Reference no: EM133058590
MGT601 Dynamic Leadership - Laureate International Universities
Increasing Awareness of and Sensitivity to Organisational Cultures
The purpose of this journal is to encourage personal reflection on the concepts and issues covered in the resource materials and to help you apply them to your own situation and to your personal leadership journey. Your personal journal is one of the ways of ensuring this course of study has impact and meaning for you and is not just a theoretical examination of leadership.
Activities will be set out in each module to enable you to interpret and apply the concepts to your experiences and your leadership challenges. The activities are linked to the topics and the logic flow of the subject outline. Some activities will suggest that you first read sections of the resource materials, text books or papers that are available from the Blackboard site. We encourage you to complete each activity and record your answers in either a hard copy or electronic version. There are no right or wrong answers or approaches. Your journal is confidential. No- one else will have access to it. However, you may wish to share some of your insights with your allocated student partner.
Activities
Increasing Awareness of and Sensitivity to Organisational Cultures
You can obtain a diagnosis of an organisational culture using a public-domain survey instrument that is available from the website:
The Competing Values Culture Assessment. (n.d.)
It will be more useful if you select an organisation that you know well, through a period of employment or study. So, select an organisation where you have worked or studied for at least a few months.
A number of other versions of culture surveys are available on-line, including free-of-charge versions but many require on-line registration and agreement to their terms and conditions. If you wish to take one of the other on-line culture surveys, please share your results or insights with the class.
Record the main findings of the organisational culture survey here and in your online reflexive journal.
What are the implications for the use of power and influence in the culture of this organisation?
What leadership styles or behaviours are likely to be most effective in the culture of this organisation?
Which of your personal styles, behaviours or sources of influences might you need to adapt to be more effective?
Activity: Preparation for Assessment 2
During this module, you should start to think about the final assessment, which is a plan for your development as a leader over the next 2, 5 or 10 years. The choice of time frame is up to you. Choose a period that makes sense to you, depending on the current stage of your life and career. Please review the Brief for Assessment 2, available under the "Assessments" link in the main navigation menu.
The next step is to select a model of leadership development to guide and inform your planning. Two useful models are:
1 The Intentional Change Model: Boyatzis, R., & McKee, A. (2006). Intentional change. Journal of Organizational Excellence, 25(3), 49-60.
2 The Whitmore GROW Model: Passmore, J. (Ed.). (2010). Excellence in coaching: the industry guide. Chapter 5, pp 83 - 89.
Other models of leadership development may be used. The two important criteria are that your chosen model must be academically rigorous and useful for you in guiding your leadership development. If you wish to use a model other than one of the above, please check with your Learning Facilitator
Attachment:- Dynamic Leadership.rar