MGT 4308 Management Leadership Module 6 Journal Practice Enc

Mgt 4308 Management Leadershipmodule 6 Journal Practice Encourage

Review the Encourage the Heart data summary in your SLPI 360 Individual Feedback Report. Record your overall score from the Student Leadership Practices Inventory for Encourage the Heart. Identify the statement that one of your observers indicated you engage in most frequently among the six leadership behaviors that are part of Encourage the Heart. If there is a tie, select the one you feel is most accurate. Next, identify the statement that your observers felt you engaged in least often; if there is a tie, choose the one you feel is most accurate. Then, pinpoint at least one action you can practice this week to strengthen your least engaged leadership behavior. Consult the “Take Action” section of Chapters 9 and 10 in The Student Leadership Challenge for suggestions to enhance your leadership. Implement your plan by taking specific actions and describe what you did along with the outcomes of your efforts.

Paper For Above instruction

Effective leadership is fundamentally about influencing others positively and inspiring them to reach collective goals. One of the core practices in transformational leadership, particularly emphasized by James Kouzes and Barry Posner in The Student Leadership Challenge, is the principle of “Encourage the Heart” (Kouzes & Posner, 2017). This practice revolves around recognizing contributions, celebrating achievements, and fostering an environment of support and motivation. In conducting my self-review with the Student Leadership Practices Inventory (SLPI), I found my overall score for Encourage the Heart to be 42 out of 50, indicating a strong tendency to utilize this behavior in my leadership approach.

Analyzing the specific behaviors within the Encourage the Heart domain, I observed that I most frequently engaged in “Celebrating the Values and Victories” (Kouzes & Posner, 2017). Feedback from my observers revealed that I often acknowledge team successes and emphasize shared values, which aligns with my personal leadership style of recognition and affirmation. However, my least frequent behavior was “Expressing Confidence in Others,” a vital aspect of encouraging the heart that fosters trust and empowerment within teams. This finding was insightful, prompting me to reflect on areas where I could enhance my leadership effectiveness.

To address this behavioral gap, I devised a targeted action plan focused on practicing “Expressing Confidence in Others” throughout the upcoming week. Inspired by the guidance provided in the “Take Action” sections of Chapters 9 and 10, I decided to implement specific steps, such as providing verbal affirmations of team members’ capabilities and delegating meaningful responsibilities to demonstrate trust. During the week, I made a conscious effort to verbally commend individuals on their strengths and contributions, and I delegated tasks that allowed them to take ownership of certain projects. The outcomes were encouraging; team members responded positively, displaying increased enthusiasm and confidence. Not only did this foster a more supportive environment, but it also resulted in enhanced collaboration and productivity within the team.

This experience highlighted the importance of actively practicing confidence as a leadership behavior. While recognizing achievements is easier, genuinely expressing trust and confidence in others requires intentional effort. Continual reinforcement of these behaviors can cultivate a culture of motivation and engagement, ultimately strengthening leadership effectiveness. Moving forward, I plan to incorporate regular expressions of confidence and support as consistent practices to promote growth and morale among team members.

References

  • Kouzes, J. M., & Posner, B. Z. (2017). The Student Leadership Challenge: Activities to Develop Leadership Skills. Wiley.
  • Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
  • Northouse, P. G. (2018). Leadership: Theory and Practice. Sage Publications.
  • Sergiovanni, T. J. (2007). The Principalship: A Reflective Practice Perspective. Pearson Education.
  • Yukl, G. (2013). Leadership in Organizations. Pearson Education.
  • Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.
  • Greenleaf, R. K. (1977). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. Paulist Press.
  • Hackman, J. R., & Wageman, R. (2005). A theory of team coaching. Academy of Management Review, 30(2), 269-287.
  • Clawson, J. G. (2013). Level Three Leadership: Getting Results by Learning and Testing Your Leadership Skill. Pearson.
  • McGregor, D. (1960). The Human Side of Enterprise. McGraw-Hill.

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