The Leader of the Future
Running Head: Morgan - The Leader of the Future
Becoming the Leader of the Future
Andréica L. Morgan
Post University
Bus508.91: The Future of Leadership and Management
Carolyn Shiffman PhD
Saturday, August 21, 2010
ABSTRACT 3
Assignment Synopsis & Thesis Specification 5
Discussion 5
Lessons Learned from Past and Current Leadership 5 The Essential Leadership Qualities Going Forward 6 New and Distinctive Challenges for Leaders of the 21st Century and Beyond 7 The Focus Will Be On Skills – Both Hard and Soft 9 Hard knowledge will still be essential 9 The increasing importance of soft skills 10 Interaction and communication skills 10 Coaching 11 Giving and Receiving Feedback 11 The Strategic Process for Obtaining These Skills 12
Summary & thesis opinion 12
References: 13
ABSTRACT
I will be defining leadership as it was in the past, creating a personal definition of leadership for the future, and forging a strategy for obtaining the skills and experiences that will improve my ability to reach that definition of leadership. There are many different levels of leadership within a company, but I will use the term “SEE-Level leadership” as the level I will be focusing on based on this definition: “…SEE-Level leaders hold a variety of titles: supervisor, team leader, project manager, foreman, unit manager, and the like. Working daily on the front lines, these people see problems, opportunities, and challenges.” (Wellins & Weaver, 2003, pg 60). Traditionally, these leaders dealt in a top-down management style, with leanings towards team building in order to complete a limited number of specific company objectives. (Herman, 2000, pg 76). A frequent initial choice of SEE-Level leadership style will be participative leadership but a transition to facilitative leadership
Becoming the Leader of the Future
Andréica L. Morgan
Post University
Bus508.91: The Future of Leadership and Management
Carolyn Shiffman PhD
Saturday, August 21, 2010
ABSTRACT 3
Assignment Synopsis & Thesis Specification 5
Discussion 5
Lessons Learned from Past and Current Leadership 5 The Essential Leadership Qualities Going Forward 6 New and Distinctive Challenges for Leaders of the 21st Century and Beyond 7 The Focus Will Be On Skills – Both Hard and Soft 9 Hard knowledge will still be essential 9 The increasing importance of soft skills 10 Interaction and communication skills 10 Coaching 11 Giving and Receiving Feedback 11 The Strategic Process for Obtaining These Skills 12
Summary & thesis opinion 12
References: 13
ABSTRACT
I will be defining leadership as it was in the past, creating a personal definition of leadership for the future, and forging a strategy for obtaining the skills and experiences that will improve my ability to reach that definition of leadership. There are many different levels of leadership within a company, but I will use the term “SEE-Level leadership” as the level I will be focusing on based on this definition: “…SEE-Level leaders hold a variety of titles: supervisor, team leader, project manager, foreman, unit manager, and the like. Working daily on the front lines, these people see problems, opportunities, and challenges.” (Wellins & Weaver, 2003, pg 60). Traditionally, these leaders dealt in a top-down management style, with leanings towards team building in order to complete a limited number of specific company objectives. (Herman, 2000, pg 76). A frequent initial choice of SEE-Level leadership style will be participative leadership but a transition to facilitative leadership
References: Callan, V; Mitchell, J; Clayton, B; Smith, L & National Centre for Vocational Education Research. (2007). A Set of Resources and Tools for Identifying, Building, and Sustaining the Learning and Development Needs of Managers and Leaders. Support Document. National Centre for Vocational Education Research (NCVER). Retrieved from ERIC database. Herman, R. E. (2000). A leadership evolution. Employment Relations Today, 73-82. Retrieved August 15, 2010, from ABI/INFORM Global. Nahavandi, A. (2009). The Art and Science of Leadership (Fifth Ed.). Upper Saddle River, NJ: Pearson Prentice Hall. Runion, M. (2009a). A Question of Communication Style: Seven Strategies to Bridge the Communication Style Gap. Speak Strong Inc. http://www.speakstrong.com/articles/communication-styles/stylebridge.html Runion, M. (2009b). How to Use Reflective Listening Scripts: The Top Ten Dos, Don 'ts, and PowerPhrases to Promote Understanding. Speak Strong Inc. http://www.speakstrong.com/inventory Takala, M; Winegar, D; Kuusela, J (2009). Leadership Developmental Needs--A System for Identifying Them. Australian Journal of Adult Learning, 49(1), 126-147. Retrieved from ERIC database. Takeuchi Cullen, L. (2007, April 26). Employee Diversity Training Doesn 't Work. Time. Retrieved August 8, 2010, from http://www.time.com/time/magazine/article/0,9171,1615183,00.html Wellins, R. S., & Weaver, Jr., P. S. (2003, September). From C-Level to See-Level Leadership. T+D, 57-65. Retrieved August 13, 2010, from Education Research Complete.