LEAD*6000 Personal Leadership Portfolio The purpose of the Personal Leadership Portfolio (PLP) is to provide an opportunity and framework for self-assessment and critical reflection, as well as a record of your leadership skill development to date. The PLP has been adapted from The Bases of Competence: Skills for Lifelong Learning and Employability (Evers, Frederick T., Rush, James C. and Berdrow, Iris, 1998). The components of the Personal Leadership Portfolio (PLP) Assignment vary. Some components involve completing one or more self-assessments. These, in turn, inform the development of a summarizing and brief narrative that addresses what the results of the self-assessments mean to your life (e.g., opportunities for growth and development, areas for application of learning, etc.). It is important to make the point that the narrative is not to focus on results or score of the assessment but rather what the results mean in the context of your life and your leadership. Some Personal Leadership Portfolio (PLP) components do not include self-assessments as a catalyst for self-discernment but instead focus on utilizing a process of critical reflection as a means of dialing into one's selfknowledge of Leadership skills, abilities, experiences, observations, thoughts, and beliefs. At the end of this assignment you will have a detailed portfolio to serve as a record of your Leadership skill development to date and a basis for your further development throughout your program and beyond. Evaluation will focus on the quality of your reflections and analysis. I will provide a marking rubric. The purpose of the PLP is not to write about theory but rather to reflect on and develop your own leadership by examining elements of your leadership in the present and developing a plan or framework for the future. Thus, offering lots of theory and little critical reflection will not be as useful as applying critical reflection and the marks will reflect this position. I encourage you to use this assignment as a useful tool and not just as an assignment to finish in compliance with course requirements. PLP1 Leadership Learning Objectives 1. Consider engaging in the Self-Assessment of Leadership Qualities and Skills Pre- Test (Optional; found on the course website) as a tool to assist you in identifying your Leadership Learning Objectives. 2. Briefly describe your understanding, experience, and interest in Leadership. Note: This should be brief, recognizing that you will be coming back to this focus in more depth with the Personal Reflections on Leadership Assignment. 3. Briefly identify and describe your Leadership Learning Objectives for this course. While your description of objectives may be more narrative in nature, ensure that at some point in the document (e.g., paragraph titled Objectives, Conclusion), your objectives (e.g., 3-5) are succinctly listed and highlighted in bold.
4. Briefly explain why you believe your intended learning will be significant to you for personal growth and development. 5. Identify how you expect to apply or anticipate applying this learning to future endeavours. This section should be between 1.5 and 2.5 pages long. PLP 2 Reflections on Leadership 1. Write down the names of three (3) people who have significantly impacted you. 2. Under each name, identify three to five (3-5) skills, traits, qualities, and/or approaches that they each demonstrated that had a positive impact on you. 3. Review the list and determine whether the actions were predominantly managementoriented in nature or leadership-oriented (i.e., identify with an M or L ). 4. Focus on that which you identified as demonstrating predominantly Leadership attributes ( L ). 5. Beside each of your noted points of significance, identify whether that which positively impacted you was more predominantly related to his or her: (a) Head (e.g., knowledge, etc.); (b) Heart (e.g., relationship with you, respectfulness, ability to empower or motivate, etc.); or (c) Hands (e.g., action, approach, behaviour, etc.). 6. Determine whether your list is more predominantly categorized by Head, Heart, or Hands or a combination of these attributes? What does this tell you about what you need, value, or benefit from? Understanding how Leadership impacts us is an important first step in deepening our understanding and knowledge of Leadership. This section should be between 1.5 and 2.5 pages long. PLP 3 - Leadership Traits and Skills Engage in several self-assessments and the journaling/critical reflection exercise as a means to understand better your personal experience and/or thoughts and feelings surrounding Leadership Traits and Leadership Skills. 1. Complete Leadership Instrument: Leadership Trait Questionnaire (Northouse, 2012; Chapter 2, pp. 37-39). Make sure to create a table in which you record the responses of up to five other people as well as your own.
2. Complete Leadership Instrument: Skills Inventory (Northouse, 2012; Chapter 3, pp. 67-70). 3. Include the scoring sheets/results from these instruments. 4. Once you have completed the identified questionnaire and assessment, based on the outcomes, briefly identify and describe your understanding of the significance of the findings and what the results mean for you now and moving forward (e.g., current context, opportunities for personal growth, application of learning, etc.). Provide a summary of your reflections in a 1 2 page document PLP 4 - Leadership Styles and Approaches Engage in several self-assessments and the journaling/critical reflection exercise as a means to understand better your personal experience and/or thoughts and feelings surrounding Leadership Styles, Leadership Approaches, and Contingency Theory. 1. Complete Leadership Instrument: Style Questionnaire (Northouse, 2012; Chapter 4, pp. 92-94). 2. Complete Leadership Instrument: Situational Leadership A Brief Questionnaire (Northouse, 2012; Chapter 5, pp. 114-118). 3. Complete Leadership Instrument: Least Preferred Co-worker Measurement (Northouse, 2012; Chapter 6, pp. 133-134). 4. Once you have completed the identified questionnaires, based on the outcomes, briefly identify and describe your understanding of the significance of the findings and what the results mean for you now and moving forward (e.g., current context, opportunities for personal growth, application of learning, etc.). 5. Provide a summary of your reflections in a 1 2 page document. PLP 5 - Addressing Task and/or Relationship Engage in a self-reflection and journaling exercise as a means of deliberating on your ideas (e.g., philosophy/ideology) and/or approach (e.g., actions) surrounding how you negotiate both Task (e.g., the actual chore, duty, or job that needs to be completed) and Relationship (e.g., the people who may be directly and/or directly involved with getting
the chore done). Consider how this negotiation or lack of it is relevant to your involvement with or participation in Leadership. 1. Reflect on how you negotiate both Task (i.e., the actual chore, duty, or job that needs to be completed) and Relationship (i.e., the people who may be directly and/or directly involved with getting the chore done) in leadership situations. 2. Consider how this negotiation or lack of it is relevant to your involvement with or participation in Leadership. 3. Summarize your highlights in a 1.5 2.5 page narrative document. PLP 6 - Leadership Mission 1. Review the document below entitled Creating a Mission Statement. 2. Develop a Leadership Mission Statement using one of the three (3) noted Mission Statement styles. Discuss your mission statement why have you chosen this statement? What is its meaning and importance to you? Creating a Mission Statement Purpose: The purpose of a Mission Statement is to empower. According to Covey, Merrill, and Merrill (1994, p. 113), An empowering mission statement: 1. Represents the deepest and best within you. It comes out of a solid connection with your deep inner life. 2. Is the fulfilment of your own unique gifts. It s the expression of your unique capacity to contribute. 3. Is transcendent. It is based on principles of contribution and purpose higher than self. 4. Addresses and integrates all four fundamental human needs and capacities. It includes fulfilment in physical, social, mental, and spiritual dimensions. [ To live, to love, to learn, to leave a legacy ] 5. Is based on principles that produce quality-of-life results... 6. Deals with both vision and principle-based values...an empowering mission statement deals with both character and competence; what you want to be and what you want to do in your life. 7. Deals with all the significant roles in your life. It represents a lifetime balance of personal, family, work, community whatever roles you feel are yours to fill. 8. Is written to inspire you not to impress anyone else. It communicates to you and inspires you on the most essential level.
The following information provides context for creating a Mission Statement. There are essentially three styles: (1) single sentence; (2) paragraph or two; and (3) a list of objectives. 1. Single Sentence Style: Jones (1996) advocates the single sentence style, noting that there are three key elements to a good Mission Statement, including (a) not being longer than one sentence; (b) easy to understand; and (c) memorable. Considering the significance of a mission statement for leadership, Jones reports: all great leaders in history have had missions that were no longer than one sentence long. Abraham Lincoln s mission was to preserve the Union.... Nelson Mandela s mission was to end apartheid. Mother Teresa s mission [was] to show mercy and compassion to the dying. Joan of Arc s mission was to free France. Nehemiah s mission was to rebuild the walls of Jerusalem (pp. 3-4). Jones cites her own mission statement as: To recognize, promote and inspire the divine connection in myself and others (p. 222). She outlines four (4) key guidelines for an effective Mission Statement: 1. Use verbs to convey action; 2. Communicate what you stand for (e.g., principle, cause, value, or purpose that you would be willing to devote yourself to); 3. Identify that which is of central importance to you (e.g., joy, service, justice, family, creativity, freedom, equality, faith, excellence, etc.); and 4. Identify whom you are here to serve (e.g., help, lead, support, assist, etc.) such as (a) a person/group (e.g., volunteers, elderly, children, people with cancer or other chronic disease, family, etc.); (b) issue (e.g., environment, literacy, labour relations, etc.); or (c) thing (music, auto industry, hockey, money, books, etc.). When putting your Leadership Mission Statement together, it could read as: "My mission is to (insert your verbs), (insert your core value[s]), to, for or with (insert the person, group, issue, or thing)." An example includes: I will live each day with respect for myself and others, facing challenges as they come and learning from my mistakes in order to become a stronger person. Note: This technique does not work for everyone but you may wish to try it and see if it is helpful. If not, try journaling to explore different ideas, or go for a walk and let your mind wander! 2. One Paragraph Style: Mission statements are often a paragraph in length and descriptive in nature. They often describe a process rather than a specific thing. They are designed to communicate a feeling, thought, and belief, rather than predominantly fact. The following is an example of a One Paragraph Mission Statement as cited by Covey et al. (pp. 318-321): Climb the mountain: I will live each day with courage and a belief in myself and others. I will live by the values of integrity, freedom of choice, and a love of all God s people. I will strive to keep commitments not only to others but to myself as well. I will
remember that to truly live, I must climb the mountain today for tomorrow may be too late. I know that my mountain may seem no more than a hill to others and I accept that. I will be renewed by my own personal victories and triumphs no matter how small. I will continue to make my own choices and to live with them as I have always done. I will not make excuses or blame others. I will, for as long as possible, keep my mind and body healthy and strong so that I am able to make the choice to climb the mountain. I will help others as best I can and I will thank those who help me along the way. The one paragraph style communicates a picture of a vision and mandate. 3. List of Objectives: The List of Objectives style does as it describes and provides a list of objectives that identifies one s intention (e.g., I will ; I will, ). This style is far less descriptive than the One Paragraph style; it attempts to be more objective than subjective, framing goals in that which is specific, manageable, attainable, realistic, and timely (e.g. S-M-A-R-T). Summary: While a Mission Statement may follow one of the three noted styles, there is no right or wrong way and your own Mission Statement may embrace a style of its own. Most importantly, your Mission Statement should authentically communicate your true intention, serving to remind you and others of what this is. References: Covey, Stephen R., Merrill, A. Roger, and Merrill, Rebecca R. First Things First: To Live, To Love, To Learn, To Leave a Legacy. New York: Simon & Schuster, 1994. Jones, Laurie Beth. The Path: Creating Your Mission Statement for Work and for Life. New York: Hyperion, 1996. PLP 7 - Personal Values and Beliefs Engage in a self-reflection and journaling exercise as a means of deliberating on your Personal Values and Beliefs, and how they impact your Leadership. Values represent what is important to you, what you believe about good and evil. Values guide your behaviour and help you to decide what is right or good. They underpin every decision you make as a leader, consciously or not. To prepare for this section of the LAP, do the following:
Here are some values that are considered to be important by different people. Consider these and other values that are important to you as you complete this component of the PLP. Justice Power Fame Success Wealth Status Truth Recognition Joy Influence Authenticity Friendship Happiness Peace Wisdom Family Love Integrity 1. Reflect on your Personal Values and Beliefs and how you believe they have impacted or may impact your leadership or your interaction with others and situations/events (e.g., belief in equality, loyalty, honesty, etc.; value of money, power, participation, etc.). 2. As well as focusing on your Personal Values and Beliefs, as you understand them to date, also identify opportunities for personal growth, and application of learning that you may have derived from this exercise of critical reflection (e.g., wanting to implement a more egalitarian/authoritative/participative leadership approach in your life and several steps you want to take to do this, etc.). 3. Summarize your highlights in a 1.5 2.5 page narrative document. PLP 8 - My Leadership Vision Using the results of the mission and core values component above, reflect on your vision as a leader. That vision is a picture of what you want to accomplish or create as a leader. We re not talking here about specific performance objectives for an organization you might be part of but rather, what it is that, as a leader, you want to achieve. Ask yourself, what kind of leader do you want to be? When followers talk about you to others, what do you want them to say about you, as a leader? When other leaders talk about you, what do you want them to say about you, as a leader? A leadership vision should articulate the following: Who am I as a leader? Who do I want to be as a leader in the long term? What do I do as a leader? What guides my actions as a leader? Where am I headed, as a leader? What is my role as a leader? What do my followers expect of me?
What are the outcomes I will strive for as a leader? How will my leadership reflect my mission and my core values? Using the above questions as a guide for reflection, write a two to three page document outlining and discussing your leadership vision. PLP 9 - Gender and Leadership. Engage in several self-assessments and the journaling/critical reflection exercise as a means to understand better your personal experience and/or thoughts and feelings surrounding Leadership Issues, specifically interactions between Gender and Leadership. 1. Complete Leadership Instrument: Gender Consciousness Questionnaire (Northouse, 2012; Chapter 14, pp. 369-373). 2. Once you have completed the identified questionnaires, based on the outcomes, briefly identify and describe your understanding of the significance of the findings and what the results mean for you now and moving forward (e.g., current context, opportunities for personal growth, application of learning, etc.). 3. Provide a summary of your reflections in a 1 2 page document. PLP 10 - Special Skill(s) Engage in a self-reflection and journaling exercise as a means of deliberating on your personal Special Skill(s). 1. Reflect on Special Skill(s) you have (e.g., training, certification, specialized knowledge, etc.) and how this skill(s) currently, or in the future, may serve you in a Leadership context (e.g., CPR certification may enable you to take the lead in an urgent/life threatening situation, etc.). 2. As well as focusing on identifying and describing your Special Skill(s), also identify opportunities for personal growth, and application of learning that may have been derived from this exercise of critical reflection (e.g., Training in and/or experience with True Colours has provided me with a tool for understanding differences; I want to become increasingly adept at dealing with people who have different values and
priorities than I do; the following three examples identify what I am going to do to work toward my goal, etc.). 3. Summarize your highlights in a 1.5 2.5 page narrative document.