(Mt) – Everything is there

Hi, i am available for edits and clarifications. I have uploaded the plagiarism report as earlier requested and it shows the summary of the work. Please invite me for future work. Thank you😇Running Head: PERSONAL LEADERSHIP BEST PRACTICES MANUALPersonal Leadership Best Practices ManualStudent’s NameCourse Name and NumberInstitutional AffiliationSubmission Date1PERSONAL LEADERSHIP BEST PRACTICES MANUAL2Personal Leadership Best Practices ManualI.Introduction and Philosophy of LeadershipLeadership is vital in both professional and personal development. The socialenvironment in the contemporary world today is complex and often involves a lot ofmiscommunication, confrontation, manipulation, conflict, and hostility (Kolzow, 2014).Principally, all businesses are grounded on human relationships and the interrelationshipsbetween members and control the goals and decisions made on various aspects of life.Without proper leadership skills, therefore, it is easy for individuals to degenerate intoconflicts and arguments. Arguably, organizations often tend to be under-led and overmanaged (Kolzow, 2014). Although every individual has some level of leadership capacity,most of them are unwilling to cultivate their leadership potential. Leadership requires thepersonal will of an individual to pursue competency, with a leadership style that conforms tothe needs of the situation. Effective leadership requires self-awareness, insight,reinforcement, and ongoing communication, the capability to catalyze future vision, andsuccessful follower recruitment. Although they do not possess specified personal thematictraits, they deliver high performance when addressing both professional and personal issues.Historically, leadership theories emphasized centralization and control of power byindividuals. The “Great man theory” suggested that individuals are born with specific traitsthat qualify them for leadership. The argument was that leaders are not made but born. Thepopularity of this model faded over time between the 1930s and 1940s (Klingborg, Moore &Varea-Hammond, 2006). Later on, psychoanalytical theories were developed to inform theleadership phenomenon. These theories, in turn, argued that individuals could be motivated tolead, to achieve specific outcomes, especially in an organizational setting. In the 1960s, therewere “exchange theories” that evaluated the understanding between groups and individualsPERSONAL LEADERSHIP BEST PRACTICES MANUAL3based on social exchanges, including esteem, status, and rewards. Arguably, subordinates’characteristics and social situations influence the attributes of a leader and their ensuingsuccess. The 1970s realized a shift from the then social psychology, and more focus was puttowards management science and organizational behavior. This scenario then brought up the”attribution theories” in which terms like “transactional” were associated with managementwhile “transformation” described leadership (Klingborg, Moore & Varea-Hammond, 2006).In the modern-day, leadership is seen as a dynamic process, based on situational needs.Although the concept of leadership is not satisfactorily defined and there existnumerous explanations and definitions for it, most scholars refer to it as an art that involvesinfluencing oneself and others towards maximum performance in the accomplishment of anyproject, task, or objective (Kolzow, 2014). The philosophy of leadership differs from modelsand styles and deals with the principles and beliefs set by an individual to evaluateinformation and respond appropriately to various situations and individuals. Leadershipphilosophies enable individuals to understand a leader’s priorities, values, expectations, andapproaches to decision-making. In this regard, there are five main leadership philosophies;value-based, servant, authentic, ethical, and French and Raven leadership. Authenticleadership involves being sincere to oneself in the course of any undertaking, motivated bypurpose, and making decisions in line with one’s value system (Harber & McMaster, 2018).Ethical leadership, in turn, regards self-regulation and the monitoring and compliance withset ethical standards in any organization or personal endeavor. French and Raven’s leadershiprefer to power sources, either through force, acceptance, or rewards and punishment, amongothers. Servant leadership involves the leaders giving their priority and attention to theirorganization and colleagues. In this, they take part in personal development and solveproblems amicably. Lastly, value-based leadership is based on the idea that people aremotivated by their values, which guide their vision and decisions.PERSONAL LEADERSHIP BEST PRACTICES MANUAL4The dynamics of leadership primarily refer to the fluid nature of leadership in twodistinct parts. First, dynamic leadership adapts to the audience. In this, leaders are tasked withadjusting their leadership styles to suit their followers (Harber & McMaster, 2018). Dynamicleadership eliminates elements of individuality and embraces people’s diversity in any setting.As such, it is vital to overcoming organizational changes. The second part involves leadersadapting to various situations, as this affects their decision-making and the outcome of anyproject. Overall, the dynamics of leadership relate to how leaders develop their followers andreact to different situations to facilitate maximum performance (Kolzow, 2014).II.Core Leadership SkillsLeadership skills enable leaders to demonstrate their competencies and performancein various areas. These skills also give leaders the capacity to influence their colleagues andfollowers and is a critical component for successful leadership. Personally, some of theleadership competencies possessed include increased self-awareness, managing oneselfemotionally, developing adaptability, and expanding the quest and capacity to learn for bothpersonal and professional development. Consequently, other skills I have include the abilityto demonstrate integrity and ethics in various endeavors, displaying purpose and drive, andexhibiting the leadership stature. There are three categories of leadership skills;administrative, conceptual, and interpersonal. Administrative skills refer to the competenciesthat an individual needs to possess in running an organization to fulfill the goals andobjectives. In this sense, my competencies are in the ability to plan and organize work,coordinate tasks, and assign duties to those who are the most competent to carry them out.According to Northouse (2019), administrative skills encompass the management of peopleand resources and the possession of technical experience. In “managing people,” any leaderneeds to have the capability to connect with others, identify tasks, and the following skillsnecessary to undertake them, plus the environment. Successful outcomes of administrativePERSONAL LEADERSHIP BEST PRACTICES MANUAL5skills require the involvement of the leaders in the activities. In terms of resources, leadersare often tasked with the responsibility of managing resources, including supplies, money,space, equipment, and, most importantly, people. Technical competence is also an integralpart of administrative skills and requires that leaders have specialized knowledge useful inundertaking work in their disciplines.Interpersonal skills, commonly known as people skills, are the competencies that helpleaders to interact and work effectively with superiors, peers, and subordinates in theaccomplishment of organizational goals. Personally, the competencies I have here areemotional intelligence, social perception, and management of interpersonal conflicts.Northouse (2019) provides that social perceptiveness involves having an awareness of thet…

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