Management & Leadership Capstone Project: Minimum 9 pages (Double space)
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ArticleReviewPresentation1.pptxARTICLE REVIEW PRESENTATION-1 (ORGANIZATIONAL LEADERSHIP)
“Connecting Values to Leader and Leadership Development”
Management and Leadership Capstone
Many efforts in the governmental business, and charitable sectors to produce leaders have failed because of a lack of capacity to incorporate values into the development process.
The importance of individual and organizational values in influencing the leader is undervalued.
The strategies for incorporating values into leader and leadership development are discussed in this article.
Values are “principles for judging the desirability of any feasible alternatives or consequences”. This is an improvement in the standard definition of values.
Leader development is said to focus on the person's growth as an individual, and this implies that leadership growth allows a person to be more than they could have ever imagined or anticipated.
INTRODUCTION
Leader development is said to focus on the person's growth as an individual. It implies that leadership growth allows people to be more than they could have ever imagined or anticipated.
There must be a connection between this presentation and the organization's goals.
There is a brief analysis of individual and organizational growth readiness.
Although others argue that this form of development is predicated on a specific function, I feel that the growth of a person's leadership qualities goes beyond the person's established position or stated title.
Organizational and social contexts influence leadership development, which focuses on an individual's growth (Hart et al., 2008, pg. 640).
Aspects to consider include self-evaluations, coaching, mentoring, and other data collection forms, both official and informal.
LEADER DEVELOPMENT
Developing leadership abilities and competencies is an essential part of organizational leadership development.
Leadership development, like personal development, aims to enhance the talents of persons in positions of authority in the context of their work.
Enlarging a company's capacity to develop the kind of leaders it needs to get the job done (McCauley & Van Velsor, 2005, pg. 26).
When establishing a clear strategy, it is crucial to understand the environment in which leaders and leadership development that occur.
Individual aspirations, attitudes, and motivations are all factors to consider within the larger context. Additional context aspects include available feedback systems.
The aim is to empower employees to discover and capitalize on their specific talents to help the company achieve its objectives (Day, 2001, pg. 592).
LEADERSHIP DEVELOPMENT
Sourcing and examining values are crucial to the growth of leaders because it gives them a framework from which to act more deliberately.
When a leader's actions are motivated by their principles and beliefs, they are exhibiting this kind of leadership.
The process of appreciating the significance of one's values as a leader begins when those values are brought to light.
Exploring early experiences may help leaders better understand their values throughout the values discovery stage of leadership development.
Reflexive practice is essential to developing a profound awareness of one's ideals.
VALUES IN LEADER DEVELOPMENT
Recognizing that leadership development is all about the leader carving out a place in the company is critical when discussing values in leadership development. Examining values requires establishing a specific organizational framework.
Organizational culture, conventions, environment, and recognized leadership styles are all part of the company's context.
The context of an organization also comprises its stated and unstated ideals.
Leaders in the development process may examine how their personal beliefs match with the values of the business when organizational values are brought to light.
Leader growth necessitates introspection, and reflection is critical to leadership development.
It is possible for leaders to compose and modify the script that they wish to use to identify themselves and the roles they hold in an organization via an in-depth examination of their leadership skills by incorporating a set of core beliefs (Avolio, 2011, pg. 14).
VALUES IN LEADERSHIP DEVELOPMENT
Values-based leadership development helps leaders think about big-picture issues (Avolio, 2011, pg. 18).
As businesses grow and expand, it is vital to choose and train employees who can utilize their positions to address fundamental system change.
Potential leaders must be willing to continually improve themselves in order to fulfill leadership development. This method is built on a framework for developing leaders that helps them better understand their own goals, objectives, values, and preferred methods of learning.
Rather than relying on a preset screenplay, leadership development allows leaders to write their own roles.
Stabilizing the leader's attention, focusing their energy, and raising their level of awareness are all possible outcomes of using these reflective methods (Hedberg, 2017, pg. 520).
VALUES IN LEADER AND LEADERSHIP DEVELOPMENT
It is critical that the company establish a framework for determining who is ready to begin a path toward leadership development, regardless of the focus of the effort.
In the same way that self-awareness is necessary for people who are ready to grow, so is organizational awareness.
In order for a company to be ready for any growth activity, its values must be recognized and made clear.
Avolio and Hannah (2008) argue that self-awareness begins with the individual's developmental preparedness.
Preparing for the design of learning events by examining company values increases the possibility that they will be aligned.
DEVELOPMENTAL READINESS
A desire to have an impact on others, as well as an understanding that their own education plays a role in their capacity to do so or organizational systems are two examples of this self-awareness begins with an individual's developmental preparedness (Avolio and Hannah, 2008, pg. 340).
Developmental preparedness is seen as a result of this awareness.
When someone enters a growth process with a basic understanding of their own beliefs and the roles they play as leaders, they have a solid foundation on which to build.
Leaders should be confident in their capacity to learn, as well as in their ability to lead.
Leaders may approach new challenges with some degree of confidence if they have some amount of clarity in this area.
DEVELOPMENTAL READINESS
Cultures that place an emphasis on strengths are more likely to be organizationally ready.
If a company has recognized its climate and culture, it is clear.
An organization's self-concept is just as important as an individual's.
When establishing leadership, it becomes more action-oriented, You may review and recalibrate your leadership while doing so.
The capacity to understand one's own talents and flaws, as well as a willingness to improve, are all aspects of personal development.
SUMMARY
Values inquiry and reflective practice are intertwined in the formation of leaders who are focused on the person, while developing leaders, this method encourages an introspective examination of oneself.
Reflective practice is critical in both scenarios.
By concentrating on values, leadership and leadership development may be improved.
Designing developmental interventions requires a comprehensive understanding of the organization's core principles.
Organizations, like leaders, need to be prepared for the challenges they will face in the future.
CONCLUSION
Avolio, B. J. (2011). Full range leadership development. SAGE Publications: Thousand Oaks, CA.
Avolio, B. J. and Hannah, S. T. (2008). Developmental readiness: Accelerating leader development. Consulting Psychology Journal: Practice and Research, 60(4), 331-347.
Day, D. (2001). Leadership development: A review in context. The Leadership Quarterly, 11(4), 581-613.
Hart, R. K., Conklin, T. A., and Allen, S. J. (2008). Individual leader development: An appreciative inquiry approach. Advances in Developing Human Resources, 10(5), 632- 650.
Hedberg, P. R. (2017). Guiding moral behavior through reflective learning practice. Journal of Management Education, 41(4), 514-538.
McCauley, C.D. and Van Velsor, E. (Eds.). (2005). The center for creative leadership: Handbook of leadership development. San Francisco: Jossey-Bass.
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