Students must use APA formatting for your personal philosophy final project research paper.
create your personal leadership philosophy using these guidelines and resubmit.
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Read this article: “Developing a Leadership Philosophy” by Lee Jones
Then, follow the follow steps to develop a write your own leadership philosophy:
A few questions to consider as a payroll mana-ger: Are you taking full advantage of your payroll coordinator’s strengths? Are you able not only to motivate your data entry clerk, but to inspire passion for meeting department goals? Do your staff understand and buy into your vision for the depart-
ment? Do you even have an articulated vision?
If you answered yes to these questions, congratu-lations: You’re an impressive leader. If not, don’t despair. You simply need to create—and live by—a personal leadership philosophy. Pssst: There’s a new book on the market that will help you do it right.
Written by two military veterans, Ed Ruggero (a West Point grad) and Dennis F. Haley (a Navy Academy grad), The Leader’s Compass: Set Your Course for Leadership Success (Academy Leader-ship Publishing; cost: $14.95; available in book-stores nationwide) is the story of how one manager developed his personal statement on what he ex-pects from his team and from himself. Presented as a work of fiction, The Leadership Compass shows how (and why) to create your own “compass.” Ultimately, having a personal leadership philoso-phy allows your staff (and your boss) to know what you expect, what you value, how you’ll act, and how you’ll measure their performance.
A narrative to success: The plot summary. The protagonist in The Leadership Compass is Guy Cedrick, a top performer with a marketing and design firm thrust into a leadership position. As-signed to manage the company’s newest divisions, he is suddenly faced with overwhelming chal-lenges: He’s expected to motivate and challenge a group of new employees—and his superior design
skills are no help at all for his new role. He’s in over his head, he can’t control his employees, and a critical new project hangs in the balance.
At home one weekend, he borrows some gar-dening tools from his neighbor Stanley Sabato, a retired Navy commander. He explains his work-place struggles to Stanley, and the two men embark upon a conversation that continues for several months … and the remainder of the book.
As Guy learns about the nature of leadership from his wise, older neighbor, he begins slowly to bring order to his chaotic work world. He under-stands the animosity of a difficult employee, con-venes an all-nighter to rescue the floundering mar-keting project, and forges strong connections with his team. The book culminates in Guy’s written leadership philosophy—and instructs you on how to write one for yourself.
What should your leadership philosophy include? Personal values such as honesty, com-mitment, and respect for others come first—these are all essential for an effective leader. Next, ar-ticulate your priorities for yourself and your de-partment, your expectations of your staff, and how you will evaluate them. Then, outline how you will carry out your responsibilities. Finally, be brave: State what your staff (and boss) can expect from you.
Ruggero and Haley recommend these five steps to developing a thorough leadership philoso-phy that will serve you and, ultimately, your de-partment and organization well:
- Define how you see an effective leader. Thebest way to do this is to list the qualities of the “best” and “worst” leaders you have known. PMR note: Don’t restrict this list to individuals from the workplace, but think of all the individuals in your life who have made you want to excel, do the best you could, and more. Consider how they were able to inspire you. The pur-pose of this exercise is for you to define good leadership through your personal experiences with teachers, preach-ers, children, friends, the president of the PTA, and others. Don’t overlook negative experiences: How people sapped your self-confidence and motivation.
- Compare and contrast the “best” and “worst” lists. What do the similarities and differences tell youabout your idea (ideal) of leaders? Consider the quali-ties Kenneth Krum, CPP, payroll manager with KidsPeace Corp. (www.kidspeace.org), outlined in his presentation on awesome/awful bosses at the American Payroll Association Congress in Las Vegas (see the sidebar, “How to Be an ‘Awesome’ Boss”). Write a short paragraph describing both “good” and “bad” leaders. This will form the basis for your own analysis.
- Use your description to analyze your leader-ship style and personality. Which characteristics doyou have? How important are they to you? To others? Pick the top three to five stated or implied values. Get them down in writing as if you were explaining them to a child. State the ethical rules you infer from these values. Are you generous with your appreciation of a job well performed? Are you a manager or a manipulator?
- Now that you have the values and ethical rules, translate these into leadership principles. Theseare the qualities that you will model and that you want to see in others.
- Finally, list your specific likes, dislikes, hot buttons, and pet peeves. This gives you insight intohow your staff can send you “off the deep end” and how you might also “grate on their nerves.” At this point, you should have the first draft of your philosophy. Review it, set it aside for at least a week, review it again, make corrections, and set it aside for another week. Keep doing this until you are satisfied with the philosophy.
Throughout the process, follow the advice of General Ulysses S. Grant, who said, “Write as if sending a telegram to a fool that will be prepaid by a miser.” In other words, be complete, but not verbose.
Putting your personal leadership philoso-phy into play. Distribute your written philosophyto staff and discuss it with them. Make sure they understand it and what it will mean to them in their day-to-day work lives. Finally, live by your own philosophy—to the letter.
Remember, your subordinates expect you not only to show them the standard of excellence but also train them to reach it. They expect you to lead by example. Moreover, they expect you to keep them informed and to care for them. You may have to ask your payroll coordinator to make extraordinary sacrifices to achieve goals (especially around year-end). If you have trained your people to your stan-dards, inspired their willingness, and consistently looked after their interests, they will be prepared to accomplish any goal, at any time, anywhere. Publish-ing a leadership philosophy helps create an envi-ronment in which these things can happen.
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