Barrett's Paradigm Related to Organizational Value

Running head: EXECUTIVE LEADERSHIP
Executive leadership
Name of student
Name of University
Author note

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EXECUTIVE LEADERSHIP
Table of Contents
List of figures...................................................................................................................................2
Executive summary.........................................................................................................................3
Chapter 1..........................................................................................................................................3
Introduction..................................................................................................................................3
Vision statement...........................................................................................................................4
Mission statement........................................................................................................................4
SMART objectives.......................................................................................................................4
Figure 1: SMART objectives (Renz and Herman 2016)..........................................................5
Figure2: Barrett’s paradigm related to organizational value....................................................5
Figure 3: Barrett’s paradigm related to personal value (Shanafelt and Noseworthy 2017).....6
Figure 4: Leadership value.......................................................................................................7
Figure 5: Enneagram (Flynn and Hodgkinson 2013)...............................................................8
Chapter 2: Reflective Monograph...................................................................................................8
2.0 Introduction............................................................................................................................8
2.1 Experience Narrative 1...........................................................................................................9
2.2 Experience Narrative 2.........................................................................................................12
2.3 Experience Narrative 3.........................................................................................................13
Chapter 3........................................................................................................................................15
3.0 General leadership theory....................................................................................................15
3.1 Critical Analysis of Experience 1........................................................................................15
3.2 Critical Analysis of Experience 2........................................................................................15
3.3 Critical Analysis of Experience 3........................................................................................16
3.4 Combined Analysis of SWOT, Peer Survey and Psychometric Tests.................................16

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3.5 Triangulation Exercise on all data collection methodologies..............................................18
Chapter 4........................................................................................................................................20
4.0 Personal leadership development plan.................................................................................20
Figure 9: Development spiral.................................................................................................20
Personal leadership development plan.......................................................................................21
Conclusion.....................................................................................................................................21
References......................................................................................................................................23

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List of figures
Figure 1: SMART objectives (Renz and Herman 2016)..............................................................7
Figure2: Barrett’s paradigm related to organizational value.........................................................7
Figure 3: Barrett’s paradigm related to personal value (Shanafelt and Noseworthy 2017)....................8
Figure 4: Leadership value................................................................................................. 9
Figure 5: Enneagram (Flynn and Hodgkinson 2013)................................................................10
Figure 6: Gibbs’ Reflective Model...................................................................................... 14
Figure 7: John’s model of reflection.................................................................................... 15
Figure 8: Kolb’s Learning Cycle........................................................................................ 16
Figure 9: Development spiral............................................................................................ 23

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Executive summary
Leadership skills and behaviors could promote effective communication among the team
members as well as facilitate team working. The leadership skills present among the manager or
leader would also make him much more capable of managing the human resources properly and
at the same time, encourage or motivate them to perform to their potential. From the topic, it was
understood that I had been present in the generation X and managed the core values of my family
though better contribution to the humanity. The Barrett’s model showed the values were higher
than the organization and it maintained compassion, humility and success to be achieved in the
future as well. A responsible leader should be helpful, enthusiastic and possess the ability to
reform for achievement of the goals and objectives with much ease and efficiency.
Chapter 1
Introduction
I, Curtis Williams, am from the baby boomer generation and my parents are George
Williams and Elfreda Williams.
I am in the generation X and have always maintained the core values of my family
including transformational, leadership behavior and skills, self-esteem, survival and maintaining
relationships to be loved and protected. My siblings are Christopher, Annemarie, Andy, Sharon,
Carlos, Dianne and Jeffrey.
I work as the owner and Director of a flagship company within the Security industry. As
a credit union member, I often report about the arts and culture of Tobago through donations and
sponsorship management for Trinidad and Tobago local business chamber of commerce. All the
140 workers including administrative and security officers report to me.

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I am currently at the top of the organization, because I work here as the Director and
owner. My core values are facilitated due to my roles as helper, reformer and enthusiasm in
achieving the goals and objectives. Leadership roles in my family could be understood by their
contribution in social life and club activities within the community.
Vision statement
My vision statement is to become results oriented and focus on individuals’ ability to
promote teamwork and coordination in work.
Mission statement
To obtain family cohesive and enrichment through business activities including
sustainable growth and development and increase in wealth by 2028 along with measuring the
progress by assessing the yearly deliverables (Renz and Herman 2016).
SMART objectives
SMART