Leadership Portfolio 2 (LP 2) Grading Rubric Unsatisfactory: 0-60% Effective Leader Definition Assessment Results Section not complete Needs Improvement: 60-80% Section(s) not complete Comprehensive definition Scores missing or incorrect In-depth insights Insights not in-depth New definition is the same as original definition Definition not developed in enough depth Minimal / weak differences noted from original definition Clear connection drawn between results - ability to be an effective leader Impact not addressed Feedback Exercise Section not complete Missing response to two questions within this section Most Important Learnings Section not complete Development Goals Section not complete Simple bulleted list Goals not related to course content More than 10 spelling / grammatical errors In-depth insights about how definition has changed 25 Missing response to one question within this section Response to process question too narrow (not global) Specific feedback noted Bulleted list with minimal narrative Significance not explained Three clearly different learnings noted with direct connection made to ability to be an effective leader 15 Action steps not SMART / do not address behavior change / insufficient to achieve goal Obstacles not addressed Three distinct goals relevant to course content, each with at least 4 SMART action steps that target behavior change; specific dates and obstacles 30 Proper spelling, grammar, sentence structure Fewer than 5 errors 5 Reason or dates not specified Grammar / Spelling Points Possibl e 10 Satisfactory: 80-100% Five to 10 spelling / grammatical errors Completion instructions not deleted from final submission Total 15 Behavior change on target In-depth insights about the feedback process 100 Revised 11-8-15 Revised 11-8-15 THE EFFECTIVE LEADER - BUAD 6305 - ONLINE LEADERSHIP PORTFOLIO ASSIGNMENT Please follow completion instructions which are noted in blue before each section. Delete instructions (in blue font) prior to submitting assignment. This form will expand as you type. Name: Term / Section: A. What is your definition of an Effective Leader? In light of your learning and insights throughout the course based on readings, assessments, exercises, lectures, and discussions in class, write a paragraph to describe an Effective Leader. Explain how this differs from the description you posted in the Unit 1 discussion thread. B. Assessment Results Recap Please make note of your scores for each of the instruments listed below2. Write a brief paragraph about your insights regarding your strengths and weaknesses on each instrument and how these results will impact your ability to be a more effective leader Assessment Results Insights / Impact (Enter % for each factor) Defensiveness Profile F1 - Feelings of Fear: F2 - Feeling Attacked: F3 - Consequent Behaviors: F3 - Sensitivity to Flaw: Competing: Collaborating: Conflict Styles Avoiding: Accommodating: Compromising: Trust score: Trust Orientation Profile Mistrust score: Trust Orientation: C. Feedback Exercise Address the three points below based on your participation in the Revised 11/10/15 1|Page feedback exercise in Unit 7 Nature of feedback received from teammates: Behavioral changes I plan to make in response to the feedback: What I learned about the feedback process: D. What are the three most important things you learned about becoming an Effective Leader? Synthesize all that you have learned throughout this course and list the three most important things you have discovered about effective leadership. Explain how or why they are significant to you becoming a more effective leader? Learning Significance View You Tube Goal-Setting video before completing this section of the assignment (link to video is on the Leadership Portfolio page in the Course Home section of eCompanion) E. Individual Development Goals Articulate three goals for continuing to develop your skills as an Effective Leader and why you want / need to work on these areas. Refer to your EQ report or the results for any of the other self-assessments completed during the course to determine areas that need improvement Explain the reason for selecting each of your goals and explain how / why achieving the goal will help you become a more effective leader Outline 4 - 5 specific action steps you will take to achieve these goals Include target dates for the beginning and completion of each goal rather than indicating you will start immediately and/or that the actions will be ongoing. o If the step is something you would like to continue on an ongoing basis, set a targeted completion date for 60 - 90 days out, at which time you can evaluate your success in completing the action step, make adjustments as necessary, and then reset the goal for the next 60 - 90 days. o Goals for increased EQ scores should be at least 4-6 months out o Big 5 scores cannot be increased per se. What you can do is set goals for changing your behavior to balance out your natural tendencies in a certain area Your goals and action steps must be SMART and dates should be specific (rather than immediately or ongoing) Also, identify potential obstacles that may prevent you from achieving your goals and articulate your plan for overcoming them should they arise Development Goal 1: Reason for this goal: Specific Action Steps Start Date End Date Revised 11/10/15 2|Page Potential Obstacle(s): Plan to overcome: Development Goal 2: Reason for this goal: Specific Action Steps Start Date End Date Potential Obstacle(s) Plan to overcome Development Goal 3: Reason for this goal: Potential Obstacle(s): Revised 11/10/15 Plan to overcome: 3|Page THE EFFECTIVE LEADER - BUAD 6305 LEADERSHIP PORTFOLIO ASSIGNMENT Name: SAMPLE A Term / Section: Fall 2013 - 070 A. What is your definition of an Effective Leader? An effective leader is an honest individual who genuinely care for others and lead by examples. He is someone that sees and treats people as people and not as objects, communicates effectively, create and able to maintain a perfect working relationships (with coworkers) and environment. He genuinely listens to his team members and makes decisions based on facts, logic and achieving the organization's goals and not his emotions. This is a little bit more elaborate than my previous definition of an effective leader in the sense that this contains more comprehensive characteristics of an effective leader. Even though I don't disagree with my previous definition but I found out during the course that an effective leader has to do more than lead by example. I learned how to start the journey to being an effective leader through selfawareness and self-management, creating and maintaining relationships through collaboration and trust using social awareness and management skills, effective management of power and influence styles to lead people without forcing them. In summary I now know more about what being an effective leader entails . B. Assessment Results Recap Assessment Platinum Rule Behavior Styles Results Primary Style: Thinker Sub Style:Relator (Enter % for each factor) Defensiveness Profile F1 - Feelings of Fear:10 F2 - Feeling Attacked:11 F3 - Consequent Behaviors:26 F3 - Sensitivity to Flaw:18 Personal Power Revised 11/12/13 Reward power:11 Insights Everyone has different personality and the key to maintaining an effective communication channel with them is knowing and understanding their personality which makes it easier to interact with them, less conflicts and increasing productivity Being defensive scares others away and most especially prevents them from giving you feedback and as an effective leader you rely on feedback received in order to maintain effective communication and improve both emotionally and professionally. Power must be exercised, if not the person wielding the power might be 1|Page Coercive power:7 Legitimate power:11 Profile Referent power:15 Expert power:16 disrespected for not exercising the power and the type of power is being exercised determines how others are influenced. Rational Persuasion:6 Pressure: 1 Upward appeal: 1 Influence Tactics Inventory Exchange:1 Ingratiation:7 Coalition: 2 The type of power being exercised determines the influence on others which can make or mar the relationship you have with them. Inspirational appeal: 6 Consultation:7 Competing:13 Collaborating:14 Conflict Styles Avoiding:19 Accommodating:18 Compromising:14 It is not effective to stick to a particular conflict handling style as being effective requires the ability to decipher the situation and adjust the most ideal conflict handling style to the situation. Teaming:3 Motivating Subordinates:5 Career Counseling:3 Workplace Collaboration Style Communicating with Subordinates:4 Professional Relationships:4 Each collaboration style is necessary and important in order to be an effective leader. There should be a balance in between all the collaboration. I need to work on my teaming and career counseling style so as to be more effective. Improving Morale & QWL:4 Trust Orientation Profile Trust score:102 Mistrust score:16 Trust Orientation:89 Revised 11/12/13 As a leader, your subordinates or team members must be able to trust you and vice versa so ad to maintain an effective relationship which gives room to more productivity. Too much trust is not ideal in order to give room for disappointments and little trust prevents effective relationships. There must be a balance, Trust in workplace shouldn't be too much and too small. When there is trust between a leader and its team members, there is mutual respect and a perfect working environment which 2|Page Aptitude for Becoming a Mentor Overall score:79 makes their work easier. Although some skills in becoming a mentor, I still have to work on my selfawareness so as to boost my selfconfidence because this is important if am going to be influencing (mentoring) others. C. What are the three most important things you learned about becoming an Effective Leader? Learning Significance Interpersonal Skills Workplace today are becoming more and more diverse in nature and the ability to motivate ,communicate effectively and get others to achieve a goal requires great interpersonal skills. With my self-awareness and empathy skills, coupled with thinking outside the box at all times and treating people as people and not as objects, this will help in creating a suitable working atmosphere with trust and respect leading to collaborations, valuable relationships which assists in accomplishing the goals of the organization. The essence of good communication is the ability of the receiver to understand the intended meaning of the sender. Good communication skills is required in being an effective leader because maintaining an effective communication can increase team motivation, foster trust and respect between members which in turn improve decision making processes and contribute substantially to the overall productivity and performance of the team. Like George Amber said \"No Communication=No leadership\". \"Without effective communication, you cannot lead... You end up taking a walk on your own\" Communication Skills Teamwork Revised 11/12/13 Without effective teamwork, it is difficult for organizations to be productive and grow even with all the necessary workflow structure. Good and efficient teams are needed for collaborations and a productive working environment. Before the class I always thought it was best to work alone as there will be no disturbances and I'll tend to achieve my results faster but participating in the team project and learning more about the importance of teamwork, I have come to the 3|Page conclusion that a leader is not effective until he can participate effectively in teams. The ability to lead and follow is necessary for an effective team. When a group of people are able to collaborate effectively, it breeds productivity and goals and works are achieved and completed faster. D. Individual Development Goals Development Goal 1: Improve my self-awareness skill by a total of 10 points in the coming year using the EQ appraisal to track my development. Specific Action Steps Reason for this goal: selfawareness is the most important key to self-management, being aware of one's strengths, weaknesses, style, personality etc. has a significant impact on one's interactions and relationships with others. I was actually expecting my selfawareness scores because It is something I always knew I needed to work on. Start Date End Date Every day I am going to practice a reflection January 2014 of my actions during the day before I go to bed. I'll mentally go through all interactions I had with others for that day taking notice of those that went well, as expected or not too good (writing them in my journal) and focusing on 1) what I did and how I reacted, 2) how the other person reacted to what I did 3) if the interaction didn't go well or as expected, what I could have done better. Generally I get to see how my actions affect people around me (without thinking about anything else at that moment) in the absence of all the pressure and hassles of the day. August 2014 1st week in January 2014 1st week in August 2014 At the end of every week, Saturday afternoon to be precise, I'll 1) Go through my journal and take note of similar actions, interactions and reactions. 2) create a table Revised 11/12/13 (before my Birthday) 4|Page and write down those interactions that went exceptionally well and what I did to achieve them, those that didn't go well, led to conflict or argument and what I also did and how the person reacted 3) write down those interactions that didn't go well at the beginning of the week and might have been repeated, how I was able to fix them, what I did differently 4) set a goal to act differently each time I am faced with any of the interactions that didn't go well At the end of each month, ask the people around me including family members and coworkers for honest feedback concerning my behavior mentally documenting it and transferring to my journal at the end of the day January 2014 July 2014 Set objectives based on the feedback towards the end of the month Starting from February 2014 month end, I will evaluate all the set objectives from the previous month end using all the daily reflections and weekly recordings in my journal, determine if the objectives was accomplished and take notes on those that were not achieved and strategize on how to achieve them. February 2014 July 2014 Genuinely take the Emotional Appraisal again to measure if I achieved my set goal and set out steps to follow to maintain my new self-awareness status by creating a red book of actions and behaviors I wouldn't be caught indulging in as a way to check myself August 13th 2014 August 15th 2014 Potential Obstacle(s): Too tired after work to reflect or document my interactions Plan to overcome: Go to bed an hour earlier than my bedtime. Development Goal 2: Decrease the height of my faade so as to increase my arena and decrease my blind spot in the Johari window by 2 points in the next six months. Reason for this goal: During the course, I learned that one of the characteristics of an effective leader is giving and receiving feedback. Combining all the tools of leadership without feedback is Revised 11/12/13 5|Page not effective. I am more willing to receive feedback than give out feedback which was made further visible by the Johari window which is not ideal if I want to be an effective leader. Specific Action Steps Start Date End Date Give feedback once daily during team work, meetings or conversations whether am being asked for it or not January 2014 June 2014 At the end of the day, document the feedback I gave, how I gave the feedback (what I said exactly) and the reaction of the person I gave the feedback to in my journal alongside my interactions for the selfawareness improvement. January 2014 June 2014 With the help of my new self-awareness competency. Go through my journal at the end of each month to evaluate my performance and set new objectives January 2014 June 2014 At the end of June 2014, take the Johari window assessment again to measure my improvement, determine if my set goal was achieved ( start all over again if it wasn't) and set steps and actions to take so as not to revert back to my old self June 2014 June 2014 Potential Obstacle(s): The other person taking the feedback in a negative manner, conflicts arising as a result of failure to deliver the feedback constructively putting a strain on relationships Plan to overcome: use the skills learned from the class from giving constructive feedback and making use of the phrase \" you were effective because ... and you would have been more effective if..\THE EFFECTIVE LEADER - BUAD 6305 LEADERSHIP PORTFOLIO ASSIGNMENT Name: SAMPLE B Term / Section: Fall 2013, 7QA What is your definition of an Effective Leader? An effective leader cares equally about the people they lead as the tasks they have to complete. Effective leaders motivate others, build strong relationships, develop trust, resolve conflict, and solicit feedback. Effective leaders share their feelings, are open about themselves and approachable at all times. Effective leaders credit others for their successes and never blame others for their failures. Effective leaders inspire others to be like them. How my definition differs from week one: At the beginning of the course, my definition of effective leaders was extremely skewed towards accomplishing tasks. I failed to take into account how effective leaders interact with people to build relationships. My original definition assumed leaders delegate responsibility and a result was produced. It ignored the human aspect of leading people. It ignored feedback, and emotional intelligence. Most importantly, it ignored emotional intelligence in all regards. My new definition broadens my understanding of leadership by focusing less on the task and more on the people that leaders interact with. I think people, not tasks, are what leaders are responsible for. If a leader focuses on people, the task side of leadership will take care of itself. B. Assessment Results Recap Assessment Platinum Rule Behavior Styles Defensiveness Profile Results Primary Style: Socializer Sub Style: Thinking Socializer (Enter % for each factor) F1 - Feelings of Fear: 54 F2 - Feeling Attacked: 19 Revised 11/12/13 Insights I learned that thinking socializers tend to work harder towards tasks that carry bigger rewards. I think this is very important to be aware of and know and know it isn't a positive attribute. I do not want to be known as the guy that only performs when there is something in it for me. I can use this information, however, to consciously think about what is motivating me to complete certain tasks. Moreover, I need to complete tasks that benefit others regardless of the outcome for me. My score of 54 in F1 was very useful for me a leader. It showed me, that I'm very confident in my views. However, as I have learned in this course, I must be careful to listen to others. To be a more effective leader, I can use this 1|Page F3 - Consequent Behaviors: 15 F3 - Sensitivity to Flaw: 24 Competing: 13 Collaborating: 17 Conflict Styles Avoiding: 10 Accommodating: 9 Compromising: 17 Teaming: .16 Motivating Subordinates: 0 Career Counseling: -.33 Workplace Collaboration Style Communicating with Subordinates: -.4 Professional Relationships: -.33 Improving Morale & QWL: 0 Trust score: 94 Trust Orientation Profile Aptitude for Becoming a Mentor Revised 11/12/13 Mistrust score: 26 Trust Orientation: 68 Overall score: 79 information to force myself to listen to other opinions before making a decision. Moreover, I must not be too confident as too some off as arrogant. I want to encourage others to voice their opinions, not limit their ability to speak. I was extremely satisfied with the results in this assessment. As a leader, the ability to mediate conflict and move forward towards a common goal Is very important. However, I know that in order to be a good compromiser, the agreement must not sacrifice results. Also, while collaboration is often beneficial, it is very time consuming. I need to remain aware of my tendency to collaborate and compromise, but remain cognizant that other strategies do exist that might have to be used in certain situations. As I interpreted this assessment, the areas with the greatest variance are the focus areas to address in the future. I need to improve my communication with subordinates and continue to ask for additional feedback from the people that report to me. As mentioned earlier, I need to also decrease distractions in meetings with these individuals and connect with them on a personal level. I think my high trust orientation score is a very accurate reflection of my leadership style. At work, I trust individuals until I have a reason not too. I think this can help strengthen my relationship with others, as I am always willing to open up and be vulnerable to other colleague's actions. However, I think high levels of trust are no excuse for lack of performance. As a leader, I need to better balance my trust of others, with their ability to complete tasks effectively and timely. I think for a young professional, this is a very high score. I think that lack of life experience contributes to me not having higher numbers. While I would always be willing to help my friends and colleagues in their time of need, I don't yet feel confident in my abilities. I think 2|Page once I become more stable in my career pursuits, my ability to mentor other will grow as well. C. What are the three most important things you learned about becoming an Effective Leader? Learning Significance Team Development In the area of team development, I took away several key points that I think are very useful to an effective leader. First, teams develop in stages. Teams are capable of regressing to earlier stages of development at any time. Second, each stage has a very predictable level of productivity. For example, when a team enters the storming stage, a leader can expect to see a drop off in productivity. An effective leader can then limit his/her reaction and not be alarmed by this drop in productivity. Third, social influence can have as much impact on a group as assigning formal titles. A leader must be aware of how group members perceive one another and who is perceived to have the essence of leadership. Finally, teams need structure, clearly assigned roles, objectives, and plans to handle under performing team members. The more documentation in place ahead of time to deal with challenging situations, the less likely these situations are to cause tension in the group. Emotional Intelligence The area of emotional intelligence is where I believe I made the most progress over the course of the previous 12 weeks. Before I started this course, I was a pragmatist. I was a no nonsense, task oriented leaders. I had never connected with the majority of my colleagues on a personal level. I had never thought about how others perceived me. I had never solicited or given feedback to others at all. Over the past 12 weeks, I have begun the process of transforming myself into an emotional intelligent leader. I learned that self and social awareness are critical to effective relationships. This has allowed me to recognize emotional responses in others and myself and seek more information to find the underlying feelings of these negative emotions. Trust/ Relationship building I took several lessons from the relationship building and trust units of the course. First, calling someone by his/her name goes a long way. In the past I was Revised 11/12/13 3|Page infamous for the, \"Hey Buddy\" greeting. Now I make it a priority to take time to learn the names of those around me. Second, remembering details about my colleague's lives and asking questions helps build relationships very quickly. Since the start of the course, I have started carrying a small note pad in by jacket pocket. When I have personal conversations, I note the topics. Then, If know I am seeing that person again, I review the comments I wrote down. Second, I learned my choice of pronouns is critical. When referring to groups or the employees under my supervision I now use \"we\" when making comments of suggestions for improving performance. We help to remove tension from the conversation and connects the group and myself on a more personal level. Third, when criticizing an employee or colleague, always ask, \"how will this help them improve.\" By asking myself this statement, I have been able to reduce the emotion in my comments to those under me. I take time to reflect on my emotion and develop a useful constructive comment to help my subordinates improve. to video is on the Leadership Portfolio page in the Course Home section of eCompanion) D. Individual Development Goals Development Goal 1: By the end of March 2013, I will increase the number of personal conversations I have with colleagues to a minimum of 3 per week. I will also make it a priority to call these individuals by name at all times. Reason for this goal: A key component of trust and effective relationships is having a personal connection with others. A prerequisite to these relationships is simply knowing the names of those people I seek relationship with. Completing this goal will help open myself up to my co workers and build a strong foundation of trust moving forward. Specific Action Steps Start Date End Date Make a list of all G6 Hospitality employees I have interacted with over the past 6 months. Nov 20, 2013 December 1, 2013 Make a lunch appointment with the individuals on the list from step one. Be sure to include on the invite that the reason is December 1, 2013 January 31, 2014 Revised 11/12/13 4|Page informal and not related to formal business. I will inform them I'm attempting to work on my relationships skill and would appreciate their time in aiding my efforts. Maintain these new relationships by periodically this should be more specific stopping by their offices. When I do so, I will call them by name and ask questions pertaining to things discussed at lunch in the previous months. February 1, 2014 February 26, 2014 Evaluate and adjust my activity based on results over the past 4 months. If necessary repeat the process above. March 1, 2014 March 1, 2014 Potential Obstacle(s): The hectic pace of business at G6 might lead to scheduling conflicts for many and the inability to make it out of the office for lunch. This would prevent me from taking the first steps at getting to know others on a personal level. Plan to overcome: G6 has an onsite dinning facility. If a colleague doesn't have time for an offsite lunch, I will offer the alternative of a coffee break of onsite lunch at the company cafeteria. Development Goal 2: Over the next year, Work to decrease my blind spot from the Johari window by 50%. Reason for this goal: In order to become more socially aware, I need to be more knowledgeable of how my colleagues perceive my on a professional level. Moreover, giving and receiving feedback will help to build on the relationships outlined in my first goal. Specific Action Steps Start Date End Date Hold a meeting with all my department team members. Discuss that over the next 12 months, I seek to improve the amount of feedback in the department and that I personally want to receive feedback about how my actions are impacting their jobs. Make clear that feedback is encourage and that their comments will not adversely impact them in any way. January 2, 2014 January 2, 2014 Set time on my schedule every week to meet with each of my team members individually. Weekly, beginning December 2014 Revised 11/12/13 5|Page The purpose of these meeting will be to review the events of the week and too exchange feedback between us. Be sure to recognize and thank the employee for the feedback they provide regardless of how critical it might be. January 2014 Schedule time on a monthly basis to review the feedback I have received and review how I have changed by behavior or actions as a result. Monthly, beginning February 2014 Retake the Johari window assessment and review my improvement in the blind spot category. Adjust improvement strategy as necessary December 2014 December 2014 Potential Obstacle(s) I expect the main obstacle to accomplishing this task is my team members being hesitant to offering honest feedback regarding my actions and performance. Plan to overcome: I plan to make clear in the staff meeting at the beginning of the year that honest feedback is greatly appreciated. Moreover, I plan to offer rewards to employees that are most open and embracing to the feedback process. Development Goal 3: Over the next six months, I will increase my personal listening skills by eliminating distractions during conversations. I will focus on turning off technology, and solely focus on the conversation at hand. Reason for this goal: A current weakness of mind is being too tied into multi-tasking with technology to ever have real connections with co-workers. I need to un-plug my phone and email during face-to-face meetings. This will allow me to listen, not just hear my colleague's words. Begin to schedule meetings at neutral office space to eliminate distractions. January 2014 June 2014 Take notes on paper and do not bring phone with me to scheduled meetings. January 2014 June 2014 On a weekly basis, review the number of distractions that I had during conversations and record the number of occurrences. If the number per week does not decrease over time, set time to re-evaluate my strategy. Weekly, starting January 2014 June 2014 Revised 11/12/13 6|Page Ask for feedback from those I have frequent meetings with about the level of attention they think I give them during meetings. Inform them of my desire to become less distracted and actively listen during conversations. Potential Obstacle(s): Most meetings in the office take place in areas with many distractions. Meeting rooms that are not connected to technology are generally bigger rooms that require advanced reservations. Revised 11/12/13 January 2014 February 2014 Plan to overcome: I plan to review my calendar a week in advanced and reserve space for key meetings. If I have to meet in my office, I will turn off my phone and computer before the meeting starts. 7|Page