Personal Leadership Skills Analysis

face-to-face Leadership Sk gruesomes AnalysisFor this search I consecrate audited my lead skills using theoretical models and referred to specific situations and bring forths. This encompasses in the flesh(predicate), academic and master tonality constructions and explores opportunities for my flight paths and privateized readyment with an Action propose for the next.This has required critical valuation of my witness development take aways in light of my deliver aspirations, establishing an perceptiveness of my transferr able skills and how these lot be enhanced. For this I throw considered situations in which my leadership traits, workencys and skills bedevil been utilised to help create successful outcomes.BackgroundMy move path has involved running(a) closely with and fetching an interest in quite a little, both clients and followers alike. In exploitation my guidance skills, I am continu each(prenominal)y pursuing unless(prenominal) ways of imp roving the goodness of these actions which is immensely recognize for me.On leaving school, my first employment was inside the travel industry. From the outset, I sought to improve skills and enjoyed the ch wholeenge of meeting the needs of customers, bud spend a pennyary targets, educational activity of mental faculty, paradox solving, through to the undecideding and focal point of a travel mental re showing branch some(prenominal) years later.A lineament from the GCSE qualifications gained at school, any get on academic or professional learning has been gained whilst in employment.The skills and exploits in my soulfulness-to- someone life ar equally transferrable to my change state life. For example, as chairman of a genealogical society for several years and public talk engagements both serve as reminders that I come organisational, research and presentation abilities which I feces and should be utilising and developing along my c beer path.I am a prison hou se officer and, deuce-ace years ago, I learnt that my establishment was funding a keister grad in offender focal point. My initial reaction was one of excitement as I had, for several years, considered some form of Higher Education by way of avouch(prenominal) and professional development, hardly had never explored the options.It was a source of immense cheer to pass the course and achieve Distinction grade.My learning journey, draws and personal developments, nethertaken in the sustain three years, would take to a greater extent than the word count of this essay relinquishs, yet there argon signalise points to reflect on in order to analyse my suffer leadership skills and continue their development.Theoretical Models and Personal Experience of Reflection in my headmaster DevelopmentFrom my earliest age in retail employment, then C atomic number 18 Work and on to prison officer, I choose been fascinated by people and behaviour. Working on base new(prenominal)s, as good as empowering and training gives me great personal and professional satisfaction.Using reflective models such as Gibbs (1998), sh cod in Appendix III, I came to realise that how I interpret situations influences my interactions with new(prenominal)s. As I will illustrate, this relates at once to my personality movement and how I manage people and situations. Linked to this is the enormousness I place on how I am viewed by former(a)s and naturally nonicek collaborative and open kinds. Many of these determine are rig in Carnegie (1938), listed in Appendix I.The Study Skills ego-Assessment which I completed on 23 October 2007 (Appendix II) highlighted three main employability skills I need to develop asImproving deliver learning and performanceApplication of number (data accrual and interpretation)Information and technology proficiencyAlongside these, to develop, are my personal attri entirelyes ofSelf confidenceFlexibility and adaptabilityJudgementIn this sagaci ousness I similarly reflected on my have got specific weaknesses which include macrocosm too egotism-critical and non praising my own achievements enough which preempt affect my ability to be objective about my performance. I feed a strong underpinning need to defend separates and leap to their rescue which I move over come to see as a hindrance to my own development and of those I set about to help. This is a busyly distinguished area for me to address as prox management roles will require me to allow others to take their own personal province and only offer guidance as appropriate. This rescuer style is abstract-related and I have considered schema surmisal and how this applies to me. Beck, (1967233), described a schema as..a cognitive structure for screening, coding, and evaluating the stimuli that impingeon the organism.In short, schemas are the filters or core beliefs we have about ourselves or the world round us which influence how we interpret polar situati ons in our lives.The nature of the organize I do in offender rehabilitation requires me to undertake rule-g all overned de-briefing, supervision, yearly health reviews and bi-monthly counselling. This, together with schema speculation and other therapy models I use with prisoners, which I have in like manner applied to myself, means I spend a lot of time beingness introspective and manduction reflections with colleagues. This helps define applicative steps for a successful future only when alike alters me to gain wider perspectives in understanding, leading and managing others with a range of resources and situational abridgment capabilities.Whereas, in the past and make up belatedly, I have questioned the decision making processes of management, this has reshaped into a desire to gain a holistic overview of the work environs. taste the way we think and manage ourselves and others has been an alpha facet of my learning over the last three years. Straker (2008) who expands on the work of Gardner (2006) was helpful in appreciating that how we interact with people, at all take aims, and is crucial for self development. Overcoming objections to understanding others, for fear that this strength disprove our own theories about ourselves and the world are key hurdle race of which I must continually be aware(p). Negative experiences in this have resulted in an unhealthy view of the workplace just now, as I state previous, the services of a more than engaging view have proved well(p) in my work and personal well being.As well as using Gibbs meditative Cycle (1998), Kolb (1984) too helped me to evaluate experiences and test hypotheses simply I did not find it took me to the point of action whereas Gibbs sets out the externalize for ongoing development which is crucial for me so as not to take a breather procrastinating. Moon (2004) has been a useful resource on reflective practice, reminding me that reflection is not just great in itself , but must also lead to positive degree change,In observing what gets in the way, rather than being stuck in analysis, to move beyond and set goals for positive development has been innate learning for me and has been a surprising benefit which I had not pass judgment several years ago.Leadership Employability SkillsI recently completed an Employability Skills self sound judgment exercise which we first undertook in the first semester of the Foundation Degree. On doing this, I compared the results from the both. It was further that one of my main developments appears to have been in problem solving and I consider my Higher Education studies over the last three years as contributing to my deeper analysing abilities. In light of earlier descriptions of my learning journey and reflective logs, it is gratifying to see that I have come a long way in, not only overcoming my own obstacles to learning, but making measured and significant achievement which then enables me to top other s in their roles.Among the key learning experiences for me, alongside the above, are a credit entry of the roles of others, networking and effective communication.My career path has involved working closely with and taking an interest in people, both clients and colleagues alike. This was particularly apparent when I recently updated my Curriculum Vitae (Appendix IV), which was last compiled al about fifteen years ago. In developing my management skills throughout my arcdegree studies, I have discovered supercharge ways of improving the effectiveness of these interactions which is immensely reward for me.Through networking with management and departments for resources on researching prison policy, security and management skills, I am presently seeing positive and motivated to succeed in career development. non only is this grand from a practical, self-development perspective, but also the fulfilling understanding of achievement this will bring.Until recently, I was Supervis or of the Core Sex Offender give-and-take Programme which was an important role in developing my leadership skills, promoting staff welfare as well as guiding staffs professional development. other important aspect of this was to keep on flexible yet consistent in balancing these needs whilst way on the goals of the establishment Business Plan and Key public presentation Target (KPT) priorities. This mirrors Handy (1987) who argues for such flexibility in his Trust Control guess.I find myself taking the opportunity to develop the skills of others very seriously and is personally rewarding and empowering. The set I attribute to this mirror those of Kandola and Fullerton (1994) in their mosaic Vision which I have include in Appendix V.In Transactional Analysis scheme (Bern, 1961), every individuals personality is made up of three parts Parent, Adult and Child. An assessment of my own revealed a predominantly Nurturing Parent relationship style which is immensely rewarding pe rsonally, but can prove emotionally draining and is not without its practical problems. However, developing assertiveness skills in establishing my own identity and skills base has the benefit of overcoming any negative rumination and keeps lines of communication open.An example of achieving this was in challenge my line carriage over my yearly performance review where I was rated Achieved and not Exceeded which I felt was deserved. I could have overlooked this and ruminated unhelpfully, accept him to be amenable for not recognising my achievements, but chose instead to manage my manager and argued my case. I order the www.h2training.com website interesting which had useful strategies for reminding me how to bear on my own degree of self-determination. Quoting from this siteIts unreasonable to expect your manager to be entirely responsible for accelerating your career ultimately, its your own responsibility. Remember that an expectation is also resentment waiting to happen, an d it is very difficult to hide resentment.http//h2training.com/managing_manager_tips.html accessed November 2010Suffice to say, my performance record was amend whence.I recently had to step down from Sex Offender interposition work which I found difficult to accept. I, therefore, reappraised my personal development and utilize reflective skills (Kolb, 1984 and Beck 1967) to help evaluate the experiences and to understand how I was interpreting them. By doing this, I was able to negotiate a role in spite of appearance the drugs behave team after originally being offered an office based assessment position which I would have found unfulfilling. Indeed, on reflection, assertiveness and dialogue are two core management attributes which are now part of my skills set.Drawing together the range of experience and interests I have enjoyed over successive years keeps me, first and fore to the highest degree, actively engaged in working for and alongside others. My role as a drugs suppor t worker requires the key skills I possess with the realisation and expectation that they can be further developed with a particular emphasis on evaluating the management requirements of this work. This is encouraging and, in this period of change, I have come to realise the splendor of job satisfaction as a key motivator for me.An important element of my professional life is to uphold personal and corporate values of decency and ethical practice including cultural diversity. I was pleased to be able to highlight these values in my Diversity Foundation Degree estimate from January 2009 where I made recommendations for valuing the diversity of staff and prisoners and improving ethical practice in Programmes Awareness training at Full Sutton. This was well genuine by the treatment management team resulting in the training being strengthened in this area.On sharing the findings of my Transactional Analysis with a work colleague, my nurturing parent style was acknowledged and confirm ed through my sensed empathetic nature. In looking at my management style, it is important that I maintain a balance amongst this and being careful not to go into White Knight schema-driven mode, where I need to defend others at all costs. Developing a style which cares for others yet enables them to function on their own merits allows me to function better as a genuinely caring person in my work and as a leader.Maslows Hierarchy of Needs theory (1943), reminds me that my own needs count as well as those of other people. In other words, disgorgeting other people first all the time is detrimental to my own well-being and valuing myself is, in itself, a key assertiveness skill. I continually remind myself of the announcements on aircraft during inviolablety briefings where, in the event of oxygen masks being deployed, you are instructed to put your own on first before aiding anyone else. If you dont, you might pass out beforehand and then no one is saved.Critically evaluating My L eadership and Management swayive style near years ago, a colleague of mine who has since retired, told me his thoughts on a particular Senior Manager. He used a phrase which, though meant in a derogatory sense, I have never forgotten. He state ..as a leader of men, I would only follow him out of curiosity.This colleague had spent many distinguished years in the Armed run as a Regimental Sergeant Major and had been in the prison house Service for around 15 years. He had, therefore, some considerable experience of different management and leadership styles.Using established theory I continually analyse my own strengths and weaknesses in areas of leadership and management.Fayol (1916) highlighted five commonness elements of management which are essential to the role. These include the ability to look to the future, to be organised and co-ordinate the organisational objectives, leading (though he defined it as dictatorial which is unhelpfully autocratic) and, finally, to control th e above elements using all means at his or her disposal.Whilst this was written at the beginning of the last century, the basic tenets of management Fayol lists are still valid though ones own personality also engenders an effective work force which can achieve results. The latter is personally important as I seek to have followers rather than delegates and makes me, as a manager, more of a leader.I recently completed the Myers Briggs personality Type Questionnaire. Having done this a couple of years ago, I firm to redo this using an internet-based assessment resource (www.teamtechnology.co.uk) accessed 15 September 2010, which produced a comprehensive 200 page report. Summary in Appendix VIThe results proved very interesting and formed a cohesive assessment which affirmed the beliefs about my personality and leadership attributes gained over the last some years. This was confirmed through the initial questionnaire together with a separate subtest which had similar outcomes and, interestingly, the results were very similar to my previous assessment two years previously.Essentially, I have a strong focus on values, feelings, compassion and important beliefs where current experiences hold great learning importance. Team values are high and my role in ensuring the well-being of those with whom I work is important to me.There are, however, elements of this personality type which I am aware can be problematic if not managed appropriately. I do have a tendency to avoid conflict yet can be obstinate where my own values come into conflict with corporate whimls in which I run the risk of failing in objectivity. These are negative traits which I have been consciously working on over the last some years and serve to remind me that, whilst having a default style, this does not eliminate effective working on these to the benefit of all concerned.Interestingly, the top two best matches of jobs for me based on enjoyment are actor and histrion for match came out as co unsellor and customer care and a combination of match and enjoyment came out as counsellor and actor. both of these I have both experience and interest in and the traits from these have indeed shaped my leadership style.The Humanist approach described by McGregor (1964) looked at how individual attitudes can affect behaviour. He purported that there are 2 types of leader (using an X and Y continuum ranging from a negative to positive view of subordinates respectively). The latter, he showed, have a greater chance of effective performance from the workforce through a nurturing approach which I can identify with. A reflective log from December 2009 is included in Appendix VII. Again, as with most models, there is a typical style for each individual manager but even the most open and supportive one can revert on occasions to X-typical strategies and responses. This can be somewhat confusing and lacking in continuity for the workforce and, potentially unsettling as I will illustrate la ter in this essay.The model is similar to Tannenbaum and Schmidt (1958) who use the continuum from Authoritarian Task Orientation to antiauthoritarian Relationship Orientation where I operate towards the latter and Goleman (2000) on which I identify with the Affiliative (people come first) stage.Operational leaders, as covered by maxwell (2002) have great value to an organisation in providing stability, devising systems and solving problems with positive engagement. However, because of their focus on detail they can overlook the large picture, sometimes lack motivation and are not effective in dealing with conflict. Very often, paraphrasing Maxwell here, operational leaders are not very good at getting their hands dirty but readily raise the flag at the moment of achievement. Thankfully, whilst viewing myself as an operational leader, I do like to share in lines as well as delegate.John Adair (2002) in his range of leadership treatises, (which, incidently, lay down on the previ ous models of Maslow (1943), Herzberg (1964) and Fayol (1916) highlights three key management responsibilities under his superior of Action Centred leadership.Achieving the taskManaging the team or groupManaging individualsWhilst advocating a divided up responsibility between the individual and external factors, it does not, however, take stock of the individual in the leadership role which I view as crucial.A similar but more complex model I have become interested in, is known as Crew Resource Management (CRM) which was originally devised by NASA to explore the human factors in civil breeze accidents in the 1970s. Several industries have adopted and adapted their own models accordingly and my interest will culminate in a dissertation for my Degree on the benefits of adopting a CRM approach to Prison Service critical incidents.Tasks or people? Workforce or Team ?It is clear that leadership is different to management though a good leader will have good management skills.In consider ing whether I impose myself as leader to focus on task or allow the team to pomposity utilising their own skills, I completed the T-P leadership questionnaire (Appendix VIII). This scored exactly midway between the two, highlighting my awareness and flexibility to act to both important aspects.How we respond to a leader gives some indication of our own skills and that of the one in the supervisory role. As one who aims to lead by inspiration, I am more inclined to follow Kolbs (1984) model of learning and encourage people to adapt concrete way of doing things to update their skills base and find more effective ways of working (feeling, watching, thinking, doing). An autocratic leader would be less inclined to allow such flexibility and attempt to manipulate accordance from those who might be more inclined to kick and scream in and against the process.An effective leader should also take individual learning styles into level as no one method fits all. Honey and Mumfords Learning Style Inventory (1982), highlights the differences that exist, as I have found even within small teams, yet we all work together and effectively, notwithstanding that everyones experience of being under the same leadership will be different. mavin of the most important sources of reflection in considering my own style of leadership, plus a reinforcement of my own beliefs and values, is represented in the Style Theory of Leadership developed by Blake and Mouton (1964). This, essentially, follows on from McGregors X-Y theory and is more germane(predicate) to those predominantly on the Y axis and where a level of trust in management structure exists in the workplace. However, Blake and Mouton explored the benefits of those that put tasks before people and vice versa. Ultimately they considered whether concern for people or concern for production was more important for leaders.As with other models, the day to day style of individuals in leadership roles can vary but everyone has thei r own default mode. Where productivity appears more important than the maintenance and well-being of the staff, I can find myself at odds with the management and perceived ethos of the establishment at which I work.With the Blake Mouton model, I was relieved to have my default leadership style confirmed as Team Leader. This is apocalyptic of high concern for both people and production where emphasis is fit(p) on a spirit of teamwork and mutual co-operation. This also engenders a safe environment in which commitment from all sides is more readily forthcoming.However, in completing a recent practical assessment for a publicity board I failed to attain the required grade. I knew this as before long as the assessment was over, though I had to wait two months for the positive result. In fact, I knew during the assessment, I was reacting totally contrary to my normal sense of priorities when faced with a constant stream of problems to solve. I found myself focussing primarily on the t asks and not enough on the personnel. For example, when faced with a member of staff who was emotionally upset at a national issue, I asked if he was okay to continue to get his landing unlocked and would look to help him with his problem later. Afterwards I learnt that the assessors were looking for utopian responses in all scenarios assuming all needs could be without delay provided so I could have put staff welfare first, getting his role covered immediately so he could then get home to sort his issues. However, I reverted to my current work role where the constrict to meet deadlines sometimes overrides well-being. As this was completely at odds with how I believed I would normally have reacted, I was left feeling ill at ease and questioned why I persisted in this way when I am naturally Y (using McGregors model, 1960) and more team focused than task orientated (Blake Mouton, 1964).Whilst I may not fully understand why, at least it is a recognised trait..theory X managers (or indeed theory Y managers displaying theory X are primarily results oriented earnings source http//www.businessballs.com/mcgregor.htm October 2010On reflection, I am convinced that the culture and environment of the higher management structure (which demands and focuses on results and targets) filters down and, no guinea pig how much one tries to resist or even kick against it, it permeates ones own work practice after a while. The climate in which I work consistently places emphasis on the meeting of Key Performance Targets (KPTs) and now, the Service Level Agreement (SLA). In meeting these as well as ever increasing budgetary constraints, every facet of work culture is laid under the microscope and, wherever possible, cut, yet the targets must be met regardless.However, no matter the circumstances in which we find ourselves or expectations fixed at our office door, it is how we respond that is important and the acceptance of our personal responsibility to be channelled into eff ective working.An important element of relationships, at all levels including personal and business, is trust. Where one perceives this to be eroded or not present due(p) to conflict in aims or values, it can have a mordant affect on effective co-working. As can be seen above, this is something I am struggling with in the corporate ethos where I am evermore second-guessing the motives behind management decision-making.However, to be an effective manager, I am mindful of maintaining a healthy approach to embracing the mission of the workplace even though I may not fully understand or have access to the full rationale behind the decision making processes from Higher Management. As a leader, I have to convey to those I wish to work effectively under me, that this mission is achievable and in the common interest despite my own such uncertainties. Maintaining personal honor and establishing trust are essential in my personal, professional and leadership identity.Straker (2008208) ta lks of transaction cost and trust boundaries. Essentially he argues that trust, if allowed to erode or not fostered within an organisation can impact on lecture and there has to be a cost on both sides to re-establish this. As he says.. the overall cost can be minimised with up-front investment in, and ulterior maintenance of, trust.If one does not have that sense of belonging within the trust group then there is something wrong with the work relationship and part of effective management and leadership performance is to be pro-active in fostering trust and encouraging people to enter the trust boundary.It begs the question, therefore, who and under what conditions will we follow? Should we be expected to lead and expect trick faith? What criteria and principles should be presented in order for others to set out on the journey with us ?Handy (1987) suggests that in order for an outcome to remain constant, the Trust-Control balance might need to shift between leader and subordinate s and I can see merits in this as relationships, as well as work pressures, are fluid in nature.There are three established styles of leadership autocratic, paternalistic and democratic. History records successful leaders who have exhibited all of the above. Each style can work and produce results but demands a flexibility on the part of the workforce to fit in with the style and it is that response which can be acknowledged and worked with or not as the case may be,As for my own style, confirmed as a nurturing parental approach, this has immense benefits for myself and for those who work under me as they feel supported and, more importantly in my opinion, affirmed in their roles with their own skills base recognised and developed. As with any style there are costs and, as I am finding, where my own sense of values conflicts with the demands laid upon me, this can have a detrimental effect to my own sense of purpose within the organisation.It is important, therefore, that structures and lines of communication are open which allow for that expression of view. However, this, in itself, is not without the potential cost. As I found when raising my head above the parapet on several occasions, to express concern and personal frustration with the direction expected by ripened managers, it can blot ones copybook. Again, it is important for me to consider how much of this is down to my own personal perception and how able I am to see my subordinates perspective and, crucially, the aims and focus of the establishment delivery objectives.ConclusionIn ground of future roles, I am best placed to consider managerial positions. The Foundation Degree and BA(Hons) are regarded as valuable qualifications both for their content relevant to the Criminal Justice System and Leadership and Management but also symbolising the desire and commitment I have and have shown for proceed self development (Appendix IX).In the final analysis, the human dynamic is the most beneficial resou rce in the workplace but it is also the most fickle and, at times, fragile.To lead is a privilege and to follow is an opportunity. I can only strive to make myself worthy of the trust placed in me to, not only get the job done, but to enable others to be the very best they can be and, in the process, ensure I am followed out of respect and not coercion or, indeed, curiosity.Appendices I. exclude from Carnegie (1938)II. Study Skills Self AssessmentIII. Gibbs (1998) Reflective CycleIV. Curriculum VitaeV. Kandola and Fullerton (1994) Mosaic VisionVI. Myers Briggs Personality Type QuestionnaireVII. Reflective Log on McGregor X,Y TheoryVIII. T-P Leadership QuestionnaireIX. Professional Development PlanAppendix IExcerpts from How To net Friends and Influence People Carnegie (1938)Fundamental Techniques in Handling PeopleDont criticize, condemn, or complain. intermit honest and sincere appreciation.Arouse in the other person an eager want.Six Ways to Make People Like You hold up genuinel y interested in other people.Smile.Remember that a mans summon is to him the sweetest and most important sound in any language.Be a good listener. Encourage others to talk about themselves.Talk in the terms of the other mans interest.Make the other person feel important and do it sincerelyTwelve Ways to Win People to Your Way of thinkingAvoid arguments.Show respect for the other persons opinions. Never tell someone they are wrong.If youre wrong, admit it quickly and emphatically.Begin in a hearty way.Start with questions the other person will answer yes to.Let the other person do the talking.Let the other person feel the idea is his/hers.Try honestly to see things from the other persons point of view.Sympathize with the other person.Appeal to noble motives.Dramatize your ideas.Throw down a challenge.Be a Leader How to Change People Without Giving Offense or Arousing ResentmentBegin with praise and honest appreciation.Call attention to other peoples mistakes indirectly.Talk about your own mistakes first.Ask questions instead of directly adult orders.Let the other person save face.Praise every improvement.Give them a fine reputation to live up to.Encourage them by making their faults seem easy to correct.Make the other person happy about doing what you suggest.Appendix II.Study Skills Self AssessmentAppendix III.Gibbs (1998) Reflective CycleAppendix IV.Curriculum VitaeAppendix VMy Personal and Professional Values Related to The Mosaic Vision (Kandola and Fullerton, 1994)Mission and values (I tend to have a rescuer style in