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10.5: Assignment- Evaluating Leadership

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Lumen Learning

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Preparation

In your readings on Leadership, you learned the difference between management and leadership, as well as traits, styles, and situations of leaders and leadership.

In this assignment, you will research and write about a modern leader of your choice. You may not select one of the leaders discussed in the course. Carefully consider the traits, styles, and differing situations for leadership in today’s organizations.

Select a leader to profile in your written report. You may select one you admire, or a “good example of a bad example.” There are numerous websites naming leaders to get you started. A quick search on “famous contemporary leaders” revealed millions of possible lists, OR you may select a leader in your personal or professional life: your boss, a coach, a team leader, etc.
Research your chosen leader, identifying evidence of his/her traits, styles, and leadership situations. Relate your findings to the module concepts. For example, how did your chosen leader demonstrate the trait of “desire to lead”? Prepare examples.
First, introduce your leader, and state why you selected him/her. Was their leadership effective or not effective?
Next, expand upon the traits and style of your leader, including at least three properly referenced and defined terms from the module reading. For example, if you select Drive, describe what the term means in the context of leadership and how your leader demonstrates it.
Next, describe the leadership situation your chosen leader was in, using one of the Situational Leadership Models from the module reading. For example, if your leader was charged with a group of new or low-competence employees, did they use the Selling style prescribed by Ken Blanchard?
Finally, conclude with a short description of your personal leadership style and how effective it has been for you to date.

In addition to the text, you are encouraged to research leadership and your chosen leader, using reliable and properly cited Internet resources. You may also draw from your personal work experience with appropriate examples to support your references.

Contributors and Attributions

Assignment: Evaluating Leadership . Authored by : Betty Fitte and Lumen Learning. License : CC BY: Attribution

39 best leadership activities and games

Good leaders can make or break a team. While more and more people are being asked to step into leadership roles, the path to becoming a good leader is long and not always straightforward . This is where leadership activities come in.

Leadership activities are a great way of developing the skills and competencies needed to be an effective leader . It's not easy to learn these skills, especially when so many leaders don't receive effective training or support. In this article, we'll explore the leadership activities you should master in order to lead a high-performing team and become a better leader!

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What are leadership activities?

Leadership activities are exercises designed to help develop leadership skills and enable leaders to be more effective in their roles. They can include activities that help train new leaders and improve core leadership skills like problem-solving, active listening, or effective group management.

You’ll also find that the best leadership development activities give leaders tools and techniques they can use on the job. It’s one thing to know that leaders need to be good listeners, but quite another to be given a framework and toolkit that means you are a great listener who always helps their team feel heard and understood.

The exercises below are not only great to use when training leaders, but they are practical techniques leaders can use with every team member immediately, whatever their leadership style.

What are leadership activities used for?

While managers might approach tasks differently based on their leadership style, there are skills and competencies that all leaders should learn in order to best service their team. Learning how to be a good leader can be difficult, so using exercises and activities to improve leadership skills in a safe, experiential environment can help leaders be more effective in their role.

If you’re running a leadership development program, you might use these activities during the training program. For example, after conducting a self-assessment and deciding how they want to develop as a leader, participants might work on improving their leadership skills with these activities.

Whether you’re running such a program and developing managers internally with workshops or simply want to brush up on your own leadership skills, these exercises are a great place to begin.

A bespoke leadership development workshop (like the one featured in this leadership template! ) is also a natural place to include these activities.

In SessionLab, it’s quick and easy to design a leadership workshop fit for your needs. Start by dragging and dropping blocks to design your outline. Add minute-perfect timing and instructions to each activity to refine your agenda.

When you’re ready to share with collaborators or participants, export your workshop agenda in PDF, Word, Powerpoint or invite them directly to the session.

A screenshot of a leadership development workshop designed and built in SessionLab.

Leadership training activities for building a positive work climate

Leaders are role models to their colleagues and organization. Their leadership styles, principles, and values determine the culture that drives their organization’s behavior.

That is why a competitive, paranoid leader can easily create an organization where team members are similarly competitive and less open to collaboration. While a leader who is open and inclusive will create a climate of openness and inclusiveness. How they behave, and what they consider the norm, also affects which kinds of behaviors are enforced and celebrated and which behaviors are punished.

The following leadership activities can help you in recognising important leadership behaviors that result in a productive workplace. They can also be used by leaders to set the stage for team bonding and a great workplace environment with their team. A must for all leaders!

Leadership Envelopes

Leadership games like this help groups translate abstract leadership principles into practical on-the-job behaviors. Participants work in groups to come up with real-life applications of different leadership principles.

The groups conduct multiple rounds of discussion to build upon each others’ ideas, and in the end, evaluate the best ideas to identify the most useful behaviors. This is also a great activity to run with all your team members. Seeing how they consider and respond to different leadership styles can help you focus on the right approach as a leader!

Leadership Envelopes #leadership #issue analysis #thiagi Leadership exercise in groups, working with practical leadership principles. This activity helps groups to translate abstract leadership principles into practical on-the-job behaviours. Participants work in groups to come up with real-life application of leadership principles. The groups take multiple rounds to build upon the ideas of each other, and in the end, evaluate the best ideas to identify the most useful behaviours.

Your Favourite Manager

In this activity, participants take on three different employee personas and list the behaviors of a positive leader or manager and a negative one from the perspectives of those employees. After some individual reflection, participants compare their lists, first in pairs and then in groups. Finally, they collect the ultimate do’s and don’ts for managers and leaders.

Any activity that encourages deep reflection on your own leadership style and those of your role models is a wonderful way to grow. I’ve been especially inspired by how some of my old bosses approach problem solving while I was a team member working beneath them.

My Favourite Manager #management #leadership #thiagi #teamwork #remote-friendly Participants work individually, assuming the roles of three different people and brainstorming their perceptions of three most favourite managers and three least favourite managers. Later, they work with a partner (and still later, in teams) to prepare a list of dos and don’t-s for improving employees’ perception of a manager’s style.

Leadership Pizza

This leadership development activity offers a self-assessment framework for people to first identify the skills, attributes and attitudes they find important for effective leadership, and then assess their own development in these areas. This framework is also a great tool to set individual leadership development goals in a coaching process.

We love activities that allow team members to reflect on different leadership styles and assess their own skills and preferences. The visual format makes it easy to share and reflect on leadership styles later too!

Leadership Pizza #leadership #team #remote-friendly This leadership development activity offers a self-assessment framework for people to first identify what skills, attributes and attitudes they find important for effective leadership, and then assess their own development and initiate goal setting.

Playing with Status

The best leadership training activities often allow managers to work on their leadership skills while also providing an opportunity to reflect on their leadership style and how it might affect other employees.

Playing with Status is a role playing game where pairs enact a job interview or coaching session and enact different versions of the conversation based on whether each person has high or low status. By experiencing the effect of status on the relationship, would-be leaders can consider how they interact with other members of their team and create a more positive workplace culture.

Playing with Status #teambuilding #communication #team #thiagi Participants are given a short script of 8-10 lines of neutral dialogue. The scene may depict a job interview (see the sample below) or a coaching session. Pairs take turns enacting the scene, playing with the status relationships through non-verbal behaviours.

Heard Seen Respected

Standing in the shoes of others, practicing empathy and ensuring that everyone on a team is able to be heard is a necessity for great leaders and your team in general. In this activity, participants shift between telling stories where they were not heard, seen or respected and then being listeners who do not pass judgment.

Remember that leadership training should often start with the fundamentals of respect and empathy. If you can’t respect and empathize with your team members, how can you expect them to do the same for you? Keeping things simple with an activity like Heard Seen Respected can be an especially effective option whether you’re working online or offline.

Heard, Seen, Respected (HSR) #issue analysis #empathy #communication #liberating structures #remote-friendly You can foster the empathetic capacity of participants to “walk in the shoes” of others. Many situations do not have immediate answers or clear resolutions. Recognizing these situations and responding with empathy can improve the “cultural climate” and build trust among group members. HSR helps individuals learn to respond in ways that do not overpromise or overcontrol. It helps members of a group notice unwanted patterns and work together on shifting to more productive interactions. Participants experience the practice of more compassion and the benefits it engenders.

Team building leadership activities

Every leader has an integral role in the formation of the teams they work with. Whether you are consciously working on it or not, your attitude and actions as a leader will significantly influence team cohesion, communication and the team spirit of the people you work with.

This comes through in small everyday actions, the way you share responsibilities, the way you empower colleagues, and the way you foster a cooperative work environment as opposed to a competitive one.

Sometimes, it can also be effective to run team building activities with your company that are expressly focused on helping teams come together and bond. Try using the following leadership team building activities with new teams, or groups that need to spend a little time getting to know each other better.

Marshmallow challenge

The Marshmallow Challenge is a team-building activity in which teams compete to build the tallest free-standing structure out of spaghetti sticks, tape, string, and the marshmallow that needs to be on the top. This leadership activity emphasizes group communication, leadership dynamics, collaboration, and innovation and problem-solving.

It’s a wonderful game that allows participants’s natural leadership qualities to shine through, and it helps teams have a lot of fun too!

Marshmallow challenge with debriefing #teamwork #team #leadership #collaboration In eighteen minutes, teams must build the tallest free-standing structure out of 20 sticks of spaghetti, one yard of tape, one yard of string, and one marshmallow. The marshmallow needs to be on top. The Marshmallow Challenge was developed by Tom Wujec, who has done the activity with hundreds of groups around the world. Visit the Marshmallow Challenge website for more information. This version has an extra debriefing question added with sample questions focusing on roles within the team.

Blind Square Rope Game

This activity is a tried and tested game that asks teams to communicate well and solve a problem as a team. Not only is this a fun team building activity, but it’s a great way for potential leaders to step up and help their team win! Start by tying a length of rope into a circle and then instruct participants they will have 20 minutes to turn it into a square, with fifteen minutes to plan their actions and five minutes to implement. Here’s the catch – no one may touch the rope until you begin, and every team member is blindfolded during implementation. This is an effective leadership game that is great with both small groups and larger teams separated into breakouts.

Blind Square – Rope game #teamwork #communication #teambuilding #team #energiser #thiagi #outdoor This is an activity that I use in almost every teambuilding session I run–because it delivers results every time. I can take no credit for its invention since it has existed from long before my time, in various forms and with a variety of names (such as Blind Polygon). The activity can be frontloaded to focus on particular issues by changing a few parameters or altering the instructions.

Tower of Power

All leaders need to work closely with other members of their organization in order to succeed. This leadership game encourages groups to work together in order to build a tower with specific (and sometimes tricky!) rules before than reflecting on what worked, what didn’t and what they would do next time.

It’s a wonderful activity for leadership training, as it provides an experiential way to explore leadership concepts, all wrapped in a fun game!

Tower of Power #team #teamwork #communication #leadership #teambuilding #skills This teamwork activity requires participants to work closely together to build a tower from a set of building blocks. The players need to coordinate their actions in order to be able to move the wooden blocks with the crane they have, and this can only be solved by precise planning, good communication and well-organised teamwork. You may use this exercise to emphasise the following themes and outcomes: In Leadership training : identifying interdependencies in systems, leadership communication, dealing with risk, giving feedback In Team building : communicating effectively, cooperating, being an active listener, maintaining the balance, working with values In Project management : simulating strategic planning, working under time pressure In Communication training : meta communication, facilitating, dealing with different perspectives

When teams work together well, something magic happens. But what elements constitute a high performing team? As a leader, how can you help ensure those conditions are met? In this leadership game, participants must work together to get every team member across an obstacle while blindfolded.

It’s a simple concept that creates a perfect space for exploring how teams operate and the role leaders have within them. Bring plenty of fun obstacles (squeaky toys are best) and encourage groups to think strategically for best results!

Minefield #teampedia #teamwork #action #team #icebreaker A fun activity that helps participants working together as a team while teaching the importance of communication, strategy and trust.

Crocodile River

The Crocodile River is a team-building activity in which group members need to support each other in a task to move from one end of a space to another. It requires working together creatively and strategically in order to solve a practical, physical problem. It tends to emphasize group communication, cooperation, leadership and membership, patience and problem-solving.

Crocodile River #hyperisland #team #outdoor A team-building activity in which a group is challenged to physically support one another in an endeavour to move from one end of a space to another. It requires working together creatively and strategically in order to solve a practical, physical problem. It tends to emphasize group communication, cooperation, leadership and membership, patience and problem-solving.

This is a simple game to help team members learn how to work together (better). It can also focus on the group’s understanding of communication, leadership, problem-solving, trust or persistence. Participants stand in a circle, close their eyes and put their hands into the circle to find two other hands to hold. Then they open their eyes and the group has to try to get back into a circle without letting go, though they can change their grip, of course.

Human Knot A physical-participation disentanglement puzzle that helps a group learn how to work together (self-organize) and can be used to illustrate the difference between self-organization and command-control management or simply as a get-to-know-you icebreaker. Standing in a circle, group members reach across to connect hands with different people. The group then tries to unravel the “human knot” by unthreading their bodies without letting go of each other people’s hands. As a management-awareness game to illustrate required change in behavior and leadership on a management level (e.g., illustrate the change from ‘task-oriented’ management towards ‘goal/value-oriented’ management).

Who are you? The pirate ship exercise

Every member of a group occupies a different position in the team. An effective team leader is one who considers their role and is aware of where employees also stand.

This leadership training activity is an effective method of getting a group to consider their roles with the metaphor of a pirate ship. Start by sharing the image and invite each person to consider which person on the deck they most identify with. Is it the captain, or perhaps is it the person repairing damage to the hull? What follows is an effective conversation on roles within a team.

Who are you? The pirate ship exercise (dinámica del barco pirata) #team alignment #team #remote-friendly #teamwork #warm up #icebreaker This an easy but powerful exercise to open a meeting or session and get participants to reflect on their attitudes or feelings about a topic, in the organization, team, or in the project.

Collaborative leadership activities

Whether you’re leading a small group or working across a massive organization, part of your role of a leader is to help their team work together more effectively. Removing obstacles to effective collaboration and creating frameworks for better teamwork is something you’ll be doing as a leader.

Use the activities below to develop the skills necessary to facilitate better collaboration and working habits between team members.

Circles of Influence

Effective teamwork is often about identifying where each member of a team can have the most impact and use their skills best. Leaders often need to find ways to identify where to direct their team and consider how different skills and working styles fit together to make a cohesive team. This activity makes it easy to facilitate this process and encourage employees to reflect and be proactive too!

We love that this leadership exercise encourages every team member to take responsibility and action. When looking for leadership qualities in a group and considering who you might want to develop into a future leader, this is also a great place to start!

Circles of Influence #hyperisland #team #team effectiveness A workshop to review team priorities and made choices about what to focus on individually and collectively. The workshop challenges members to reflect on where they can have the most impact and influence. Use this workshop to refine priorities and empower ownership among team members.

Team of Two

Whether you’re leading a team of just a few people or hundreds, the reality is that many of your discussions and interactions with the people you will lead will be interpersonal and one-on-one in nature. Developing the skillset you need to solve issues in your team when they arise and finding ways to ensure these conversations are productive is one of the most important things you can do as a leader.

Use Team of Two whether working online or as part of an in-person session to help your working pairs and interpersonal relationships go from strength to strength. By articulating needs and consequences clearly, this leadership exercise helps people communicate efficiently and see the results they need – a must for anyone in a leadership role!

Team of Two #communication #active listening #issue analysis #conflict resolution #issue resolution #remote-friendly #team Much of the business of an organisation takes place between pairs of people. These interactions can be positive and developing or frustrating and destructive. You can improve them using simple methods, providing people are willing to listen to each other. “Team of two” will work between secretaries and managers, managers and directors, consultants and clients or engineers working on a job together. It will even work between life partners.

What I Need From You

One of the most important leadership skills to cultivate is clarity: being clear in what you expect and need from others in your organisation or group is an integral component of high-functioning teams. With What I Need From You, each team member involved in the exchange is given the chance to articulate their core needs to others and respond in a structured way.

This kind of clear, direct action is great at unblocking conversational roadblocks in both large and small groups, and is something all leaders should have in their toolkit.

What I Need From You (WINFY) #issue analysis #liberating structures #team #communication #remote-friendly People working in different functions and disciplines can quickly improve how they ask each other for what they need to be successful. You can mend misunderstandings or dissolve prejudices developed over time by demystifying what group members need in order to achieve common goals. Since participants articulate core needs to others and each person involved in the exchange is given the chance to respond, you boost clarity, integrity, and transparency while promoting cohesion and coordination across silos: you can put Humpty Dumpty back together again!

Generative Relationships STAR

The relationships between the members of a team can make or break the work you do together. In this leadership training activity, leaders learn how to help a group understand their current working patterns and identify possible changes.

Each participant will individually rate the current performance of the group on the 4 points of the STAR compass tool included. Next, small groups will discuss their choices and find points of alignment and disagreement. Finally, the whole team will discuss the first steps they can take to improve relationships and performance for the group.

Generative Relationships STAR #team #liberating structures #teamwork You can help a group of people understand how they work together and identify changes that they can make to improve group performance. All members of the group diagnose current relationship patterns and decide how to follow up with action steps together, without intermediaries. The STAR compass tool helps group members understand what makes their relationships more or less generative. The compass used in the initial diagnosis can also be used later to evaluate progress in developing relationships that are more generative.

Team Canvas

When it comes to enabling true collaboration throughout your organization, it pays to involve your team members in helping shape the way you want to work together. Different leadership styles may call for a different approach to this process, but it’s always helpful to see a complete example of how you might define your team culture and working processes.

In this workshop template, you can see a complete agenda for a team canvas workshop. This will take a team through a process of co-creating and defining everything from your goals, values, assets, and rules. Effective leadership often means tapping into group intelligence and enabling your team to take shared ownership of their success. Team Canvas great way of achieving this!

Team Canvas Session #team alignment #teamwork #conflict resolution #feedback #teambuilding #team #issue resolution #remote-friendly The Team Canvas is Business Model Canvas for teamwork. It is an effective technique to facilitate getting teams aligned about their goals, values and purposes, and help team members find their role on the team.

Inspirational leadership activities

Great leaders inspire others. However, there are many different reasons why someone will find a leader inspirational. Developing the skills to inspire team members and lead with this energy is important, whatever your leadership style.

In order to grasp what facilitates inspiring leadership, try the following exercises. You’ll be surprised at how thinking more deeply about your own role models or what your values can help you in all of your leadership interactions!

Leadership Advice from your Role Model

Everyone is asked to think of a role model they look up to and ask themselves: If a young person would ask these role models for leadership advice and what kind of advice that would be.

Facilitate a group conversation where these pieces of advice are shared and contradicting points are discussed and reconciled. Given diverse enough responses, this structured sharing activity might be a good introduction to the concept of situational leadership.

Leadership Advice from Your Role Model #skills #leadership #thiagi #role playing This structured sharing activity provides a faster, cheaper, and better alternative to buying and reading a lot of books: You tap into the wisdom of the group—and of their role models.

Living Core Values

The core values of your organization are a great place to look when you want to inspire your team members. Leaders should be involved in defining and exemplifying their core values and also helping create space for the team to share how they’re living those values. The result is an inspiring leadership exercise that allows a leader to help the group celebrate their wins and also suggest places for improvement.

Start by choosing one of your core values and asking activity participants to share a story of how they have been practicing this core value. After sharing, ask the team to reflect on what inspired them from the story. As with any leadership development game, be the first one to share a story to help guide the discussion. Running this exercise will not only help inspire a team to greater heights but also surface any areas that need improvement – it’s a great method to have in your leadership toolbox!

Living Core Values #culture #values #core values, #connection #inspiration #virtual_friendly #team #team alignment #energizer #remote-friendly For use with a team, organization or any peer group forum. Can be done in person or virtual This is designed to create a conversation that brings Core Values alive. This is great for a team that knows what values they stand for. Through this exercise they will celebrate their values in action and therefore be energized to magnify them further. It will also help bring along anyone that is new so they can understand that the group really walks the talk

Throughout human history, stories have been a consistent source of inspiration. Whatever your leadership style, finding time to share more about your own story and create space for others to share theirs can be massively useful as a leader.

In Campfire, start by creating a selection of 10-20 sticky notes relating to a concept you wish to explore with the group. Put these on the wall and then invite your group to review them and consider stories they might tell related to one of those words. Start the storytelling session yourself and think about how you might inspire and elicit further stories from the rest of the team before passing the torch to the next person around the campfire!

This is a great activity to run during leadership training or when team building. Creating safe spaces for people to share their experiences is a leadership skill you absolutely want to cultivate and practice!

Campfire #gamestorming #team #remote-friendly #storytelling Campfire leverages our natural storytelling tendencies by giving players a format and a space in which to share work stories—of trial and error, failure and success, competition, diplomacy, and teamwork. Campfire is useful not only because it acts as an informal training game, but also because it reveals commonalities in employee perception and experience.

Letter from the Future

Leaders are often called upon to inspire their team members about the future of their product or organization. Employees who are excited about where you’re going are more likely to work together well and be energized to see results. This activity is useful for helping inspire a team, or even just to inspire yourself as a leader and get your vision for the future down on paper!

Begin by asking your team to speculate on what the world will look like in five years. Next, ask them to write a letter from the future detailing what the group has accomplished in that time and how they overcame any challenges.

Share the results to inspire the group for what you might accomplish and also start creating plans for how you’ll create your desired future. You might even find that running this activity solo is effective when thinking about how you want to develop as a team leader!

Letter from the Future #strategy #vision #thiagi #team #teamwork Teams that fail to develop a shared vision of what they are all about and what they need to do suffer later on when team members start implementing the common mandate based on individual assumptions. To help teams get started on the right foot, here is a process for creating a shared vision.

Leadership activities for personal development

A good leader is one who helps uplift and upskill the members of their team. These leadership activities are designed to help you encourage participants to be more autonomous, take initiative and work on their personal development.

If you’re new to a leadership role or trying on various leadership styles, these can also be great activities to practice on the road to leading a team. Growth and development is a vital aspect of employee happiness and fulfilment – be sure to bring ideas for enabling others to your leadership role.

Roles in a meeting

Learning by doing is an important aspect of effective leadership. Sometimes, you have to try something new and approach the task with an open mind while working to the best of your ability. This simple method is a great way of encouraging participants to take an important role during a meeting and also take part in developing and refining those roles.

If you’re running a leadership development program and want to start upskilling participants, this is a great way of delegating some simple leadership roles. Plus, it helps encourage the group to contribute and engage with how a successful meeting is put together too!

Roles in a meeting #meeting facilitation #remote-friendly #hybrid-friendly #skills Organize the day’s meeting by co-creating and assigning roles among participants.

Alignment & Autonomy

One of the most impactful things a leader can do is get out of a team’s way and allow them to perform more autonomously. Doing so effectively means people can take ownership of their work, be more invested, and develop their skills too. But how can you do this without creating chaos or misalignment?

In this activity, you first help every team member align on your goals and then reflect on where they can take more ownership and be more autonomous in their work while still contributing to the goals of the team. Not only is this a great way to help your team develop, but it also takes work off your plate as a leader and can enable you to get out of the trenches if necessary.

Alignment & Autonomy #team #team alignment #team effectiveness #hyperisland A workshop to support teams to reflect on and ultimately increase their alignment with purpose/goals and team member autonomy. Inspired by Peter Smith’s model of personal responsibility. Use this workshop to strengthen a culture of personal responsibility and build your team’s ability to adapt quickly and navigate change.

15% Solutions

One of the biggest barriers to personal development is being overwhelmed by what you need to do to achieve your goals. As a leader, you can help your team by enabling them to take the small, important actions that are within their control.

Start by asking participants to reflect on where they have the discretion and freedom to act and how they might make a small step towards a goal without needing outside help. By flipping the conversation to what 15% of a solution looks like, rather than 100%, employees can begin to make changes without fear of being overwhelmed.

15% Solutions #action #liberating structures #remote-friendly You can reveal the actions, however small, that everyone can do immediately. At a minimum, these will create momentum, and that may make a BIG difference. 15% Solutions show that there is no reason to wait around, feel powerless, or fearful. They help people pick it up a level. They get individuals and the group to focus on what is within their discretion instead of what they cannot change. With a very simple question, you can flip the conversation to what can be done and find solutions to big problems that are often distributed widely in places not known in advance. Shifting a few grains of sand may trigger a landslide and change the whole landscape.

The GROW Coaching Model

The best leaders are often great coaches, helping individual team members achieve their potential and grow. This tried and test method is a wonderful way to help activate the development of everyone from a new start to an established leader.

Begin by teaching your mentee or group the GROW acronym (Goal, Reality, Obstacles/Options, and Will.) and guide them through a process of defining each section and collectively agreeing on how you’ll make progress. This is an effective leadership activity that is great for leadership training and is equally useful when it comes to help any team member grow.

The GROW Coaching Model #hyperisland #coaching #growth #goal setting The GROW Model is a coaching framework used in conversations, meetings, and everyday leadership to unlock potential and possibilities. It’s a simple & effective framework for structuring your coaching & mentoring sessions and great coaching conversations. Easy to use for both face-to-face and online meetings. GROW is an acronym that stands for Goal, Reality, Obstacles/Options, and Will.

Decision-making leadership activities

An important aspect of leadership development is learning how to make informed and intelligent decisions while also ensuring you listen to your team. A leader who bulldozes their team into a decision without first listening to their expertise is not going to make their team feel valued.

The outcomes of uninformed decisions are often poor or frustrating for those involved too. While leaders are justifiably responsible for making final decisions, it’s integral to find methods to do so in a well-reasoned way.

These leadership activities are useful when it comes to making good decisions while involving your team members in the process and developing a leadership style that creates space for others.

When solving problems as a team, it’s common to have various options for moving forward. As a leader, it often falls to you to make the decision for which solution or direction to pursue. But how can you do that while also creating space for the opinions of your team to be heard?

Dotmocracy is a tried and tested facilitation method for making informed decisions with the help of your team. After presenting the available options, give everyone on your team a number of dots to indicate which option they prefer. You’ll want to adjust the number of votes based on the number of options there are to choose from. A good rule of thumb is to have fewer dots than there are options, giving just a few for every team member.

Leaders want to be on hand to break any ties and to facilitate discussion around what is chosen, but when it comes to making decisions with your team, this method is hard to beat.

Dotmocracy #action #decision making #group prioritization #hyperisland #remote-friendly Dotmocracy is a simple method for group prioritization or decision-making. It is not an activity on its own, but a method to use in processes where prioritization or decision-making is the aim. The method supports a group to quickly see which options are most popular or relevant. The options or ideas are written on post-its and stuck up on a wall for the whole group to see. Each person votes for the options they think are the strongest, and that information is used to inform a decision.

Impact and Effort Matrix

The hallmark of a good decision making process is transparency. Leaders should know why a decision is made and should be able to clearly explain their thinking to team members. As such, the best decision making activities make the process open and easy to understand.

Start this activity by creating a 2×2 matrix and then place possible options on the matrix based on the expected impact and effort it would take to achieve them. This makes it easy to prioritize and compare possible decisions while also including team members in the process.

An inclusive leadership style means bringing your own knowledge to the table while also listening to the opinions of the team. When running this activity, be sure to combine these aspects to ensure items are placed in the appropriate place on the matrix.

Impact and Effort Matrix #gamestorming #decision making #action #remote-friendly In this decision-making exercise, possible actions are mapped based on two factors: effort required to implement and potential impact. Categorizing ideas along these lines is a useful technique in decision making, as it obliges contributors to balance and evaluate suggested actions before committing to them.

Level of influence

Making the right decision is often a process of weighing up various factors and prioritizing accordingly. While there are many methods for doing this, being an effective leader often means making this as simple as possible.

We love this decision making activity because it asks the group (and its leader!) some simple questions to narrow down possible options and makes it easy to prioritize too. Start by asking the level of influence a team has to make possible actions happen and ranking them accordingly.

Next, choose those items that you have the most influence on and then prioritize the ones you really want to happen. This simple, two-step process is a great activity for leadership development as it is something any leader can use with ease!

Level of Influence #prioritization #implementation #decision making #planning #online facilitation This is a simple method to prioritize actions as part of an action planning workshop, after a list of actions has been generated.

Fishbone Analysis

Making good decisions requires a complete knowledge of the problem at hand. For leaders who may no longer be on the frontlines of their department, it’s important to surface insights from their team and understand the root cause of any problem before making a decision.

In this leadership activity, start by choosing a problem area and adding it to the head of the fish. Next, brainstorm ideas that might cause the problem and add these as categories to the skeleton. Brainstorm on each of these categories and ask why is this happening in order to dive deeper and fully understand the issue at hand before making an informed decision as a group.

Fishbone Analysis #problem solving ##root cause analysis #decision making #online facilitation A process to help identify and understand the origins of problems, issues or observations.

Leadership exercises for setting team values

Usually, the values of a leader are mirrored in the organization. If shortcuts are common practice for the leader, then she will see shortcuts made by her team members all across their projects. But if learning and self-improvement are important to the leader, then this will be a good foundation for these values in the whole organization, too.

To be more aware of your own values as a leader and then bring these ideas to your team, try these leadership exercises!

Explore Your Values

Explore your Values is a group exercise for thinking on what your own and your team’s most important values are. It’s done in an intuitive and rapid way to encourage participants to follow their intuitions rather than over-thinking and finding the “correct” values.

It’s a good leadership game to use to initiate reflection and dialogue around personal values and consider how various leadership styles might chime with some values more than others.

Explore your Values #hyperisland #skills #values #remote-friendly Your Values is an exercise for participants to explore what their most important values are. It’s done in an intuitive and rapid way to encourage participants to follow their intuitive feeling rather than over-thinking and finding the “correct” values. It is a good exercise to use to initiate reflection and dialogue around personal values.

Your Leadership Coat of Arms

In this leadership development activity, participants are asked to draw their own coat of arms symbolising the most important elements of their leadership philosophy. The coat of arms drawings are then debriefed and discussed together with the group.

This activity works well with equally well with leadership and team members. Creating a visual representation of what you stand for in the form of a coat of arms can help create a memorable asset you can refer to and rally behind in the future.

Your Leadership Coat of Arms #leadership #leadership development #skills #remote-friendly #values In this leadership development activity, participants are asked to draw their own coat of arms symbolising the most important elements of their leadership philosophy. The coat of arms drawings are then debriefed and discussed together with the group. After the exercise you may prepare a coat of arms gallery, exhibiting the leadership approach and philosophy of group members

Team Purpose & Culture

Ensuring all group participants are aligned when it comes to purpose and cultural values is one of the jobs of a leader. Teams and organizations that have a shared and cohesive vision are often happier and more productive and by helping a group arrive at these conclusions, a good leader can help empower everyone to succeed. Even with multi-discipline teams and organizations with different leadership styles, this method is an effective way of getting everyone on the same page. This is a framework you’ll likely use again and again with different teams throughout your career.

Team Purpose & Culture #team #hyperisland #culture #remote-friendly This is an essential process designed to help teams define their purpose (why they exist) and their culture (how they work together to achieve that purpose). Defining these two things will help any team to be more focused and aligned. With support of tangible examples from other companies, the team members work as individuals and a group to codify the way they work together. The goal is a visual manifestation of both the purpose and culture that can be put up in the team’s work space.

Leadership communication activities

Leaders are usually viewed as the parents of the organization. It is expected from them that they take care of their people and make sure that proper norms and rules are followed. One of the key areas where a leader has a large influence is the style and amount of communication between people.

Active Listening and giving effective feedback are critical skills to have as a leader but are also crucial for your team members. In fact, the issue that leaders rank as one of the biggest barriers to successful leadership is avoiding tough conversations, including giving honest, constructive feedback .

Develop good communication practices with the following leadership games and activities.

Active Listening

This activity supports participants in reflecting on a question and generating their own solutions using simple principles of active listening and peer coaching. It’s an excellent introduction to active listening but can also be used with groups that are already familiar with this activity. Participants work in groups of three and take turns being “the subject” who will explore a question, “the listener” who is supposed to be totally focused on the subject, and “the observer” who will watch the dynamic between the other two.

Active Listening #hyperisland #skills #active listening #remote-friendly This activity supports participants to reflect on a question and generate their own solutions using simple principles of active listening and peer coaching. It’s an excellent introduction to active listening but can also be used with groups that are already familiar with it. Participants work in groups of three and take turns being: “the subject”, the listener, and the observer.

Trust battery

Every time you work together with someone, your trust battery – the trust you have towards a certain person, or the ‘emotional credit’ that person has in your eyes – either charges or depletes based on things like whether you deliver on what you promise and the social interaction you exhibit. A low trust battery is the core of many personal issues at the workplace.

This self-assessment activity allows you and your team members to reflect on the ‘trust battery’ they individually have towards each person on the team and encourages focus on actions that can charge the depleted trust batteries. It also works great when promoting virtual leadership and working with online teams!

Trust Battery #leadership #teamwork #team #remote-friendly This self-assessment activity allows you and your team members to reflect on the ‘trust battery’ they individually have towards each person on the team, and encourages focus on actions that can charge the depleted trust batteries.

Feedback: Start, Stop, Continue

Regular and constructive feedback is one of the most important ingredients for effective teams. Openness creates trust, and trust creates more openness. This is an activity for teams that have worked together for some time and are familiar with giving and receiving feedback. The objective of Start, Stop, Continue is to examine aspects of a situation or develop next steps by polling people on what to start, what to stop and what to continue doing.

For those in charge of online leadership, it’s vital to find ways of having difficult conversations in constructive ways virtually – try this method when working to resolve issues with your distributed team!

Feedback: Start, Stop, Continue #hyperisland #skills #feedback #remote-friendly Regular, effective feedback is one of the most important ingredients in building constructive relationships and thriving teams. Openness creates trust and trust creates more openness. Feedback exercises aim to support groups to build trust and openness and for individuals to gain self-awareness and insight. Feedback exercises should always be conducted with thoughtfulness and high awareness of group dynamics. This is an exercise for groups or teams that have worked together for some time and are familiar with giving and receiving feedback. It uses the words “stop”, “start” and “continue” to guide the feedback messages.

Reflection: Team

All leaders know the value of structured and considered reflection. Teams that take the time to reflect and improve are those that can grow and by creating an environment of reflection, team leaders and managers can help their group move forward together. This method is effective for both offline and virtual leadership development. It helps a group progress from individual reflection through to full group discussion in a way that encourages constructive thought and minimizes potential frustration or antagonistic conversation.

Reflection: Team #hyperisland #team #remote-friendly The purpose of reflecting as a team is for members to express thoughts, feelings and opinions about a shared experience, to build openness and trust in the team, and to draw out key learnings and insights to take forward into subsequent experiences. Team members generally sit in a circle, reflecting first as individuals, sharing those reflections with the group, then discussing the insights and potential actions to take out of the session. Use this session one or more times throughout a project or program.

Leadership conflict resolution activities

One of the most important leadership skills you’ll want to develop is the ability to mediate and resolve team conflicts. Even the most connected and effective teams can run into conflict and it will fall to managers and team leaders to help get things back on track.

Even for established leaders, navigating conflict can be difficult! These leadership development activities are designed to help groups manage and resolve conflicts more effectively.

Giving leaders a framework they can trust and use with their team right away is always a good use of time, and we’d recommend teaching these methods to all new leaders!

What, So What, Now What?

It’s easy to get lost in the woods when it comes to managing conflict. Helping a group see what happened objectively and without judgment is an important leadership skill, and this framework helps make this process easy.

Start by working with the group to collect facts about what happened before moving towards making sense of them. Once everywhere has been heard and given space to process these facts, you can then move towards suggesting practical actions. By following this kind of framework, you can manage a conflict in a pragmatic way that also ensures everyone in a group can contribute.

W³ – What, So What, Now What? #issue analysis #innovation #liberating structures You can help groups reflect on a shared experience in a way that builds understanding and spurs coordinated action while avoiding unproductive conflict. It is possible for every voice to be heard while simultaneously sifting for insights and shaping new direction. Progressing in stages makes this practical—from collecting facts about What Happened to making sense of these facts with So What and finally to what actions logically follow with Now What . The shared progression eliminates most of the misunderstandings that otherwise fuel disagreements about what to do. Voila!

Conflict Responses

All of us can be guilty of handling conflicts in a less than ideal manner. Part of developing as a leader is identifying when something didn’t go well before finding ways to do things better next time.

In this leadership activity, ask the group to provide examples of previous conflicts and then reflect on how they handled them. Next, ask everyone to reflect on how they might change their behavior for a better outcome in the future. As a leader, use this opportunity to lead the way and be honest and vulnerable. It’s your role to provide a model for interaction and its always worthwhile to see how you can do better as a people manager dealing with conflict too!

Conflict Responses #hyperisland #team #issue resolution A workshop for a team to reflect on past conflicts, and use them to generate guidelines for effective conflict handling. The workshop uses the Thomas-Killman model of conflict responses to frame a reflective discussion. Use it to open up a discussion around conflict with a team.

Bright Blurry Blind

Finding opportunities to reframe conflict as an opportunity to solve problems and create clarity is a very useful leadership quality. Often, conflict is a signifier of a deeper problem and so finding ways to surface and work on these issues as a team is a great way to move forward and bring a group together too.

In this leadership activity, start by asking the group to reflect on the central metaphor of bright to blind issues or topics, based on whether the problem is out in the open or unknown. Next, invite small groups to ideate on what issues facing the team are bright, blurry, or blind and then discuss them as a group. By working together to illuminate what is blurry or blind, you can create a one-team mentality and start resolving problems that can lead to conflict too.

Bright Blurry Blind #communication #collaboration #problem identification #issue analysis This is an exercise for creating a sense of community, support intra and inter departmental communication and breakdown of “Silos” within organizations. It allows participants to openly speak about current issues within the team and organization.

The Art of Effective Feedback Workshop

All leaders will need to give effective feedback in order to help their team develop and do great work. The best leaders also solicit feedback from their direct reports and use this is an opportunity to grow. But how can you teach these feedback skills and help leaders develop this important skill?

Check out our Effective Feedback Workshop template for a complete agenda you can use to develop this leadership skill. You’ll find a ready-to-go workshop with a guide and PowerPoint presentation you can use to help anyone in a leadership role give and receive better feedback.

Workshop design made easy

Designing and running effective workshops and meetings is an important leadership skill; whether it’s staying organized and on time during your daily stand-ups or planning more involved sessions.

With SessionLab, it’s easy to create engaging workshops that create impact while engaging every member of your team. Drag, drop and reorder blocks to build your agenda. When you make changes or update your agenda, your session timing adjusts automatically , saving you time on manual adjustments.

Collaborating with stakeholders or clients? Share your agenda with a single click and collaborate in real-time. No more sending documents back and forth over email.

Explore how you and your team might use SessionLab to design more effective sessions or watch this five minute video to see the planner in action!

Now over to you…

I hope you have found some useful tips for leadership development workshops above. Now we’d love to hear from you!

What are your favorite leadership workshop ideas and training exercises for leadership development? Did you incorporate any of them into your facilitation practice?

Have you tried any of the activities above? Let us know about your experiences in the comments.

23 Comments

Thank you for sharing such great activity ideas. It is greatly appreciated and a perfect example of how the internet can and does serve the greater good!

Thank you, Jeanne! Great to see that you have found some useful ideas here!

Thank you this is very helpful in building new activities and revitalising teaching.

You’re welcome, Christine! Great to see that you’ve found the post helpful!

Thank you for the magnanimity of sharing these activities. We will choose and run and I am sure they will be very effective.

You are welcome, Roofi – enjoy using these activities at your sessions!

Thank you for sharing such great activity ideas. I will use in my leadership training programme

You are welcome man, happy to see that you’ve found some useful inspiration in this post!

Awesome resources for leadership coaching. Thank you so much! Cheers Marion (From Australia)

You’re welcome, Marion! I’m happy to hear you’ve found interesting the techniques above :-)

Thank you so much . I am really having a hard time thinking about what activities to include for my leadership training talk . This is of great help .

That’s nice to hear – I hope your training talk with go great! :-)

These exercises sound great. Does anyone have any feedback as to how these exercises have worked with their teams? Thanks!

Thank you for the question, Jennifer. We’ve used some of these activities at our own team meetings at SessionLab, and I’ve used other ones earlier on at different training workshops. Which one would you be interested to hear more about?

Thank you for these activities, I have used some of them already in my classes when teaching about leadership and leadership styles. Köszönöm!

That’s great to hear, you’re welcome, Réka! If you have any suggestion on how to tweak or run better these activities, we’d love to hear your thoughts :-)

Thank you for these activities. I was struggling to find activities to work on with groups as small as 1-5, but this should work well.

You’re welcome, Albert – Indeed, most of these activities do work well in small groups as well. Wishing best with your next sessions!

wow! this great! very helpful for trainers like me…. thanks you for sharing …

You’re welcome, I’m happy you’ve found these activities useful!

Hi I am trying to find an online simulation for a course I am designing for a college in Ontario, Canada. I am hoping to find something like your Leadership Envelope but in a virtual format or game. The ’rounds’ aspect is particularly interesting as I would like the students to work with one team over 14 weeks and then submit assigned work based on their experiences related to the course concepts.

Please let me know if you provide something like this or can help in any way.

Hey Rick! Thanks for your comment :)

Leadership Envelope is a great method! Sadly, there’s nothing quite like it in our remote-friendly section of the library currently, though there are a heap of virtual team building activities that could be adapted to go for multiple rounds.

We did have some thoughts on how you might perform the Leadership Envelope in a remote format, which I hope will help!

– Use breakout groups in Zoom for each group. – Have each team pass their virtual “envelope” with responses to the facilitator, either over Slack, PM or email – The facilitator then “passes” the leadership principle to the next team, though keeps the responses back – Play continues, with the facilitator collecting the responses under each leadership principle for later distribution – we’d recommend setting these up in an online whiteboard such as Mural or a Google Doc so teams can review them during the evaluation round – In the evaluation round, share the online whiteboard/Google Doc with the teams – they can then score them in the shared online space and present back to the group from there :) – For the final round, everyone returns to a single Zoom session, each team reclaims their cards (or the facilitator can distribute them back) and then you can debrief :)

Hope that helps, Rick! Using a shared online space such as Mural is also a great shout for an ongoing course, as you can collect and display artifacts generated by the teams throughout :)

Let us know how you get on!

Thank you for having the time and effort on sharing this amazing blog with us! I’ll probably read more of your articles.

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Leadership Case Studies

Here is a sample of three case studies from the book, Leadership Case Studies, that are most instructive and impactful to developing leadership skills.

For the past 30 years, I have conducted seminars and workshops and taught college classes on leadership.

I used a variety of teaching aids including books, articles, case studies, role-plays, and videos.

I recently created a book, Leadership Case Studies that includes some of the case studies and role-plays that I found to be most instructive and impactful.

Here is a sample of three case studies.

Peter Weaver Case Study

Peter Weaver doesn’t like to follow the crowd. He thinks groupthink is a common problem in many organizations. This former director of marketing for a consumer products company believes differences of opinion should be heard and appreciated. As Weaver states, “I have always believed I should speak for what I believe to be true.”

He demonstrated his belief in being direct and candid throughout his career. On one occasion, he was assigned to market Paul’s spaghetti-sauce products. During the brand review, the company president said, “Our spaghetti sauce is losing out to price-cutting competitors. We need to cut our prices!”

Peter found the courage to say he disagreed with the president. He then explained the product line needed more variety and a larger advertising budget. Prices should not be cut. The president accepted Weaver’s reasoning. Later, his supervisor approached him and said, “I wanted to say that, but I just didn’t have the courage to challenge the president.”

On another occasion, the president sent Weaver and 16 other executives to a weeklong seminar on strategic planning. Weaver soon concluded the consultants were off base and going down the wrong path. Between sessions, most of the other executives indicated they didn’t think the consultants were on the right path. The consultants heard about the dissent and dramatically asked participants whether they were in or out. Those who said “Out” had to leave immediately.

As the consultants went around the room, every executive who privately grumbled about the session said “In.” Weaver was fourth from last. When it was his turn, he said “Out” and left the room.

All leaders spend time in reflection and self-examination to identify what they truly believe and value. Their beliefs are tested and fine-tuned over time. True leaders can tell you, without hesitation, what they believe and why. They don’t need a teleprompter to remind them of their core beliefs. And, they find the courage to speak up even when they know others will disagree.

What leadership traits did Weaver exhibit?
If you were in Weaver’s shoes, what would you have done?
Where does courage come from?
List your three most important values.

Dealing with a Crisis Case Study

Assume you are the VP of Sales and Marketing for a large insurance company. Once a year your company rewards and recognizes the top 100 sales agents by taking them to a luxury resort for a four-day conference. Business presentation meetings are held during the morning. Afternoons are free time. Agents and spouses can choose from an assortment of activities including golf, tennis, boating, fishing, shopping, swimming, etc.

On day 2 at 3:00 p.m., you are at the gym working out on the treadmill, when you see Sue your administrative assistant rushing towards you. She says, “I need to talk to you immediately.”

You get off the treadmill and say, “What’s up?” Sue states, “We’ve had a tragedy. Several agents went boating and swimming at the lake. Randy, our agent from California died while swimming.”

(Background information – Randy is 28 years old. His wife did not come on the trip. She is home in California with their three children).

Explain what you would communicate to the following people.
Your Human Resources Department
The local police
The attendees at the conference (Would you continue the conference?)
How will you notify Randy’s wife?
If Randy’s wife and a few family members want to visit the location of Randy’s death, what would you do?
What are some “guiding principles” that leaders need to follow in a crisis situation?

Arsenic and Old Lace Case Study

Review the YouTube video, “ I’ll show them who is boss Arsenic and Old Lace.”

Background Information

The Vernon Road Bleaching and Dyeing Company is a British lace dyeing business. It was purchased in bankruptcy by the father/son team of Henry and Richard Chaplin. Richard has been acting as “Managing Director” which is the same as a general manager or president of a company.

The company has had 50-to-150 employees with 35-to-100 being shop floor, production employees. The company produces and sells various dyed fabrics to the garment industry.

Gerry Robinson is a consultant who was asked to help transform methods of conducting business to save the company.

Jeff is the factory manager.

What are Richard’s strengths and weaknesses as a leader?
What could Richard have done to make the problems of quality and unhappy customers more visible to the workforce?
What do you think Richard’s top three priorities should be for the next 12 months?
What could Richard have done to motivate the workforce?
Evaluate Jeff’s approach and effectiveness as a leader.

The book contains 16 case studies, four role-plays, and six articles. I hope you find some of the content useful and helpful in your efforts to teach leadership.

Click for additional leadership case studies and resources .

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How to Set SMART Goals for Managers and Leaders: 28 Examples to Develop Your Skills and Guide Your Team to Success

By Kate Eby | July 7, 2023

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Specific, measurable, achievable, relevant, and time-bound (SMART) goals help managers and leaders guide their teams to success. These goals typically support a business strategy that aligns with the company’s vision of its future.

In this article, you’ll learn how to set SMART goals for leaders , using a downloadable cheat sheet and 28 example SMART goals for leadership development , performance goals , and more.

What Are SMART Goals for Managers?

SMART goals for managers are specific, measurable, achievable, relevant, and time-bound objectives that guide the actions and performance of a unified team. These goals often drive forward the business and the individuals involved.

“Leadership goals are different from individual goals because they focus on fostering a shared vision and direction for a group, as well as developing processes to ensure that this shared purpose is met,” explains Richard Nolan, the Chief People Officer of Epos Now . “Leadership goals should be focused on creating an atmosphere of collaboration and trust among members of the team so that everyone can work together efficiently and effectively.”

Unlike OKRs, SMART goals focus on the path to achieving the goal instead of only the end result. Learn more about the difference between OKRs and SMART goals .

How to Set SMART Goals for Leaders

To set SMART goals for leaders, ensure they are specific, measurable, achievable, relevant, and time-bound. Choose ones that help individuals drive the overall goals of the business.

To learn how to write SMART goals for leaders, follow the steps below:

Clarify Your Leadership Vision Consider the overall business and leadership goals you want to achieve. Identify the roadblocks preventing you from achieving them, and create a plan to address those roadblocks and help you incrementally achieve your larger business goals. “It’s important for leaders and managers to remember not only their end goal, but why they want to achieve it,” says Nolan. “Holding yourself accountable for understanding how your leadership will impact the organization as you set out toward achieving those objectives will help ensure success.”
Break Down Your Vision Into SMART Goals SMART goals are specific, measurable, achievable, relevant, and time-bound to make it easy to measure progress and ensure they can be met. “I recommend approaching competency and performance goals with precision planning. Break down your goal into subgoals you need to accomplish each week or month in order to achieve them by a certain deadline,” suggests Nolan.

Make Adjustments as Necessary If a goal is not as achievable as initially set, consider changing it, altering the timeline, or breaking it down into smaller goals.
Celebrate Successes Acknowledge and celebrate with your team when you achieve goals. Not only is it beneficial for morale, it can help motivate everyone to continue working toward larger, future goals.

Leadership SMART Goal Examples

SMART goals for leadership can include expanding the business presence and improving employee development and retention. They also involve aligning smaller team goals to larger company thresholds and making large-scale business processes more efficient.

Here are six examples of SMART goals for leadership:

1. Develop Internal Talent Leadership will implement a talent identification process and establish mentoring relationships for high-potential employees with the goal of increasing internal promotions by 20 percent in the next two years.

Specific: The goal is to identify employees with a potential for promotion, mentor them, and increase the number of internal promotions.
Measurable: Compare the current number of internal promotions with the total after you implement talent identification and mentorships.
Achievable: The goal uses employee reviews to identify talent and encourages veteran employees to take on mentorship responsibilities.
Relevant: The goal is relevant because developing internal talent is more affordable and results in more engaged employees.
Time-Bound: The goal is time-bound to two years.

2. Develop a Growth Mindset By the end of the year, the leader will engage in monthly learning activities, such as reading books on personal development or attending relevant conferences or events.

Specific: The goal is to develop a habit of learning that will contribute to a growth mindset.
Measurable: The goal is measurable by keeping track of the books read and conferences or events attended.
Achievable: The goal is achievable because many leadership and personal growth books are available for free from the library and the leader can choose to attend local and affordable events.
Relevant: The goal is relevant because leaders who set an example of the pursuit of personal knowledge and growth can demonstrate the benefit of thinking more broadly in both personal and professional situations.
Time-Bound: The goal is time-bound to be achieved by the end of the year and occurs on a regular cadence.

3. Improve Employee Onboarding By the end of the quarter, the leader will improve the employee onboarding process by creating standardized materials and conducting feedback surveys at the end of the onboarding period.

Specific: The goal is to enhance the onboarding process for new employees and their trainers by standardizing the materials used and conducting feedback surveys to both trainers and incoming employees.
Measurable: The goal is measurable by comparing the results of feedback surveys over time.
Achievable: The goal is achievable with the help of HR personnel and by creating a centralized, accessible repository for new onboarding documents.
Relevant: The goal is relevant because current employees say they wish the onboarding process had been structured more thoughtfully.
Time-Bound: The goal is time-bound to the end of the quarter.

4. Create a Plan to Open an Additional Retail Branch By the end of the year, the leader will have a plan in place to open an additional retail branch, including a detailed project plan for the entire process, buildout plans confirmed, a location under contract, and all required permits.

Specific: The goal is to put in all of the preliminary work to open a new retail location.
Measurable: The goal is measurable by checking requirements off a list, including a project plan, a construction buildout plan, a location rental, and required permits.
Achievable: The goal is achievable because it is within the scope of projects the company has undertaken in the past.
Relevant: The goal is relevant because leadership has identified a new, profitable market that is suitable for the business.
Time-Bound: The goal is time-bound to complete planning by the end of the year.

Learn how writing SMART project objectives can set you up for success.

5. Reduce Ambiguity of Job Descriptions By the end of the quarter, the leader will perform an audit of all existing job descriptions, requirements, and expectations, and update them to match the current state of those jobs as they exist in the company today.

Specific: The goal is to audit existing job descriptions, requirements, and expectations, and edit them to reflect the actual state of those jobs within the company.
Measurable: The goal is measurable because progress can be tracked on a list of job titles within the company.
Achievable: The goal is achievable by setting aside time over the next quarter to perform an audit and update the copy.
Relevant: The goal is relevant because many roles have evolved over time and their descriptions and job titles no longer match the current work environment.

6. Decrease the Time Spent in Meetings By the end of the month, the leader will implement a standardized meeting agenda that the team can populate ahead of schedule to improve the efficiency of the time spent in meetings and decrease the team’s total meeting time by 10 percent each week.

Specific: The goal is to implement a standardized meeting agenda to use their time together more efficiently and decrease the overall time spent in meetings each week.
Measurable: The goal is measurable by comparing the team’s total time spent in meetings per week before and after implementing the new agenda.
Achievable: The goal is achievable by customizing a meeting agenda template to suit the team’s needs.
Relevant: The goal is relevant because staff report they are spending too much time in meetings, reducing the time available to complete work.
Time-Bound: The goal is time-bound to the end of the month.

Leadership Development SMART Goals Examples

SMART goals for leadership development might include focusing on building relationships, exploring mentorship opportunities, and learning to coach. They can also focus on ways to develop team members for their own leadership roles.

Here are four examples of SMART goals for leadership development below:

1. Be a Better Coach To become a better coach by the end of the year, the leader can set a SMART goal of learning and practicing coaching techniques during monthly conversations with each team member.

Specific: The goal is to be a better coach by learning coaching techniques and applying them in team conversations.
Measurable: The goal is measurable by adding a question related to coaching on employee feedback surveys and gathering those results.
Achievable: The goal is achievable because many free online resources are available to learn to be a better coach.

Time-Bound: The goal is time-bound to the end of the year, aligning with the next employee feedback survey.

2. Share Your Own Experience The leader will include a professional anecdote of a lesson they have learned in each quarterly company address to help future leaders identify areas in their lives that may be impactful to their prospects and help them grow.

Specific: The goal is to help future leaders identify areas in their experience that might be instrumental to their development by having senior leadership share anecdotes from their own professional lessons learned.
Measurable: The goal is measurable by ensuring that each company address includes a professional lesson learned by an executive level leader.
Achievable: The goal is achievable by setting aside two to three minutes of each address to include this information.
Relevant: The goal is relevant because it can help promising employees identify areas of growth in their own professional lives and careers.
Time-Bound: The goal is time-bound to each quarterly address.

3. Start an Employee Mentorship Program By the end of the year, leadership will implement an employee mentorship program in which seasoned staff can help more junior members of the team gain experience and grow within their roles.

Specific: The goal is to create a mentorship program that benefits both junior and senior members of the team to develop practical and leadership skills in their existing roles.
Measurable: The goal is measurable due to tracking the number of mentors and mentees that sign up for the new initiative, as well as tracking their career progress over time.
Achievable: The goal is achievable using a volunteer model or by offering an incentive for employees to participate.
Relevant: The goal is relevant because employees gaining knowledge and experience both in their roles and as mentors is good for morale and engagement.
Time-Bound: The goal is time-bound to the end of the year.

4. Focus on Building Relationships: Leadership will organize quarterly networking and social events to aid in building personal and professional relationships within the organization.

Specific: The goal is to encourage employees to build relationships with one another by participating in networking and social events.
Measurable: The goal is measurable based on the events occurring each quarter.
Achievable: The goal is achievable by setting aside time and budget to organize the events.
Relevant: The goal is relevant because employees who have better relationships form more cohesive teams.
Time-Bound: The goal is recurring and time-bound to the end of each quarter.

SMART Goal Examples for Developing Leadership Competencies

SMART goals for developing leadership competencies focus on building soft skills that lend themselves to effective leadership. Goal examples can include improving active listening, cultivating an open mindset, building empathy, and learning from your mistakes.

Here are five examples of SMART goals for developing leadership competencies below:

1. Become More Adaptable and Open-Minded The leader will engage in weekly self-reflection exercises to help identify and overcome personal biases with the goal of becoming more adaptable and open-minded in their thinking.

Specific: The goal is to become more adaptable and open minded by identifying and overcoming personal biases.
Measurable: The goal is measured as the leader completes exercises each week.
Achievable: The goal is achievable using books and videos to explore different self-reflection exercises.
Relevant: The goal is relevant because a dynamic workplace requires leaders to be capable of flexible thinking.
Time-Bound: The goal reoccurs weekly.

2. Improve Active Listening Leadership will improve active listening skills by practicing active listening techniques in at least three conversations per week and by seeking feedback from two colleagues on their progress after two months.

Specific: The goal is to improve active listening skills by learning and using proven techniques.
Measurable: The goal is measured by receiving feedback from colleagues.
Achievable: The goal is achievable by taking the time to seek out and learn these techniques, as well as practicing them in important conversations.
Relevant: The goal is relevant because active listening helps you get the most out of critical conversations, retain more information, and provide more insight on the topic.
Time-Bound: The goal will be measured after two months.

3. Build Emotional Intelligence Over the next year, leadership will learn to build their empathy and emotional intelligence by reading four books on empathy and emotional intelligence and by participating in a quarterly leadership book club discussion.

Specific: The goal is to learn to build emotional intelligence and empathy by reading highly rated books and participating in discussions with other leaders.
Measurable: The goal is measured as leadership reads and discusses each book.
Achievable: The goal is achievable because reading one book and having one group discussion per quarter is a reasonable expectation of leadership.
Relevant: The goal is relevant because emotional intelligence and empathy can help leadership better relate to employees and customers.
Time-Bound: The goal is time-bound to the end of a year.

4. Give Positive Feedback More Often By the end of the month, leadership will improve the quality and frequency of positive feedback provided to the team by dedicating at least 15 minutes per week to record positive feedback and implement regular recognition and appreciation in a weekly recap email.

Specific: The goal is to give more frequent positive feedback to members of the team.
Measurable: The goal is measured each week when the weekly recap email is released.
Achievable: The goal is achievable by spending 15 minutes to identify the things the team did well that week.
Relevant: The goal is relevant because positive feedback helps employees feel valued and acknowledged by leadership.
Time-Bound: The goal is time-bound to the end of the month.

5. Learn From Your Mistakes Leadership will hold or sit in on lessons learned meetings at the end of major projects to break down mistakes and learn how to help teams avoid them in the future.

Specific: The goal is to participate in lessons learned meetings to help identify and avoid risks and mistakes.
Measurable: The goal is measured as each meeting is held at the end of a project.
Achievable: The goal is achievable by implementing a company-wide policy of holding a post-mortem meeting after all major projects.
Relevant: The goal is relevant because documenting and breaking down mistakes is one of the best ways to ensure they do not occur on future projects.
Time-Bound: The goal is time-bound to the end of the next major project.

SMART Goal Examples for Improving Leadership Skills

SMART goals for improving leadership skills should focus on gaining industry-relevant knowledge and certifications, seeking feedback, attending industry events, and building a network.

Here are three examples of SMART goals for improving leadership skills:

1. Participate in Industry Events and Build a Professional Network By the end of next year, each leadership team member will attend two industry events or trade shows with the purpose of meeting professionals in the field and building relationships with them.

Specific: The goal is to attend industry events and meet people to network with professionally.
Measurable: The goal is measured by the number of events attended where they sent follow up emails or traded business cards.
Achievable: The goal is achievable, as many events are held in the city where the business is based.
Relevant: The goal is relevant because having a strong professional network allows you to find help, get answers to professional questions, and connect with mentors in the industry.
Time-Bound: The goal is time-bound to the end of next year.

2. Ask for Feedback Regularly By the end of next quarter, members of leadership will encourage regular, honest feedback from the team by distributing quarterly anonymous feedback surveys.

Specific: The goal is to seek feedback from the team on leadership styles and strategies through anonymous feedback forms.
Measurable: The goal is measured when the feedback forms are collected and analyzed.
Achievable: The goal is achievable by creating a standardized, anonymous survey to give to the team or by customizing a template .
Relevant: The goal is relevant because allowing employees to tell leadership where they can improve helps build trust.
Time-Bound: The goal is measured at the end of each quarter.

3. Gain Leadership Certifications By the end of next year, each leader will successfully complete a leadership development course and earn certification.

Specific: The goal is to successfully complete a leadership development course and gain certification.
Measurable: The goal is measured upon each leader’s successful completion of the course.
Achievable: The goal is achievable because many courses are available in person or online.
Relevant: The goal is relevant because certification shows the team that leadership is dedicated to improvement and becoming better leaders.
Time-Bound: The goal is time-bound to be completed by the end of the next year.

Examples of SMART Goals for Managers and Team Leaders

SMART goals for managers and team leaders can include improving team cohesion, building employee skill levels and engagement, and boosting leadership skills to facilitate projects and processes, as well as to better serve the team.

Here are five examples of SMART goals for managers and team leaders below:

1. Build a More Dynamic Team Managers and team leaders will model collaboration, innovation, and communication to help guide team members to become more engaged, flexible, and responsive, leading them to improve their metrics over the previous quarter.

Specific: The goal is to model dynamic behavior and build a team that is flexible and responsive to changing requirements in a fast-paced environment.
Measurable: The goal is measured by comparing relevant metrics such as service response time or project completion rates before and after these changes.
Achievable: The goal is achievable because managers and team leaders are expected to model desired behaviors for the team.
Relevant: The goal is relevant because more dynamic teams can better respond to risks and changes in the working environment.
Time-Bound: The goal is recurring and measured at the end of each quarter.

2. Schedule Team-Building Activities Each quarter, the manager or team leader will schedule and run a team-building activity to build relationships and increase team cohesion.

Specific: The goal is to plan a team-building activity on a regular basis.
Measurable: The goal is measured as each event occurs.
Achievable: The goal is achievable by setting a budget and scheduling time to plan and complete the activity.
Relevant: The goal is relevant because team-building activities help strengthen relationships and improve team cohesion.
Time-Bound: The goal is time-bound to occur by the end of each quarter.

3. Increase Employee Engagement By the end of the quarter, managers and team leaders will increase employee engagement by introducing a rewards program for top performers and providing development opportunities to struggling team members.

Specific: The goal is to increase employee engagement by offering rewards for good performance and development opportunities for employees who need them.
Measurable: The goal is measurable by the number of rewards given and development opportunities taken.
Achievable: The goal is achievable by setting a budget and choosing metrics that are reachable in each assessment period.
Relevant: The goal is relevant because employees who receive desirable rewards for their work are more likely to keep performing well.

4. Improve Meeting and Presentation Skills Before their next group presentation, managers and team leaders will improve their meeting and presentation skills by learning best practices and practicing presentations at least twice.

Specific: The goal is to improve meeting and presentation skills by seeking out tips and advice and by practicing them before presenting to the team.
Measurable: The goal is measured by adding a line to employee feedback forms to include the quality and engagement of presentations by leadership.
Achievable: The goal is achievable by seeking out best-practice books and videos, and rehearsing presentation materials in front of a colleague or a mirror.
Relevant: The goal is relevant because improved presentation skills lead to more engaging presentations and better audience participation and knowledge retention.
Time-Bound: The goal is time bound to be complete before the next group presentation.

5. Hold Regular Check-In Meetings By the end of the month, managers and team leaders will set up a regular meeting with each person on their team to check in on their status and review their performance and concerns.

Specific: The goal is to set up a regular meeting cadence with each member of the team.
Measurable: The goal is measured by scheduling recurring meetings with each team member.
Achievable: The goal is achievable by setting aside time to sit down with each person on the team regularly.
Relevant: The goal is relevant because regular check-ins help both managers and employees stay on the same page about work progress and to identify blockers early.
Time-Bound: The goal is time-bound to begin by the end of the month.

SMART Performance Goals Examples for Managers

SMART performance goals for managers relate to improving retention numbers, boosting service or response times, and completing and holding skills training classes. For example, these goals can help a business maintain standards, as well as meet and exceed sales goals.

Here are five examples of SMART performance goals for managers:

1. Improve the Retention Rate By the end of the year, managers will increase retention on their teams by 10 percent due to encouraging employee growth, promoting from within, and submitting annual cost of living raises for all team members.

Specific: The goal is to reduce voluntary resignations by creating an environment where employees want to work.
Measurable: The goal is measured by comparing resignation rates before and after implementing these policies.
Achievable: The goal is achievable by implementing annual cost of living increases and encouraging the development of internal talent.
Relevant: The goal is relevant because it is more affordable to retain existing employees than to recruit and train new people.
Time-Bound: The goal will be measured at the end of each year.

2. Improve Service Response Time Managers will help their teams improve service response time by 15 percent by the end of the year. To achieve this goal, the managers will optimize operational processes and make sure all team members receive regular training and feedback on their performance.

Specific: The goal is to increase service response time by 15 percent by the end of the year.
Measurable: The goal is measurable by comparing service response times before and after implementing new processes and training.
Achievable: The goal is achievable by putting in place new optimized processes and providing regular feedback and training to the team.
Relevant: The goal is relevant because an increase in service response time will boost customer satisfaction.
Time-Bound: The goal is to be measured at the end of the year.

3. Organize Staff Training on New Software By the end of the month, managers will ensure that all staff members have been trained on newly implemented software.

Specific: The goal is to train all staff members on new software by the month’s end.
Measurable: The goal is measured by keeping track of which employees have completed training and those who still need it.
Achievable: The goal is achievable by setting aside time to go over the new program with each employee by the end of the month.
Relevant: The goal is relevant because the new software is integral to business operations and all employees must know how to use it.

4. Maintain Company and Industry Quality Standards Before the next official inspection, managers will implement a policy of regular internal inspections of the facility to ensure that all parts of the business are up to code at all times.

Specific: The goal is to ensure that the company can pass an official inspection at all times of the year, not only when they expect the inspector to arrive.
Measurable: The goal is measured as each internal inspection is completed.
Achievable: The goal is achievable by creating a document that reflects the standards of the official inspection and reviewing each line item as if the inspector was doing it.
Relevant: The goal is relevant because official inspections are not always scheduled and inspectors can show up at any time.
Time-Bound: The goal is time-bound to begin before the next official inspection.

5. Meet and Exceed Sales Goals Each quarter, managers will lead their teams to meet and exceed sales goals by implementing lead identification and prioritization processes to ensure that teams are following up the most promising sales leads.

Specific: The goal is to meet and exceed quarterly sales goals.
Measurable: The goal is measured by comparing actual sales numbers to sales goals at the end of each quarter.
Achievable: The goal is achievable by creating a process to prioritize leads based on their likelihood of purchase.
Relevant: The goal is relevant because meeting sales goals means more income for the business.

SMART Goals Examples for Leadership Cheat Sheet

SMART Goals Examples for Leaderships Cheat Sheet

Download a SMART Goals Examples for Leadership Cheat Sheet for Microsoft Word | Adobe PDF | Google Docs

This cheat sheet consolidates all 28 examples of SMART goals for leaders outlined in this article. You can copy and paste these goals into your own documents directly or customize them to match your personal and professional goal-setting needs. Be sure to consider the needs of your business and your unique leadership position when adapting these goals for yourself.

Why Do Managers Use SMART Goals?

Managers use SMART goals because they help set clear expectations, track progress, and achieve success in a structured manner. They are useful for leaders to communicate goals clearly and can be referenced easily for review and development conversations.

“SMART goal setting has helped me be a better team leader and manager by allowing me to focus on what is important and to prioritize tasks. I can create a clear roadmap to success, and my team can follow it there,” Chen explains.

In fact, when teams have an experienced manager, they feel that work quality is higher, more efficient, and more collaborative . Many managers find SMART goals to be one of the best ways to develop their own skills and gain the experience needed to better serve their teams.

Why Is Setting SMART Goals Important in Leadership Development?

SMART goals are important for leadership development because they create clear, measurable objectives. They help set the example that leadership should follow when creating goals for their teams and projects.

“Goal setting is incredibly important because it helps define clear intentions with measurable outcomes,” says Nolan. “Setting achievable milestones allows leaders to track progress along every step of their journey. As someone who started out leading small teams with very tight budgets before gradually taking on larger management roles across multiple divisions — doing this has helped me make more educated decisions while allowing me oversee growth more effectively than I ever thought possible.”

Here are some of the many reasons that setting SMART goals can help develop better leaders:

Clarifies Goals and Objectives: SMART goals are a positive way to communicate clear goals and objectives, as well as a plan for achieving them. This can help encourage an open and visible style of management, which many teams appreciate.
Easy to Track and Determine Success: Developmental goals are only useful if you are able to easily measure their success. SMART goals have success metrics built in, so you can track where you’ve been and where you’d like to end up.
Ensure Developmental Alignment With Company Goals: SMART goals make it easy to compare your personal leadership development goals with those of the organization. By clearly stating your goals, you can ensure they are in the best interest of both you and the company.
Helps Identify Areas of Weakness or Potential Improvement: Goals can help you identify areas of improvement by highlighting where you or your team is falling short. If you do not achieve your SMART goals the first time, reassess, ensure the goal is still realistic, and then make a new plan to achieve it.
Promotes Accountability: Goal setting promotes accountability for the team and for leadership. You are responsible for achieving the goals you set and for helping your team do the same. In fact, people who write down their goals, commit to goal-driven actions, and report regularly on their progress are 70 percent more likely to achieve their goals than those who do not.
Better Promotion Decisions: “Bias creeps in when there are no structured procedures to determine compensation, bonuses, and promotions, which can result in unjust outcomes that run the risk of demoralizing talented employees,” explains Kofman-Burns. “A fair performance management system that incorporates SMART goals can help companies ensure that they are rewarding their top performers.”

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Step Pharma announces US patent to be granted for CTPS1 inhibitor and assignment of drug name dencatistat for lead compound STP938

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St. Genis-Pouilly, France, 30 May 2024

Step Pharma, the global leader in CTPS1 inhibition for targeted cancer treatment, today announced it has received an issue notification from the United States Patent and Trademark Office (USPTO), indicating the grant of a new US patent, and that the International Nonproprietary Names (INN) expert committee has approved the name “dencatistat” for the Company’s lead compound STP938.

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Andrew Parker, Chief Executive Officer of Step Pharma, commented :

“The issue notification of our new US patent, combined with the recent European patent grant, significantly strengthens our intellectual property portfolio and reinforces our leadership in developing CTPS1 inhibitors. These milestones are crucial as we continue to advance our lead compound STP938, which has now been assigned the name dencatistat, through multiple clinical trials. We are committed to bringing this innovative treatment to patients with high unmet medical needs, aiming to improve outcomes for those affected by blood cancers and solid tumours.”

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Media Relations Consilium Strategic Communications Amber Fennell, Namrata Taak, Davide Salvi T. +44 (0) 20 3709 5700 steppharma@consilium-comms.com

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Guardians’ David Fry Among MLB Leaders In This Hitting Stat

Tommy wild | may 26, 2024.

Apr 30, 2024; Houston, Texas, USA; Cleveland Guardians first base David Fry (6) hits an RBI single against the Houston Astros during the tenth inning at Minute Maid Park. Mandatory Credit: Erik Williams-USA TODAY Sports

Cleveland Guardians

David Fry ’s breakout season has been one of the main reasons why the Cleveland Guardians are shocking baseball and are the division leaders in the American League Central.

Fry has gone from a utility player to someone deserving of everyday at-bats and his stats do nothing but back this up. He’s currently hitting .360/.500/.628 and is third on the Guardians in home runs (six) and tied for fourth on the team in RBI (19).

This extra slugging that Fry has given the Guardians is exactly what they need to get to the next level.

Fry also currently leads all of MLB in OPS (min. 100 PA) with a 1.128.

. @MLB OPS leaders, min. 100 PA: David Fry, @CleGuardians , 1.128 Aaron Judge, Yankees, 1.050 Shohei Ohtani, Dodgers, 1.034 Kyle Tucker, Astros, 1.026 Marcell Ozuna, Braves, 1.018 Cleveland acquired Fry as the PTBNL in the J.C. Mejía trade of November 2021. @MLBNetwork — Jon Morosi (@jonmorosi) May 26, 2024

Here’s what the rest of baseball’s leaderboard looks like heading into Sunday, May 25th.

1.128 - David Fry, Cleveland Guardians
1.050 - Aaron Judge , New York Yankees
1.034 - Shohei Ohtani , Los Angeles Dodgers
1.026 - Kyle Tucker , Houston Astors
1.018 - Marcell Ozuna , Atlanta Braves

This accomplishment for Fry is even more impressive when looking at who else is on the list. Judge and Ohtani are two former American League MVPs and Tucker and Ozuna are widely regarded as some of the best power hitters in the game.

Guardians manager Stephen Vogt has had nothing but compliments for Fry over the last few weeks. Part of this is due to his offensive production and the other half is because of his defensive versatility which is a whole other conversation with having.

Every team needs a player such as Fry and Cleveland is lucky to have him in their lineup.

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Cincinnati Reds activate TJ Friedl, designate Mike Ford for assignment

The team’s leadoff man has finally returned (again)! The Cincinnati Reds have played 55 games so far this season and their team’s leader in both bWAR and fWAR from last year, TJ Friedl, has logged just 24 PA all season. A pair of rather freak injuries - first a broken wrist suffered in spring training while diving for a ball in CF, next a busted thumb on a hit-by-pitch - have shelved him for all but 6 of those 55 games, but that will again change beginning on Wednesday prior to the series finale against the St. Louis Cardinals . The...

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MGT420 ( Individual Assignment 1 CONTEMPORARY LEADER)
ASSIGNMENT INDIVIDUAL CONTEMPORARY LEADER 2019. CHOOSE YOUR WORKPLACE LEADER bachelor of business administration (hons.) human resource management (ba243) Skip to document. University; ... Contoh Tugasan Kertas Kerja ( Cabaran ISU Perlembagaan DAN HAK Asasi Dalam Perpaduan DI Malaysia) ADS560 Case Study - As your references.
Leader
In conclusion, leadership is the art of motivating a group of people to act toward achieving a common goal [ CITATION War20 \l 17417 ]. Reed Hastings is one of the great examples for a good leader. Strong leaders strive to work and research to develop their leadership skills, they do not rest on their achievement.
MGT 420 individual assignment
individual assignment faculty of business and management mara university of technology (uitm) campus puncak alam, selangor bachelor of business administration ... A Famous Contemporary Leader; MAGAZINE MGT420 ASSIGNMENT CHALLENGES FOR MANAGEMENT IN A GLOBAL ENVIRONMENT; A Famous Contemporary Leader NUR Syuhada BT Safaruddin RBA2401A 2020819322;
10.5: Assignment- Evaluating Leadership
Preparation. In your readings on Leadership, you learned the difference between management and leadership, as well as traits, styles, and situations of leaders and leadership. In this assignment, you will research and write about a modern leader of your choice. You may not select one of the leaders discussed in the course.
39 best leadership activities and games
Anyone in a leadership role has both a big influence and responsibility for their team. Some of the aspects they need to pay attention to in order to be a good leader are: Setting the climate of a workplace. Making decisions. Inspiring team members. Setting values for their team. Improving team spirit and cohesion.
12 Examples of Leadership Training Topics
Here are 12 examples of effective leadership development topics: 1. Conflict resolution. Workplace conflict can happen for many different reasons, including disagreements about work procedures, different or unmet needs, interests or ideas of employees and basic personality clashes. It is helpful for managers to acknowledge the impact of ...
MGT 420 ASSIGNMENT LEADERSHIP.pdf
2 LEADER'S BACKGROUND Figure 1: New Zealand's 40 th Prime Minister Jacinda Ardern, in full Jacinda Kate Laurell Ardern, was born on 26 July 1980 in Hamilton, New Zealand. Born to a family as the second of two daughters, her parents were both civil servants, with her father a police officer and her mother worked as a school cafeteria assistant. Ardern spent her first years in a small town ...
30 Leadership Performance Review Examples (With Definition)
30 examples of leadership performance reviews. Below are 30 examples of phrases that highlight various leadership skills and traits in a performance review: Teamwork and team-building abilities are an important part of effective leadership. Highlighting team-related skills can help you identify this strength in current and potential leaders.
Leadership Case Studies
October 12, 2021. For the past 30 years, I have conducted seminars and workshops and taught college classes on leadership. I used a variety of teaching aids including books, articles, case studies, role-plays, and videos. I recently created a book, Leadership Case Studies that includes some of the case studies and role-plays that I found to be ...
28 Example SMART Goals for Leaders
Here are six examples of SMART goals for leadership: 1. Develop Internal Talent. Leadership will implement a talent identification process and establish mentoring relationships for high-potential employees with the goal of increasing internal promotions by 20 percent in the next two years.
MGT162 Group Assignment
MGT162 GROUP ASSIGNMENT - Free download as PDF File (.pdf), Text File (.txt) or read online for free. This document outlines a group assignment report for a management practices course. It includes an introduction to the company being studied, Velmexx Oil and Gas Malaysia, and outlines the report structure. The report will cover planning, organizing, decision making, motivation, leadership ...
ASSIGNMENT MGT420.docx
View ASSIGNMENT MGT420.docx from MGT 420 at Universiti Teknologi Mara. UITM CAWANGAN TERNGGANU KAMPUS DUNGUN MGT 420 PRINCIPLES AND PRACTICE OF MANAGEMENT INDIVIDUAL ASSIGNMENT (A FAMOUS CONTEMPORARY ... A leader that I choose for my assignment is Namanzee Harris which is a Malaysian Media Executive and Head of Content Strategy and Innovation ...
Individual Assignment Leader.docx
INTRODUCTION Syed Mokhtar Al-Bukhary is a top corporate leader with a very diverse business portfolio. He is the richest Bumiputra, which is a Malaysian word that describes the Malay race, business figure in Malaysia. He started his company in the 1990s dealing in rice, which eventually led him to the rice trading business. Today, Al-Bukhary holds a near monopoly on the distribution of rice in ...
5 Top Examples of Leadership Self-Assessment
Good (3): Follows a process for managing conflicts with team members. Very good (4): Understands how to resolve issues quickly and with everyone's needs in mind. Mastered (5): Completely understands how to manage conflicts specific to the field of work and shows strong leadership skills during and after.
MGT420 Assignment (Famous contemporary leader)
MGT420 Assignment (Famous contemporary leader) ... FOUNDER AND NET WORTH OF CEO OF 21 ST 22.8 BILL ION RSONAL E P R E T N I ROLE LEADER FIGURE HEAD in the FORBES , list of THE WORLD'S MOST POWERFUL PEOPLE He is always seen in interviews and public events for Tesla and SpaceX. Inspires his workers and leads by example.
Leadership Assignment
INDIVIDUAL ASSIGNMENT 2: Report on Contemporary Leadership. PREPARED BY: NOR KHAIRUNEISYA BINTI KHAIRUDIN. STUDENT ID: 2020144751. GROUP: BA247 1A. PREPARED FOR: MADAM SHARIFAH FAZIRAH BINTI SYED AHMAD. SUBMISSION DATE: 8 JUNE 2020 TABLE OF CONTENT. Acknowledgement NO. ITEMS PAGES; Introduction: Background of the Leader; Success Story of the ...
27 Leadership Interview Questions (With Sample Answers)
Here are some questions you might hear at an executive leader interview: 8. Explain the importance of change leadership. 9. Tell me about your relationship with your last company's chief executive officer (CEO). 10. Explain a time you developed and executed a vision for a company. 11.
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Analisis Impactful Leader dan Contoh Kasusnya
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Efficient Team Task Assignment: A Personal Coaching Guide
6. Adjust as Needed. Be the first to add your personal experience. 7. Here's what else to consider. Efficient task assignment is crucial for team success. As a personal coach, you understand ...
MGT 400 -INDIVIDUAL ASSIGNMENT 1
View MGT 400 -INDIVIDUAL ASSIGNMENT 1 - 8 December 2019.docx from MGT 400 at Universiti Teknologi Mara. Introduction To Management (MGT 400) INDIVIDUAL ASSIGNMENT 2 COURSE: INTRODUCTION TO ... c. Use your own words and idea to critic the issues and challenges based on :-i. Planning ii. Organize iii. Leadership iv. Control d. Conclusion - give ...
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Step Pharma, the global leader in CTPS1 inhibition for targeted cancer treatment, today announced it has received an issue notification from the United States Patent and Trademark Office (USPTO), indicating the grant of a new US patent, and that the International Nonproprietary Names (INN) expert committee has approved the name "dencatistat" for the Company's lead compound STP938.
Guardians Top Prospect Suffers New Injury
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Guardians' David Fry Among MLB Leaders In This Hitting Stat
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Muhammad Agil
IT Business Enabler · I am a fresh graduate in Information Systems from Gunadarma University with a passion for web development. My technical skills include React JS, Next.js, and Laravel. I pursued independent studies at Alterra Academy, focusing on frontend development, and contributed to various collaborative projects. Additionally, my experience as a supervisor in the Information Systems ...
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How the leader of the organization handle his company and business. mgt400 introduction to management assignment leadership programme cs290 group cs2905a. ... ASSIGNMENT 1: LEADERSHIP FACULTY/ PROGRAMME : FSKM/ CS GROUP : CS2905A STUDENT NAME & ID : NURUL SYAHIRA BINTI ARIFFIN (2020834318) PREPARED FOR : MADAM MAZIAH MOHAMED ARIF
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ASSIGNMENT QUESTION OBJECTIVE The assignment is focused on transformational leadership and teachers' work motivation. There are two tasks to this assignment. The first task involves an analytical review of an academic article on transformational leadership and work motivation in elementary schools, followed by the second task which is undertaking an actual study related to this topic in an ...
HMEF 5023 : 5023
HMEF 5023_V2 EDUCATIONAL LEADERSHIP v1.docx. ASSIGNMENT _ HMEF 5023_V2 EDUCATIONAL LEADERSHIP SEPTEMBER SEMESTER 2019 SPECIFIC INSTRUCTION 1. Answer in English or Bahasa Malaysia. 2. Number of words: 3000 - 5000 words excluding references. ... Huraikan, dengan contoh- contoh, LIMA amalan pengurusan . Sebagai pemimpin pendidikan, melaksanakan ...