Leadership Development Plan Assessment Answer

Part A – Self Analysis

Introduction

As I continue on this path of introspection over the remainder of the semester, it evolves into a reflective investigation of how I have developed as a leader. My goal is to identify my present leadership style, goals, capabilities, and development areas by thoroughly researching leadership theories and tests. My goal in doing this research is to collect essential data that may serve as the foundation for an all-encompassing strategy to enhance leadership abilities. In my never-ending pursuit of effective and revolutionary leadership, this introduction seeks to pave the road to a meditative state where self-awareness serves as a compass.

Current Leadership Approach vs. Aspired Leadership

Current Approach

Throughout my journey of deep self-analysis, the multiple-choice and essay-based assessments I've taken for this course have been invaluable in illuminating different aspects of my leadership style. My present leadership style is marked by a dedication to teamwork and an emphasis on people's happiness; it is founded on transformational leadership principles. The formation of a team culture that values open dialogue, individual initiative, and group achievement is illustrative of this (Gómez-Leal et al., 2021). The emphasis on personal growth and motivation is intrinsically related to the idea of transformation.

But this inside trip reveals fragile parts that need attention and improvement. Particularly in high-pressure situations, a tendency towards micromanagement becomes apparent. This fact is a great chance for introspection because it shows that although working together is important, so is keeping the delicate balance (Henderikx and Stoffers, 2022). Once this inclination for overcontrol is recognised, there is an opportunity for targeted growth, which might result in more autonomy and the formation of trust. Based on an evaluation of my present methods, this study formulates a proactive strategy to improve my leadership style by making it more adaptable and efficient.

Aspired Leadership

My leadership development objectives include honing a style that is both energetic and visionary, displaying all the hallmarks of great leadership. A culture of inclusivity, honesty, and trust is the foundation upon which the firm's mission rests. The only way to reach the end goal is to create an environment where each team member feels valued and empowered.

Pursuing these objectives calls for leaders to live by authentic principles that emphasized true relationships with followers and a steadfast commitment to doing the right thing. We want to foster an environment where decisions are always grounded in integrity and where it permeates all interactions and decision-making (Galdames and Guihen, 2020).

The proposed approach to leadership is in line with modern ideas that place a premium on emotional intelligence and adaptable approaches. Through developing my emotional intelligence as a leader, I hope to better understand and empathise with people and their problems (Hayes and Irby, 2019). Being open to change also acknowledges that leadership is dynamic and dynamic in nature, which is why adaptability and flexibility are so important.

I am driven by an ambitious vision that will shape my leadership journey into a future where we are nimble and innovative, and make a significant positive difference to our team and the business overall.

Core Leadership Strengths

The results of the Global Leadership Foundation EI Test, Leadership Traits Questionnaire, and Leadership Skills Inventory provide light on my leadership style, revealing a blend of important attributes. These traits make up a complicated combination that is my leadership profile.

Emotional Intelligence:

It was clear that a high degree of emotional intelligence was present after taking the Global Leadership Foundation's Emotional Intelligence Test. The ability to empathise, communicate clearly, and handle tricky social circumstances is a concrete manifestation of this aptitude, which goes beyond emotional awareness (Reshetnikov et al., 2020). Thanks to my high level of emotional intelligence, I can foster an environment at work where people feel comfortable being themselves, where there is an abundance of empathy, and where conflicts are handled with ease.

Visionary Thinking:

Looking back on my career path, one leadership quality that sticks out is my consistent display of vision for the future. By setting lofty goals that inspire my team members to think creatively and tactically, I can see and overcome present challenges. I can conquer obstacles because of my competence (Ding and Yu, 2020). By looking ahead, not only does this perspective drive the company forward, but it also gives team members a sense of belonging and allows them to work together towards a common objective.

Collaborative Approach:

There are several contexts in which situational leadership is used. Another major benefit of the self-evaluation method is that it reveals a leadership style that is more likely to be collaborative. A pleasant team environment may be fostered by leaders who embrace a cooperative style and who can change their leadership tactics based on the circumstances (Kakemam et al., 2020). It fosters an environment that appreciates different points of view and promotes teamwork in addressing problems. Team cohesiveness and the organization's ability to adapt to different circumstances are both boosted by a collaborative approach.

When these qualities come together, it creates a synergistic leadership profile. Elements such as emotional intelligence, creative thinking, and a cooperative mentality are part of this sort of leadership profile, which aims to build a firm foundation (Sinnema et al., 2020). These characteristics, when put together, describe my present leadership story and serve as catalysts for continuous progress and development in my quest for leadership greatness.

Developmental Areas

From introspection, which focuses on areas that are open to change, three important goals have emerged. To grow as a leader, I must achieve each of these goals.

Delegating Responsibility:

My collaborative leadership approach is what sets me apart, but I've come to recognise that my delegating abilities may use some work. Using the Situational Leadership paradigm as a guide, I want to adapt my leadership style to the team's current preparedness. To achieve this goal, it is necessary to have an in-depth knowledge of everyone's skills and to strategically delegate duties in a way that encourages independence (Chabalala and Naidoo, 2021). It is possible to encourage a growth attitude and unleash the full potential of the team by delegating duties based on each team member's unique skill set and area of development.

Conflict Resolution:

When it comes to dispute settlement, the Multifactor Leadership Questionnaire (MFLQ) is a trusted instrument because of its focus on personal growth potential. Recognising the importance of disagreement to team dynamics, I see the necessity to acquire this ability promptly. Instead of settling disputes, they should be turned into opportunities for advancement if we are to reach our goal. I want to create a peaceful work atmosphere that promotes the open and constructive acceptance of other opinions by utilising ideas from various conflict resolution approaches. Accuracy in this area is critical for team unity, especially in trying times when the ability to resolve disagreements constructively could decide the team's ultimate success.

Adaptive Leadership:

To better understand when leaders need to be more flexible in the face of change, we created the Adaptive Leadership Self-Assessment Questionnaire. The capacity to adapt to new situations while keeping a positive outlook is essential in today's dynamic workplace. It is my responsibility as team leader to steer the group into uncharted areas and make sure that we deal with unforeseen obstacles in a timely and effective manner (Chabalala and Naidoo, 2021). Doing so requires cultivating a culture that views adaptation as an intentional commitment to innovation and continuous progress, rather than just a reaction to change.

When these personal development objectives are in sync, the vision considers the team's growth as a whole as well as the individual's advancement. Intentional coordination of delegation, conflict resolution, and adaptation creates an environment where problems are solved quickly, disagreements drive positive change, and the growth of the group becomes an organisational hallmark (Claesson et al., 2020).

Contemporary Leadership Perspectives

I have seen numerous viewpoints on current challenges as a leader, and they all require a sophisticated and adaptive strategy. My present adventure began with my departure from Assessment 1's leadership models.

Servant Leadership:

A detailed examination of the Servant Leadership Questionnaire shows that servant leadership is essential to developing a culture of humility and service in a team. This strategy recognises the leader's responsibility to encourage growth and wellness while prioritising team members' needs (Slack et al., 2019). Because I view leadership as a service, I want to create a workplace that promotes collaboration, cooperation, and accountability.

Authentic Leadership:

In the Authentic Leadership Self-Assessment Questionnaire, authenticity is the most important leadership trait. This attitude supports my objective of a trustworthy and communicative workplace. Authentic leadership encourages open and honest communication among employees (Gardner et al., 2021). This strengthens my desire to lead honestly and uphold my strong morals.

Path-Goal Leadership:

The Path-Goal Leadership Questionnaire helped me understand the importance of flexibility in my leadership style. This new approach emphasises tailoring leadership methods to team members' needs and goals. My commitment to situational leadership requires adapting to improve team performance, like flexible leadership approaches. Adding path-goal theory components makes leadership a navigational experience (Umuteme and Adegbite, 2022). This allows the leadership route to be tailored to staff goals and incentives.

Conclusion

My reflection has illuminated crucial leadership experiences and placed me on a road to personal progress. Introspection into my leadership style and professional goals has reinforced my leadership identity. My leadership style is based on empathy, creativity, and cooperation. Improvements should focus on adaptation, conflict resolution, and delegation.

Modern leadership principles like path-goal and servant leadership have improved my skills. This has enhanced my adaptability and peripheral awareness. The plot centres on unwavering growth, marked by genuineness, transparency, and tactical adaptation.

Self-analysis shows how leadership changes and provides a framework for reflection. Self-awareness helps me overcome leadership challenges and become more relevant and personable.

Part B – Leadership Action Plan

My Leadership Vision

Leadership journeys are necessary to transcend typical leadership and create an effect. It extends beyond work. My future leadership ambitions are to positively affect my team and the industry. To convert leadership into an engine of innovation, excellence, and personal growth, a comprehensive approach is needed. The following sections will discuss the primary causes, the unique value proposition, and the predicted wide-ranging impact of this leadership journey.

Why I Want to Be a Leader

I drive my leadership career by positively impacting my team and industry. Leadership involves fostering an environment that fosters personal and professional growth, new ideas that could alter the world, and artistic expression. I aim to raise standards in my profession via effective leadership with this passion.

What Value Can I Bring

My vision matches my leadership values of cooperation and authenticity. Strategic thinking, emotional intelligence, and collaboration are unique to me. I want to boost the team's potential via open communication and support. Thus, everyone will fulfill their potential and contribute greatly to our aims.

Difference I Want to Make

My contributions should influence team dynamics. I'll use my position to lead the industry, promote moral leadership, and improve the company's culture. Due to the industry-wide impact, our primary aim is to make all employees feel appreciated and respected while holding management to high standards.

Top of Form Personal Leadership Goals

Outstanding leadership requires a well-planned strategy. I carefully set targets to ensure my leadership development. My self-evaluation and purposeful learning and progress align with these aims (Hayes and Irby, 2019). For effortless leadership success, a well-planned strategy is necessary. I carefully set targets to ensure my leadership development. These goals match my intentional learning, personal growth, and self-evaluation.

Top of Form Developmental Goals

Enhance Delegation Skills:

I will use Situational Leadership to improve delegation. To clarify, I'll delegate based on the team's readiness and encourage initiative and accountability. I aim to foster a culture where everyone can contribute to team success by implementing programs to develop team members' skills and link them with mentors.

Refine Conflict Resolution:

I acknowledge the critical relevance of applying what I have learned from conflict resolution frameworks. Keeping the team together while using disagreements as opportunities for personal growth is the objective. I aim to help the team build a strong culture that respects and embraces all viewpoints by taking part in conflict resolution courses and putting feedback systems in place.

Heighten Adaptability:

The main objective of development is to promote the ability to adapt and recover in the presence of change. My goal is to apply the knowledge and understanding gained from the Adaptive Leadership approach to effectively address and manage uncertainty proactively. This will need conducting frequent assessments to evaluate the team members' adaptability. Training sessions are essential for fostering an adaptable culture (Claesson et al., 2020). The goal is to lead the team through dynamic and evolving circumstances by being flexible and proactive.

Top of Form Detailed Action Plan

To successfully traverse the journey of leadership development, it is essential to possess a comprehensive and organised strategy. To accomplish the set goals in terms of growth, this plan details a systematic approach to making the most of opportunities and overcoming challenges.

Top of Form Actions Toward Goals

Delegating Responsibility:

Aligning delegation tactics with the team's skills is made easier after the readiness evaluations are completed. At the same time, by implementing mentoring programmes, we can help team members improve their skills and ensure that they are ready to take on their duties (Claesson et al., 2020).

Conflict Resolution:

Attending conflict resolution classes helps avert confrontations and enhance one's skills. We may enhance our conflict resolution by adopting a feedback system, creating an environment where conflicts are regarded as opportunities for team growth.

Adaptive Leadership:

Regular training to encourage creative thinking is needed to foster a culture of adaptation. Flexibility will be reviewed periodically to allow for fast changes and proactive unpredictability management.

Top of Form Leveraging Strengths

Emotional Intelligence:

Good team communication and problem-solving are simple for me because of my emotional intelligence. This requires a healthy workplace that acknowledges emotions and encourages team members to express themselves (Gómez-Leal et al., 2021). This creates a more unified and empathetic team.

Visionary Thinking:

My vision for the future will guide my high yet achievable group goals. This capacity will inspire the team and promote a growth attitude, which is necessary for innovation and strategic decision-making.

Collaborative Approach:

Our plan will emphasise teamwork to develop a cohesive entity. Effective problem-solving and collaborative decision-making need open communication and a friendly team culture.

Top of Form Addressing Barriers

Delegating Responsibility:

Change management workshops may address change resistance. Outlining the benefits of autonomy in detail may calm worries and ease the transition to a decentralised and self-governing team structure.

Conflict Resolution:

We shall have open communication forums and periodic team-building activities to resolve communication issues. We believe these guidelines will create a welcoming atmosphere where everyone can share their thoughts and work together to solve challenges.

Top of Form Accountability and Acknowledgment

Having a network of people who believe in you, encourage your development, and hold you accountable is crucial for every leader's success on the path to leadership. The significant and life-altering consequences of reaching one's objectives were purposefully brought up by the people I chose to interview. (Henderikx and Stoffers, 2022) This recognises the critical role that recognition and accountability play throughout the procedure.

Top of Form Supportive Individuals

Mentor:

It is extremely important to get assistance from an experienced leader on how to improve your skills in conflict resolution and delegating. Using their wealth of knowledge, this mentor will provide advice and commentary that will help develop all-around abilities.

Peer Colleague:

The benefit of incorporating various points of view into the process of doing work is increased when one interacts with a colleague who is considered to be a peer. By facilitating the sharing of ideas and practices relevant to adaptive leadership, this collaborative relationship will create an environment that is conducive to addressing leadership development from every viewpoint (Sinnema et al., 2020).

Team Member:

Someone in the team will be responsible for communicating the objectives of the group to the other members in a manner that is both clear and concise. To enhance the performance of the group and to match the goals with the purposes of the team, it is vital to guarantee that everyone is included.

Top of Form Impact of Goal Achievement

Achieving these goals boosts an individual's self-confidence as a leader, which benefits them in ways beyond their career progression. The effects are felt in terms of creating a welcoming workplace and helping people develop personally and professionally. These successes boost the company's productivity as a whole by encouraging flexible work methods, efficient delegation, and the settlement of internal conflicts. In an empowered and dynamic work environment, accountability goes beyond just a monitoring tool and becomes a communal devotion to the progress and accomplishment of all parties involved.

Top of Form Conclusion

In the end, my Leadership Action Plan is more than just a basic strategy; it's a deliberate instructional method that weaves into the core of my leadership journey. The success of this approach depends on the synergy between deliberate study and critical analysis of one's performance. We can construct a flexible foundation that encourages development and flexibility with the help of this relationship. Accomplishing goals isn't the only thing that matters; being a great leader who shows flexibility, creativity, and a relentless dedication to improvement is where the real joy is, as I continue on my path of purposeful learning.

References

Chabalala, G. and Naidoo, P. (2021). Teachers’ and middle managers’ experiences of principals’ instructional leadership towards improving curriculum delivery in schools. South African Journal of Childhood Education, 11(1). doi: https://doi.org/10.4102/sajce.v11i1.910.

Claesson, M., Jonasson, L.-L., Lindberg, E. and Josefsson, K. (2020). What implies registered nurses’ leadership close to older adults in municipal home health care? A systematic review. BMC Nursing, 19(1). doi: https://doi.org/10.1186/s12912-020-00413-1.

Ding, H. and Yu, E. (2020). Follower Strengths-based Leadership and Follower Innovative Behavior: The Roles of Core Self-evaluations and Psychological Well-being. Revista de Psicología del Trabajo y de las Organizaciones. doi: https://doi.org/10.5093/jwop2020a8.

Galdames, S. and Guihen, L. (2020). Millennials and leadership: a systematic literature review. Total Quality Management & Business Excellence, pp.1–17. doi: https://doi.org/10.1080/14783363.2020.1812380.

Gardner, W.L., Karam, E.P., Alvesson, M. and Einola, K. (2021). Authentic leadership theory: The case for and against. The Leadership Quarterly, 32(6), p.101495. doi: https://doi.org/10.1016/j.leaqua.2021.101495.

Gómez-Leal, R., Holzer, A.A., Bradley, C., Fernández-Berrocal, P. and Patti, J. (2021). The relationship between emotional intelligence and leadership in school leaders: a systematic review. Cambridge Journal of Education, [online] 52(1), pp.1–21. Available at: https://www.tandfonline.com/doi/abs/10.1080/0305764X.2021.1927987.

Hayes, S.D. and Irby, B.J. (2019). Challenges in preparing aspiring principals for instructional leadership: voices from the field. International Journal of Leadership in Education, pp.1–21. doi: https://doi.org/10.1080/13603124.2018.1562102.

Henderikx, M. and Stoffers, J. (2022). An Exploratory Literature Study into Digital Transformation and Leadership: Toward Future-Proof Middle Managers. Sustainability, 14(2), p.687. doi: https://doi.org/10.3390/su14020687.

Kakemam, E., Liang, Z., Janati, A., Arab-Zozani, M., Mohaghegh, B. and Gholizadeh, M. (2020). Leadership and Management Competencies for Hospital Managers: A Systematic Review and Best-Fit Framework Synthesis. Journal of Healthcare Leadership, [online] Volume 12, pp.59–68. doi: https://doi.org/10.2147/jhl.s265825.

Reshetnikov, V.A., Tvorogova, N.D., Hersonskiy, I.I., Sokolov, N.A., Petrunin, A.D. and Drobyshev, D.A. (2020). Leadership and Emotional Intelligence: Current Trends in Public Health Professionals Training. Frontiers in Public Health, 7(413), pp.1–7. doi: https://doi.org/10.3389/fpubh.2019.00413.

Sinnema, C., Daly, A.J., Liou, Y.-H. and Rodway, J. (2020). Exploring the communities of learning policy in New Zealand using social network analysis: A case study of leadership, expertise, and networks. International Journal of Educational Research, 99, p.101492. doi: https://doi.org/10.1016/j.ijer.2019.10.002.

Slack, N.J., Singh, G., Narayan, J. and Sharma, S. (2019). Servant Leadership in the Public Sector: Employee Perspective. Public Organization Review, 20(4). doi: https://doi.org/10.1007/s11115-019-00459-z.

Umuteme, O. and Adegbite, W. (2022). Project leadership in the oil and gas industry: The case for path-goal leadership theory. International Journal of Research in Business and Social Science (2147- 4478), 11(6), pp.184–195. doi: https://doi.org/10.20525/ijrbs.v11i6.1913. 

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