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AdditionalResources.docx
SuccessionPlanningChartComplete.docx
AdditionalResources.docx
Resources:
Aldrin, A., & Gayatri, R. (2014). Leadership Not A Title Nor A Position. International Journal of Research and Academic Review, Vol 2(Issue #: 2347-3215), 8. http://www.ijcrar.com/vol-2-8/Anitha%20Aldrin%20and%20R.Gayatri.pdf
Bianca, A. (2016, September 29). Why Is Strategic Thinking Important to the Success of Business? Your Business. https://yourbusiness.azcentral.com/strategic-thinking-important-success-business-9612.html
Comstock, N. W. (2021). Critical Skills: Leadership. Salem Press Encyclopedia.
Gandolfi, F. & Stone, S. (2017). The Emergence of Leadership Styles: A Clarified Categorization. Review of International Comparative Management/ Revista De Management Comparat International, 18(1). Retrieved at: http://rmci.ase.ro/no18vol1/02.pdf
Komives, S., Lucas, N., & McMahon, T. (2007). The Relational Leadership Model. Exploring Leadership. Retrieved at: https://learn.umgc.edu/content/enforced/347722-001034-01-2192-OL1-6381/The%20Relational%20Leadership%20Model.pdf
Leadership Competencies. (2008, April 10). SHRM Society of Human Resource Management. Retrieved at: https://www.shrm.org/ResourcesAndTools/hr-topics/behavioral-competencies/leadership-and-navigation/Pages/leadershipcompetencies.asp x
Morgan, J. (2015a, July 20). The 5 Types of Organizational Structures: Part 2, 'Flatter' Organizations. Retrieved October 24, 2017, from https://www.forbes.com/sites/jacobmorgan/2015/07/08/the-5-types-of-organizational-structures-part-2-flatter-organizations/#33fcf6e6dac3
Jenkins, J. (2019, January 24). Leading the four generations at work | AMA - amanet.org. https://www.amanet.org/.
https//www.amanet.org/articles/leading-the-four-generations-at-work/
Tero Trainers. (2016, November 8). What Is The Difference Between a High-Context and Low-Context Culture? [Video]. YouTube. What Is The Difference Between a High-Context and Low-Context Culture?
https://www.youtube.com/watch?v=qKViQSnW-UA
SuccessionPlanningChartComplete.docx
BGMT 365 - Group Deliverable #3 - Succession Planning Table – Part Two
Directions: For each of the five internal candidates from LSN, identify the leadership competencies illustrated in their Candidate Profiles. Under “source” identify the source (from course materials) that describes this competency, which you will use as support in your Report. Sources may be from all weeks so far – Weeks One, Two, Three, and Four. One example is provided for you.
|
Position |
Leadership Competencies |
Source |
|
Candidate 1 – Jackie Johnson (Sean)
Executive Director, North American Division |
Cultural sensitivity, ethics, and setting vision and strategy. |
(Leadership Competency, 2008) |
|
|
Collaborative: Cultivate thought and synergize teams to achieve fresh outcomes. |
(Comstock, 2014) |
|
|
Value diversity: Embrace different perspectives, facilitate change, and adapt to changing needs. |
(Leadership Competencies, 2008)
|
|
|
Problem solving, manage change, risk taking and adaptability |
(Leadership Competencies, 2008) |
|
Candidate 2 – Henrietta Higgins (Sarah)
Director of Finance |
Cultural sensitivity, ethics, and setting vision and strategy |
(Leadership Competency, 2008) |
|
|
Inspire a shared vision |
(Morgan, 2016) |
|
|
Trustworthy: Ability to inspire trust in others through equitable decision making and personal conduct. |
The Relational Leadership Model, (Komives, Lucas, & McMahone, 2007) |
|
|
Giving and receiving feedback, reflection, sharing information and meaning making is the process of how people construe, understand or make sense of life events, relationships, and the self. |
(Komives, Lucas & McMahon, 2007) |
|
Candidate 3 – Mohammad Darvish (Sarah)
Director of Research and Development |
Problem solving, manage change, risk taking and adaptability |
Leadership Competencies, 2008 |
|
|
Collaborative: Cultivate thoughts and synergize teams to achieve fresh outcomes |
Comstock, 2014 |
|
|
Developing others: enhances knowledge, value added technical skills and increases the capability to learn |
Leadership Competencies, 2008 |
|
|
Encourages learning and cultivates talent |
Comstock, 2014 |
|
Candidate 4 – Marg Simpson (Hannah)
Sales Director, Middle East |
Problem solving, manage change, risk taking and adaptability |
(Leadership Competencies, 2008) |
|
|
Collaborative: Cultivate thoughts and synergize teams to achieve fresh outcomes |
(Comstock, 2014) |
|
|
Encourages learning and cultivates talent |
(Comstock, 2014) |
|
|
Global/cultural intelligence: Committed to the understanding of how needs of groups and individuals change by region. |
(Canwell, Stockton, Dongrie, and Neveras, 2014) |
|
Candidate 5 – Rafael Mendez (Sarah)
VP Headquarters Operations |
Collaboration/ Team Building |
(Komives, Lucas & McMahon, 2007) |
|
|
Value Diversity |
(Comstock, 2014) |
|
|
Risk Tolerance |
(Leadership Competencies, 2008) |
|
|
Conflict Resolution |
(Leadership Comp, 2008) |
AdditionalResources.docx
Resources:
Aldrin, A., & Gayatri, R. (2014). Leadership Not A Title Nor A Position. International Journal of Research and Academic Review, Vol 2(Issue #: 2347-3215), 8. http://www.ijcrar.com/vol-2-8/Anitha%20Aldrin%20and%20R.Gayatri.pdf
Bianca, A. (2016, September 29). Why Is Strategic Thinking Important to the Success of Business? Your Business. https://yourbusiness.azcentral.com/strategic-thinking-important-success-business-9612.html
Comstock, N. W. (2021). Critical Skills: Leadership. Salem Press Encyclopedia.
Gandolfi, F. & Stone, S. (2017). The Emergence of Leadership Styles: A Clarified Categorization. Review of International Comparative Management/ Revista De Management Comparat International, 18(1). Retrieved at: http://rmci.ase.ro/no18vol1/02.pdf
Komives, S., Lucas, N., & McMahon, T. (2007). The Relational Leadership Model. Exploring Leadership. Retrieved at: https://learn.umgc.edu/content/enforced/347722-001034-01-2192-OL1-6381/The%20Relational%20Leadership%20Model.pdf
Leadership Competencies. (2008, April 10). SHRM Society of Human Resource Management. Retrieved at: https://www.shrm.org/ResourcesAndTools/hr-topics/behavioral-competencies/leadership-and-navigation/Pages/leadershipcompetencies.asp x
Morgan, J. (2015a, July 20). The 5 Types of Organizational Structures: Part 2, 'Flatter' Organizations. Retrieved October 24, 2017, from https://www.forbes.com/sites/jacobmorgan/2015/07/08/the-5-types-of-organizational-structures-part-2-flatter-organizations/#33fcf6e6dac3
Jenkins, J. (2019, January 24). Leading the four generations at work | AMA - amanet.org. https://www.amanet.org/.
https//www.amanet.org/articles/leading-the-four-generations-at-work/
Tero Trainers. (2016, November 8). What Is The Difference Between a High-Context and Low-Context Culture? [Video]. YouTube. What Is The Difference Between a High-Context and Low-Context Culture?
https://www.youtube.com/watch?v=qKViQSnW-UA
SuccessionPlanningChartComplete.docx
BGMT 365 - Group Deliverable #3 - Succession Planning Table – Part Two
Directions: For each of the five internal candidates from LSN, identify the leadership competencies illustrated in their Candidate Profiles. Under “source” identify the source (from course materials) that describes this competency, which you will use as support in your Report. Sources may be from all weeks so far – Weeks One, Two, Three, and Four. One example is provided for you.
|
Position |
Leadership Competencies |
Source |
|
Candidate 1 – Jackie Johnson (Sean)
Executive Director, North American Division |
Cultural sensitivity, ethics, and setting vision and strategy. |
(Leadership Competency, 2008) |
|
|
Collaborative: Cultivate thought and synergize teams to achieve fresh outcomes. |
(Comstock, 2014) |
|
|
Value diversity: Embrace different perspectives, facilitate change, and adapt to changing needs. |
(Leadership Competencies, 2008)
|
|
|
Problem solving, manage change, risk taking and adaptability |
(Leadership Competencies, 2008) |
|
Candidate 2 – Henrietta Higgins (Sarah)
Director of Finance |
Cultural sensitivity, ethics, and setting vision and strategy |
(Leadership Competency, 2008) |
|
|
Inspire a shared vision |
(Morgan, 2016) |
|
|
Trustworthy: Ability to inspire trust in others through equitable decision making and personal conduct. |
The Relational Leadership Model, (Komives, Lucas, & McMahone, 2007) |
|
|
Giving and receiving feedback, reflection, sharing information and meaning making is the process of how people construe, understand or make sense of life events, relationships, and the self. |
(Komives, Lucas & McMahon, 2007) |
|
Candidate 3 – Mohammad Darvish (Sarah)
Director of Research and Development |
Problem solving, manage change, risk taking and adaptability |
Leadership Competencies, 2008 |
|
|
Collaborative: Cultivate thoughts and synergize teams to achieve fresh outcomes |
Comstock, 2014 |
|
|
Developing others: enhances knowledge, value added technical skills and increases the capability to learn |
Leadership Competencies, 2008 |
|
|
Encourages learning and cultivates talent |
Comstock, 2014 |
|
Candidate 4 – Marg Simpson (Hannah)
Sales Director, Middle East |
Problem solving, manage change, risk taking and adaptability |
(Leadership Competencies, 2008) |
|
|
Collaborative: Cultivate thoughts and synergize teams to achieve fresh outcomes |
(Comstock, 2014) |
|
|
Encourages learning and cultivates talent |
(Comstock, 2014) |
|
|
Global/cultural intelligence: Committed to the understanding of how needs of groups and individuals change by region. |
(Canwell, Stockton, Dongrie, and Neveras, 2014) |
|
Candidate 5 – Rafael Mendez (Sarah)
VP Headquarters Operations |
Collaboration/ Team Building |
(Komives, Lucas & McMahon, 2007) |
|
|
Value Diversity |
(Comstock, 2014) |
|
|
Risk Tolerance |
(Leadership Competencies, 2008) |
|
|
Conflict Resolution |
(Leadership Comp, 2008) |
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