4001HSV Assignment 2 sample structure
4001HSV Assignment 2 sample structure
(Remember to check the Criteria for marking)
PAPER 2000 words
Assignment - Written Assignment
Due Date:10 June 22; 9am
Maximum period for an Extension:
Learning Outcomes Assessed:1.1, 2.1, 3.1, 4.1
Weight:50% 50
Criteria & Marking:
Criteria and marking:
Quality of critical discussion of five aspects of leadership required for effective leadership in the context of social work and human services (15 marks);
Quality of critical discussion of methods chosen for analysis of your current strengths and limitations, and your explanation and analysis of how you identified these areas (15 marks);
Demonstrated capacity to identify concise goals for each of the 5 leadership aspects, combined with an explanation and analysis of effective strategies for achieving the goals that is linked to relevant research and literature (15 marks); and
Scholarship, written expression, logic, range and quality of resources, and referencing (5 marks).
Description:
2000 word assignment
For this task you are to write a 2000 word essay in which you:
Identify 5 aspects of leadership that you are interested in developing in your first year of practice as a social worker or human services practitioner;
1.Communication
If you want to become a better communicator, adopt an open-door policy. Allow employees to come to you with their concerns or suggestions. This allows employees to feel comfortable expressing themselves, which is critical to their success.
Not only is communication about instruction but a great part of it involves Conflict resolution which is often overlooked as one of the most valuable aspects of effective communication in leadership in the workplace.
However, leaders are typically the ones responsible for resolving conflicts. Quality team-building skills help you avoid conflict. Unfortunately, conflicts may still arise.
When team members become frustrated or angry, take the time to listen to their concerns. Diagnose the problem and attempt to minimize or neutralize the conflict. You must also maintainboundariesby taking a neutral stance.
Instead of siding with one employee, give both employees the chance to express their complaints.
2. Delegation
Delegation is an essential part of leading others. Most leaders are aware of their limitations. So, they delegate tasks to talented individuals to help them out bridging the gap between their limits and the demands of the leadership job.
Successful delegation requires you to identify the strengths andweaknessesof others. Always think about which team member is the best fit for a chosen task or role instead of delegating tasks based on job experience or favoritism.
Also, when a leader delegates tasks to employees, you empower them todecideon the actions they need to take to do the job. Being able to make decisions independently develops theirleadership skillsand confidence. It allows workers to be innovative One of the most valuable aspects of leadership is innovation. Promoting innovation in the workplace allows employees to think outside of the box. They are more likely to discover creative solutions to existing problems.
Studies show that diversity is an essential part of innovation. When you bring together a diverse group of people, you tend to receive a wider range of views and ideas. Innovation also requires open communication and collaboration.
Give your employees the freedom to explore new methods and ways of thinking to create greater outcomes.
3. Personal Development
Great leaders assist with the personal development of employees. This is related to the team-building aspects of leadership.
After developing a team, you need to help develop the strengths of each team member. Identify their best skills and abilities and then find ways to improve them.
There are several ways that leaders can promote personal development. You can arrange training courses for employees, give employees more responsibilities, or assign tasks that take employees out of their comfort zones.
4. Transparency
Unlike the previous valuable aspects of leadership roles, transparency is a personal characteristic. It is something that you actively demonstrate instead of a responsibility that you have.
Transparent leaders are open and honest with their staff. This increases youraccountability. The positive aspects of leadership should always include accountability. An accountable leader takes blame for the failures of the team.
Byholding yourself accountable, you demonstrate the importance of following through with your decisions. This encourages employees to follow your lead.
When employees hold themselves accountable, they are more likely to excel in their roles. Instead of giving up on a complex task, they will put in the extra effort to succeed.
It also tends to promote greater trust. Employees need to have trust in their leaders. A trusted leader helps employees feel comfortable handling challenging tasks. Without trust, they are less likely to embrace change or follow your vision.
Developing trust requires you to be consistent with your actions. If you constantly contradict yourself, others are less likely to trust your choices.
A trustworthy leader also leads by example. Avoid taking shortcuts to complete hard tasks and never take credit for someone elses achievements.
It also allows employees to help find solutions, which is not an option when you keep them in the dark.
To promote greater transparency, always lead with honesty. Do not skip over details when explaining a problem to your employees or team.
Give them the full picture of the situation so they can understand how it impacts their responsibilities.
5. Self-Awareness
Self-awareness is your ability to recognize your own faults and strengths. If you understand your abilities and limitations, it becomes easier to build a team that complements your skills. Lean into your strengths and rely on others to overcome your weaknesses.
This self-awareness tends to encourage greater communication as it lets employees know that it is okay to recognize their faults. Remaining self-aware also helps you determine whether your leadership style is effective. It allows you to honestly evaluate your abilities and the way that others perceive you.
Explain how you chose these 5 areas for development, and what tools you used in identifying why these are important to your development and growth as a leader; and
Develop a 12 month leadership development plan, identifying one goal for each of the 5 leadership aspects, and outlining your strategies for achieving these goals.
All discussion should make use of relevant leadership literature and research, and should be directly linked to your professional development as a social worker or human services practitioner.
What follows is a process that might assist you in undertaking this assessment task. It is offered as a suggestion for breaking down and simplifying the task; there is no expectation or requirement for you to follow this exact process.
Undertake a SWOT analysis of your leadership capacities
From your SWOT analysis choose five aspects of leadership that you are interested in developing
Identify different methods for identifying your strengths and limitations. What tools did you use? (e.g., self-reflection (Kolb, Gibbs, MB), models like the Johari Window, feedback from others, a leader you observed, completing an inventory or questionnaire?)
Set one goal in each of the five areas. Think about what some opportunities or threats might be to achieving these goals in the reality of practice in the field;
Develop a plan for achieving each goal and explain your strategies for achieving them (e.g., supervision, mentoring, seeking feedback, reading, study, networking, and so on.) The strategies should be supported by relevant research as to their effectiveness in achieving the goal.
Lastly, you should also:
Write in third person when discussing concepts and theories of leadership
Use recent, relevant, peer-reviewed academic sources
Avoid using pop-psychology and non-authored websites on leadership
Reference using APA 7thedition
This assessment item is an opportunity to:
Show your understanding of leadership theory and practice.
Take stock of your current strengths and limitations as a leader in the fields of social work and other human services (even if you feel they are only potential strengths and limitations at this early stage), and
Make plans for your leadership development, over a 12-month period, by using your knowledge of the theories and concepts of leadership covered in the course.
Structure/Template Breakdown
Short Introduction: (100 words)
Succinct description of the aims of your paper.
Criteria 1:
SWOT and your 5 chosen aspects for development - discussion. (600 words)
Briefly define a SWOT analysis and its purpose; then name and discuss the 5 aspects that you have chosen to develop. Discuss how and why you chose them; how they fit with your developing leadership framework (think about the theories you chose in assignment 1); make links to leadership theory literature (in a SW context) and in particular, how & why they will help make you a more effective leader.
Five Aspects of leadership:
Criteria 2:
Deeper understanding and analysis - discussion (600 words)
Discuss the methods or model/s you used to do deeper analysis and reflection on these 5 aspects. Example: If you used Gibbs Reflective Model, explain how it helped develop insight into your leadership capacities. What did the model do? How did it help you gain deeper understanding of why you think or behave (for example, why do you struggle with time management? or conflict? Or ) This part explains why you have chosen these 5 aspects of leadership.
Criteria 3:
Outline your development plan - goals and strategies (600 words)
I suggest you use the SMART framework* when planning; it helps to clarify your goals and develop strategies to achieve concrete, achievable outcomes (within the 1-year timeframe). Remember that some strategies will work across multiple aspects, so 1 strategy can contribute towards you achieving 2 or more of your goals within the year. Remember to use the literature to support your chosen strategy.
TIP: When analysing the research / literature as it relates to you, add depth by discussing possible SW situations and the realities of practice pressure, workloads, etc. etc which would impact on your Leadership Development Plan. (this could be where you talk about external Threats and Opportunities, otherwise all your writing will only focus on internal/personal strengths and weaknesses
Short Conclusion: (100 words)
Concluding remarks about your leadership development plan
*SMART: Specific; Measurable; Attainable; Relevant; Time-based.
According to Rank and Hutchison (2000), social work leadership involves the communication of vision, guided by a code of ethics, to create proactive processes that empower individuals, families, groups, organisations, and communities. This essay seeks to explore my personal leadership framework and display the principles, values, ethics, and practices I will draw on in future social work / human service practice. It focuses on three theories, Transformative, Servant and Distributed leadership. Furthermore, It will consider concepts such as effective leadership, leadership and management, self-awareness, emotional intelligence, leaders and followers, just to mention a few,
I chose these three theories as they are based theories of leadership that focuses on respecting people, are socially just and show professional integrity. Serrat, O. (2017) suggests these theories best embody and articulate my developing leadership framework as they are centred around process, what happens between leaders and followers that is building an effective relationship that fosters trust. My developing leadership framework is also centred around empowerment. These theories, therefore, clearly display this as they are contemporary leadership theories that reflect the move from hierarchical control and command models to more inclusive, transformational, and respectful models as advocated by the Australia Association of Social Workers.
Transformational leadership is a process where leaders and their teams work together to implement change (Carless et al., 2000). Together, they identify the need, create the vision, and carry out the change. Gopee, N. & Galloway, J. (2017) mention that transformational leadership emerged from efforts to understand the difference between management which is associated with transactional leadership and leadership that much rather focuses the development of individuals. It involves leaders influencing and engaging the hearts and minds of their followers with their charisma, inspiration, individual attention, and stimulation (Carless et al., 2000). Transformational leadership focuses on effectiveness, change and the development of cooperation, motivation, and values unlike management that is about control of quality, time, and money as is articulated by Hughes, M. & Wearing, M. (2017). Transformational leaders can operate at every level of the organisation. This method of leadership requires organisational awareness and understanding the context of the working environment. If implemented right, this allows a platform for the development of positive organisational culture defined by Schein (1985) as a pattern ofshared basic assumptions, invented, discovered, ordeveloped by a given group, as itlearns to copewith its problems of external adaptation and internal integration, that has worked well enough to beconsidered validand therefore, is to betaught to new membersas the, correct wayto perceive, think, and feel.
Four main principles are at the centre of transformational leadership. The first is Idealized Influence, where the leader generates enthusiasm and draws people together. According to Serrat, O. (2017), It fosters and engenders respect among all concerned individuals as well as trust and pride. The second being intellectual stimulation through creative and innovative problem solving with team members. It challenges followers to come up with new ideas and approaches. Thirdly, Individual consideration which involves the leader taking their time to get to know their followers by giving them attention and treating them with respect. The leaders approach must be flexible enough to identify and know what leadership style will be most effective with individual members. Goleman, D. (1995) suggests this requires a great deal of self-awareness and Emotional Intelligence. This is the capability of individuals to recognize their own and other people's emotions, discern between different feelings and label them appropriately, use emotional information to guide thinking and behaviour, and manage and/or adjust emotions to adapt to environments or achieve one's goal (Coleman, 2008). Finally, inspirational motivation moves followers toward action by developing their beliefs, attitudes, and confidence in a cause. This works most effectively if the leader asks followers questions rather than providing answers (Fisher, 2009). In practice, transformational leaders empower and coach people by being exemplary and modelling the way. They invest in them and challenge the existing culture and processes. They enable others to act by encouraging the heart and inspiring a shared vision It is also quite pertinent to note that self-awareness is one of the cornerstones ofemotional intelligence, which recent studies have found to be strongly linked with effective leadership in healthcare (and many other fields) (Holt & Wood, 2017).
Transformational leadership is purported to be best suited to care related fields in Social and Human Services where change is constant. It is centred around principles that are conceptually congruent with social work principles like empowering and valuing individuals, being participatory in decision making, fostering local leadership by delegating tasks and responsibilities as identified by Hughes, M. & Wearing, M. (2017). It also views organisations as systems and understands that leaders cannot be viewed or studied separately or independently of their organisation as the Yin-Yang concept of leaders and followers suggests. In Chinese philosophy, the concept of yin-yang is used to describe how opposite or contrary forces are bothinterconnected and interdependent in the natural world. For example, light and dark, life and death, male and female, sun, and moon, and in this case, leaders, and followers. Simply, leaders cannot exist without followers. Leadership needs followership (Carles at al., 2000).
On the other hand, however, Whitbourne, S.K. (2013) indicates that transformational leadership is not adequate as a sole style of leading a team particularly in the Human Services because of the need to meet key performance indicators. Adding on, the energy and enthusiasm exhibited by leaders may be interpreted as pushy thus appearing disrespectful to those that are less enthusiastic. It is necessary therefore, for the leader to be socially aware by showing empathy to their followers.
Servant Leadership is based on the premise that the individual desires to serve others first and empower them to achieve their full potential and then to aspire and mature into leading (Dennis et al., 2020). It is governed by principles of altruism that include a responsibility for followers, the disadvantaged as well the society at large. The priority of the leader is to serve by putting others first in a manner that enables them to achieve and improve to the best of their abilities. The principle at the centre of servant leadership involves personal growth, transformation, trusting relationships, fostering collegiality and commitment, nurturing the spirit, and building the community. Servant leaders are required to have trust, vision, and integrity (Dennis et al., 2020).
I recognise however, that, Emotional intelligence is key to be an effective servant leader. It is a quite pertinent to note that self-awareness is one of the cornerstones ofemotional intelligence, which recent studies have found to be strongly linked with effective leadership in healthcare (and many other fields) (Holt & Wood, 2017). This involves being aware of others and the environment, reading the room and relationship management which involves fostering positive relationships with others AASW (2016). In accordance with Owen, J. (2011), servant leaders listen deeply and intently to others and attempt to understand them. Similarly, to social work values, they keep ad open mind free of judgement of the other persons point of view. They deal well with ambiguity and complex situations by sharing critical challenges with everyones and asking for inputs towards sustainable and effective solutions. They help and teach others first then effectively communicate clear goals and direction. Servant leadership is highly driven by intuition and insight. Leaders choose their words carefully to avoid damage and promote growth.
In Social Work and Human Services, servant leadership cab be best understood in the public service context within health and social care as it focuses on the needs of the client within ethical, professional frameworks (Dennis et al., 2010). It has been found to be very effective and useful in the health care industry because of the complexity of professional relationships that require understanding followers perspectives to promote effectiveness. The leader endeavours to empathise with practitioners and consider job roles, views, and aspirations. According to Goleman, D. (1995), the leader ensures they understand the emotions, needs and concerns of other people by picking up emotional cues.
Distributed leadership is carried out by a network of individuals rather than an individual. It is predominantly centred around the context of decentralised power, distributed responsibilities and group work as is not the case in other forms of leadership (Peter, 2017). Leadership is seen as a process of group dynamics and is shared often for different for purposes. Barr, J. & Dowding, L. (2016) suggests its focus is more on process of leadership rather than what a particular individual or leader does. Its key practices involve encouraging self-set goals which empowers people, creating positive expectations of employees and modelling self-leadership.
It has become more apparent in Social Work and Human Services as it taps into leadership skills and potential of all staff to deliver high quality, safe and effective care to service users. It encompasses the value of social justice respect in Human Services and Social Work by opening boundaries to those that were previously excluded in leadership activities (Peter, 2017). Utilising this approach however will require relationship management, where team members must build strong bonds, collaborate, work together as a team in inspiration ways that develop others. Teams of people with complementary skills can work more effectively on large and complex tasks. Synergy is the term used to describe the ability of a group to achieve more than the sum of its parts (i.e., more than the total of the group members individual abilities) (Fowler et al., 2009). However, groups must be understood and managed if they are to be effective. Just bringing people together does not guarantee they will be successful.
In conclusion, Leadership in Social Work and Human Services is not just about authority at the top of organisations. Its a practical understanding and awareness about how you do what you do, and the impact on others understanding that we all co-exist, and leaders cannot be see separately from their followers. It's about behaviors and taking responsibility for them with high regard and integrity.
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