., & Sharbrough, W. C. (2015). Strategic Vision and Values in Top Leaders Communications: Motivating Language at a Higher Level. International Journal of Business Communication, 52(1), 97121. https://doi-org.proxy1.ncu.edu/10.1177/2329488414560282 5-https://www.mindtools.com/pages/article/newLDR_50.htm
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