Leadership Foundations, homework help


Question Description

The material for this is the course "Leadership Foundations" with Britt Andreatta on Lynda.com

Save the PDF to your computer. Open it in Word, Acrobat, or print out a physical copy. Complete the assigned sections.

[The assigned sections are 1-1, 1-4, and 1-6. Please complete the entire section for each of those three.]

{ Find the below attachment and complete the given three sections. copy each section and paste in the MS-WORD and write the related answers with the unique and simple words with zero plagarisam send me the same paper. make sure all the three sections in one file and each section in the new page.}

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Leadership Fundamentals with Britt Andreatta Exercise Guide Exercise Guide Contents Rate Your Leadership Skills (1-1)........................................................................................... page 2 Managing and Leading (1-2).................................................................................................. page 5 Leadership Level (1-4)........................................................................................................... page 6 Assessing Your Organization (1-6)......................................................................................... page 7 Mapping the Competencies (2-1)......................................................................................... page 10 Discovering Your Core Values (2-2)...................................................................................... page 13 Developing People (2-5)....................................................................................................... page 16 Team Playbook (2-6)............................................................................................................ page 18 Recommendations and References for Leadership Fundamentals.................................... page 20 Leadership Fundamentals with Britt Andreatta Exercise Guide Contents Rate Your Leadership Skills (1-1) Assess your proficiency in each of the clusters affiliated with effective leadership. For each competency, rate yourself on a scale of 1 to 5 with 1 being a low level of skill and 5 being a high level of skill. Competency Integrity Self Awareness Definition Integrity Maintaining standards of honesty; speaking and acting in alignment with values; taking responsibility for personal performance; trustworthy Knowledge of self Knowing all aspects of self including emotions, values, personality, and recognizing their impact; using “gut instincts” to guide actions Accurate self-assessment Accurately perceiving strengths and weaknesses, and role in interactions in ways that line up with others’ views Self-confidence Strong self of one’s self worth and capabilities Emotional self-control Managing impulsive or distressing feelings so that they don’t impact others negatively Achievement drive Striving to meet a standard of excellence; ability to set and achieve goals; persistence and sustainability Adaptability Demonstrating flexibility in adapting to changing situations or overcoming obstacles; resilience Learning orientation Commitment to continual learning and improvement; actively identifying new areas for growth and taking advantage of opportunities to learn and practice 1 2 3 4 5 Leadership Fundamentals with Britt Andreatta 2 of 20 Competency Building Relationships Business Acumen Definition Empathy Accurately sensing and understanding others’ emotions; taking active interest in their needs and concerns Communication Hearing and listening to others; sending and receiving messages accurately Developing others Sensing others’ developmental needs; enhancing others’ abilities through feedback and coaching Facilitating team performance Creating group synergy in pursuing collective goals through collaboration and cooperation Managing conflict Negotiating and resolving disagreements; facilitating others to move through conflict Appreciating diversity Valuing the contributions of a wide range of people; understanding the influences of various factors including race, gender, economic background, nationality, etc. Building influence Identifying and nurturing instrumental relationships; effectively persuading others Service orientation Anticipating and meeting the needs of others (followers, employees, customers); contributing to the common good Functional or technical skills Knowledge and effective use of specific skills, practices and tactics specific to position and function Adherence to culture Ability to adhere to culture and values (both stated and implied) of organization; adherence to policies and procedures Planning and organizing Ability to orchestrate multiple activities and establish courses of action to ensure that work is completed efficiently Decision making Ability to identify and analyze information, draw conclusions, identify appropriate solutions, and choose a course of action Initiative and innovation Ability and willingness to identify solutions and act on opportunities; comfort with novel ideas and approaches Managing work Effectively manages time and resources of self and others; clearly assigns responsibility for tasks, sets clear objectives, monitors progress, and provides feedback Knowledge of industry Ability to scan various sources about current trends, drawing accurate connections and conclusions Organizational acumen Accuracy and keenness of judgment or insight around all aspects of organization including current and future policies, trends, technology, information, and people 1 2 3 4 5 Leadership Fundamentals with Britt Andreatta 3 of 20 Competency Organizational Strategy Definition Industry analysis Ability to analyze various sources about potential developments, pressures and opportunities, drawing accurate connections and conclusions Political acumen Accuracy and keenness of judgment or insight around formal and informal influences that shape decision making in the organization Global awareness Ability to analyze various sources about current and potential developments in the economic, political, social, and natural aspects of regions around the world, drawing accurate connections and conclusions Vision and purpose Articulating an inspiring and compelling vision for the future of the organization; motivates and mobilizes others through passion and clear communication Strategic direction Identifying and designing a long-range plan to maximize the success of the organization after effective analysis of a wide range of relevant factors Dealing with complexity Comfort with ambiguity and paradox; able to understand and effectively respond to multiple and conflicting pressures Catalyzing change Initiating, designing and facilitating change and new directions Inspiration leadership Guiding and motivating others through a compelling vision; aligning the goals and strategies of the organization 1 2 3 4 5 Leadership Fundamentals with Britt Andreatta 4 of 20 Managing and Leading (1-2) Review the differences between management and leadership and make some notes about your specific job and role. When are you doing each? Management Leadership 1. Approach Tactical Strategic + visionary 2. Time frame Short- to mid-term to ensure success of organization now; sets timetables and agendas to achieve identified goals Mid- to long-term to ensure success of organization in future; sets vision and strategy for organization change 3. Focus Focus is narrow and internal to organization Focus is broad (both internal and external influences) including other functions, industry, market, and national and global affairs 4. Resources Uses currently established resources such as budget, staff, policies and procedures Seeks and attains/creates new resources to ensure success of future goals 5. Task goals Directs daily work to achieve currently identified goals Envisions future goals and creates new products and processes to achieve them 6. People goals Supervises staff to maximize their productivity; coordinates efforts of teams to maximize performance Builds culture to maximize engagement and commitment; inspires stakeholders, fosters collaboration, and cultivates next generation of leaders Notes % of time you spend Leadership Fundamentals with Britt Andreatta 5 of 20 Leadership Level (1-4) Think about your organization and the position you hold. Level Focus Who %Tactical %Strategic Envision and strategize Leaders of the organization 10 90 4. Leader of function Align and maximize Leaders of functions or divisions 25 75 3. Leader of leaders Model and train Leaders of managers and/or professional staff 50 50 2. Expert/Manager Transition and develop Leaders of individual contributors, experts 75 25 Focus and prepare Individual contributors, and emerging leaders 90 10 5. Leader of organization 1. Individual contributor What is your current level of leadership? What skills do you need to hone for your current level? What do you need to develop to successfully lead at the next level? Are you at the right balance or proportion of management and leadership skills? If not, what can you do to shift your workload? Leadership Fundamentals with Britt Andreatta 6 of 20 Assessing Your Organization (1-6) In which stage of development is your organization? What do you need to do to maximize performance at this stage? What do you need to do get to the next stage? Leadership Fundamentals with Britt Andreatta 7 of 20 Effect of common factors Use this chart to assess the impact that common external and internal factors may have on your organization. Feel free to add factors you have identified. Note whether you perceive the impact to be positive (+), negative (–), or neutral (o). Factor Low Impact Medium Impact High Impact Local, state, and national policies or regulations Dependence on technology Fluctuating cost of key resources like fuel or food Changing weather patterns Generational differences in workplace expectations Predictability of market trends External Influence of shareholders Dependence on international markets/products Predicted shortages in certain skilled workforces National and global economies Other: Other: Leadership philosophy of the top executives Power and influence of departments/individuals Internal Remote employees and virtual teams Access to key resources Leadership Fundamentals with Britt Andreatta 8 of 20 Factor Low Impact Medium Impact High Impact Motivation and engagement of employees Trust Growth and profit Internal (continued) Customer satisfaction Company culture Other: Other: How can you learn more about, and stay current on developments with the factors with medium to high impact? How can negative impacts be neutralized? Could any of the neutral impacts be made into positive forces? Leadership Fundamentals with Britt Andreatta 9 of 20 Mapping the Competencies (2-1) Mapping Leadership Skills to Professional Competencies Leadership Skill Integrity Self Awareness Lominger Competencies Integrity Ethics and values Integrity and trust Knowledge of self Self knowledge DDI Competencies Britt’s Additions Integrity Building trust Accurate self-assessment Accurate self-assessment Self-confidence Self-confidence Emotional self-control Personal disclosure Patience Composure Achievement drive Drive for results Career ambition Time management Adaptability Humor Perseverance Work/life balance Adaptability Learning orientation Personal learning Intellectual horsepower Learning on the fly Self development Continuous learning Continuous improvement Empathy Interpersonal savvy Sizing up people Approachability Understanding others Compassion Communication Listening Informing Written communication Communication Information monitoring Developing others Caring about direct reports Fairness to direct reports Developing direct reports and others Confronting direct reports Directing others Aligning performance for success Coaching Developing others Building Relationships Judgment Resilience Sustainability Transparency Leadership Fundamentals with Britt Andreatta 10 of 20 Leadership Skill Building Relationships (continued) Lominger Competencies DDI Competencies Facilitating team performance Building effective teams Contributing to team success Building a successful team Meeting leadership Managing conflict Conflict management Managing conflict Appreciating diversity Managing diversity Valuing diversity Building influence Motivating others Negotiating Boss relationships Comfort around higher management Peer relationships Influencing others Building partnerships Building trust Negotiation Building strategic working relationships Service orientation Customer focus Customer focus Building customer loyalty Britt’s Additions Cultural competence Commitment to common good Functional or technical skills Adherence to culture Adherence to culture and values (spoken and not) Adherence to policies and practices Planning and organizing Planning and organizing Organizing Meeting participation Planning Total work system Managing through systems Decision making Priority settings Timely decision making Decision quality Problem solving Operational decision making Decision making Problem/opportunity analysis Initiative and Innovation Innovation management Creativity Action oriented Innovation Initiating action Managing work Command skills Process management Managing and measuring work Delegation Managing work Work standards Quality orientation Delegating responsibly Driving execution Follow up Business Acumen Knowledge of industry Organizational acumen Industry and market knowledge Business acumen Business acumen Professional conduct (appropriate to setting) Leadership Fundamentals with Britt Andreatta 11 of 20 Leadership Skill Lominger Competencies DDI Competencies Industry analysis Political acumen Analysis of Industry and market developments, pressures and opportunities National and global awareness Political savvy Global awareness Organizational Acumen Britt’s Additions Global awareness Vision and purpose Managing vision and purpose Selling the vision Gaining commitment Driving culture Strategic direction Managerial courage Standing alone Establishing strategic direction Strategic decision making Strategic job design Risk taking Driving culture Dealing with complexity Dealing with paradox Dealing with Ambiguity Perspective Catalyzing change Strategic agility Organizational agility Inspirational leadership Change leadership Facilitating change Inspiring others Leading through vision and values Leadership Fundamentals with Britt Andreatta 12 of 20 Discovering Your Core Values (2-2) Step 1: Using this list of common values, circle the ones that are most important to you, underline those that are somewhat important to you, and cross out any that are least important to you. There is no limit to the number you can have in each category and you can add other values to the third column. Accuracy Generosity Preparedness Achievement/Success Gratitude Prosperity Adventure Growth Quality Autonomy Happiness Rationality Balance Harmony Recognition Beauty Health Recreation Boldness Honesty Reliability Camaraderie Honor Resourcefulness Challenge Humor Respect Collaboration Impartiality Risk-taking Communication Independence Science Competence Individuality Security Competition Innovation Service Consistency Integrity Simplicity Control Intelligence Sincerity Courage Intuition Spirituality/Faith Creativity Joy Stability Curiosity Kindness Strength Decisiveness Knowledge Teamwork Dependability Leadership Trust Discipline Learning Truth Discretion Liberty Uniqueness Diversity Love/Affection Unity Effectiveness Loyalty Variety Efficiency Mastery Vision Empathy Modesty Warmth Enjoyment Nature Wealth Equality Nonconformity Wisdom Expediency Open-mindedness Zeal Fairness Optimism Other: Family Patience Other: Flexibility Perseverance Other: Friendship Power Other: Freedom Practicality Other: Leadership Fundamentals with Britt Andreatta 13 of 20 Step 2: Now revisit this list. You have to get down to your top 10 values. You may want to start by crossing out those that you underline earlier. But you can only have 10 circled by the end of this round. • What did you notice about yourself in doing this exercise? • How did you make choices about which values to include? Step 3: Revisit the list one last time and get down to your top 5 values. They don’t have to be ranked in relation to each other but they do need to be your most important, core values. • What are your top 5 values? • Does this list surprise you at all? Why or why not? • When you think back on your childhood, what experiences shaped or contributed to the development of these values? • How have experiences in your adulthood shaped these core values? Leadership Fundamentals with Britt Andreatta 14 of 20 Take each value and list the activities you do that express that value. Consider all aspects of your life including work, family roles, interest, hobbies, shopping, etc. Estimate the percentage of your time each month that is spent on each value. Value: Value: Value: Value: Value: % time % time % time % time % time • Are there values that are expressed through a lot of your time and activities? • Are there any that are not getting sufficiently expressed? What can you do to change that? • Based on how you spend your time and the activities you do, what would others think are your top values? • Focus now specifically on work. Based on their interactions with you, do you think your colleagues at work would know that these are your core values? Why or why not? • How can you demonstrate more clearly, through words and actions, your values at work? Leadership Fundamentals with Britt Andreatta 15 of 20 Developing People (2-5) During a one-on-one meeting with your employee, express that you’d like to support his or her growth. In order to do that, you’d like to ask some questions that are designed to give you a more complete picture. It is important you come from a sincere place of caring and encouragement. Ask follow up questions as need to insure your accurate understanding. • Tell me more about why you chose this position and this organization? • How do you like to structure your work? • What kind of work environment makes you feel the most engaged? • Think back on a time when you had a peak performance professionally. A time when you felt you really shined or performed at your best. Tell me about it. What do you think set that situation apart from others? • What do you think are your strengths? • How can we further enhance or develop those? • What would you identify as your weaknesses or areas for growth? • Pick 1 or 2 to focus on for improvement. How can we develop you in that area? • How would you describe your learning style? Consider it the best way you learn new things. What kinds of experiences or programs maximize your growth? • Are there any programs or courses you have identified that would support your professional development? Tell me more about them. • What motivates you professionally and personally? • Tell me about your passion for this type of work? • What are your short- and long-term career goals? • In order to achieve them, what could you be doing now to set yourself up for success? • Do you know what your triggers are? Triggers are things or situations that can upset us, almost like a pet peeve but more intense. Are there certain situations, experiences or even people that trigger you? • Do you feel that you have effective strategies or practices that help you manage your triggers? How can I support you in this? • I’d love to get your thoughts about our team/group/department. How can we increase the effectiveness of our communication? • How can we increase the effectiveness of our teamwork? • In order to be the best leader for this team/group/department, what advice would you have for me for my own growth and development? • How can I best support you in your role here? I also recommend that you complete the “Evaluating People” form that is in the Exercise files for my course Delegating Tasks to Your Team. It will help you make a thorough and accurate assessment of each of your direct ...
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