First read the MATERIALS then based on that w-r-i-t-e a leadership paper.

• Incorporate examples and MATERIALS that are provided below.
• Do not use AI or copy paste directly from a outside sources use your own words and examples (Very important). I'll use 'turn it in' to check and if the paper is good i will give 5 star!

The Personal Leadership Reflection Assignment is an opportunity for the student to reflect on their leadership skills and the areas they would like to improve on for the future. What I expect is a Three to Five pages thoughtful reflection on, and analysis of, your leadership/management skills in the present and your plan for improvement in the future.

The following are specific guidelines for the paper to encourage your success on this assignment.

• Pages 1-2: Provide a summary of your current leadership/management skills and talents. Provide examples of leadership skills you have exhibited in your personal or work life. Please provide reasoning for why this is your current level of skill in this area. (E.g. upbringing, learned behaviors).
• Pages 2-3: Provide a plan for improvement in the future. Which principles do you want to continue in the future? Which principles do you want to learn for the future in order to be successful?
• Remainder of Paper: How does your plan relate to the content that were provided (contents that are posted below)? Which principles that you learned from incorporating all this material that you want to carry forth as a leader in the future?

MATERIALS :

FOUR El SKiLLs

SELF-AWARENESS - KNOWING ONE'S EMOTIONS STRENGTHS WEAKNESSES DRIVES VALUES: GOALS - AND THEIR IMPACT ON OTHERS

SELF-MANAGEMENT - CONTROLLING OR REDIRECTING DISRUPTIVE EMOTIONS AND IMPULSES

OTIONS AND IMPUISE

SOCIAL AWARENESS - CONSIDERING OTHERS FEELINGS ESPECIALLY WHEN MAKING DECISIONS

RELATIONSHIP MANAGEMENT- MANAGING RELATIONSHIPS TO MOVE PEOPLE IN DESIRED DIRECTIONS

Why Emotional Intelligence Is Important at Work

A couple years ago I worked with a senior leader who was also a candidate for a C-suite position. The company started having second thoughts about promoting him. Even though his business unit was hitting all its objectives, turnover on his team was at an all-time high and climbing. His business unit included an equal mix of employees from the parent company and the newly acquired company after a recent acquisition.

What was going on with this senior leader? He was so focused on hitting the numbers that he was making little effort to get to know his new team. He also wasn't doing much to let them get to know him. The perception from this senior leader's team? He did not care about them. The only thing his team members thought mattered to him? Hitting the numbers. Fortunately, the company decided to give the leader a shot at remedying the turnover on his team. This leader shifted his approach. He spent more time focusing on his team. He asked them questions about how they were feeling. He asked for their ideas. And he also asked how he could help them get tasks accomplished, all while sharing his thoughts and feelings along the way. The result? Very soon, turnover decreased. And other performance metrics continued to improve. This leader had made a typical mistake. He was so focused on the numbers that he'd forgotten about the importance of emotional intelligence in leadership.

PROBLEMS OF WORK ADJUSTMENT

FIVE TYPES OF PEOPLE WHO HAVE PROBLEMS ADJUSTING TO WORK

• EACH OF THE FIVE TYPES REPRESENTS A "CLINICAL PICTURE OF DIFFERENT VARIETIES OF WORK PSYCHOPATHOLOGY"
• TYPE I: PEOPLE WHO LACK MOTIVATION TO WORK. THESE INDIVIDUALS HAVE A NEGATIVE CONCEPTION OF THE WORK ROLE AND CHOOSE TO AVOID IT.
• TYPE I: PEOPLE WHOSE PREDOMINATING RESPONSE TO THE DEMAND TO BE PRODUCTIVE IS FEAR OR ANXIETY.
• TYPE II: PEOPLE WHO ARE CHARACTERIZED PREDOMINANTLY BY OPEN HOSTILITY AND AGGRESSION.
• TYPE IV: PEOPLE WHO ARE CHARACTERIZED BY MARKED DEPENDENCY. THESE PEOPLE OFTEN EXHIBIT THE CHARACTERISTIC OF HELPLESSNESS. THEY ARE CONSTANTLY SEEKING ADVICE FROM OTHERS AND ARE UNABLE TO INITIATE ANY ACTION ON THEIR OWN.
• TYPE V: PEOPLE WHO DISPLAY A MARKED DEGREE OF SOCIAL NAVET. THESE INDIVIDUALS LACK PERCEPTION WHEN IT COMES TO THE NEEDS AND FEELINGS OF OTHERS AND MAY NOT REALIZE THAT THEIR BEHAVIOR ELICITS REACTIONS FROM AND HAS AN EFFECT ON OTHERS. TYPICALLY, THESE INDIVIDUALS ARE SOCIALLY INEPT AND UNAWARE OF APPROPRIATE BEHAVIOR IN ORDINARY SOCIAL SITUATIONS.

Work-Related Stress :

• For our purposes here,stressis defined as a physical and emotional reaction to potentially threatening aspects of the environment.
• This definition points to a poor fit between individuals and their environments. Either excessive demands are being made, or reasonable demands are being made that individuals are ill-equipped to handle.
• Under stress, individuals are unable to respond to environmental stimuli without undue psychological and/or physiological damage, such as chronic fatigue, tension, or high blood pressure. This damage resulting from experienced stress is usually referred to asstrain.
• One individual (a high-need achiever) may thrive on a certain amount of job-related tension; this tension may serve to activate the achievement motive.
• A second individual may respond to this tension by worrying about her inability to cope with the situation. Managers must recognize the central role of individual differences in the determination of experienced stress.

Types of Stress:

• Frustrationrefers to a psychological reaction to an obstruction or impediment to goal-oriented behavior. Frustration occurs when an individual wishes to pursue a certain course of action but is prevented from doing so. This obstruction may be externally or internally caused.
• Anxiety is a feeling of inability to deal with anticipated harm. Anxiety occurs when people do not have appropriate responses or plans for coping with anticipated problems.
• Causes of Workplace Anxiety: "Differences in power in organizations which leave people with a feeling of vulnerability to administrative decisions adversely affecting them."