Upon completing the strategic acting skills survey, I have identified the three areas that are my strongest competencies and the three that I consider to be my weakest and that I have to work and improve. The three areas that I consider to be my strongest competencies are: making decisions that are strategically consistent, examining mistakes for their learning value (as opposed to apportioning blame) and taking quick and effective action when it’s needed. The three competencies that I consider to be my weakest and I need to work and improve are: setting clear-strategic priorities, acting decisively in the face of uncertainty and recognizing the need to adapt existing plans to changing conditions.
I will begin to discuss the three areas that
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Setting priorities facilitates coordinated action across the enterprise, and it also provides a basis for acting decisively with the short and long term in mind (Hughes, Beatty & Dinwoodie, 2014, p. 135). I will start setting priorities and aligning them from highly important to less important so that they can guide me to make the decisions about the organizations culture, structure, and systems needed to implement the strategy effectively, especially when there is a major change (Hughes, Beatty & Dinwoodie, 2014, p. …show more content…
When it comes to acting decisively in the face of uncertainty, the Executive Director is the only one that makes the decisive actions within the organization. This is something that she has been doing ever since I have been working here. She does not give any one in the team the chance to take decisive actions when uncertainty occurs. I believe if given the chance we can do it but now that I think really well about the topic, I believe that I would not be able to do it. I guess I will find out when a chance comes along the way. Hopefully, when the day comes, I will be prepared. After reading Hughes, Beatty & Dinwoodie, Becoming a Strategic Leader, Chapter 3, I have learned and gained a lot of knowledge about strategic acting. I believe I will be in the simple context of the four sorts of contexts that Snowden and Boone described. Acting strategically requires knowing the level and kind of complexity inherent in the circumstances one is facing and then adapting leadership behavior to it (Hughes, Beatty & Dinwoodie, 2014, p. 125). To be effective, strategic leaders must be able to identify the nature of complexity in the circumstances they´re facing and adapt both their own and their organization´s behavior to the distinctive requirements of that context. Even in the face of uncertainty, strategic leaders must be ready to take decisive action. This does not, however, mean making impulsive, big, and
Acting is seen in your everyday life, whether it be on a tv, in a movie theatre, on a stage, or even in person! Acting goes as far back as 500 B.C. when it was used for the same thing it is today, entertainment. It still goes by the same basic rules, yet it has changed some. I’ve always loved the thought of being an actress on the big stage, so I thought this would be the perfect time to figure out if this is what I really want, or possibly make me want it even more.
Jay, J. (2012). Strategic Leadership Review, Volume 2, Issue 1. In Scholasticahq. Retrieved Janurary 26, 2013, from https://scholasticahq.com/supporting_files/397/attachment_versions/394.
Salmoni, B. A., Hart, J., Mcpherson, R., & Winn, A. K. (2010). Growing Strategic Leaders for Future Conflict. Parameters, 72-88.
Further, leaders in an establishment are able to preserve their dominant stance when they are responsive to the external challenges that their establishment faces. According to Bowers, decision makers in an establishment must be able to picture out the worst thing that could happen if agitation occurs and that they must also be able to repel the same (53). Through this, they are able to prove that they have prepared enough for any occurrence of threat of
...ion and decision is going to be black and white. When things do not seem clear it is important to be flexible. In times of change not everything is going to be clear cut. The leader needs to work with the team to keep open communication so everybody can be on the same page and work through the hard times together.
Strategic leadership is about cause and effect on a grand scale, especially in a fluid and unpredictable environment. This concept has been discussed in numerous military and academic publications. A literary review produces hundreds of works on the subject, which address in detail the requirements associated with developing strategic leaders. However, regardless of the source, there seems to be a familiar theme when describing the critical attributes for successful strategic leaders.
Strategic leadership comprises styles and abilities to yield employee performance producing the desired outcome. Leadership styles consist of various components, dependent on situations, and produce one of three responses- commitment, compliance, and/or resistance (Trident 2016). As leadership engages the use of power to influence employee outcomes, leaders develop personal leadership styles in order to empower the workforce. Efficient directors possess influential powers such as legitimate, expert, reward, coercive, and referent, allowing managers to obtain desired employee performance while empowering the workforce (Eveland n.d.). Various models of leadership styles have evolved, evident in innumerable situations, yet not limited to
I chose this assessment because I believe is it important for all leaders to be self-aware of these skills, as all three are needed and continually improve these skills. From this assessment, I
‘A leader steps up in times of crisis, and is able to think and act creatively in difficult situations’ (Business Dictionary.com). Unlike management, leadership cannot be...
Leadership constantly presents challenges to the leader’s abilities. Changes occur in the organization environment, disrupting the equilibrium. The approach a leader uses to handle and manage challenges effectively, greatly determine the success of the organization (Hall and Hord, 2006). In the modern-day organizations, challenges come in the form of people and obstacles that prevent the organization from reaching its goals. Moreover, there are a lot of complexity and unpredictability. New set of skills is required for the organization to stay competitive and achieve the set goals. Hence, the life of a modern-day leader is more demanding than ever (Kouzes and Posner, 2006).
Morgan, T. (2007). Overpower Weak Leaders. Business Journal (Central New York), Vol. 21 Issue 16, p26-26. Retrieved from EBSCOhost
Acting can easily be broken down into three different kinds: stage acting, screen acting, and being a movie star. Each category of acting is very different from one another, with each one having very different requirements. Stage and screen acting have the most differences, while being a movie star is more of a subtype of screen acting.
When it comes to management and leadership within any organization, there are fundamental components to consider, of which, managers of all backgrounds embody. One way to briefly assess these foundations is through Personal Assessment of Management Skills (PAMS), allowing examination of skill competencies from a number of strengths and weaknesses that can be brought to attention. This analysis will briefly discuss the strengths and weaknesses of the PAMS examination results and analyze the skill competencies and how they impact the role as an ethical leader. For the purpose of this examination, strengths will be assumed to be topics where the quality is in abundance. This comes with the assumption that while their importance may
The monumental consequences of strategic decisions call for individuals with unique performance abilities who can navigate the volatility, uncertainty, complexity, and ambiguity. inherent in the nature of those decisions. Aspiring leaders can rise to the challenge by undergoing self-assessment and personal.
“Busyness does not equal productivity. Activity is not necessarily accomplishment.” It is because of this that leaders must prioritize; they must always think ahead and know how everything relates to the overall vision. A leader must be able to recognize when it is necessary to reprioritize as situations shift and change.