? Introduction
? Explanation of the three to four of the most important leadership conceptsyou have learned in this course. Use examples from your own experience and use research along with in-text citations that provide a foundation of validity to your analysis.
? A detailed personal Leadership Improvement plan. Identify the key elements of your plan to strengthen your practice of leadership (e.g., what, when, how, resources, and so forth).
? Conclusion
https://edisciplinas.usp.br/pluginfile.php/3988308/mod_resource/content/2/LEADERSHIP%20CHALLENGE.pdf
LEADERSHIP
CLA2 PRESENTATION
BUS500
Jiahui Yan
AGENDA
Definition of leadership
Pony Ma introduction
Timeline
Leadership skill in each chapter
LEADER GET PEOPLE MOVING
To inspire: people to do things differently
To struggle: against uncertain odds
To preserve: toward a misty image of better future
PONY MA (HUATENG MA)
MA HUATENG
Chairman and CEO,
Tencent Holdings
cofounded Tencent in
1998.
Tencent’s popular social
messaging app
WeChat has more than
1 billion users.
Real time worth:45
billion
#2
China Rich List 2019
#20
Billionaires 2019
#27
Powerful People 2018
#8
Richest In Tech 2017
QUOTES
Chapter 3
“Wealth won’t give you
creating a good
product that’s
well received by users
is what matters most.”
chapter 4
You need to have extraordinary. satisfaction;
wisdom to be the forerunner
chapter 8
Wealth won’t give you satisfaction;
creating a good product that’s well
received by users is what matters most.”
Chapter 10
If you ask me what I worry about every morning
when I wake up, it’s that I don’t understand future
mainstream Internet users’ habits
CHAPTER 3 TEACH OTHERS TO MODEL THE
VALUES
“Wealth won’t give you satisfaction; creating a
good product that’s well received by users is
what matters most.”
Set the example: leaders’ mission is to
represent the values and standard to
the rest of the world.
Spend your time and attention wisely
Ma is constantly updating his idea to create
better company future.
CHAPTER 4: PROSPECT HE FUTURE
“You need to have extraordinary wisdom to be the forerunner.” –
Ma Huateng
leaders must spend time thinking about the future and become
better at projecting themselves ahead in time.
Under Ma’s leadership Tencent greatly expanded its offerings to
provide users with a range of what the company described as
“online lifestyle services
CHAPTER 8: ENABLE OTHERS TO ACT
“In America, when you bring an idea to market, you usually have
several months before competition pops up, allowing you to
capture significant market share. In China, you can have hundreds
of competitors within the first hours of going live. Ideas are not
important in China – execution is.”
CONTINUED….
Strengths others: making people capable of acting on their own.
Leaders develop in others the competence, as well as the
confidence, to act to excel.
Ma woke up everyday thinking what would be the future trend
for internet.
Pony: “ Tencent needed to “work hard every day” to come up
with better solutions to problems and challenges thrown up by
digitization.”
CHAPTER 10:PERSONALIZE RECOGNITION
“If you ask me what I worry about every morning
when I wake up, it’s that I don’t understand
future mainstream Internet users’ habits.”
Ma play the rule to follow up with media trend
no matter how big a giant is, he can fall down at
any moment( VR WECHAT, more e-commerce
App)
MY PLAN
Leadership skills: take in action “work hard every
day”
CONCLUSION
Leadership is not an affair of the head.
Leadership is an affair of the heart
QUESTION?
THANK YOU
Running head: LEADERSHIP CONCEPTS LEARNED
Leadership Concepts Learned
Westcliff University
BUS 500 – Organizational Leadership
Dr. Shirley Chuo
April 28, 2019
1
LEADERSHIP CONCEPTS LEARNED
2
Leadership Concepts Learned
Leadership is defined as an individual’s ability to influence others to work towards a
common goal (Magombo-Bwanali, 2019). Transformational leadership is “the process by which
leaders effect radical change in the outlook and behavior of followers” (Masi & Cooke, 2000).
Studies have shown that “transformational leaders achieve important changes in the values and
attitudes of followers” (Molero, Navas & Morales, 2007, p. 359). As the world continues to face
increasingly complex socio-economic problems, there is a need for transformative leaders that
foster innovation and challenge what others think is not possible. In Kouzes and Posner’s book,
The Leadership Challenge, the authors state that leaders engage in five practices of “exemplary
leadership” (2017). These practices are modeling the way, inspiring a shared vision, challenging
the process, enabling others to act, and encouraging the heart (Kouzes & Posner, 2017).
Clarifying values, setting the example, and challenging the prosses with purpose were the
leadership concepts that resonated with me the most throughout this class. In this paper, a
description of each of those leadership concepts and my personal leadership experiences with
them will be discussed. I will also cover leadership qualities I want to develop and the reasons I
chose them.
Leadership Concept 1: (Clarifying Values)
The values of a leader influence organizational processes and outcomes such as employee
values, commitment, and management decision making (Kerns, 2017). For leaders to be effective
they need to identify and manage their values “only when leaders discover and clarify what they
expect of themselves can they expect others to follow” (Kouzes & Posner, 58). When leaders
explain the reasoning behind their decisions it shows credibility and employees are more likely
to respect and follow them.
LEADERSHIP CONCEPTS LEARNED
3
Personal experience with this leadership concept
The company I am currently working for is unclear about their values. Management says
they value quality above everything, but their practices suggest otherwise. They wanted to build
inventory before we moved to a different building location, so they instituted mandatory
overtime for all employees. Overworking employees and taking away their weekend led to a
drastic decrees in productivity and work quality. When this was brought up to management they
ignored the issue. One of the scientist went as far as requesting lot release data to “strategize the
data” in order to prevent the lot from failing quality control. Many employees lost respect for the
leaders and are either just going through the motion or seeking other employment.
Leadership Concept 2: (Setting the Example)
Employee misconduct continues to be a growing problem in organizations with 56% of
employees in American companies observing at least one act of employee misconduct (Mayer,
Kuenzi & Greenbaum, 2010). These unethical behaviors included lying to constituents, engaging
in abusive behavior, misreporting hours worked, abusing internet use, violating safety standards,
discriminating, stealing, and sexually harassing a colleague (Mayer et al., 2010). Organizations
are looking for ways to curve these kinds of behaviors because they are costly. Research has
shown that ethical leadership is positively related to ethical climate, and ethical climate was
negatively related to employee misconduct (Mayer et al., 2010, p.13). This is why leadership
matters, it helps shape the culture of a company and act as an example of acceptable behavior.
Leaders can talk about their values and goals all day, but employees pay attention to their actions
significantly more than their words. This is why leaders need to set the example and model the
behavior they want to see in their employees “how you spend your time is the single clearest
indicator of what is important to you” (Kouzes & Posner, 2017, p.75).
LEADERSHIP CONCEPTS LEARNED
4
Personal experience with this leadership concept
My manager has always put her personal life above everything. She shows up to work
late. Randomly leaves in the middle of the day to get groceries. Talks on the phone for hours
with customer service about products she is not happy with. Ignores work requests from her coworkers when it is inconvenient for her, and is rude to colleagues she dislikes. This has been
going on for over two years. Now, all of a sudden she acts like she cares about her job and it is
hard for us to take her seriously. This is the reason she has a problem being direct with her direct
reports when we have to do overtime for a project because she would never do it. I was recently
upset when she only asked me to send her a weekly report of how I spend my time at work. This
was brought on because I did not send out a project update I was not asked to do. It felt like an
accusation of stealing company time and not doing my job. This infuriated me because for the
last couple of weeks I see her spreading out the Safeway Monopoly game on the floor by her
desk. This is a grocery store game that uses coupons you earn from shopping as game tiles to win
prizes. Most of us do not respect her because she models one behavior and ask for another. You
cannot expect your employees to show commitment and work hard if you as a leader are not
willing to do the same.
Leadership Concept 3: (Challenging the Process)
In business, challenging the process refers to finding and implementing a new and better
way of doing things for continuous growth and improvement. People often resist change because
of their fear of the unknown (Diefenbach, 2007). Leaders having clear guidelines for the changes
and communicating it to their employees helps minimize their unwillingness to change
(Diefenbach, 2007). People want to do meaningful work that makes a difference and are willing
to work hard for leaders that share their values “as long as you believe what you’re doing is
LEADERSHIP CONCEPTS LEARNED
5
meaningful, you can cut through fear and exhaustion and take the next step” (Kouzes & Posner,
2017, p. 157).
Personal experience with this leadership concept
When my manager went on maternity leave, a year and a half ago, I was the only one
doing quality control testing. This was important because products were not allowed to be kitted
and moved to the warehouse before the lots passed the testing I performed. Space in the
production area was limited and the goal was to release product as soon as possible. At the time,
testing took two weeks to complete and lots were tested separately. I was going on vacation for a
week and did not want untested product to accumulate in the production area, so I wanted to
finish testing within a week. I worked with my colleagues at phlebotomy to get the samples I
needed for testing, as blood was the limiting reagent. With planning and organization I was able
to release two different lots in a week. This decreased turnover time for product release, and
when management realized it was possible to release products within a week it became the new
standard of practice. Now, all lots are tested simultaneously and release testing is completed
within a week.
Personal Leadership Plan
Finding my voice, accepting feedback, seeking opportunities are three leadership
qualities I want to develop further. Finding your voice refers to knowing what your values are
and what things matter to you. People who are clear about their values have a stronger vision of
the things they want to accomplish (Kouzes & Posner, 2017). When one of the scientist told me I
am not cut-out to do research, it lowered my self-esteem and affected my performance at work.
A person’s self-esteem has a huge impact on their work performance (Kumar, 2017), this is why
constructive criticism is important in a good leader. Employees that exbibit higher levels of self-
LEADERSHIP CONCEPTS LEARNED
6
esteem tend to perform better and are more resilient to change (Kumar, 2017). Studies conducted
by Adkins and Samaras show that despite similar educational backgrounds and company sizes
minority women business owners perceived they faced greater challenges than non-minority
women (2013). This self-limiting belief stopped them from going after opportunities that might
help their business grow (Adkins & Samaras 2013). I believe trying new things and surrounding
myself with people who can help me grow will help me find my voice.
Without constructive feedback one cannot grow and improve one’s work. Whenever I
have difficulty accepting feedback it is because I view it as a personal criticism. I have improved
in this area because now I know the difference between constructive feedback and hurtful
criticism. When I trust and respect the person giving me feedback I am more willing to follow it
because I know they have my best interest in mind and just want me to improve.
In Helgesen and Goldsmith’s book How Women Rise they mention women are less
likely to seek opportunities and claim their accomplishments. Women think working hard is
enough for their supervisors to recognize their efforts and offer them career advancing
opportunities, but that is not how the world works. People are busy with their own lives and
career paths and might not pay attention to your contributions if you do not claim them. How can
people give you what you want if you do not ask for it? I am starting to ask for trainings and
opportunities I want at work. Even if I do not get them immediately, just putting it out there lets
my supervisors know what my goals are and that I will keep asking for the things I want until I
get it.
LEADERSHIP CONCEPTS LEARNED
7
Conclusion
I always thought leadership is something people are born with. You either have it or you
do not. Throughout this course I realized that leadership is a skill and like any other skill it can
be developed and improved. Without realizing it most of us have had leadership positions in our
lives. We all went through something where we had to take charge of the situation to resolve it.
If there is something you want to change or a goal you want to accomplish you cannot wait for
someone else to do it. We all have to be the leaders we wish we had.
LEADERSHIP CONCEPTS LEARNED
8
References
Adkins, C. L., & Samaras, S. A. (2013). The challenges of business ownership: A comparison of
minority and non-minority women business owners. Journal of Applied Management and
Entrepreneurship, 18(3), 72-93. Retrieved from
https://search.proquest.com/docview/1418722760?accountid=158986
Diefenbach, T. (2007). The managerialistic ideology of organisational change
managment. Journal of Organizational Change Management, 20(1), 126-144.
doi:http://dx.doi.org/10.1108/09534810710715324
Helgesen, S., Goldsmith, M. (2018). How women rise. New York, NY: Hachette Book Group,
Inc.
Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge – how to make extraordinary
things happen in organizations (6th ed.). Hoboken, NJ: Wiley & Sons Inc.
Kumar, N. (2017). Self-esteem and its impact on performance. Indian Journal of Positive
Psychology, 8(2), 142-147. Retrieved from
https://search.proquest.com/docview/1961765368?accountid=158986
Mayer, D. M., Kuenzi, M., & Greenbaum, R. L. (2010). Examining the link between ethical
leadership and employee misconduct: The mediating role of ethical climate. Journal of Business
Ethics, 95, 7-16. doi:http://dx.doi.org/10.1007/s10551-011-0794-0
Magombo-Bwanali, N. (2019). Relationship between leader behaviours and subordinates’ work
performance: The context of tax administration. International Journal of Research in Business
and Social Science, 8(1), 50-63. doi:http://dx.doi.org/10.20525/ijrbs.v8i1.180
Masi, R. J., & Cooke, R. A. (2000). Effects of transformational leadership on subordinate
LEADERSHIP CONCEPTS LEARNED
9
motivation, empowering norms, and organizational productivity. International Journal of
Organizational Analysis, 8(1), 16-47. Retrieved from
https://search.proquest.com/docview/198659915?accountid=158986
Molero, F., Cuadrado, I., Navas, M., & Morales, J. F. (2007). Relations and effects of
transformational leadership: A comparative analysis with traditional leadership
styles. The Spanish Journal of Psychology, 10(2), 358-68. Retrieved from
https://search.proquest.com/docview/274681706?accountid=158986
Kerns, C. D. (2017). Managing leader core values at work A practice – oriented
approach. Journal of Leadership, Accountability and Ethics, 14(1), 11-21. Retrieved from
https://search.proquest.com/docview/1927095897?accountid=158986
Running head: LEADERSHIP
1
Three Leadership Concepts I Learned
Student Name
Westcliff University
BUS 500 – Organizational Leadership
Dr. Shirley Chuo
04/28/2019
LEADERSHIP
2
Leadership
In every organization there is some kind of leadership. Although many define leadership
in various ways, there is not one definition that stands out. For this paper, the definition of the
leadership specialists, Kouzes and Posner will be used. Kouzes and Posner (2017) define
leadership as “the art of mobilizing others to want to struggle for shared aspirations” (p. 2). In
other words, leadership is the process of assembling others to pursuit common goals and after
channeling these goals into action. Leaders have a huge influence on productivity, job
satisfaction, and employee involvement (Batista-Taran, Shuck, Gutierrez, & Baralt, 2013).
Effective servant leadership is highly desirable for the 21st century. Leaders must focus on how
to both stimulate and inspire their followers. A leader inspires followers by aligning actions with
the shared value and one way to do it is by “modeling the way” (Kouzes and Posner, 2017).
In addition, great leaders understand that trust is the foundation of an organization.
According to Kouzes and Posner (2017), the key to good leadership, and thus good employment
practice is simple, trust. Organizations that have an organizational culture of trust and credibility
outperform their competitors (Kouzes & Posner, 2017). In this paper, I will discuss the
importance of trust, credibility, and belief as a leader for team success and the actions that are
necessary to succeed through the creation of a personal leadership development plan.
Leadership Concept 1: Trust
Good leaders understand that trust is the foundation of an organization. According to
Kouzes and Posner (2017) “high-trust organizations have been shown to outperform low-trust
organizations by 286 percent” (p. 220). People perform better in a safe environment where they
can be themselves and where they can give input. Employees tend to thrive in a place where their
input is appreciated and used. According to Kocaküâh, Bryan, and Lunch (2017), “the best way
LEADERSHIP
3
to keep employees motivated at work and in good spirits is to encompass a plan of
communication, motivation, and leadership” (p. 123). In other words, to motivate employees
creating a work environment based on trust is important.
A servant leader puts his/her team first and trusts that employees will take ownership
over their individual responsibilities. According to Gandolfi and Stone (2018) “servant
leadership assumes that if the followers are maximizing their potential, it will directly translate to
the potential of the organization and its overall performance” (p. 266). This is what makes the
servant leadership style so effective.
I am currently working as a compliance coordinator and have already been given
responsibilities and trust from the athletic director. Even though I work part-time due to my club
coaching, he continues to see the potential in me. Constituents grow because of trust. I also try to
offer that confidence to my players. According to Kouzes and Posner (2017), “trust is a strong,
significant predictor of employee satisfaction, the quality of communication, honest sharing of
information, acceptance of change, acceptance of the leader’s influence, and team and
organizational performance” (p. 219). Mutual trust and respect create an excellent foundation for
people to grow. This sentiment applies to both leaders and their followers, because trust leads to
confidence.
Leadership Concept 2: Credibility
People watch what people do (consciously and subconsciously) and continuously
consider a leaders’ credibility. A vital prerequisite to leadership is credibility, which is the
foundation of leadership. People must believe in their leaders and know that they are worthy of
trust. To build credibility, leaders should show a combination of honesty, competence and
inspiration (Kouzes & Posner, 2017).
LEADERSHIP
4
Credibility is about consistency between words and actions (Kouzes and Posner, 2017).
In other words, do what you say and say what you do. A leader is credible if the people actually
see the leader do what he/she has promised. Employees tend to not do what a leader says, but
what a leader does. So, exemplary behavior is crucial.
A good example of this was when I worked at Stryker, Inc. There was a vitality campaign
that encouraged people to adopt more vital behaviors, such as exercise, healthier eating, etc. The
manager was a strong advocate of this philosophy. He came every day from the start of the
campaign by bike to the office, whether the weather was good or bad. He systematically took the
stairs instead of the elevator, and made active use of the massage chair provided by the company.
The great thing is that he continued to follow this type of behavior consistently, even years after
the campaign ended. The manager showed that the words in the formulated vitality policy were
not only beautiful words, but they were also put into practice, even if it was uncomfortable at
times.
Leadership Concept 3: Believe
How productive employees are is strongly influenced by a leader. Kouzes and Posner
(2017) suggest that leaders, “offer positive reinforcement, share lots of information, listen deeply
to people’s input, provide them with sufficient resources to do their jobs, give them increasingly
challenging assignments, and lend them your support and assistance” (p. 279). Decision makers
are advised to set themselves up as a servant leader, believe and support their team so that they
can get the best out of their team. According to Kouzes and Poser (2017), leaders have to do two
things to instill a winning attitude. First, believe that the constituents are already winners because
when a leader believes this, the leader will treat them that way (Kouzes and Posner, 2017). And
second, if leaders want people to be winners, they must communicate like they are winners.
LEADERSHIP
5
Believing in others is one factor that will help leaders to become better at leading, but
before this can happen, leaders must believe in themselves. Covey (2004) is convinced that the
basis for successful leadership starts from within a person before people can transfer successful
qualities to others. Ambrose (2012) explains that to “lead others with integrity, we must nurture
and develop ourselves so that we can become credible models of the behaviors we seek in
others” (p. 11). As a coach, employee and professional volleyball player, it is important to
believe in my own capabilities and model the way to become that credible model.
Personal Leadership Plan
It is important to develop leadership qualities because it helps motivate team members’
work together while achieving a shared goal. Confidence, communication and delegation are the
three leadership qualities I want to focus on improving in myself. In my eyes, confidence is one
of the most important qualities to possess if you want to convince people to work towards a
common goal. The most efficient and successful leadership styles, charismatic and
transformational leadership, are both characterized by a high degree of self-confidence. I will
gain confidence by increasing my knowledge and self-knowledge by listening to feedback and
asking purposeful questions, so I can learn to use my qualities consciously and learn to improve
my weaker points. I solely believe that good leaders distinguish themselves from less good
leaders because they are open to feedback on their performance and are always looking for
honest feedback with which they can improve performance.
In addition, I am working with my mentor on personal and professional development by
learning and developing new communication skills. In my new role as compliance coordinator,
communication is of great importance. The essence of communication is influencing others and
it involves three components: knowledge, attitude, and behavior (Ajzen & Fishbein, 2005). To
LEADERSHIP
6
improve my communication skills, I am developing policies, procedures, and guidelines that will
help the athletic office stay compliant, ask questions, and listen to the people that I am
surrounded by. By writing down and presenting the accurate policies and procedures, and
evaluating the impact of my communication I can improve my communication skills
tremendously.
The last quality I want to work on is delegating. Often, I want to do everything by myself
instead of asking for help. To improve my delegating skill, I am going to delegate a small part of
my job to someone else in the department. This way I can get used to the idea before delegating
larger tasks.
Conclusion
“Begin with the end in mind” (Covey, 2004, p. 45). If you want to achieve something, it
is important that the dot on the horizon, or the main goal, is clear to everyone. Gradually
emphasize both the importance for the individual employee and for the organization as a whole.
This way, people not only know what needs to be achieved, but also how and why. A leader
should be tireless in repeating the main goal and show who has what to reach that goal. In
addition, leaders of the 21st century should encourage by letting everyone think along. The best
idea does not necessarily come from you as a leader. The trick is to be open to this and to distil
the best idea from collective intelligence.
LEADERSHIP
7
References
Ambrose, D., & Gullatte, M. M. (2011). Inspiring self and other to leadership. Nursing
Management Principles and Practice, 1-19. Retrieved from
https://www.ons.org/sites/default/files/publication_pdfs/NSG%20MANAGEMENT%20
CHPT1.pdf
Batista-Taran, L. C., Shuck, M. B., Gutierrez, C. C., & Baralt, S. (2013). The role of leadership
style in employee engagement. Retrieved from
https://core.ac.uk/download/pdf/46946474.pdf#page=31
Covey, S. R. (2004). The 7 habits of highly effective people: Powerful lessons in personal
change. New York, NY: Free Press.
Ajzen, I., & Fishbein, M. (2005). The influence of attitudes on behavior. In D. Albarracin, B. T.
Jonson, & M. P. Zanna (Eds), The handbook of attitudes. (pp. 173-221). Mahwah, NJ:
Erlbaum.
Gandolfi, F., & Stone, S. (2018). Leadership, leadership styles, and servant leadership. Journal
of Management Research, 18(4). 261-269. Retrieved from https://www.lasnny.org/wpcontent/uploads/2018/11/Leadership-Leadership-Styles-and-Servant-Leadership.pdf
Kocaküâh, M. C., Bryan T. G., & Lunch, S. (2017) Effects of absenteeism on company
productivity, efficiency, and profitability. Journal of Business and Economic,
8(1), 115-135. https://ideas.repec.org/a/mth/ber888/v8y2018i1p115-135.html
Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge – how to make extraordinary
things happen in organizations (6th edition). San Francisco: Jossey-Bass.
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