Leadership Skills: Practical Demonstration and Competency Assessment

This assignment consists of a practical demonstration checklist related to leadership skills and work priorities. It covers areas such as using business technology for organizing tasks, measuring and maintaining personal work performance, assessing competency against standards, seeking feedback, maintaining work-life balance, participating in networks, and developing new skills. The checklist includes activities, comments, and assessor feedback sections. The document also includes a reference list of leadership and management resources.

Running head: LEADERSHIP ASSIGNMENT
Leadership Assignment
Name of the Student
Name of the University
Author note

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LEADERSHIP ASSIGNMENT
Assessment Method Two– Practical Demonstration Checklist
Activity Comments
Satisfactory
response
Assessor use
only
Yes No
• How you plan to use business
technology to organize and
priorities work tasks and
commitments
• Making a to-do list: At the
beginning of every week or
day, a to-do list is very much
required to remember what and
when to do and by whom.
Write down all the pending
jobs and their deadlines at one
place by consolidating all the
small jobs in a comprehensive,
single list.
• The entire work load has to be
reviewed on a regular basis so
that no task gets lost in the
course of work. In order to
avoid this situation, the entire
project needs to be delegated to
a particular team so that
allocating jobs to individual
employees and giving them
deadlines are not required.
• The deadlines are to be set in a
realistic way. While making
the list, the due dates are not to
be established on the basis of
any personal choice. Instead of
that, the deadlines are to be set
according to requirements of
the job. A little research should
be done before ranking the
tasks.
• The interdependent tasks are to
be assessed on a daily basis.
• Even after the tasks are
prioritized, some of the tasks
may have extremely important
consequences during the
course of action. Therefore the
tasks should put in a way that
requires restricted
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consequences.
• The primary course of action
should be reassessed
continuously. It may not need a
dairy supervision, but weekly
reassessment is required.
• How you plan to measure and
maintain personal work
performance
• Identifying the time frame that
is available for working
depending on the individual
job designing and personal life
goals.
• The most significant actions
for completing a job should be
blocked during the course of
actions. These actions may
indicate the particular things
that are the performance
measurers.
• The daily to-do list should be
reviewed repeatedly and it
should be scheduled in urgent
and top-priority activities along
with the critical jobs which
cannot be avoided or
delegated.
• Suitable contingency time
should be blocked
immediately. Generally it
depends on the unpredictability
of the jobs and the team
members’ way of working.
• It cannot be predicted when
will the interruptions occur,
therefore some space should be
left in the entire schedule so
that the performance can be
flexible and can be rearranged
if required.
• Review the schedule and
individual goals for evaluating
the required time for achieving
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LEADERSHIP ASSIGNMENT
the ultimate goal.
• Methods you are planning to
use to assess competency
against competency standards
After making a competency
framework, the individual competency
requires to be assessed against this
standard competency. The methods
are:
• Identifying every necessary
element for the job
• Performance criteria for every
such element requires to be
framed in a standard checklist
that includes columns for
demonstrated and non-
demonstrated criteria
• Notes should be included that
leaves space to talk to
individual employees
• The problems that have been
found in the course of action
should be listed for further
assessment.
• Critical criteria are to be
mentioned and highlighted.
• Proper feedback should be
given in order to improve the
individual performance
• Potential values and attitudes
that may be explicit or implicit
in some of the competencies
should be underpinned.
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• Methods of seeking feedback • Sometimes individuals may
assume that their performance
is going well, however they
should always ask for feedback
from their managers and co-
workers that may give them a
constructive and honest way
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LEADERSHIP ASSIGNMENT
for improving the performance.
• While asking for feedback, an
individual should not make it a
competition; rather they should
consider the feedback system
as a constructive way for
improving their performance.
They should not get angry
hearing the criticism and keep
a positive attitude to make the
most out of any situation.
• While asking feedback, some
may not get the expected ones;
therefore they should always
ask clarifying questions for
getting job-specific
suggestions.
• Communicate more openly and
be honest to the employees and
managers so that they can take
full responsibility for their own
mistakes.
• Strategies for maintaining an
appropriate work-life balance
to manage personal health and
stress
• Playing the strengths
• Prioritising the time
• Knowing the troughs and peaks
• Plotting the personal time
accordingly
• Setting the working hours and
stick to the schedule
• Finding time for the finances
• Managing the timeline based
on long term goals
• Create a comfortable work
space
• Use the technologies as much
as it can be utilised
• Making exercising a must in
the daily routine
• Understanding and nurturing
the work network
• Doing what an individual loves
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LEADERSHIP ASSIGNMENT
on a daily basis
• Making realistic goals
• Getting coached by a senior in
the business
• Taking care of anxiety or self
doubt
• Spending time with close ones
and sharing problems with
them so that they can cheer and
support you.
• Any networks you participate
in or networks you are
planning on participating in
Planning to nurture and join more
social media networks for getting a
wide access to the clientele.
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• The new skills that you have
planned to develop, and the
strategies you have
highlighted to do so
• Managing social and personal
priorities
• Developing skills to empathise
with employees and co-
workers
• Meditate more often in order to
have more focus in one work
• Develop more emotional
intelligence to understand the
emotional needs of others
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• Career objectives • Being more proactive
• Empathize with others
• Be more focused on job
responsibilities
• Monitor employee
performance and develop more
employee engagement
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Reference list
Bolden, R., 2016. Leadership, management and organisational development. In Gower
handbook of leadership and management development (pp. 143-158). Routledge.
Bush, T., 2015. Understanding instructional leadership.
Ceptureanu, E.G., Radulescu, V., Marin, I. and Luchian, C.E., 2017. Peculiarities of
management and leadership styles in Small and Medium Enterprises from Romanian IT
sector. ECONOMIC COMPUTATION AND ECONOMIC CYBERNETICS STUDIES AND
RESEARCH, 51(4), pp.127-138.
Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence.
Upper Saddle River, NJ: pearson.
Müller, R. and Vaagaasar, A.L., 2017. Balanced Leadership in Projects.
Walden, S.E., Foor, C.E., Pan, R., Shehab, R.L. and Trytten, D.A., 2015. Leadership,
management, and diversity: missed opportunities within student design competition teams.
In 2015 ASEE Annual Conference and Exposition.