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An individual's leadership competency is measured by the strength of relationship established, activities initiated, a culture nurtured, and harmony entrenched with the aim of achieving desired outcomes. At the core of leadership is the ability to manage people, activities, inputs, and initiatives so that they remain in line with the set objectives or vision (Anderson & Anderson, 2010). My leadership style is open door whereby everyone contributes ideas to the shared vision. However, the choice of which of the approaches I need to implement at any one time remains my preserve. This means I am always in control of the appropriate decisions and choices which impact the propensity to achieve the set objectives (Anderson & Anderson, 2010). The underlying understanding for my open door leadership framework is that every stakeholder within my sphere has something to contribute towards the achievement of a shared goal, but it remains my responsibility to catalyze as well as align the required inputs and activities.
Within my open door leadership style, I can delegate effectively with foresight and careful assessment of the abilities of the person to whom I assign the roles. My concept of delegation of tasks is that it not only enhances team building but also develops the capacity of the people I lead so that they be able to take increased responsibilities and remain accountable to the shared vision (Anderson & Anderson, 2010). Furthermore, through this successful delegation of duties, I can build trust among the people I lead as well as develop their leadership skills as well. Also, while it is understandable that the junior officers within any work setting have to work in earnest for the achievement of their goals, I can integrate various motivation models which rejuvenate their commitment to work. Through close supervision, I can identify the incentives which motivate the employees to perform extraordinarily (Goleman, 2000). Through such incentives, I can tap into the full potential of each person which then yields better results.
I am a change initiator which is a competency that improves my ability to respond to trends within and outside my leadership cycles but which impact on the processes and outcomes. In a dynamic leadership environment, one way of succeeding has the flexibility to introduce a new way of doing something and sustain it (Goleman, 2000). Through sensitivity to innovation and inventions, I can continually review processes with the aim of making them more efficient. This ability to initiate change coupled with my performance management competency enables me to set collective as well as individual goals, monitor progress towards personal goals, reward effectively and mentor each person in their roles (Puccio, Mance, & Murdock, 2011). At the core of this is the need to uphold work ethic and commitment as the guiding pillars for corporate as well as individual success. I create the best example for the juniors to emulate.
I am an astute team builder who also exercises learning agility. I can mobilize efforts, consolidate resources and activate them towards a shared mission and vision. Fundamentally, I believe that the sheer availability of the right inputs and activities do not guarantee the achievement of the desired outcome (Puccio, Mance, & Murdock, 2011). How they are aligned and coordinated is the most significant determinant of the likelihood of achieving the best outcomes. Also, I continuously learn from others and the successes or lived experiences. Therefore, I can be insightful and take advantage of opportunities that confers benefits to the shared vision. I am also able to inspire this culture leaning agility among the juniors so that they remain at the top of their performance.
Anderson, D., & Anderson, L. A. (2010). Beyond change management: How to achieve breakthrough results through conscious change leadership (Vol. 36). John Wiley & Sons.
Goleman, D. (2000). Leadership that gets results. Harvard business review, 78(2), 4-17.
Puccio, G. J., Mance, M., & Murdock, M. (2011). Creative leadership: Skills that drive change. Thousand Oaks, California: SAGE.
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