Chapter 10

In this chapter, we are presented with a “Dynamic, Diagnostic Leadership Development Model Integrating Individual and Organization Perspectives” (which I’ve shortened to the Dynamic Model). This continuous model provides a framework for how an organization’s learning and development culture and a leader’s continuous learning and development tendencies, combined, influences development goals, methods, and learning processes, and vice versa. The Dynamic Model can be used for understanding and directing leadership development programs at the organizational level and planning and development activities at the individual level. Throughout the chapter, we are given different aspects of each element of the model, regarding individual's characteristics and organization's characteristics, and how they influence each other.

As we saw in class on Friday, there are different learning styles, introduced by Kolb, of which different people prefer. The Dynamic Model addresses the importance of implementing development programs that incorporate different modes of learning, so to be most effective for all individuals. What type of learning style did you find you possess? Were you surprised/was it accurate? Have you ever attended a development program (e.g., LSE workshops, career service’s workshops, etc.) which was ineffective because of your learning style? If yes, how? If no, how was it effective for your style? By being aware of your most preferred learning style enables you to further develop your less preferred styles, which will enhance your learning experiences.

Also, widely integrated in this model is a network of 360-degree feedback. At each point along the continuum, feedback is flowing to or from the organization or individual, regarding reactions, learning, behaviors, and results. Carver and Scheier’s control theory argues that motivation stems from perceiving a gap between current and desired performance. Feedback is essential to this theory, as it evaluates learning gaps and provides the motivation necessary for improvement. What feedback has you and your leadership group received, that provided motivation to address the specific “gap” for your leadership project? What type(s) of feedback, explained on page 241-242, do you think will be most appropriate for determining if your project has made an impact? By identifying the type(s) of feedback you wish to receive, you can more accurately plan how to make your desired impact.

CH 9

Chapter 9

This chapter discusses successful and unsuccessful leadership. The way organizations and groups evaluate the success of their leadership varies on different levels. Also there are many settings in which leadership can be examined. In the book it says that a successful leader is one who is assessed as effective in his or her role by subordinates. In addition, focusing on leadership roles played by managers equate successful leadership more so by high performance rating from subordinates. When thinking about management in an organization, a successful leader would be one that is willing to give increasingly broader leadership responsibility. What would be your definition of a successful leader? Describe a time when you have been a successful leader and what you based your success off of. Another approach that successful leadership is talked about refers to the leader’s ability to bring about change. When have you seen yourself as a leader who has brought about change? What was that change?
This chapter describes predictors of success that include: competencies, deficiencies, behaviors, styles, expertise, experiences, and maturity level. What predictor can you as a leader relate the most to and why? Another way to predict leadership success, includes contextual variables, which influence the degree to which particular individual difference variables are related to leadership success. Contextual variables include; the type of work engaged in, characteristics of followers, and resources available to the leader. The Path Goal Theory, which I’m sure you have all learned about shows the most common way contextual variables are used to predict leadership success. Do you agree with the Path Goal Theory? What type of leader behavior do you see yourself as having?
Another factor that contributes to leadership success is the setting. Successful leadership has been studied in many different settings. So leadership success has to be understood differently based on the settings. On page 209 the table illustrates examples of what each theme suggests one would see in a leader who was seen as successful or unsuccessful. Under the successful themes outline, what theme do you see at most important? Under the unsuccessful column, what theme do you see at the one that hurts the leader’s successfulness the most?