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Hrm/531 Strategic Leadership Program

1404 Words6 Pages

Strategic Leadership Program Upon completing the leadership training course provided, active listeners gain vital leadership skills and capabilities, necessary for enabling the organization, self, and others to advance into higher levels of efficiency and effectiveness. Ultimately, our leadership program seeks to positively enhance pertinent performance and sustainability related variables present at the individual, group, and organizational level. The following leadership program paints a picture of what the idealistic company specialized in offering sound financial and insurance related solutions looks like from an outsider’s perspective. There are key areas and strategic initiatives the agency will relentlessly pursue, as followers of …show more content…

The importance of our agency to acquire mastery level skills regarding the ability to act, think, and react both quickly and accurately cannot be understated. Oftentimes, highly effective individuals utilize concepts associated with authenticity in order to positively influence the organizational culture. Instantaneously creating a highly productive and cohesive organization is difficult to accomplish overnight, without enabling a team of dedicated, determined, and hard working individuals, the task becomes nearly impossible. Our agency will truly embrace authentic concepts by placing an emphasis on highly ethical standards, transparency, and self-awareness (Wong & Laschinger, 2013). To become more agile, our organization will uncover adaptively systematic approaches towards accomplishing our organizational goals and objectives. Each aspect of the agency should work seamlessly together to exploit the entire value chain, encompassing open communication, acquiring mastery level skills applicable to key competencies, basing our governance on adaptation and long-term value will all help ascertain the agency’s vision Arell, …show more content…

Data, information, and knowledge is collectively owned and by placing an emphasis on social resources and social relationships will enhance knowledge sharing, affective commitment, and help mitigate organizational barriers (Casimir, Lee, & Loon, 2012). In order to promote trust internally and externally, within and throughout the organization, encouraging open communication, transparency, honesty, integrity, and ethical considerations are imperative. Identifying answers to the most pressing and prevalent problems facing the organization are how the organization will surpass our competition. Many organizations will face difficulty while contending with complex organizational issues, as the result of continuously developed trusting relationships, in the face of adversity, our agency will demonstrate resiliency. Group cohesion and team effectiveness will fully develop by instilling and cascading trust as an essential performance variable throughout the agency. Lack of trust will seriously influence motivational and commitment related variables, emphasizing the importance of trust comes with an open door policy, if ever there are any concerns related to trust based upon facts, feelings, beliefs, or principles, our team of professionals will contend with the issues immediately and without hesitation. Swiftly contending with any

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One definition of ‘trust’ as defined by the Merriam-Webster Dictionary (2004) is “dependence on something future or contingent.” The lack of trust on Lecioni’s (2007) fictional team leads to false pretenses, lack of follow-through, and absence of conflict. The author explicitly describes what power foundation of trust holds. For a team to be effective, the members need to rely on one another and reliance implies a level of liability and risk. Much like a circle, accountability causes follow-through and conflict when differing opinions arise, and honest conflict in a safe environment creates more trust.

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3. Trust is important in any environment;however, in a cross-functional team, if one member is not trustworthy, an entire project can fail. Each member is required to perform an assigned function and the team is depending on all members to commit to their assignment. Once a member is consistently late, procrastinating, or submitting unacceptable material, other team members begin to lose trust in them, thus causing an environment of uncertainty. To quickly build trust among cross-functional members who bring a diverse array of backgrounds and perspective to the table, you must be honest, committed, and reliable.

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According to Tarnow (2001), the organization develops short and long-term objectives, which can is done by using elements of the vision statement. Tarnow (2001) indicates a vision statement can offer more of a direction to include the perspective of corporate values when establishing organizational objectives for market-share targets, improved brand awareness, and revenue or profit goals. When using a vision statement in the strategic plan, an added element of human values is represented (Vision Statements: Part 1, 1991). Furthermore, Tarnow (2001) also states a vision may supply a direction for the organization for the next four to eight years while noting a commitment to openness, transparency, integrity towards better training and monitoring of feedback scores as a strategy to achieve higher customer

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William’s play A Streetcar Named Desire presents a variety of perspectives on relationships, especially addressing the idea that bonds which aren’t bound by trust, loyalty and lust in an even balance will inevitably fail. Tennessee Williams uses the interaction between his characters, predominantly Blanche, Mitch, Stella and Stanley; to express a variety of ideas regarding relationships. These connections can be witnessed in scenes 2, 3, 6 and 11, through the use of stage directions, dialogue and expressionism to display different perspectives of character interaction. Trust acts as the foundation to any relationship, establishing a strong link between individuals and without it, the connection will eventually disintegrate.

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The second theory-based change that I could make is handling conflict with a smile. This is related to the service leadership theory because all leaders deal with conflict (Daft, 2014). I have to learn that conflict is nothing personal, it’s just business. Maybe a smile isn’t always appropriate, but stress isn’t worth it.

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People will let go of personal injuries if they know other’s actions are not the result of malicious intent. Trouble makes trusting teams stronger, but it breaks distrusting teams. • More Productive Brainstorming & Collaboration: Trust allows team members to freely and fully consider the ideas or feelings of others without reading an ulterior motive into their words. If people feel there is a hidden agenda to someone’s suggestions, they will never give it their support, no matter how brilliant the idea is. How to Build Trust Trust cannot be bought, it is earned.

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Unfortunately, many leadership development programs feature content and methodologies that fail to inspire and motivate both existing and emerging leaders to develop these capabilities. (Tarley,M., 2002). Inspite of the diverse approaches available, research on leadership development remains limited. (Day & Dragon, 2015, Avey & Quisenberry, 2010, Avolio). A most often asked question is , why so few leadership development efforts produce the leaders needed (McCall , 2010).

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Researching the different definitions of the word trust, the one that mirrors my thoughts is as follows: “belief that someone or something is reliable, good, honest, effective, etc.” according to Merriam-Webster Dictionary, which also states: “a firm belief in character, strength, or truth of someone, or something.” Giving much thought to the word trust, one can see many ways it can play different roles and meanings in their life. Trust defines who we really are as a individuals. Trust is a staple ingredient in many aspects of life.

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What skills and knowledge will they be using as a foundation? 2. Breaking it Down: I always aim to break down

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Understand the organisations goals and overall viewpoint. Whilst working, planning, creating and developing new ideas, plans and activities knowing what the organisations objective is will definitely provide aid in the direction for which you should be guiding employees. It is not enough to just know what those company objective is, but you should also emphasise and encourage those goals so that they are made visible and achievable by all. 3. A clear plan, one that is both strategic as well as operational.

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