Leadership Development Plan with a Particular Highlight - Essay Example

Leadership Leadership Development Plan Table of Contents Executive Summary 2 MLQ Survey Results and Analysis 2 My Leadership Development Action Plan5 My Vision and Core Values as A Leader 7 Conclusions 9 1. Executive Summary The work at hand contains a Leadership Development Plan with particular highlight of the MLQ survey results and analysis, Leadership Development Action Plan, and Vision and Core Values. Additional discussions are provided with reference to some important reading materials discussed in the class. 2. MLQ Survey results and Analysis Below are the results of the MLQ survey. The analysis of the presented data in the table below is based on the figures stated in the following figures. Factor Self Score Sub #1 Sub #2 Sub #3 Sub Avg. Ideal core II (Idealized Influence) 3.25 4 3.125 2.75 3.3 4.4-5.0 IM (inspirational Motivation) 3.5 4 2.75 3.25 3.3 4.4-5.0 IS (Intellectual Stimulation) 3.25 4 3.25 3 3.4 4.4-5.0 IC (Individualized Consideration) 2.75 4 3.75 2.25 3.3 4.4-5.0 TA (Transactional Leadership) 3.75 3.75 3.5 3.5 3.6 4.0-4.5 MA (Management-by-Exception Active) 4 3.75 2.25 2.75 2.9 2.5-3.5 MEP (Management-by-Exception Passive) 4.25 1.75 2.75 4.75 3.1 2.5 PA (Passive Leadership) 4 2.25 2 4.25 2.8 2 As shown in Figure 1, there is a remarkable gap between the sub averages and the ideal scores of the samples. As stated, it is clear that the sub averages obtained by the sample for each factor are going outside the limit, except however for the factor “Management-by-exemption Passive” (MA). After all, the ideal score for MA should be within the range of 2.5 to 3.5. The ideal score for TA should be equal to 4.0 to 4.5. On the other hand, the idea score for MP and PA should be less than 2.5 and 2.0, respectively. This means that the sub-averages at some point and in general have failed to reach the ideal limit required for the ideal scores. Figure 1. MLQ Feedback – Sub averages vs. Ideal scores Figure 2. MLQ Feedback – Self scores vs. Others ave. Based on Figure 2, my scores are not actually far from the others. However, it is remarkably obvious that I almost follow the same pattern with Sub#3. We both have higher scores when it comes to MP and PA, which is quite the reverse case of Sub#1 and Sub#2. In order to define my consistency across others, it is important to include the ideal scores in the actual comparison. As noticed in Figure 3, it follows that I might have become one of the other samples with remarkable pattern when it comes to the actual result and the standing with reference to the ideal scores. I remarkably have closer resemblance of my result to Sub#3, whereas, Sub#1 and Sub#2 have closer consistency with the ideal scores somewhere in MA, MP and PA. However, when it comes to II, IM, IS, IC, and TA, I have the same consistency with others because of my scores on these factors that are somewhere at least one unit below the limit, like any of the other samples. Figure 3. MLQ feedback – Consistency across others Based on the illustrations shown from Figures 1, 2 and 3, I can say that I got higher scores in MP and PA, which are higher than the ideal scores. For this reason, among the important weaknesses that I may have to work on in my leadership is the thing about being too passive. I scored higher in passive leadership, which means that I have to improve my ability to become more active, or at some point, eliminate the possibility of being too passive. On the other hand, my important strength lies on the point that I am somewhere good to become inspirational motivator, because of the strong association to ignite influence, intellectual stimulation and so on, based on the scores I generated from the point prior to MP and PA from Figures 1, 2 and 3. My consistency among sub ratings showed that I may have to improve more on my leadership skills. I may have to improve something that lies within me, and that is the ability to improve my perspective about leadership or my attitude towards it. Although I may not have been the one who got the lowest scores, I can say that I am somewhere in between, which means that I could evaluate that my leadership is somewhere in the average so far. This is something that I need to improve more, because this means that there are other important low points that I need to consider further, and so in the same way I have to ensure that I also have to consider the points that I may have also exceeded the limit of the ideal point. 3. My Leadership Development Action Plan Based on the results presented in section 2, I can say that there are many things to consider in order for me to improve my weaknesses and ensure that my strengths will be retained or even improved more for my advantage as a leader. This requires a substantial program to follow. For this reason, I have to ensure that a Development Action Plan will be implemented. The ideal time frame for me to improve my leadership will be two years maximum. This means that every year, I have to significantly improve more and this should reflect on my scores heading within the range of the ideal scores in MLQ. In particular, I have to correct the point where there is strong passive leadership in me. This will be eliminated when I have to constantly expose myself to the ideal strategies of important leaders and cases that I learned about. In particular, I should invest significant time to learn more about the concept of leadership of John Chambers from Cisco, a leader who always has this attitude of ensuring that he should be dynamic enough in looking ahead of the future (Cisco Sees the Future: An Interview with John Chambers). I have to practice this ideal, in at least one year span of time, while also taking into account the point of Howard Schultz, who is also dynamic in accepting whatever mistakes he might have probably incurred along the process. The point of my argument is to take into account the concept of dynamic evaluation of myself. In this way, I may be able to improve my ability to become more active in ensuring improvement for my leadership skills. My leadership skills should have a reference point, so in order for me to be able to know how I am eventually performing, it is necessary for me to see the leadership strategies and ideas of various renowned leaders in the world today, from time to time. In this way, I may be able to identify the good practices that at some point will stand as corrective factor to improve my leadership weaknesses at present. I have to set at least two years for this activity, learning new things from most dynamic and active leaders, and who are not giving passivity to take its toll on them. I just have mentioned the name of Chambers and Schultz, but the name of others like them should continue to be added on the list. This is the point that I have to learn more from this aspect, so that I will be able to take note of the possible good practices they might simply have. After this, the two years of time frame I have to give for this should be coupled with actual practice. For sure I have to start it with my personal life daily. I will be doing all of these simultaneously for the rest of two years, and then that will continue for good in the future. 4. My Vision and Core Values as A Leader Here are my vision and core values as a leader. I see the world as a perfect place to be led by everyone. Somebody can become a leader in his own little way, which can make a difference for the whole. However, that somebody must be active enough to go for desirable change. So, I see the future with leaders who are potential enough to correct the mistakes of the past and at present. From those leaders, I see a dynamic one that is able to help change the world for good. I see a leader that is capable enough of transforming words into actions and actions into words. The point of that leader is to ensure that both words and actions should go together as guiding principles for each one, and for the other to continue improve and the other to do the same. That leader is me, and I see that that leader has to get rid of the peril of overwhelming comfort zone. I value the idea of innovation, because change is remarkable when there is innovation. When there is innovation, there is dynamism of principles. Therefore, important thoughts and actions should prevail. I always believe in the point that actions always speak louder than voice. It is good enough to ensure innovation as a dynamic tool that will put everything as planned into action. Creativity is therefore necessary prior to achieving the desired innovation. Without creativity, it is hard enough to come up with something new or something more valuable at present time. It is hard to realize how to address prevailing needs without prior consideration given to the value of creativity. On the other hand, it is always important to be more open to corrections and changes. So it matters to adhere to the value of modesty. In this way, there will be more perspectives to be taken into account, without wallowing into the possibility of closing one’s mind to just one alternative course of action. In other words, there will be a great time to explore the reality when there is an open mind and even a one that is open to possible corrections and changes. These core values are I think what would make me become a dynamic leader of our time, and who has the potential to help the world change for good! 5. Conclusions In this paper, the proponent has just developed a leadership action plan that is ready to be implemented any time from now. The thoughts and ideas written in here are founded by the actual research evaluation process and with relevant reference to some important reading materials discussed in class. Works Cited “Cisco Sees the Future: An Interview with John Chambers.” Harvard Business Review 2008: 1-9. Print. “We Had to Own the Mistakes: An Interview with Howard Schultz.” Harvard Business Review 2012: 1-7. Print. Read More