leadership practices
i. Leadership Competencies Scores ( LCPA)
Total Competency Analysis
Maximum Potential Score (MPS)
My Score
My %
A. Managerial Competences
25
25
50%
B. Entrepreneurial Leadership Competences
25
25
62.5%
C. Intellectual Competences
12
12
40%
D. Socio-Emotional Competences
39
39
78%
E. Inter-personal Competences
27
27
54%
F. Job Competencies
10
10
100%
G. Technical Know-How
17
17
85%
Table 1.1
A. The scores from the Leadership Competences Potential Assessment (LCPA) score sheet, Job competences ad Technical know-how had the highest percentages of 100% and 85% respectively. Job competences gave a score of 100% which is really a true picture of the situation. I have the knowledge and skill to perform my job to the best of my knowledge. The same situation applies to Technical know-how, I generally understand the technical know-how of my job and maybe not clear with just a few policies and procedures because I haven’t had the chance to deal with them. The interpersonal competence need to be developed further as I have not developed anything in that area in the business sense and some of the skills have been acquired in social groups such as the church.
The Social-emotional competence also scored quite high which is really a true reflection as I am a person who is really concerned about emotional and wellbeing of the people where work is involved. The managerial and entrepreneurial competences had average scores which are actually true, maybe because I am not really in a managerial level at work and I do believe that more need to be developed in this area.
The intellectual competence had the lowest percentage score of 40% and I also do believe that I need the chance to develop and show my intellectual skills.
B. The Managerial competence scored 50% which is just an average value. According to Daft (2008, p. 15) Management focuses on establishing detailed plans and schedules for achieving specific results. This has similar
Total Competency Analysis
Maximum Potential Score (MPS)
My Score
My %
A. Managerial Competences
25
25
50%
B. Entrepreneurial Leadership Competences
25
25
62.5%
C. Intellectual Competences
12
12
40%
D. Socio-Emotional Competences
39
39
78%
E. Inter-personal Competences
27
27
54%
F. Job Competencies
10
10
100%
G. Technical Know-How
17
17
85%
Table 1.1
A. The scores from the Leadership Competences Potential Assessment (LCPA) score sheet, Job competences ad Technical know-how had the highest percentages of 100% and 85% respectively. Job competences gave a score of 100% which is really a true picture of the situation. I have the knowledge and skill to perform my job to the best of my knowledge. The same situation applies to Technical know-how, I generally understand the technical know-how of my job and maybe not clear with just a few policies and procedures because I haven’t had the chance to deal with them. The interpersonal competence need to be developed further as I have not developed anything in that area in the business sense and some of the skills have been acquired in social groups such as the church.
The Social-emotional competence also scored quite high which is really a true reflection as I am a person who is really concerned about emotional and wellbeing of the people where work is involved. The managerial and entrepreneurial competences had average scores which are actually true, maybe because I am not really in a managerial level at work and I do believe that more need to be developed in this area.
The intellectual competence had the lowest percentage score of 40% and I also do believe that I need the chance to develop and show my intellectual skills.
B. The Managerial competence scored 50% which is just an average value. According to Daft (2008, p. 15) Management focuses on establishing detailed plans and schedules for achieving specific results. This has similar
References: 1. Daft, RL 2008, Leadership, 5th edition, Cengage learning, South-Western. 2. What is whole brain technology. Available from http://www.herrmannsolutions.asia/au/content/what-is-whole-brain-technology. [25th May, 2013]. 3. Goleman, D, What Makes a leader, Available from http://www.ocf.berkeley.edu/~leaders/articles/WhatMakesALeader.pdf [25th May, 2013]. 4. Lencioni, PM, Make your values mean Something. 5. 6. http://www.hbdi.com/WholeBrainProductsAndServices/thehbdi.php 7. http://www.hbdi.com/uploads/100024_articles/100543.pdf 8. http://www.businessballs.com/davidmcclelland.htm 9.