Leadership Plan
Leadership Plan
Kevin Jackson
University Of Phoenix
February 11, 2013
Dr. Louis Algaze
Leadership Plan
Leadership Theory and Practice over the last seven weeks have challenged and made me re-evaluate my style of leadership I have imitated for the majority of my professional career. Many definitions, leadership theories, models exist to explain the phenomena of the exchanges between leaders and followers. According to Nahavandi (2006) (p. 3), most definition of leadership reflect the assumption, which it involves a process whereby intentional influences is exerted by one person over other people to guide, structure, and facilitate activities and relationships in a group or organizations. This reflection plan will summarize my leadership style based on theory, explain my strengths and weaknesses, address the gaps in my leadership style, and how those gaps will be secure. The reflection plan will also provide a timeline, implementation methods, and how I will assess this plan.
Leadership Style
According to Robbins (2007), assessment under the section of my leadership style, the scores for people-oriented was 11 and task-oriented was 13. This is an indication that I have a respectable balance to my task/people orientation to various situations. The assessment of the leadership style closely mirrors Bass FRLT (Full-range leadership theory). According to Bass and Avolio (1994, 1997), FLRT evolved from Bass (1985) transactional/transformational theory. This leadership style (FRLT) comprises nine factors reflecting three broad classes of behaviors of transformational, transactional, and laissez-faire leadership (Antonakis & House, 2002). However, as a leader, I have relied and used more task-oriented leadership or transactional leadership of contingent rewards, management-by-exception of active and passive to have followers to met task objectives set by the organizations. In addition, lassiez-faire leadership in my professional career emerges when
Kevin Jackson
University Of Phoenix
February 11, 2013
Dr. Louis Algaze
Leadership Plan
Leadership Theory and Practice over the last seven weeks have challenged and made me re-evaluate my style of leadership I have imitated for the majority of my professional career. Many definitions, leadership theories, models exist to explain the phenomena of the exchanges between leaders and followers. According to Nahavandi (2006) (p. 3), most definition of leadership reflect the assumption, which it involves a process whereby intentional influences is exerted by one person over other people to guide, structure, and facilitate activities and relationships in a group or organizations. This reflection plan will summarize my leadership style based on theory, explain my strengths and weaknesses, address the gaps in my leadership style, and how those gaps will be secure. The reflection plan will also provide a timeline, implementation methods, and how I will assess this plan.
Leadership Style
According to Robbins (2007), assessment under the section of my leadership style, the scores for people-oriented was 11 and task-oriented was 13. This is an indication that I have a respectable balance to my task/people orientation to various situations. The assessment of the leadership style closely mirrors Bass FRLT (Full-range leadership theory). According to Bass and Avolio (1994, 1997), FLRT evolved from Bass (1985) transactional/transformational theory. This leadership style (FRLT) comprises nine factors reflecting three broad classes of behaviors of transformational, transactional, and laissez-faire leadership (Antonakis & House, 2002). However, as a leader, I have relied and used more task-oriented leadership or transactional leadership of contingent rewards, management-by-exception of active and passive to have followers to met task objectives set by the organizations. In addition, lassiez-faire leadership in my professional career emerges when
References: Antonakis, J., & House, R. J. (2002). The full-range leadership theory: The way forward. In B. J. Avolio & F. J. Yammarino (Eds.), Transformational and charismatic leadership: The road ahead (pp. 3-33). San Francisco, CA: Emerald Nahavandi, A Yukl, G. (2006). Leadership In Organizations (6th ed.). Upper Saddle River , New Jersey: Pearson Prentice Hall.