SOCW6070 Walden University Leadership and Management Journal Due Friday June 7, 2019 @ 5 PM Last week, you began exploring the similarities and difference

SOCW6070 Walden University Leadership and Management Journal Due Friday June 7, 2019 @ 5 PM

Last week, you began exploring the similarities and differences of leadership and management roles and the contributions these roles make to an organization’s functioning. Social workers need to be aware of these similarities and differences in order to determine which management or leadership skills are most appropriate in a given position or situation.

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This week, you have focused on the influence of external factors on an organization’s functioning with a special focus on their impact on the leadership of social workers in supervisory roles.

As you have explored leadership and management roles, skills, and behaviors, you may have become aware of how these align, or do not align, with your personal skills, strengths, and interests. You may also have begun to consider how external factors might influence you if you were to assume a leadership or management role in social work.

For this Assignment, you assess your strengths and areas for growth in order to determine what aspects of leadership and management are a good “fit” with your personality, leadership style, and relevant skills. You also address how external factors might influence you as you serve in a leadership or management role.

Assignment (4–5 paragraphs): Complete the following: (Use subheading in response, use APA references and be very detailed in response professor requires it)

Assess your strengths and areas for growth with regard to both the leadership and management roles based on what you understand about these roles so far. Be sure to address whether your skills and interests align better with the leadership or management role.
Identify at least one area of growth in either of these roles you would like to further develop, and explain why.
Identify two significant external factors that might influence your work if you served in a leadership or management role in social work. Explain why these external factors are significant and how they might affect your work as a leader or manager.

References

Northhouse,P.G. (2013). Leadership: Theoryand practice (6th ed.).LosAngeles: Sage Publications

Chapter 1, “Introduction” (pp.

Northouse, P. G. (2018). Introduction to leadership: Concepts and practice (4th ed.). Washington, DC: Sage.
Chapter 1, “Understanding Leadership” (pp. 1–18)

Lauffer, A. (2011). Understanding your social agency (3rd ed.). Washington, DC: Sage.

Chapter 3, “Role Playing and Group Membership” (pp. 70–98)

Plummer, S.-B., Makris, S., & Brocksen, S. M. (Eds.). (2014b). Social work case studies: Concentration year. Baltimore, MD: Laureate International Universities Publishing [Vital Source e-reader].

“Social Work Supervision, Leadership, and Administration: The Phoenix House” (pp. 82–84) 1
Introduction
L
eadership is a highly sought-after and highly valued commodity. In
the 1 5 years since the first edition of this book was published, the
public has become increasingly captivated by the idea of leadership.
People continue to ask themselves and others what makes good leaders. As
individuals, they seek more information on how to become effective
leaders. As a result, bookstore shelves are filled with popular books about
leaders and ad,·ice on how to be a leader. Many people belie,·e that
leadership is a way to improve their personal, social, and professional lives.
Corporations seek those with leadership ability because they believe they
bring special assets to their organizations and, ultimately, improve the
bottom line. Academic institutions throughout the country have responded
by providing programs in leadership studies.
In addition, leadership has gained the attention of researche rs worldwide.
A review ofthe scholarly studies on leadership shows that there is a wide variety
of different theoretical approaches to explain the complexities of the leader­
ship process (e.g., Bass, 1990; Bryman, 1992; Bl)’Tllan, Collinson, Grint, Jack­
son & Uhl-Bien, 201 I ; Day & Antonakis, 2012; Gardner, 1990; Hickman.
2009; Mumford, 2006; Rost, 1991). Some researchers conceptualize leader­
ship as a trait or as a behavior, whereas others view leadership from an infor­
mation-processing perspective or relational standpoinl Leadership has been
studied using both qualitative and quantitative methods in many contexts,
including small groups, therapeutic groups, and large organizations. Collec­
ti,·ely, the research findings on leadership from all of these areas provide a
picture ofa process that is far more sophisticated and complex than the often­
simplistic view presented in some of the popular books on leadership.
This book treats leadership as a complex process having multiple
dimensions. Based on the research literature, this text provides an in-depth
I Cl)
1.1 FmPrninn Pr;>rtirP< 2 LEADERSHIP I TH EORY AND PRACTICE description and application of many different approaches to leadership. Our emphasis is on how theory can inform the practice of leadership. In this book, we describe each theory and then explain how the theory can be used in real situations. LEADERSHIP DEFINED There are many ways to finish the sentence, "Leadership is...." In fact, as Stogdill ( 1974, p. 7) pointed out in a review of leadership research, there are almost as many different definitions of leadership as there are people who have tried to define it. It is much like the words democracy, love, and peace. Although each of us intuitively knows what we mean by such words, the words can have different meanings for different people. As Box 1.1 shows, scholars and practitioners have attempted to define leadership for more than a century without universal consensus. Box 1.1 The Evolution of Leadership Definitions While many have a gut-level grasp of what leadership is, putting a definition to the term has proved to be a challenging endeavor for scholars and practitioners alike. More than a century has lapsed since leadership became a topic of academic introspection, and definitions have evolved continuously during that period. These definitions have been influenced by many factors from world affairs and politics to the perspectives of the discipline in which the topic is being studied. In a seminal work. Rost ( 1991} analyzed materials written from 1900 to 1990, finding more than 200 different definitions for leadership. His analysis provides a succinct history of how leadership has been defined through the last century: 1900-1929 Definitions of leadership appearing in the first three decades of the 20th century emphasized control and centralization of power with a common theme of domination. For example, at a conference on leadership in 1927, leadership was defined as "the ability to impress the will of the leader on those led and induce obedience, respect, loyalty, and coopera­ tion" (Moore, 1927, p. 124}. I lil1.1 Development of leadership Chapter 1 ! Introduction 3 1930s Traits became the focus of defining leadership, with an emerging view of leadership as influence rather than domination. Leadership is also identi­ fied as the interaction of an individual's specific personality traits with those of a group. noting that while the attitudes and activities of the many are changed by the one, the many may also influence a leader. 1940s The group approach came into the forefront with leadership being defined as the behavior of an individual while involved in directing group activities (Hemphill, 1949).At the same time, leadership by persuasion is distinguished from "drivership" or leadership by coercion (Copeland, 1942). 1950s Three themes dominate Purchase answer to see full attachment

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