BMGT365 Organizational Leadership Self Assessment and Memo Project BMGT 365 – Individual Deliverable #1 – Self Assessment and Job Application Memo Purpose

BMGT365 Organizational Leadership Self Assessment and Memo Project BMGT 365 – Individual Deliverable #1 – Self Assessment and Job Application Memo

Purpose:

The purpose of this project is to gain self-knowledge and apply that knowledge in an application for a leadership position.

Skill Building:

You are also completing this project to help you develop the skills of self-analysis, research, critical thinking, and writing a report intended for executive review. Writing is critical because in business it is important to convey information clearly and concisely and to develop a personal brand. Developing a personal brand is important because it is the ongoing process of establishing an image or impression in the minds of others especially those in positions above you. Having a strong personal brand can lead to opportunities that include promotions.

Skills: Research, Writing, Critical Thinking, Developing a Personal Brand, Self-Analysis, Writing a Report.

Outcomes Met With This Project:

Use leadership theories, assessment tools, and an understanding of the role of ethics, values, and attitudes to evaluate and enhance personal leadership skills
Assess the interactions between the external environment and the organization to foster responsible and effective leadership and organizational practices
Develop individual awareness, style, and communication skills that enhances leadership skills
Integrate and apply analytical principles and skills to make strategic decisions

Background:

You have completed your role on the Succession Plan Committee. You and your Group identified leadership competencies for five internal positions and your group also recommended some internal candidates for consideration of those positions.

As you are putting away your notes from the Succession Plan Committee meetings, you come across this statement “These positions will need to be filled over the next 12-24 months. There is not an immediate need for any of them currently, but vacancies will be imminent. The preference is to fill these internally…”

You cannot help but wonder, “why not me”? The more you read the description of the open positions, the more you are convinced that you should put yourself forward as a candidate for one of these leadership positions.

Instructions:

Step 1: Course Material

For this project, you are required to use the case scenario facts and the course material. External sources are not permitted. You are not researching on the Internet or using resources from outside the course. You are expected to answer the requirements identified below showing the connection between the case scenario facts and the course material. Using course material goes beyond defining terms and are used to explain the ‘why and how’ of a situation. Avoid merely making statements but close the loop of the discussion by explaining how something happens or why something happens, which focuses on importance and impact. In closing the loop, you will demonstrate the ability to think clearly and rationally showing an understanding of the logical connections between the ideas presented in a case scenario, the course material and the question(s) being asked. Using one or two in-text citations from the course material throughout the entire paper will not earn many points on an assignment. The use of a variety of course material is expected consistently supporting what is presented. The support must be relevant and applicable to the topic being discussed. Points are not earned for mentioning a term or concept but by clearly and thoroughly explaining or discussing the question at hand.

Step 2: Leadership Competencies Table

Review the Leadership Competencies Table completed in Week Two to accompany the Job Announcement. (You may also wish to review any feedback received from your Instructor about your Table.)

Step 3: Upcoming Open Positions at Biotech

Position #1: Sales Director, Middle East

Location: Saudi Arabia

Answers to: Executive Director, Asia Division

Biotech’s Asia Division will be opening its first Middle East location in Saudi Arabia in the next 12 months. A Sales Director will be needed to head up this new division. A team of local salespeople will need to be recruited, hired, and trained by this leader. It is expected that this sales team may be largely men.

Two sources that are recommended for more information about doing business in Saudi Arabia are:

Guide to Saudi Arabia Etiquette, Customs, Culture, and Business

Saudi Arabia Management Guide

Position #2: Director of Research and Development (R&D)

Location: Headquarters, Yonkers, NY

Answers to: VP of Headquarter Operations

R&D is at the heart of Biotech’s success and, indeed, its future. The leader of Research and Development will lead a group of scientists and innovators, but does not need to be a scientist himself/herself. R&D is located centrally at Biotech Headquarters because R&D coordinates with all other departments and divisions. This is a high profile position.

Position #3: VP of Headquarter Operations

Location: Headquarters, Yonkers, NY

Answers to: President and CEO

The Headquarters houses R&D, HR, IT, Purchasing, and Finance. Each of these departments has its own “subculture”, and each department is fairly distinct from each other. The young, youthful subculture of IT often clashes with the conservative subculture of the Finance department, for example. Many of the members of the Finance and HR teams are baby boomers and are near retirement. This leader oversees the smooth operation of all of these departments and ensures the coordination of these departments with each other and with each of the four geographic divisions across the world.

Position #4: Executive Director, North American Division

Location: Chicago, Illinois

Answers to: President and CEO

This leader will head up the largest and most profitable division of Biotech. This division is seen as the “flagship” by the other divisions, since Biotech’s roots are in the United States. This Executive Director has the “ear” of the CEO, and spends a lot of time with the Barney family. This leader is faced with spearheading the future direction of Biotech in North America and is challenged with filling openings throughout the United States and Canada caused by fast growth and a retiring Baby Boomer population.

Position #5: Director of Finance

Location: Headquarters, Yonkers, NY

Answers to: Chief Financial Officer

This leader oversees the day to day operations of the finance department. This leader is expected to aid in strategic planning with the executive team of Biotech. Although a finance background is not required, this person is expected to bring a conservative approach to the strategic planning table, to balance out the high risk tolerance of the rest of the leadership at Biotech. A “big picture” perspective is definitely needed here.

Step 4: Review

Review the Succession Planning Table-Part One that your Group used to outline leadership competencies for each of the five positions. (You may also wish to review any feedback received from your Instructor about this Table.)

Step 5: Self-Assessment Tests

Complete the following Self-Assessment tests (also found under Week Five Content). Save the results of each test, as they will need to be included in the Appendix.

Jung Personality Typology Test
Communication Skills Self-Assessment Inventory
Self Esteem Test
Leadership Skills Test
Leadership Style Test
Cultural Intelligence Test
Emotional Intelligence Test (A technical issue may occur in which the web page cannot be viewed when accessed from a direct link. If you encounter this issue, please copy and paste the following web address into the address bar to access the web page: https://globalleadershipfoundation.com/geit/eitest.html )
Ultimate Ethics Quiz

Step 6: Choose One

Based upon the results of these tests, and your review of the leadership competencies required for each position, choose ONE of the five positions for which you wish to put yourself forward.

Step 7: Write a Memo

Write a memo to President and CEO, Maximillan Barney using the format outlined below:

Your Memo will be addressed to Mr. Maximillian Barney, the CEO and President of Biotech. The Memo should be single-spaced. The Memo should include the following structural elements:

To:

From:

Date:

Subject:

The report should contain the following sections, with each section supported by course materials. Label each section using Roman Numerals I through X.

Introduction: Briefly introduce yourself to Mr. Barney and describe the purpose of your memo.
Identify the position you wish to be considered:
Briefly review the leadership competencies identified as important for the person that occupies this position.
Summarize the leadership competencies that you feel you have that make you a qualified candidate for this position. This should be a summary, as you will get into more detail in upcoming sections.
Identify the outcomes of your Jung Personality Test and Self-Esteem Test, and describe why your personality is suited to the position.
Identify the outcomes of the Communications Skills Test, and describe why you have the communication skills suited to this position.
Identify the outcomes of the Leadership Skills Test and the Leadership Style Test, and describe why you have the leadership skills and appropriate leadership style for this position.
Identify the outcomes of the Cultural Intelligence Test and Emotional Intelligence Test and describe why you have the CQ and the EQ suited to this position.
Identify the outcomes of the Ultimate Ethics Quiz, and describe why you have the moral compass suited to this position.
Conclusion – briefly summarize for Mr. Barney why you should be considered for this position.
Reference Page (in APA format)
Appendix – to include the results of all self-assessment tests described in the memo in sections III through VII.

Step 8: Submit the completed Report in the Assignment Folder.

Submitting the project to the Assignment Folder is considered the student’s final product and therefore ready for grading by the instructor. You must also submit your project into Turnitin. It is incumbent upon the student to verify the assignment is the correct submission. No exceptions will be considered by the instructor.

Other Required Elements:

This is a memo to Mr. Barney, the CEO. There is a fine line between stating your case, and taking up too much of Mr. Barney’s time. There is not a strict page limit to this memo, but you should attempt to keep it to no more than 4 pages, single spaced (not including cover page, reference page, and appendix). In APA, a cover page should not include clipart.
Read the grading rubric for the project. Use the grading rubric while completing the project to ensure all requirements are met that will lead to the highest possible grade.
Contractions are not used in business memos, so do not use them.
Paraphrase and do not use direct quotation marks. This means you do not use more than four consecutive words from a source document, but put a passage from a source document into your own words and attribute the passage to the source document. Note that a reference within a reference list cannot exist without an associated in-text citation and vice versa. If direct quotes are presented, they will not be included in the grading. If direct quotes are used (even if no quotation marks are used) they will be excluded from the grading.
Direct quotes are NOT allowed if they are quotation from course materials. This means you do not use more than four consecutive words from a source document, but put a passage from a source document into your own words and attribute the passage to the source document, using in-text citations in APA format. Changing words from a passage does not exclude the passage from having quotation marks. If more than four consecutive words are used from source documents, this material will not be included in the grade and could lead to allegations of academic dishonesty.
In-text citations should be included in ALL SECTIONS of the report, and should demonstrate application of the course material. Note that a reference within a reference list cannot exist without an associated in-text citation and vice versa. Provide the page or paragraph number for ideas that are reference in all in-text citations
You may only use the course material from the classroom. You may not use books or any resource from the Internet. Running head: Biotech Leadership Competencies Table
Biotech Leadership Competencies Table
Chelsea Love, Tyrone White, and Menis Scholtz
Group #3
BMGT 365 6383 Organizational Leadership
09/08/2019
1
Biotech Leadership Competencies Table
BGMT 365 – Group Deliverable #2 – Succession Planning Table – Part One
Position
Leadership
Source
Competencies
Sales Director, Middle East
Risk-taking
(Saudi Arabia)
Center for Simplified
Strategic Planning, Inc, 2018
Center for Simplified
Open-minded
Strategic Planning, Inc, 2018
Gilmore, 2007
Flexible
Collaborative
Bianca, 2019
Creativity
Forbes, 2019
Problem-solver
Bianca, 2019
Optimistic
Bianca, 2019
Director of Research and
Development
Center for Simplified
Invests time in people
VP of Headquarter Operations
Strategic Planning, Inc, 2018
Gilmore, 2007
Values diversity
Trusting
Gilmore, 2007
Encourage learning
Rowe & Nejad, 2018
2
Biotech Leadership Competencies Table
Being congruent
Center for Simplified
Strategic Planning, Inc, 2018
Executive Director, North
American Division
Center for Simplified
Ethics
Strategic Planning, Inc, 2018
Cultural sensitivity
Forbes, 2019
Having courage
Rowe & Nejad, 2018
Compassion
Forbes, 2019
Sharing information
Bianca, 2019
Resilient
Rowe & Nejad, 2018
Value-added technical
Forbes, 2019
Director of Finance
skills
Developing others
Gilmore, 2007
3
Biotech Leadership Competencies Table
References
Bianca, A. (2019). Why Is Strategic Thinking Important to the Success of Business?
Retrieved from https://yourbusiness.azcentral.com/strategic-thinking-importantsuccess-business-9612.html
Center for Simplified Strategic Planning, Inc. (2018, December 12). Critical Strategic
Thinking Skills. Retrieved from

Critical Strategic Thinking Skills

Forbes. (2019). Successful Organizations Need Leaders At All Levels. Retrieved from
https://www.forbes.com/sites/ryanrobinson/2019/09/08/how-to-differentiate-yourbrand/#51743e6e7479
Gilmore, B. (2007). Integrating Strategic Thinking into your Organization for Long-Term
Competitive Advantage – Leadership Advance Online, School of Business &
Leadership, Regent University, Virginia Beach, Virginia. Retrieved from
https://www.regent.edu/acad/global/publications/lao/issue_11/gilmore.htm
Rowe, W. G., & Nejad, M. H. (2018). STRATEGIC LEADERSHIP: SHORT-TERM
STABILITY AND LONG-TERM VIABILITY. Retrieved from
https://iveybusinessjournal.com/publication/strategic-leadership-short-term-stabilityand-long-term-viability/
4
Week 1: What is Meant by Leadership and Who are Leaders?
Theme 1: Understanding the nature of leadership helps to frame the viewpoint of
a leader
Although many scholars have defined leadership, but the definition of leadership is
dynamic. This week, we will discuss the definitions of leadership to understand the
field of study upon which we are about to embark. The definition of leadership has
significantly changed over the past generation to meet the needs of a contemporary
business environment. In fact, many scholars have disagreed on the nature or
essential characteristics of leadership but instead have offered a variety of
perspectives as to what leadership is not. As we discuss the contemporary
definitions of leadership, pay close attention to various definitions and compare them
to those of prominent leaders today. Are they similar? If so how? If not, why not?
Read:
Pages 18-22 (you will read the rest next week) of: Gandolfi, F., & Stone, S. (2017).
The Emergence of Leadership Styles: A Clarified Categorization. Review Of
International Comparative Management / Revista De Management Comparat
International, 18(1),
Simon Sinek on Leadership at TED
What is Leadership?
Aldrin, A., and Gayatri, R. (2014, August). Leadership Not a Title Nor a Position.
International Journal of Current Research and Academic Review, 2(8), 356 – 366.
Retrieved from http://www.ijcrar.c
Satel, G. (2014, June 1). To Create Real Change, Leadership Is More Important Than
Authority
Theme 2: The evolution of leadership theory can help to explain what makes a
good leader today.
The second theme for week 1 details how the definition of leadership has adapted to
fit the changing business environment. Changes in the definition of leadership are
reflected in how leadership has been viewed by scholars. Leadership theory took
root in the social science fields of sociology and psychology. People wanted to know
what made a good leader and whether they could become a good leader by adapting
the “good” traits. Debate still rages on in leadership research as to whether
leadership is inborn or learned. By examining leadership theory this week, we will
begin to define leadership in terms of answering the question of what should
Biotech’s leaders look like for success today. The evolution of leadership theory
illustrates how leaders have perceived the act of leading and how the psychology of
leading people interfaces with the real job of leading others. How one views and
defines leadership influences the beliefs, values and behaviors maintained while
leading and relating to others.
As mentioned earlier, leadership experts have perspectives/ theories about
leadership. It is important to understand the history of leadership theories, because it
will help define the way leadership is today. The business environment controls the
view of the leader as it controls the actions needed for a company to survive. By
reviewing the chart below and the leadership theories from the attached readings, it
should become clear to you how leadership has evolved. Understanding how
leadership theory has evolved to meet the needs of the organization over time will
help to define us as leaders today.
Decade(s)
Theories
1950-60
1960-80
1980-2000
2000-Now
Great
Behavior/
Influence
Relational
Man/Trait
Contingency
Organizational
Vertical/
Vertical Hierarchy/ Horizontal/CrossFlat/
Structure
PreBureaucratic
Teams
Functional
bureaucratic
Leader View Single Hero
Command and
Team/Change Leader Shared Vision/
Control
Alignment/
Change Agent
Environment
Post-War
American
MNC
Technology
Stable
Business Growth/ Dominance/Japanese Revolution/
Stable
Model/ Chaotic
Disrupted/
Chaotic
Source: Adapted from Daft, R. L. (2010). The leadership experience
(5th ed.). Boston, MA: Cengage Learning
TAKE AWAY POINT FROM LEADERSHIP THEORY EVOLUTION
The flow from “Great Man” views of leadership to “Learning Leader” illustrates that
the view of good leadership is colored by the demands of the business landscape of
its time. Leadership and its definition is dynamic and complex. Leadership changes
in response to the needs of the organization.
Presently, many business leaders are continuing to transition from the “Calm Chaos”
of the latter half of the 20th century to the “Turbulent Chaos” of the 21st. Leaders are
focusing on change management, facilitating vision and values to encourage high
performance and continuous adaptation. New theorists, such as Jacob Morgan, are
modeling the organizations of today blending the vertical structures of the 80’s and
90’s with the flat structure of the 21st century. Morgan (2015b) maintains that it is
costly and inefficient to dismantle the vertical structures that currently house many of
the viable business organizations. Instead, Morgan (2015a) proposed a new
structure known as a “flatarchy,” that can be relatively flat yet can create an ad hoc
hierarchy to work on a project or function and then disband when finished. The
organization can also have a loose hierarchy that can flatten when required and then
return to a loose hierarchy when the need is over. The leader of today must find
ways to transition quickly from the old to the new. Implementing fast change and
getting people to accept and implement the change is the greatest task facing
leaders.
The leader must combine the “soft” skills of leadership with the “hard” skills of
management to effectively guide an organization.
Understanding the evolution of leadership theory helps a leader to define the
contemporary concept of successful leadership by identifying strengths and
weaknesses of scholarly perspectives from the past to the current time, and explore
the relationship of leaders to the business environment.
References
Morgan, J. (2015a, July 20). The 5 Types of Organizational Structures: Part 2,
‘Flatter’ Organizations. Retrieved October 24, 2017, from
https://www.forbes.com/sites/jacobmorgan/2015/07/08/the-5-types-of-organizationalstructures-part-2-flatter-organizations/#33fcf6e6dac3
Morgan, J. (2015b, July 20). The 5 Types of Organizational Structures: Part 4,
Flatarchies. Retrieved October 24, 2017, from
https://www.forbes.com/sites/jacobmorgan/2015/07/15/the-5-types-of-organizationalstructures-part-4-flatarchies/#6865b2ca6707
Read:
The Most Important Leadership Theories
The Hersey-Blanchard Situational Leadership Theory
The Relational Leadership Model
What Does Leadership Look Like in the Future of Work?
Week 2: Leadership Styles, Traits, Attributes, and Competencies
Theme 1: Leadership characteristics are demonstrated in a leader’s style.
Traits are characteristics that are ingrained in an individual. Traits are not easily
learned or unlearned. For example, the introvert is unlikely to become the life of the
party. On the other hand, leadership attributes are personal qualities or
characteristics that can be learned and are typically described in the context of
behaviors – values, habits, character, or motives. Leadership competence is a mix of
leadership skills and behaviors that lead to an increase in performance.
Read:
Leadership: Do traits matter?
Critical Skills: Leadership – In the Library search under Comstock (author) and Critical
Skills: Leadership (title).
Leadership Competencies
10 Traits of Great Business Leaders
Leaders at all Levels
Theme 2: Leadership style should fit the person, the organization, and the job.
It should be situational in nature.
The way a leader sets the direction, implements plans and motivates people to
accomplish a task is known as a leadership style. It cannot be emphasized enough
that leadership style is not a one size fits all type of cloak. A leadership style must fit
those that are led, the company and the job. The following story about leadership
style illustrates theme two.
Alan Robbins started Plastic Lumber Company when he saw a way to help the planet
by converting plastic milk and soda bottles into fake lumber while still making money
in doing so. Robbins had strong opinions on how to run his company. He had an
expectation that decisions be made in teams with participation from everyone. Sound
familiar? To accomplish this goal, Robbins spent a long time on the factory floor
chatting with employees, sounding them out on how best to get the job
done. Robbins soon learned that this was not working. Most of his low-skilled
employees simply wanted clear direction and a set of standards and expectations for
doing the work. The freedom that Robbins’ laissez-faire leadership style encouraged
led to frequent confusion, employee absences, tardiness, and fights on the factory
floor. Employees came to work under the influence of drugs and/or alcohol. Robbins’
style undermined his authority in the eyes of many workers (Aeppel, 1998).
Although Robbins believed in his laissez-faire leadership style, he had to force
himself to adapt a direct style with factory workers to save the business and instill
order.
Would Robbins style fit better at Google than on the factory floor? While reading and
preparing for this week, consider the aspects of style that relate to a leader’s ability to
build relationships and keep the organization competitive.
Reference:
Aeppel, T. (1998, Jan 14). Losing faith: Personnel disorders sap a factory owner of
his early idealism. The Wall Street Journal, A1-A14. Retrieved from
http://webcache.googleusercontent.com/search?q=cache:3yZwVDukHUQJ:info.wsj.c
om/college/lessonplans/mgmt_lp5.pdf+&cd=2&hl=en&ct=clnk&gl=us
In week one, we learned that a leader must define leadership both personally and
within the context of the organization. A successful leader should adopt a leadership
style that fits his or her definition and the organization’s definition of leader. The
choice of leadership style should enhance the point of view of the leader, the culture
of the organization as well as the job and situation at hand.
The following notable leadership styles will be examined this week:
Leadership Styles
Charismatic
Visionary/Innovative
Pace Setter
Command/Coercive
Laissez-Faire
Steward
Democratic
Servant
Situational
Transactional
Transformational
Participative
Many of the leadership styles have emerged from the theories discussed in week
1. Others have evolved from combined elements of different theories to create the
characteristics, behaviors, attitude and values of the successful leader.
Read:
Pages 22-28 of (continued from last week):Gandolfi, F., & Stone, S. (2017). The
Emergence of Leadership Styles: A Clarified Categorization. Review Of International
Comparative Management / Revista De Management Comparat International, 18(1),
Are Leaders Born or Made?
8 Most Common Leadership Styles
Situational Leadership
The Impact of Leadership Style on Employee Commitment
Leadership Style, Emotional Intelligence, and Organizational Effectiveness
Organizational Effectiveness
The Effective Organization: Five Questions to Translate Leadership into Strong
Management
Week 3: Mission, Vision, Strategic Thinking, and Planning for
Tomorrow
•
•
•
•
•
•
Theme 1: Companies need to make money to stay in business. The leader in
the organization is to create a vision and mission. The vision and mission
drives decision making in the organization so that resources of the
organization, including human resources, are used properly to make financial
sustainability happen.
Read:
Principles of Management: Chapter 4.3 The Roles of Mission, Vision, and Values
The Leader’s Role in Strategy
Walt Disney Company’s Mission Statement and Vision: Formula for Success (An
example of how they work together to bring corporate success in environmental
sustainability)
Visions & Missions of Fortune Global 100 Companies
Management Tools: Mission and Vision Statements
Strategy, Mission, and Vision: How Do They All Fit Together?
•
•
Theme 2: Strategic thinking is how Biotech’s vision is crafted by leaders to
create organizational wealth, customer satisfaction, and sustainability. Stated
at the outset, leadership talent needs to be built and available to make a
company grow in today’s business environment. Strategic thinking can be
done by anyone, but requires an open mind, a positive attitude and an
organizational culture that aligns with the vision.
Read:
Strategic Leadership: Short-Term Stability and Long-Term Viability
Why Is Strategic Thinking Important to the Success of Business?
The Strategic Thinking & Strategic Planning Process
Integrating Strategic Thinking into your Organization for Long-Term Competitive
Advantage
Strategic Thinking: 11 Critical Skills Needed
Three Keys To Improving Your Strategic Thinking
•
•
•
Theme 3: Being proactive as a leader means planning for the leadership of
tomorrow. In order to sustain competitive advantage, leaders need to plan for
tomorrow by ensuring the knowledge garnered by Baby Boomers is harnessed
and shared with younger generations before they retire. Succession planning
involves deciding on the leadership of tomorrow, with the knowledge we have
about our organization today. This handing of the torch is more than just filling
future leadership openings; succession planning ensures that our company’s
wealth of expertise, what is commonly called “tribal knowledge”, is protected.
Successful Organizations Need Leaders at all Levels
Succession Planning Roadmap
9 Tips for Effective Succession Planning
•
•
•
•
Week 4: Leadership Challenges of Today
Theme: Understanding the unique challenges leaders face today, and the skills
needed to meet them will help you as a leader to act decisively and proactively.
Creating competitive edge through leading others has some unique
challenges. Besides being a change agent, there are five other areas in which the
leader’s skills set as a strategic thinker and relationship builder needs
customization. These areas are leading innovation, leading generations, leading
global diversity, knowledge and technology.
This week we will examine these specific challenges and how a leader might address
each challenge. Since we could spend a week on each challenge, consider focusing
on answering two questions: Why is the leadership challenge unique to each topic?
and What can a leader and organization do to address the challenge?
Leading Cultural and Generation Diversity
•
•
•
•
•
Diversity and how it Improves Leadership
Leading the Four Generations at Work
Inclusive Leadership: Effectively Leading Diverse Teams
What is Cultural Intelligence?
What is the Difference between a High-Text Context and Low-Text Culture?
Leading and accumulator of knowledge
•
•
Why Knowledge Management is Important to the Success of Your Company
Importance of Knowledge to a Growing Business
Leading Innovation
•
•
How to Lead a Culture of Innovation
How Leaders Can Close the Innovation Gap
Week 5: Self-Knowledge as a Powerful Leadership Tool
Theme 1: Developing Emotional Intelligence Quotient (EQ), Cultural Intelligence
Quotient (CQ), Communication Skills and a Moral Compass Leadership can
occur on all levels within an organization.
This week we have a few truths to remember as we explore relationship building to
create competitive advantage. Motivation and empowerment are two words that you
have heard throughout your business education. Managers motivate and leaders
empower. The lines are blurring at Biotech. Managers give decision-making
authority to team leaders and team members in an effort to get the work done. At
Biotech, all employees can be leaders. Leaders at all levels need to develop a soft
skill set to help build relationships. Good relationship building gets at the heart of the
relationship between leader and follower that results in trust, respect, and expertise.
This week our discussion will focus on the skills needed as an individual leader to
create and maintain relationships within Biotech. It is intuitive that the best leaders
are intelligent. We also know that well-rounded leaders are also Emotionally
Intelligent (EQ), have advanced communication skills and a strong moral compass.
Moreover, cultural IQ runs parallel to Emotional IQ. Leaders must be knowledgeable
about cultural diversity and understand the nuances of people’s behavior within the
context of the local culture.
Read and View:
Personality, Leadership, and Emotional Intelligence
•
•
•
•
•
•
•
•
How Implicit Personality Affects Leadership
The Relationship Between Leadership and Personality
Emotional Intelligence and Leadership
What is emotional intelligence?
Interview of Daniel Goleman, Emotional Intelligence Social Intelligence and Leadership
Personality and Leadership
Personality and creating your Leadership style
Critical Leadership Skills: Key Traits That Can Make or Break Today’s Leaders
Moral Compass Leading with Values
•
•
Moral Intelligence for Successful Leadership
Why Leaders Lose Their Way
Cultural Intelligence
•
Why You Need Cultural Intelligence and How to Develop it
Theme 2: Creating your own leadership energy starts with knowing who you are
as person. Understanding how people’s personality, emotions, and morality
influence relationships and being able to communicate that understanding to
others allows the leader to use his or her most important resource, people, to
the company’s best advantage.
Change cannot occur at Biotech or within any organization if people do not trust. Like
the earlier example of Robbins at Plastic L…
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