WK2 Assign 6070

Leadership and Management—A Personal Perspective
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.
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:
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
Leadershipmanagementsocial work
Leadership 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
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