Goal-Setting Framework

MGT 460: Leadership Priorities & Practice

COURSE DESCRIPTION Leadership Priorities and Practice is a capstone course that requires students to

reflect on and synthesize the major insights gained in their study of

organizational management. A substantive paper is developed to illustrate how

these insights can be applied effectively in the student’s work environment.

Students choosing the personal program of study must show how their chosen

concentration relates to organizational management and include insights from

each academic area in their synthesis and application.

COURSE LEARNING OUTCOMES Upon successful completion of this course, students will be able to: 1. Examine how values and ethics are reflected in professional

practices and behaviors. 2. Evaluate situations from a multidisciplinary perspective. 3. Apply systematic and innovative approaches to decision-

making and problem solving. 4. Integrate leadership theory and professional practice through

applied problem-solving activities. 5. Analyze the role of the leader in promoting organizational

effectiveness, efficiency, and sustainability.

MGT 460 TEXTBOOK

London, M., & Mone, E. (2012). Leadership for today and

the future. (1st. ed.). San Diego, CA: Bridgepoint

Education, Inc.

This textbook is a

Constellation textbook

This week students will: 1. Apply the principles of building trust and

empowering others. 2. Examine the steps of effective feedback and

performance appraisal. 3. Understand the function of goals, strategies,

and tactics in goal setting.

WEEK THREE LEARNING OBJECTIVES

WEEK THREE ASSIGNMENTS

HOW TO BUILD TRUST

Trust is the glue of life. It's the most essential ingredient in effective communication. It's the foundational principle that holds all relationships. - Stephen Covey In the textbook, leadership gains trust through three key factors: ability, benevolence, and integrity (London & Mone, 2012). Covey (2009) posited that four key factors affected trust: integrity, intent, capabilities, and results. How do these factors differ? How are they similar?

13 CHARACTERISTICS OF TRUST

Covey (2009) listed 13 characteristics of trust.

1. Talk Straight 2. Demonstrate Respect 3. Create Transperancy 4. Right Wrongs 5. Show Loyalty 6. Deliver Results 7. Get Better 8. Confront Reality 9. Clarify Expectations 10. Practice Accountablity 11. Listen First 12. Keep Commitments 13. Extend Trust (para. 13)

SWIFT TRUST Swift trust is key in workplace teams, especially virtual teams. Swift trust is the trust that is formed quickly to be able to work together (Ferrazzi, 2012). Ferrazzi (2012) described this phenomenon as during the formation of groups, individuals are generally ready to give others the benefit of the doubt. Individuals in new groups share the belief that success of the group reflects well on the success of the individual, and failures can damage careers (Ferrazzi, 2012).

BUILDING SWIFT TRUST

• Be proactive in building inter- personal trust

• Communicate with predictability. Remember quality over quantity

• Share and rotate power

(Ferrazzi, 2012)

EMPOWERMENT Appelo (2015) defined empowerment as promoting self- actualization. Empowerment aids in creating distributed control in an organization through ensuring that individuals have the best information and are able to make decisions based on the given information (Appelo, 2015). Other key reasons for empowerment are motivation, productivity, self- actualization, and happiness (Appelo, 2015). MacPhee, Skelton-Green, Bouthillette, and Suryaprakash (2012) stated that two forms of empowerment are relevant to leadership: structural empowerment and psychological empowerment.

STRUCTURAL EMPOWERMENT

Structural empowerment: Relates to the importance of empowerment based on organizational structures. In structural empowerment access to organizational empowerment structures is more important to employee performance than their personal attributes (MacPhee, Skelton-Green, Bouthillete, & Suryaprakash, 2012). Empowerment structures include access to information, opportunities for advancement, resources, and supports (MacPhee et al., 2012).

PSYCHOLOGICAL EMPOWERMENT Psychological empowerment is the convictions that employees have regarding their roles and responsibilities in an organization (MacPhee, Skelton-Green, Bouthillette, & Suryaprakash, 2012). MacPhee et al. (2012) stated that psychological empowerment has four characteristics. • Meaning – how important work is to the individual • Competence – the individual’s confidence that he or she

can do his or her work well • Self-determination – an individual’s level of control over

the job • Impact - individual‘s self-influence at work (MacPhee

et al., 2012).

GOAL-SETTING FRAMEWORK

(Lipman, 2015)

1. Goal statement 2. Strategies 3. Tactics 4. Measure of success 5. Goal Measurements

1. Another important type of goals are S.MA.R.T. goals. S.MA.R.T goals can be used within the goal- setting framework. These goals seem simplistic but provide a method of creating strong organizational or personal goals.

S.M.A.R.T. GOALS

(Jesse-B PT, 2013)

KEY TERMS FOR WEEK 3

• Balance Scorecard

• Goal-Setting Framework

• Empowerment

• Trust

• S.M.A.R.T. Goals

You may be asked to use these terms in Discussion Board responses or your assignment for the

week.

FSB APA GUIDANCE Please use the FSB APA Guidance located in your classroom.

REFERENCES Appelo, J. (2015, July 24). The sense and nonsense of empowerment. Forbes. Retrieved from http://www.forbes.com/sites/jurgenappelo/2015/07/24/the-sense-and- nonsense-of-empowerment/2/ Covey, S. M. R. (2009). How the best leaders build trust. Leadership Now. Retrieved from http://www.leadershipnow.com/CoveyOnTrust.html Jesse-B PT, (2013, October 31). You gotta be smart with your goals. [Web log]. Retrieved from https://jessebpage.wordpress.com/2013/10/31/you- gotta-be-smart-with-your-goals/ London, M., & Mone, E. (2012). Leadership for today and the future. (1st. ed.). San Diego, CA: Bridgepoint Education, Inc. MacPhee, M, Skelton-Green, J., Bouthillette, & F., Suryaprakash, N. (2012). An empowerment framework for nursing leadership development: Supporting evidence. Journal of Advanced Nursing, 68(1), 159-169. doi:10.111/j.1365.2648.2011.05746.x

RECOMMENDED READINGS

Denton, D. Keith. (2010). Creating a Self-Confident Workforce. Journal for Quality & Participation, 33 (3) 9-38. Retrieved from EBSCO (Business Source Complete). Danby, Peter. (2009). Setting the right direction. Business Strategy Review, 20 (4) 58-63. Retrieved from EBSCO (Business Source Complete).

ANY QUESTIONS?

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