Personal Leadership Development Strategy - Research Paper Example

? Personal Leadership Development Strategy Personal Leadership Development Strategy Introduction Experts have asserted that if global leaders adopt transformational leadership, then the global conditions will improve. This is because this style of leadership has the potential to influence the followers positively. Every leader strives to exert a level of influence on the followers. However, transformational leadership involves having a vision and a goal, as well as the capacity to move the followers to share and pursue such vision. The leader needs to exhibit growth towards self-actualization, and inspiring the followers to attain such a level. The content of the course on strategic planning has helped me appreciate the need for leaders to develop exemplary leadership skills on handling tasks, people, motivating followers, decision-making, and problem solving. Moreover, the course has placed emphasis on the need for me to adopt an effective leadership style. This paper will highlight my strategic development plan, my vision, and mission statements, value system, core competencies, current leadership style, and ideal leadership style. Moreover, the paper will also offer an outline of the strategies that I will use to transition from my current leadership style to the ideal one. Vision statement To become an inspirational leader, who can set the pace for my followers, through effective motivation, empowerment, and mentoring programs that can impart them with the relevant potential to become future leaders. Mission statement I will define achievable goals, work towards achieving them. Moreover, I will inspire my followers to formulate their personal goals and seek to advance towards self-actualization. I will establish indomitable principles of leadership that will promote growth of all my subordinates, leaving room for them to register personal growth, as well as that of the organization. Value system As a leader, I have developed an integrated value system defined by personal values, social values, family values, and professional values. I have developed personal values such as commitment and devotion, self-awareness, approachability, aggressiveness, courage, reliability and resilience. Moreover, I hold strong family values that include self-sacrificing love, understanding, responsibility, and respect. These have been the hallmark defining the happiness in my family. It is worth mentioning that I have deep respect and concern for the societal members, and that I support the improvement of the social welfare. Concerning my professional values, I give accord to both people and tasks, communicate effectively, and inspire others. Moreover, I involve others in decision-making, considering their opinion. I appreciate the potential of teamwork, and the efficiency associated with teams (Lussier & Achua, 2010). Current Style of leadership After a self-appraisal, I have realized that I exhibit a transactional form of leadership. This I have focused on offering employees a range of incentives as a form of motivation. The words of Nikita Khrushchev that incentives imparted people with the motivation to work have served as a guideline in my current leadership. In the spirit of this kind of this kind of leadership, I have introduced multiple incentive programs that seek to motivate the workers. I have relied on the theories of both positive and negative reinforcement to motivate the employees to register a high level of performance(Brower & Balch, 2005). Currently, the organization has a salary increment scheme based on one’s performance. Workers who register a high performance receive salary increments in every six months. On the other hand, the individuals registering little effort in their performance and those declining in performance receive a lower salary. An additional incentive system is a health insurance system that exhibits a level of comprehensiveness because it covers most of the employee medical needs. Being one of the incentives, only workers who engage in viable research that can benefit the organization enjoy the benefits As a transactional leader, I have developed reward schemes for the workers. My role as the leader involves defining the scope of the task, and offering commands and appropriate instruction on how each employee can achieve the defined goal. In this type of leadership, I have often placed emphasis on the stringent following of the instructions, with a price available for those who achieving the defined target. Incentivesmay be offered to groups or to individuals registering exemplary performance (Madueke, 2010). In certain circumstances, group-level incentives are more effective in improving performance. For example, when the organization is depending on teamwork to meet stringent deadlines and register proficiency, group incentives are more effective. in such a case, all the reward motivates each expert in the team to bring out the best contribution towards the team’s success. In my current workplace, I have exerted salient pressure for teams to meet annual goals, and I have defined appealing group incentives after a contingent agreement with each team. Sometimes I expect the employees to be able to complete tasks without my direct involvement.When an organization intents to make each employee a ‘supervisor’, it can offer group incentives. Each member in the team understands the consequences of registering low quality work, and is keen to ensure that other members within the team are committed to registering quality performance. Unlike individual-based incentives that cause unhealthy competition driven by self-gain, group incentives promote healthy competition of teams achieving organizational goals. Therefore, when workers exhibit a selfish competitive spirit, it would be rational to offer group-based incentives. A recent case in the workplace of employees exhibiting an unhealthy form of competition prompted the organization to introduce group-based incentives(Madueke, 2010). Apparently, my conformity to the transactional leadership serves to highlight that I have promoted the fulfillment of the lower needs of the employees, encouraging them to exert themselves into the work. Personal Strengths and Weaknesses In order to map effective strategies of improving my leadership style, it became evident that I had to carry out an extensive personal assessment procedure that can serve to highlight my core competencies and weaknesses. I undertook a range of assessment tests that seek to help an individual reflect the personal attributes depicted. Personal assessment helped me have a realistic view of myself, avoiding self-deception. Understanding strengths and weaknesses form platform for personal growth. As a self-aware individual, I exhibit the serenity to accept my shortcomings, while making efforts towards improvement (Tracy, 2008). I strongly believe that I can triumph over my weaknesses and emerge a better leader in the future. SWOT Analysis Strengths Effective managerial skills A strong academic background Exemplary interpersonal skills Inspirational Ability to define an achievable vision and goals Focused on achieving defined skills Optimistic and enthusiastic Weaknesses Lack of adequate listening skills Expecting all people to exhibit a high level of creativity Opportunities Adopting an effective leadership style Carrying out research to identify appropriate motivational strategies Focusing on both people and the task Creating awareness of my vision and goals An enthusiastic spirit among the employees Threats Non-enthusiastic employees Display of a dislike for work Lack of attention to details of task completion Failure to give employees space to demonstrate their creativity and imaginative potential MBTIAssessment As the MBTI tool outlines, I took an honest analysis of myself. It became evident that I am a thinker and highly judgmental in different situations. I expect people to conform to defined procedures and methodologies, a factor that motivates me issue commands and instructions to my subordinates and expect stringent conformity to such instructions. In decision-making procedures, I prefer to adhere to the defined set of rules governing each circumstance. Situational Leadership Scoring An analysis of my level of flexibility when handling different situations revealed that I exhibit a form of rigidity that places barrier for me to consider an alternative leadership style that conforms to the situation at hand. Often, I have the feeling that flexibility translates to compromising my standards, even when it is evident that an alternative would present better results. Evidently, an effective leader should demonstrate flexibility to redefine the course when it deems necessary. My current scores explain why I have held into transactional leadership for so long. Leadership Potential Assessment After answering all the questions as required by the manual of this assessment tool, I scored 36, a score that highlighted that I had started making progress towards effective leadership. I realized that I had made a level of effort and managed to adopt certain attitudes and attributes of leadership. However, this assessment highlighted other areas that I had to set my focus on in order to become a better leader. This test helped me realize that development of effective leadership skills was a growth process, where an individual never achieves full growth. Leaders keep assessing themselves and developing attributes that can enhance their leadership style. This is what I am determined to do (Hacker & Tammy, 2004). Emotional Intelligence Assessment The emotional test is critical in determining an individual’s focus on either the self or others. It became evident that I exhibit awareness towards both the self and others. This translates to the fact that I have the capacity to give consideration to the welfare of others. These findings were intriguing because I rarely consider the emotions of others even though I have the capacity (Adair, 2009). This explains why I have been quite mean with punishing employees who register a low performance without paying attention to their circumstances. It is evident that transactional leadership style is not an effective style in a world that is focused on transforming its structures and thereafter establishes new structures that can tackle the modern challenges (Brower & Balch, 2005). Transactional leadership denies followers the opportunity to progress, obtain new skills and competencies. This form of leadership compels the followers to remain within the same rank of the organization following an established routine motivated by incentives that seek to satisfy low-level needs. Evidently, happiness and contentment do not result from the satisfaction of the lower needs, but rather the higher needs as defined by Maslow’s hierarchy of needs. This type of leadership only serves to produce followers who lack personal goals to achieve, and devote themselves to task completion because of the financial implications stated in the contingency agreement. Without doubt, I need to adopt an effective leadership style to replace transactional leadership. Adopting the Desired Leadership Style “The speed of the leader determines the speed of the gang.” – Mary Kay Ash This quote defines a central aspect in transformational leadership that enthusiasm, speed, and commitment of the followers depend on the vision of the leader (Brower & Balch, 2005). As described above, experts have highlighted the need to adopt a transformational leadership, which has the potential of converting the dysfunctional systems of functional units. The focus of transformational leadership shifts from task completion to the followers. The transformational process targets the followers, seeking to transform them into new products. The available literature on transformational leadership reveals that the leader needs to define goals and visions that can compel the followers to pursue them. The goals formulated must exhibit a positive aspect that will attract the followers to pursue it (Bosher & Hazlewood, 2008). A transformational leader must exhibit enthusiasm, charisma, and optimism. The leader needs to have the courage and willingness to initiate change. Moreover, the leader should be able to stimulate the followers through training, mentoring, and mentorship programs so that they can develop a conviction in the defined goal. A transformational leader must possess the ability to inspire others to bring out their core competencies. The available literature reveals that the research on the principles and effectiveness of transformational leadership started in 1997. Studies carried out since then have revealed that its efficiency depends on the capacity of the leader to mobilize followers to exhibit a unique level of commitment to a certain task, because of the imparted conviction that the goal is worthwhile. Other experts have highlighted that transformational leadership relies on the principles of effective organization. The application of this type of leadership depends on the cultural setup of the society. The unique aspect of transformational leadership is the fact that the followers receive ardent motivation that moves them to undergo a transformative process (Bosher & Hazlewood, 2008). Contrary to exhibiting a pursuit for the satisfaction of low-level needs, followers seek a higher goal of self-actualization. Self-actualized individuals possess the willpower to define goals that conform to those defined by the leader. The enthusiasm and passion of the leader to achieve the determined goals serves to trigger commitment development in the followers. The leaders use charisma to convince each follower to undergo self-analysis and identify core competencies, then apply such in achieving the goal. Transformational leadership has the potential of introducing societal growth if all the individuals involved attain a level of transformation (Bosher & Hazlewood, 2008). The goals achieved through transformational leadership seem impossible when other leadership styles are used. The followers exhibit passion for what they do, and have the space to use their creativity and imagination. The followers develop new skills through training and mentorship, preparing them for challenging positions in the future. The leader also takes time to mentor some of the followers who exhibit real passion in the pursuit of the goals to take leadership in the future. This leadership presents a better structure, and benefits compared to the transactional leadership style. In order to achieve the transition from the transition from transactional leadership to transformational leadership, there is a need to adopt an effective strategic plan and timelines. A change of attitudes from those depicted in transactional leadership to a new set of beliefs and attitudes that conform to transformational leadership is critical. When followers have achieved self-actualization, the leader can claim to have achieved a level of success. Plan and Timeline Goal Specific Action Time-Frames Indicators of Success Definition of compelling goals and visions Analyze the current status of the organization Identify any required changes Publish a white paper outlining implementation of the changes Definition of specific objectives with timelines 3 months Availability of a document showing clear goals and objectives of the organization Motivating and empowering Followers Research of appropriate motivation strategies Holding motivational sessions Offering training and coaching Mobilizing the followers to commit to the defined goals Assessment of the motivation strategies 6 months- 2 years Followers exhibiting a high level of motivation and enthusiasm Higher performance Being a good role model Involvement in the task Setting the pace for the followers Demonstrating resilience and enthusiasm Handling challenges and maintaining optimism All the time Personal assessment and feedback from the followers Effective management of performance Designing strategies of handling tasks Coordinating the follower’s activity Delegation of roles 1-2 years Better outcome Change of Attitudes Dropping transactional leadership attitudes Adoption of visionary attitudes and development of charisma 1-2 years Personal assessment Transformation of Followers Transformation of followers into self-actualized individuals Followers developing personal goals 5-10 years Contentment of followers, and a high level of motivation Conclusion Evidently, I need to adopt an effective leadership style so that I can impart my followers with inspiration and motivation. Transactional leadership is not an effective leadership style in a setting that requires change. Transformational leadership will ensure that the followers undergo a level of growth, becoming better individuals. However, the change will be gradual, and I will rely on various assessment strategies to determine my progress. I have the conviction that implementation of these strategies will make me a better leader. References Adair, J. (2009). Effective leadership: How to be a successful leader.London: Pan Books. Bosher, M., & Hazlewood, P. (2008).Leading the leaders for the future: A transformational opportunity.London: Continuum International Pub.Group. Brower, R. E., & Balch, B. V. (2005).Transformational leadership & decision making in schools. Thousand Oaks, Calif: Corwin Press. Hacker, S., & Tammy, R. (2004).Transformational leadership: Creating organizations of meaning. Milwaukee, Wis: ASQ Quality Press. Lussier, R. N., &Achua, C. F. (2010).Leadership: Theory, application, skill development. Australia: Southwestern/Cengage Learning. Madueke, C. (2010). Regressive leadership and governance: A state of anarchy. Philadelphia: Xlibris Corp. Tracy, B. (2008). Effective leadership.Ahmedabad: Jaico. Read More