Resources: The Art and Science of Leadership, Ch. 6 and Management Roles: Leading video
Your company’s Vice President of Human Resources has approached your team for assistance in recruiting and developing your organization’s future leaders. 60% of your company consists of millennials and your team has been charged with how to successfully increase the number of millennials as leaders in your organization. At this time, senior management is reluctant and disinterested in promoting the millennials to leadership roles. Your team created your plan in Week 2 -Part I of this assignment. Now, you are expected to develop a presentation for your senior leadership that will motivate them to encourage millennials as leaders in your organization.
Re-examine your plan from Part 1 as a team.
Create a 10- to 15-slide Microsoft® PowerPoint® presentation with speaker notes that contains the following components:
- Determine how to cultivate millennials as leaders.
- Include the pathway necessary to accomplish this goal by identifying the objective(s), methods of achieving the objective(s), and ways to measure success.
- Evaluate how transformational leadership may assist in this process.
- Include at least one video presentation within a slide.
- Showcase some of the best practices needed by companies in order to prepare future leaders.
Cite a minimum of three peer reviewed sources not including your text.
Format your assignment consistent with APA guidelines.
Leadership
Paul Virgili
LDR/300
June 4, 2018
Instructor: Mr. Garrett
Leadership
Individual, Essential Elements of Leadership and Management
I took the leadership legacy assessment test, which measures a person’s instinctive leadership styles. This assessment, developed by Robert Galford and Regina Pazio Maluca includes 30 questions in a Likert Scale format, which evaluate six elements of leadership; ambassador, advocate, people mover, truth-seeker, creative builder, and experienced guide.
With measurements out of 25, the quality that had the highest score in my assessment was truth-seeker, for which I scored 23. Leaders who are truth-seekers tend to lay the playing field for the people in need. They guide the subordinates based on values of fairness, neutrality, and good judgement (Galford & Maruca, 2006). I believe that this score is correct because I am the kind of person that likes to give all people a fair chance to contribute to the groups that I lead. It is unlikely that I would favor specific people and that they may be favored in other settings where I am not leading. Whenever there is a conflict, I try to identify the root causes of issues and find the best solution, which is just and fair to all the parties that are involved.
My assessment results also showed that I am an experienced guide with a score of 20 in this leadership characteristic. An experienced guide is a general image that is used to describe people with the kind of experience that comes with age. Although this is correct, the experience guide does not necessarily have to be an old person. This is a person who has the ability to listen, put themselves in other people’s shoes, and try to give assistance to others who are in need (Galford & Maruca, 2006). I believe I had a high score on this quality because I am the kind of person who always empathizes with other people’s situations. Whenever I am able to help do something, I will make time to offer either my knowledge or ability to help make the situation better. I also like to share knowledge on the things I know with the hope that the information will help others.
I scored 14 and 15 on the qualities of ambassador and people mover respectively, which are average scores. An ambassador is a type of leader, who is able to handle a variety of situations with grace. They get involved in conflicts to find a solution for all parties rather than for their personal benefit (Galford & Maruca, 2006). On the other hand, people-movers are the types of leaders who are able to nurture and motivate qualities of success in the people they lead. These kinds of leaders tend to be generally mindful of the lives of their subordinates (Galford & Maruca, 2006). I believe that my score was average on these qualities because I may be a people-mover and ambassador but not in all situations. Sometimes I may lack confidence to inspire other people, which tends to affect how I relate with others in some situations.
Lastly, my lowest scores were on the qualities of creative builder and advocate, both with a score of 11/25, which is slightly below average. This shows that I lack the qualities that would make me a leader with these characteristics. Creative builders are visionaries and are fascinated by implementation of projects. On the other hand, advocates tend to be rational and articulate (Galford & Maruca, 2006). They are likely to be spokespeople for groups of people. These are two qualities that I will certainly work to build because I believe they are important for one to be an effective leader. A leader needs to be able to bring ideas to life through implementation and inspiring others to join in the vision. Additionally, a good leader is one who can represent the people that he leads effectively as an advocate would.
Differentiating between Leadership and Management Roles
Leadership and management are two concepts that are very closely related. However, the manner in which a leader performs their roles is quite different from the manner in which a manager performs their roles. For leadership and management to be effective, it is important that expresses qualities of both leadership and management.
One of the differences between a leadership role and a management role is that leaders create a vision while managers create goals and objectives. A leader is able to paint a picture of what they believe is possible to achieve and inspire their subordinates to join in the plans to achieve the vision (Lunenberg, 2011). For example, when a leader believes that the business has the ability to grow bigger, he will find ways to make the employees see this possibility and be inspired to making the business achieve this vision. On the other hand, a manager is likely to focus on setting definite goals based on measurements and instruct others to implement the strategies that can help achieve those goals (Lunenberg, 2011).
Another difference between a leadership role and a management role is that leaders act as change agents while the managers try to maintain the status quo (Toor & Ofori, 2008). Leaders tend to be self-aware; hence, they understand the possibilities they can achieve by making changes in an organization. On the other hand, managers tend to mimic the rules and behaviors that have been proven to be effective in the past (Toor & Ofori, 2008). For example, a leader may use unique strategies of motivating employees while a manager will try to use the conventional strategies of motivation that are used in management universally. Basically, leaders are able to make people to willingly follow them while managers act as rulers, who instruct people on what they should do.
References
Galford, R. M., & Maruca, R. F. (2006). Your leadership legacy: Why looking toward the future will make you a better leader today. Harvard Business Review Press.
Lunenburg, F. C. (2011). Leadership versus management: A key distinction—at least in theory. International Journal of Management, Business, and Administration, 14(1), 1-4.
Toor, S. U. R., & Ofori, G. (2008). Leadership versus management: How they are different, and why. Leadership and Management in Engineering, 8(2), 61-71.
