HOMEWORK FOURTH WEEK Instructions: The task consists of ONE section: Section 1: Based on the activity "Leadership Skills" that is attached in the links, carry out your own GAPS analysis sample (personal analysis) page 534 - figure PD.1, rely on the instructions and definitions in the section "Conducting an analysis GAPS" on the same page and the following pages 535 - 536. You can do it in a painting or simply developing the four aspects: Goals talents Perceptions standards In order to carry out the personal analysis, it is first necessary that you read the pages 534-535-536 WHICH ARE ATTACHED

Where; do you wanna go? What can you do \"Ow? Step 1: Professional objectives: Step 2 What strengths '10 YOU have for your career goals? Professional Strategies Step 3 What development needs do you need to overcome? Perceptions: What does your boss or the organization expect? How do others see you? Step 5: Expectations: Step 4: Performance and 360-degree review results and feedback from others. - Companions -llhlfditil;65 520 Part Five Leadership Skills FIGURE \\ I ' N 1.! PS] A Where do you want ' ngn you do now? sample from a - - - - - ------ - ....................... GAPS analysis. to go Pa 1 Professional objectives Pa 2 What kprtalene \\mii sto Won professional goals? '- ' " ' "d" professional strategies per Decisions Ps3 Neon streets of development W Ive-5| Mule-n\" YGI Curphy C my aim M m; Mm \"min-n: My\" What awaits jele or the organization? How do others see you?! M d po 5 Expectations Pee E; Rediados from performance hm 19!!) review and 360 degrees and portrayal of pere from others '1'? U CHM 'Sllktdhnh Being able to handle a three-person team may not mean he can delegate tasks or use his staff effectively when controlling a group of 25 people. In that case, the leader Will need to build on and expand the delegation skills he learned while leading a much smaller group. These five phases are well supported by research. Hazucha, Hezlett, and Schneider (1993), Peterson (1993b), and Hezlett and Koonce (1995) show that about 75% of people who practice leadership and have adopted these five phases phases were successful in permanently changing behaviors or developing new skills. Because these five phases are so important in the development planning process, the remainder of this section will describe each phase in greater detail. Conducting a GAPS Analysis The first phase in the development planning process is to conduct a - GAPS (Goals, Abilities, Perceptions, and Standards) analysis. A GAPS analysis helps leadership practitioners collect and categorize all relevant- information for deveIOpment planning. A sample GAPS analysis for an engineer working in a manufacturing company can be found in Figure D.1. This indivrdual wants to be promoted to a front-line supervisor position within the next year, and all information pertinent to his promotion can be found in his GAPS analysis. The specific cases for conducting a GAPS analysis are as follows: a Step 1: Goals. The rst step in a GAPS analysis is to clearly identify what what you want to do and where you want to do with vour professional career in a year or in an approximate period. This does not mean beino promoted in level. A alternate career objective could be the mastery of your current iob, since you may have been recently promoted and advancing to the next level is not Helides of dag 521 It's so important right now. Other career goals may include taking on more responsibilities in your current position or even taking on a side assignment somewhere in the company, taking on an assignment abroad, or reducing your job responsibilities to achieve a better work-life balance. Your Job This last career goal can be well-suited for leaders just starting a family or caring for loved ones in poor health. The two most important aspects of this step in the GAPS analysis are that those who practice leadership will have much more energy to work on development needs that are aligned with their professional goals and in many cases moving to the next level is not a viable goal or particularly attractive. This last point may be true in organizations that have recently downsized. Manager positions are consequently the ones that take the brunt of mass layoffs resulting in fewer positions being available for those who wish to advance Step 2: Talent. People bring with them a strength model of development needs for their professional goals. Over the years, you may have developed specialized knowledge or a variety of skills that have helped you be successful in your past and current jobs. Similarly, over the years you too may have received feedback on skills you needed to develop or behaviors you needed to change. Good leaders know themselves. over time they aet to know their strengths. which they need to balance and also know what the skills they needed to develop . Step 3: Perceptions. The perceptions component in the GAPS model is related to related to the impact that their talents. skills and behaviors have cough from others What are others saying about your various attributes? What are their reactions to their strengths and development needs? A great way to get this information is to ask others to provide you with feedback, either through performance reviews or 360- degree feedback instruments. Step 4: Standards. The last step in a GAPS analysis concerns the standards that both your boss and the organization have set for your career goals. For example. vour boss mav sav that vou need to develop a skill. ability to sneak hetter in nuhlic or to delenate or to train others before vou can he promoted Similarly the organization can have nolicies that state that neople in certain positions abroad they must speak the native language very well, or they can even establish requirements education or experience for various jobs When a CAPS analysis is completed it may be discovered that it does not have all the information you need. If this is the case, then you need to obtain it before completing take the next step in the development planning process. vou are the only one who can deride on your career anals hut voul can seek the advice of others in sense of seeing if these anals are realistic niven their talents nercentions of demis and organizational standards. But vou may discover that vour ohiectives you to one year are unrealistic according to their development needs, the standards organizational or employment opportunities. In this case you may need to evaluate522 Part Five Leadership Skills FIGURE Where you want it DP.2 The Where are you now? Goals gaps in the talents GAPS analysis Sources D. B. Peterson and M. D. Hicks, Leder as Cont (Minneapolis Personnel Decisions Internacional, 1996) y G J. Curply - Gap The Leadershap Development Process standards Perceptions Manual (Minneapolis; Personnel Decisions International, 19961. Development objectives Current position: Proposed next position: Revisit your career goals or consider taking some career steps that will help you reach your goal. If you lack information about the di quadrants, then you can ask your boss or others whose opinions you value for advice about your talents, perceptions, or organizational standards. The cesm as much updated and relevant information for your GAPS analysis will help you to that your development plan is focused on high priority objectives. Identifying and prioritizing development needs: GAPS gaps As noted in Figure PD.2, the Goals and Standards quadrants are tied to the future; These quadrants ask you to indicate where you want to go and what the boss or organization expects of the people in those positions. The and Perceptions quadrants focus on the present, about what strengths and development needs you currently have, and how these attributes are affecting others. Considering what you have and where you want to go, what are the gaps in your CATS means, after looking at all the information from the GAPS analysis, what are your three development needs? And how should these development needs be prioritized? You need to review the mod data to verify the underlying themes and patterns that exist, and determine which