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Leadership Development Plan

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Table of Contents

Introduction 3

Personal Leadership Skills Assessment 3

Leadership Theories 4

Core Leadership Qualities 5

Leadership Development Plan Objectives 9

Short-Term Objectives 9

Long-Term Objectives 9

Leadership Plan Implementation Matrix 10

Appraisal of the Action Plan 13

Conclusion 14

References 15

Leadership Development Plan

Introduction

Leadership is a critical business aspect that determines the failure or success of an organization and one's career outlook. Given the unpredictability of the business climate due to abrupt legislative changes, advanced technology, heightened ingenuity, and globalization, leaders must address strategic and human capital requirements in the corporate setup. To this end, my personal leadership development plan (PLDP) seeks to highlight critical competencies and qualities alongside threats and weaknesses. The PLDP will primarily comprise six critical segments: introduction, personal assessment, objectives for career growth, implementation matrix, evaluation criteria, and conclusion. Since the plan is sequential, the personal assessment section will assist in the formulation of SMART (specific, measurable, achievable, realistic, and time-bound) objectives. Forthwith, I will develop an elaborate implementation matrix, an evaluation system, and a conclusion highlighting my future leadership outcomes. Therefore, the personal leadership development plan will play a critical role in outlining innate qualities and competencies while assisting me in mapping out specific approaches to achieve desirable leadership qualities within set timeframes.

Personal Leadership Skills Assessment

After completing my undergraduate studies, I joined the United Arab Emirates Ministry of Interior as an administrative intern, working on assigned programs. Within six months, the human resource department reviewed my performance and admitted me as a permanent and pensionable employee in the Ministry. Recently, the personnel administrator urged me to enroll in a leadership development program meant to start in July 2021. Although the initiative lasts three months, it assists employees in evaluating their respective career paths, thereby formulating actionable plans to achieve the envisioned objectives. Primarily, the leadership development program presents an incredible opportunity for employees to develop and reinforce their leadership competencies. Despite its effectiveness, every participant must conduct a personalized assessment to evaluate inherent strengths, weaknesses, opportunities, and threats that could enhance or deter future growth. Therefore, I undertook a personal analysis using the SWOT framework to establish my competencies, drawbacks, and possible strongholds.

Table 1: Personal Assessment Results

|Strengths |Weaknesses |

|Sincere and empathetic; |Although I am honest and caring, I tend to neglect my requirements |

|An effective communicator; |or needs. |

|Creative problem solver; |With time, I tend to lose balance, an aspect that reduces my |

|Diligent and responsible; |resilience. |

|I am confident in my judgment and abilities |My creativity could hinder my career growth if I lack implementable |

| |projects. |

| |I struggle in formulating long-term plans. |

|Opportunities |Threats |

|Use my empathetic trait to assist others genuinely |While my motivation comes from challenging experiences, I struggle |

|Become an inspirational leader who motivates employees to develop a |to balance my personal life with my career. |

|proactive attitude |Although I trust my judgment, in some cases, I exhibit potential |

|Nurture my ingenuity to resolve critical challenges bedeviling the |biases and subjectivity during specific evaluations. |

|organization | |

Leadership Theories

With time, scholars such as Awanchukwu et al. (2015) have unraveled various leadership theories seeking to acknowledge and buttress crucial conditions that necessitate leaders' growth and development. According to Khan et al. (2016), these conjectures explicate why specific people become leaders, highlighting the impact of their behaviors and personalities in achieving the fete. For instance, the Great Man theory contends that leadership is an innate characteristic whereby a leader exhumes commendable confidence, intellect, confidence, and social and communication competencies. Similarly, the trait theory infers that leadership is valiant and ordained responsibility based on one's demographic, physiological, and intelligence attributes (Khan et al., 2016). In contrast, the behavioral leadership theory contends that specific leaders' behaviors and actions contribute significantly to one's leadership abilities. According to this conjecture, effective leadership is an acquired capability to focus on technical, human, and conceptual abilities. Awanchukwu et al. (2015) contend that the behavioral theory undermines the trait and the great man theory inferring that any individual irrespective of their in-born characteristics, can become an effective leader. Therefore, different theorists raise compelling discourses regarding effective leadership, its origin, and manifestation.

Core Leadership Qualities

Irrespective of the discontent regarding the cause or nature of effective leadership, I believe that I bear various skillsets to become an admirable leader in the future. Firstly, I have effective communication skills typified by exemplary expressions that lack ambiguity and confusion. Secondly, I am a well-motivated individual who desires to resolve impending challenges using creative solutions (Nykorong & Quisenberry, 2016). Primarily, I garner inspiration from complex projects or situations since I strive to redress such occurrences promptly and effectively. Thirdly, I am an empathetic individual who seeks to understand people's tribulations and assist them in resolving the hurdles comprehensively. According to Nykorong and Quisenberry (2016), self-confidence and emotional intelligence are among the most critical personality attributes that bolster leaders' efficacy. Since my college years, I have been making independent decisions by guiding teams to achieve established goals. Although some of my choices have been irrational based on unsubstantiated evidence or social biases, I have always taken full responsibility. Therefore, whether innate or acquired, I have crucial competencies required to achieve exemplary leadership.

Nonetheless, I lack sufficient experience and exposure to lead, direct, plan, and organize a corporation. Having recently concluded my studies, I am yet to gain sufficient understanding regarding the corporate environment. I concur with Dirztye et al. (2013) that positive leadership reemphasizes the personality trait lens by strengthening one's competencies and virtuousness. Irrespective of my inexperience, I bear strong analytical skills that assist me in visualizing, articulating, and resolving complex problems. As an emerging business leader, I am cognizant of the corporate dynamics and challenges bedeviling the modern workplace. Like Khoshhal and Guraya (2016), I believe that leadership programs and comprehensive training play a critical role in transforming employees into admirable leaders. According to the authors, organizational leaders indoctrinate valuable virtues, such as integrity, confidence, accountability, and transparency, by displaying enviable performance. Moreover, in the age of multiculturalism, companies have adopted inclusive policies to harness inclusivity, thereby encouraging creativity. Therefore, I am a self-confident, empathetic, and responsible communicator who endeavors to learn and implement appropriate planning and organizing capabilities.

Table 2: Required Leadership Skills and Competencies

[pic]Sourced from: Crossan et al., (2012) Developing leadership character. IVEY Business Journal.

From the above discourse, it is apparent that leaders must encompass an enviable character, adequate competencies, and unbowed commitment to achieve success. According to Crossan et al. (2012), a leader must possess a permissive character symbolized by personality traits, virtues, and values. Amanchukwu et al. (2015) define personality traits as habitual thought, behavior, and emotion patterns exhibited by an individual consistently. Although psychology illustrates and defines hundreds of traits, ranging from A (ambition to Z (zealousness), the leadership domain considers five critical traits: openness to experience, extroversion, agreeableness, neuroticism, and conscientiousness. I believe that I am a diligent, agreeable, and self-confident employee who is always ready for new and challenging experiences. Moreover, leaders possess inherent values inculcated by specific belief systems that influence their behavior. For example, a newly graduated student strapped by considerable educational loans might value high income. However, a retiree might pass such an offer in exchange for living nearer closer to his grandchildren. I value integrity, compassion, justice, and accountability since these are my core guiding principles.

Finally, virtues refer to consistent behavioral habits that envisage achieving the greater good. Crossan et al. (2012) retort that leaders require ten virtues of humility, accountability, humanity, justice, courage, collaboration, integrity, transcendence, temperance, and judgment. Aristotle, a renowned Greek philosopher, once quipped that virtues become vices in the deficiency or excess. For instance, excess courage leads to negligence or recklessness, while inadequate courage causes cowardice. Although an effective leader must possess a sophisticated combination of character, competency, and commitment, I agree with Prochazka et al. (2018) that conscientiousness and agreeableness are the most critical aspects in the corporate environment. Today, leaders must be diligent, thorough, accessible, and accommodative to direct, inspire, lead, and organize their enterprises to achieve established objectives. While I lack adequate leadership experience, particularly within a challenging business environment, I am a social and cordial yet meticulous worker who strives to attain and surpass set goals. Therefore, I believe that I possess crucial behavioral and personality traits to become an exemplary leader amid my shortcomings.

Undoubtedly, leadership is a crucial element that defines organizational performance and growth. Nonetheless, it is an elusive accomplishment owing to the numerous yet essential aspects that dictate its attainment and effectiveness. Based on personal evaluation discussion, I am a self-confident, empathetic, responsible, and creative worker who possess effective communication skills. Moreover, I am an intelligent problem solver who unravels innovative propositions to address endemic challenges. Despite my innate strengths and acquired competencies, I require comprehensive planning insights to formulate practical and measurable objectives in line with the existing and futuristic organizational goals. I believe that the leadership development program will assist me in envisioning future outcomes using past and present trajectories. The personal assessment reveals my obsession with challenging projects and situations since they stimulate my creativity and problem-solving attitude. However, these occurrences affect my work-life balance precipitating undesirable episodes of anger, anxiety, or depression (Braun & Nieberle, 2017). I will solicit possible resolutions to avoid these adverse outcomes, such as instilling and maintaining a positive outlook despite existing tribulations. Therefore, the leadership program will assist me in reinforcing my strengths and competencies, exploiting my opportunities while overcoming potent threats and weaknesses.

Leadership Development Plan Objectives

My personal development plan acknowledges that leadership is a broad and multifaceted discipline that requires intense training and mentorship. Since these goals ascribe to the SMART criteria, they will encompass short-term and long-term aims, depending on duration and capability to develop these requirements

Short-Term Objectives

1. To decipher and practice thoughtful planning and directing skills by the end of the leadership program (September 2021).

2. To influence the organization's vision and mission at the departmental level by contributing creative insights to bolster performance, productivity, and profitability by September 2021.

3. To gain an in-depth understanding of leadership by September 2021.

Long-Term Objectives

1. To contribute towards the overall organizational mission, vision, and objectives by introducing creative though achievable ideas within the next five years.

2. To create cutting-edge and practical strategic imperatives to motivate workers, reduce corporate expenses, and improve ingenuity within the next five years.

3. To educate subordinates and employees about leadership, its manifestation, existing theories, and benefits within the next five years.

Leadership Plan Implementation Matrix

The implementation matrix encompasses the envisioned short-term objectives, actions, evaluation metrics, and target dates.

Table 2: The Leadership Plan Implementation Matrix

|Objective |Action |Success Measure |Target Date |

|To decipher and practice |Complete the leadership |Undertake a mandatory evaluation |30 September 2021 |

|thoughtful planning and directing|development program by adhering |exercise; | |

|skills by the end of the |to the established guidelines |Provide my immediate bosses with | |

|leadership program (September | |the assessment report | |

|2021). | | | |

| |Assign various duties to |Appraise their success using |31 December 2021 |

| |departmental subordinates during |formal and informal metrics | |

| |weekly meetings | | |

|To influence the organization's |Complete the leadership |Undertake a mandatory evaluation |30 September 2021 |

|vision and mission at the |development program by adhering |exercise; | |

|departmental level by |to the established guidelines |Provide my immediate bosses with | |

|contributing creative insights to| |the assessment report | |

|bolster performance, | | | |

|productivity, and profitability | | | |

|by September 2021. | | | |

| |Share my ideas with senior |Create a team of like-minded |31 December 2021 |

| |management and subordinates |workers to brainstorm and create | |

| |regarding attainable objectives |ideas | |

| | |Perform an internal survey to | |

| | |determine its feasibility | |

|To gain an in-depth understanding|Complete the leadership |Undertake a mandatory evaluation |30 September 2021 |

|of leadership by September 2021. |development program by adhering |exercise; | |

| |to the established guidelines |Provide my immediate bosses with | |

| | |the assessment report | |

| |Observe and learn from my mentors|Attend all leadership training |31 December 2021 |

| |(experienced leaders) within and |and developmental programs to | |

| |without the organization |garner deeper insights into | |

| | |leadership | |

According to the tabulation above, each objection encompasses two unique actions. Firstly, I must complete the scheduled leadership development program by September 2021 and furnish my immediate superiors with a comprehensive evaluation report. The assessment paper will highlight the program's benefits, the acquired insights, and their implications on my career outlook. Secondly, I will apply the recently acquired leadership competencies and qualities practically. Finally, I will continually update my short-term objectives to match the projected long-term career goals.

I plan to accomplish the initial goal by completing and comprehending the particulars of the leadership program. Since leadership training plays a focal role in molding prospective leaders into enviable professionals, I believe that the exposure will assist me in developing critical skills and competencies. Foremost, the initiative will buttress my innate strengths, such as effective communication and self-confidence abilities, enlightening me about their advantages and application. The program will assist me in formulating a practical and executable strategic plan, thereby bolstering the overall company performance, productivity, and profitability. I plan to appraise the efficacy of this parameter by undertaking an evaluation exercise and furnishing my superiors with an exhaustive report highlighting my achievements. While this assessment criteria could provide actual results about the program's outcome, it could encompass inherent biases since it relies on my individualistic perspective. I will take the prerogative of assigning various duties to the departmental subordinates during weekly meetings. This action will assist me in applying the newly acquired leadership insights practically. My superiors will use informal and formal appraisal metrics to evaluate my planning, directing, and organizing abilities (Pulakos, 2004). Therefore, the second evaluation criteria will provide objective inferences regarding the influence of the PLDP on fostering remarkable career growth and development.

The second leadership development objective will also encompass two vital actions. Like in the first objective, I must complete and understand the intricacies of the leadership program. After submitting my evaluation report to my superiors, I will practically demonstrate the developed skills and qualities. To this end, I will constitute a team of like-minded employees and steer the team in brainstorming worthy ideas regarding the organization. During this phase, I will focus on crucial internal strategies to effectively minimize expenses and allocate scarce resources. For example, the team will create ingenious yet inexpensive employee motivation strategies while streamlining budgetary allocations to achieve the desired outcomes. Lindsjorn et al. (2016) noted that teams play a critical role in outlining one's commitment and engagement levels. Therefore, my ability to create, maintain, and motivate a team of like-minded workers to achieve the second objective will appraise my strategic planning abilities. Nonetheless, I will conduct a brief yet crucial survey among the team members to assess the success or failure of this action. Moreover, I will request my mentors to review the evaluation scorecards and the benefits and pitfalls of the generated strategic imperatives.

Finally, I am going to achieve the final objective through two critical actions. Firstly, I will complete and comprehend the peculiarities of the leadership development program. This action will contribute significantly towards broadening my understanding and perspective about leadership. Primarily, it will increase my exposure to previous literature and suggest practical applications to further my career outlook. Secondly, I plan to widen my comprehension of leadership through observation, mentorship, and learning simulations at the workplace. To this end, I will attend leadership training and development summits to garner in-depth insights regarding this precept. According to Ahmad and Karim (2019), knowledge sharing bolsters personal, team, and organizational success by enhancing creativity, learning, and overall performance. Moreover, it surpasses work-related conventions by fostering employees' life contentment. Al-Busaidi et al. (2008) encourage companies to institute repository knowledge management systems given the benefits of knowledge sharing at the workplace. However, the leadership programs might not capture essential leadership knowledge, thereby limiting this evaluation criteria.

Appraisal of the Action Plan

Leadership is a multidisciplinary aspect that combines innate qualities with acquired skills and competencies. Each of the three objectives encompasses two actions and respective assessment criteria. However, some of the evaluation metrics encapsulate noticeable demerits, such as data subjectivity and inherent biases. To overcome these limitations, I will routinely evaluate my short-term objectives based on their conformity to the espoused long-term objectives. Moreover, I will consult my mentors within and outside the organization to review my progress habitually and provide assessment reports.

Conclusion

A leadership development program is a critical milestone that assists a prospective leader in conducting a personal evaluation to determine inherent strengths and weaknesses. Personally, the PLDP will help to identify my skills and competencies and formulate SMART objectives to reinforce my strengths, exploit my opportunities, and overcome innate weaknesses and threats. I plan to practice thoughtful planning and directing skills to influence the organization's vision and mission at the departmental level by contributing creative insights to bolster performance, productivity, and profitability and gain an in-depth understanding of leadership. I will institute practical actions to achieve these goals and use various evaluation parameters to determine their efficacy. Overly, the PLDP will act as my career blueprint by mapping out the essential skills, competencies, and qualities that will assist me in becoming a creative, agreeable, self-confident, intelligent, fair, and empathic leader.

References

Ahmad, F., & Karim, M. (2019, April). Impacts of knowledge sharing: A review and directions for future research. Journal of Workplace Learning, 31(3), 207-230.

Al-Busaidi, A. K., Olfman, L., Ryan, T., & Leroy, G. (2008, June). The motivations and benefits of sharing knowledge to a KMS repository in an Omani Organization. 10th IBIMA Conference.

Awanchukwu, N. R., Stanley, J. G., & Ololube, P. N. (2015). A review of leadership theories, principles, and styles and their relevance to education management. Scientific and Academic Publishing.

Braun, S., & Nieberle, K. (2017). Authentic leadership extends beyond work: A multilevel model of work-family conflict and enrichment. The Leadership Quarterly, 28 (1), pp. 780-797.

Crossan, M., Gandz, J., & Seijts, G. (2012, February). Developing leadership character. IVEY Business Journal.

Dirzyte, A., Patapas, A., Smalskys, V. (2013, December). What personality traits make an effective leader?

Khan, A. Z., Nawaz, A., & Khan, I. (2016, January). Leadership theories and styles: A literature review. Journal of Resources Development and Management, 16.

Khoshhal, K. I., & Guraya, S. Y. (2016). Leaders produce leaders and managers produce followers. A systematic review of the desired competencies and standard settings for physicians' leadership. Saudi medical journal, 37(10), 1061–1067.

Lindsjorn, Y., Sjoberg, D., Dingsoyr, T., Bergersen, G. & Dyba, T. (2016). Teamwork quality and project success in software development: A survey of agile development teams. Journal of Systems and Software, 122 (1), pp. 274-286.

Nyukorong, R., & Quisenberry, W. (2016, July). Character traits of effective executives: A phenomenological study of CEOs in Ghana. European Scientific Journal, 12(20).

Prochazka, J., Vaculik, M., Smutny, P., Jezek, S. (2018, January). Leader traits, transformational leadership and leader effectiveness: A mediation study from the Czech Republic. Journal for East European Management Studies, 23(3), 474-501.

Pulakos, D. E. (2004). Performance management: A roadmap for developing, implementing, and evaluating performance management systems. Society for Human Resource Management Foundation.

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