Personal Leadership Development - Case Study Example

Personal Leadership Development Plan Introduction At this point in life, I have been able to understand the various dynamics that influence the development of an effective thinker. In the course of my study, I have been particularly interested in leading others, not only in the education field, but in future professional practices. Being a critical listener and a thinker I have gathered significant knowledge in being effective, but none of this can be likened to the extensive knowledge I have learned in the course of my learning. Evidently, I have pursued the need to maintain a competitive strategy and developing warranted skills that are instrumental in improving my leadership skills. My work in the logistics industry also helped strengthen my resolve to be a leader and develop myself. In the logistics industry, while being a leader is important, I understood that it is not an innate skill but one that is developed over time. The importance of strong leadership in this field was a constant motivator through the difficult times. I always tried my best to develop into what is required of top leadership. I began in the sales and marketing department, gaining valuable experience before being promoted to the position of a sales team leader. The financial crisis was especially a huge influence on the direction my career and leadership skills development took.it was a difficult time in the logistics industry, but through my leadership, the company I worked for then, Long Van International Freight Forwarding navigated the storm. I devised a strong staff policy that ensured the maintenance of a strong relationship with important customers, a follow-up system, and a quality service provision plan. It was a difficult time but I always maintained a positive attitude throughout the process, and this got me other prestigious positions in other companies like Sail link International Freight Forwarding Co., Ltd later (Fredrickson, 2003; Peterson, Balthazard, Waldman and Thatcher, 2008). Since I was born, I have never performed as effective leaders given my limited scope of understanding of the subject. In this respect, I intend to use all available literature that I have learnt throughout the course of my study in realizing the benefits of an effective leader. As a consequence of reflecting on my activities and accomplishment in leadership, my conceptualization in creating an environment that enables a group of people to effectively carry out their duties. How can this be achieved? Whereas I intend to use various strategies to achieve this, a number of factors are imperative in modeling my approach. It is imperative that I create a well-defined approach that integrates various issues that are attuned to becoming an effective communicator and leaders. This is important notably in the learning sphere, but when managing large groups of individuals. The project elements entailed in this plan will not be a heavily involved approach. In the first section, I will consolidate some the leadership assessments learn from the course as a basis for an extensive analysis. The second section intends to solicit feedback obtained from relevant measuring tools attuned in the literature provided by enabling the successful development of an effective leader. The idea is to get simply a feel of how I can rate myself against various leadership styles and values in identifying important aspects of leadership. Leadership Framework Leadership Concept My definition of an effective leader consolidates a number if the various components that are essential in identifying the various significant aspects of leadership. Discovering one’s potential of being an authentic leader necessitates a commitment in developing oneself. Just like athletes and musicians, one must strive to realize their potential. A number of important factors are important in addressing the various concepts of leadership. This can be drawn from various aspects and dimensions as depicted in divergent literature reviews. Learning from My Life History The path of becoming an authentic leader arises from the self-analysis conducted in understanding oneself. An individual’s life story offers various concepts that are linked to a number of significant values and inspirations (Bill et al., 2007 p. 132). Barth’s famous quote “an individual’s story is not your life” suggest that it is only an individual’s personal narrative that is important not different facts of your life. An individual’s life narrative can be likened to a permanent record playing in the individual’s head. Over time, the events are replayed showcasing the importance of the events and personal interactions that suit one’s life in an attempt to create successful leadership (Bill et al., 2007 p. 132). Whereas the life story of authentic leaders integrates various experiences, it is reported that a significant number of leaders obtained their motivation from divergent experiences in their lives. It is described that the transformational effects of personal illness, loss of job, the death of a close relative, to name a few (Bill et al., 2007 p. 132). As opposed to viewing themselves as victims of the incidences, authentic leaders incorporated various formative experiences in presenting meaning for their lives. These events were framed to address various challenges and to discover their passion (Bill et al., 2007 p. 133). I believe the experiences of my past shaped my leadership style and way of thinking about leadership and management. Hindsight is one of the strongest weapons I have always used in making both my life and leadership decisions. In my experience growing up, leaders were always regarded with a sense of mistrust. Even in the corporate sector, I realized that many people had lost their trust in leaders. I have always set out to make every place I work in better than I found it, using lessons from my past to right the past wrongs of whichever organization I work in. Decision Making Simple context are typified by clear cause and effect relationship that is realized by various individuals. More often than not, the right answer is undisputed and discernible. In the aspects of “known knowns,” decisions cannot be questioned since all parties share similar understanding (David and Mary, 2007 p. 69). Evidently, simple context and necessitates the need for a clear and concise management and monitoring. Simply put, facts can be accessed from the prevalent situations, categorized and base the response on established network. In this respect, the leaders can sense, categorize and respond. This implies that the leaders assess the facts that are attributed to the situation and create an appropriate response to the established practice. Not all decision-making process are characterized by appropriate procedures and effective response. Some of these aspects are met with divergent attributes. To begin with issues can be classified in an unwarranted manner causing them to be oversimplified. Leaders that constantly inquire about condensed information, regardless of the complexity of the issues run at risk of misinterpreting the required approach (David and Mary, 2007 p. 70). Secondly, leaders can be subject to entrained thinking, a conditioned response where individuals are blinded on new ways of thinking. In this respect, it is important that I am not susceptible to such approaches. Such susceptibility will affect my judgment in various approaches. In simple, straightforward situations, it is possible to make simple logical decisions. Even with the strongest management systems in place, sometimes, in times of crisis, things do not always go as planned. Many leadership theories are made with the assumption that everything happens in predictable order. This encourages simplification of circumstances and decisions, according to leadership theory. While it is important to stick to one’s strengths and leadership style for consistency, I have always taken care not to fall into a cycle of entrained thinking. Even in routine situations, I always try to find the best solution in every situation. Granted, the thought process might take long, but I believe every problem faced as much a learning experience as it is a chance to display leadership skills. Knowledge is important, but through study and experience, I have learned the importance of incorporating emotional intelligence with my intelligence quotient (Goleman, 2000). I uphold important baseline characteristics in my decision making, like credibility and accountability, but the emotional development also helps me in developing different emotional responses to different situations (Bolman and Deal, 2008). This awareness of myself and my emotional capability always help me in difficult decisions, for instance, during the financial crisis in 2008 (George, Sims, McLean and Mayar, 2007). I believe understanding the personal side of leadership is the key to being exceptional (Mastrangelo, Eddy, and Lorenzet, 2004). Emotional Intelligence Equipping leaders with emotional intelligent skills attributes to working advantages. Emotional intelligence influences success in almost all careers. Individuals are scoring higher on the ability to manage others emotions happen to be the best managers (Cherniss 2012). Emotional Intelligence technique assists leaders to have the audacity to understand the feelings and thoughts of the working personnel and maintaining a working relationship towards Organizational long-term goals, that is essential for coping with change (O’Neill 2013 P. 7). The functionality of emotional intelligence rates managers to be more superior in improving leadership capabilities in the organization (Goleman 2012). The identified emotional intelligence technique is the use of 360-degree emotional capital assessments. The method enables employees to assess the company leaders as well as leaders assessing themselves (O’Neill 2013 P. 7). The emotional intelligence assessments conducted in organizations always focus on strengths dealing with self-actualization, self-confidence, self-awareness, empathy, optimism, individual visionary, work passionate, high energy and strong presence (Newman 2012). The evaluation of the assessments procedure begins with first identifying challenges situations in individual work e.g. negative feedback from assessors through labeling. Labelling helps individuals to see thoughts and feelings experienced hence improving behavior and well-being in relation to emotions (Congleton 2013 p. 127.) Secondly, individuals identify thoughts as to reasons of negative feedbacks arise, it can be poor confidence or individual contribution inhibits organization output satisfaction. Lastly, individuals need to accept the identified challenges. Alternate it by identifying new feelings through taking new actions, which aligns with the intended values implying workability on serving the organization long-term goal (Congleton 2013 p. 128). Exploring Opportunities To explore opportunities, various questions arise from profiling results and literature. Among the identified questions include, what drives strong rational goal approach, how to rebalance the human relations approach, not seeing blind and hidden attributes that others see and areas that needs to be build and developed (O’Neill 2013 p. 7). To achieve professional leadership development plan in the organization, exploring opportunities focus on self-awareness including both self-confidence and empathy. Self-Awareness Studies done on authentic leadership reveals the new connection of emotion to self. Workers daily challenges and stressful personal working experience builds a core component of leadership known as self-awareness (Mayar 2012). Self-awareness creates the credibility of both personnel staff members and managers of the organization through knowing themselves. Knowing themselves enables individuals to face the true inner self in what drives scares and limits individuals in daily working routine. The end outcome of self- awareness attributes to call for action by individuals taking control and making changes in life. Self-confidence focuses on the realm of power and control (Pfeffer 2012 p. 88). Self-confidence personality makes employees and employers purposefully to use the power of choice hence reducing the ability to have things their way. The outcome of self-confidence shows a reduction in own individual power positioning workers hence feeling inferior, ending up their worst enemy. In addition, self-confidence faces complimentary opinion in the phenomenon of bound awareness (Bazerman 2012 p. 88). The phenomenon occurs when leaders make decisions after the findings, with limiting interests to the information gathered. Avoiding the essential information collected and using personal interests when making decisions during implementations, the likely hood of damages to the new initiate plan occurs (Bazerman 2012). For effective performance in the organization, leaders need to focus on gathered information awareness during the decision-making phase. The quality relationship between Organization leaders and followers is important. Personal leadership behaviors determine the type of relationship embraced. Impressive leadership behaviors motivate the employees being led by managers. Understanding the individuals and leveraging the personal side of leadership distinguishes professional leaders having an exceptional performance from the ordinary leaders with average performance (Lorenzet 2012 p. 438). The ability of a manager to emotionally appeal and inspire the employees advocates for a higher probability of success to workers and organization. Learning Use of 360 degrees and Johari windows equips individuals with aspects of the decision- making after lessons learned through life (McLean 2012 p. 132). The feedback collected from the tools enables managers and employees to answer questions raised either concerning emotional intelligence or exploring opportunities, hence eradicating any obstacle to the efficient performance of employees (Pfeffer 2012). Positive emotions construct ideologies of more receptiveness, integrated, innovative and adaptable (Fredrickson 2012 p. 331). Managing social demands requires ability to play multiple roles in competing behavior, a combination of values, knowledge and skills gained hence making workers performance effective and successful in the job (Lenk 2012). Salient lessons learned focus on the individual capability to understand and beware of preferences and actively balancing the preferences within the competing values framework (Quinn 2012 p.369). Workers fully trust leaders who display elements of honesty and authentic while leaders that excel recognize personal encounters regarding weaknesses and balance the problem using identified strengths to avoid unknown challenges. Arguably, performing managers leverage personal natural talents and preferences with the inclusion of lessons learned in life experience while weak managers try to take corrective measures for encountered weaknesses. In addition, managers fail due to water down of unique talents and personality (Stagg 2012). Paying too much attention to negative emotions make individuals trapped in it. Advisably, effective leaders, and working personnel still need to focus on inner experiences. Limit measures of individual trapped in emotions are adhered to (Congleton 2013 p.128). Technically, for individuals to advance into quality leadership development of abilities to balance priorities with the interests and perceptions of others falls under requirements. In addition, performing leaders dissect and remove negative elements and create significantly positive options. To achieve the options, mitigates measures need to attribute to the increase of percentage of positive options towards negative thoughts (Kouzes, 2013 p. 11). Personal Assessment Divergent leadership theories can be used to understand the various dynamics of the personality given its importance in the leadership cycle. It is important that the personality test can be incorporated in order to understand myself. It is through such an analysis that I can potentially create an effective development pan. For this assessment, Kotter’s (1999) will dominate the context of this analysis given its holistic view of individuals. Character and Personality Analysis (test) Myer Briggs The Myers & Briggs test has been a marveled personality test. In this respect, I will include the test in attempting to understand my strength and weaknesses. The test suggests that I am characterized by an ENTJ personality. According to the Myer-Briggs personality test, ENTJ stands for a combination of extraversion, intuition, thinking, and judgment. I have always had an active drive for leadership. All through my life and leadership career, I have always wanted to better myself. I realized early on leaders are not born. I therefore always strive to make myself the best leaders and manager I can be. Whenever I approach a task or a new job, I often try to study the system as it was before, or the decisions and systems that were in place before. This study of the past and my experience and history always helps me in identifying problems and finding creative solutions. I am results oriented, which makes slow progress very frustrating sometimes. However, I try to think of my work and career as a continuous process of mastery, which can take the time to achieve (Leonard, G. 1992). My self- confidence has sometimes been a hindrance to both me and the teams I lead (Pfeffer 2010). I believe this is crucial in managing change(RocheMartin 2009).Emotional Capital Report Certification Program. Roche Martin Pty Ltd. p5-15. Whenever I lead a team, I try to give everyone a chance to contribute (Kouzes and Posner, 2007). Even when I have an opinion, I think is best suited, I still tend to ask other people what they think. I believe the collective approach helps in coming up with a wholesome approach(Bazerman and Chugh 2006). This sometimes means the process takes longer and can degenerate into arguments. However, I believe healthy arguments often results in the best decisions. Johari Window Test In order to effectively understand my decision-making capability and taking some testing was done with the Johari window assessment (Quinn et al 2011 p. 43). The results show I am not self – aware hence it is difficult to express my strength known to other individuals. The results for this test are highlighted below Octogram Test Stanine Scores Octogram score Analysis Networker (Score 4) The score of 4 is an indicator that I am not as good in making new relationships. I believe in my leadership style, but I like to work with people I know and trust; this makes it difficult for me to make new contacts in my line of work. A good networker must be able to make new contracts and express themselves freely. Achiever (Score 6) The score of 6 here shows how driven and ambitious I am in my endeavors. The drive and self-motivation have always been the biggest weapon in my career. I work hard to achieve better results in my workplace and career. Strategist (Score 3) A score of 3 in the strategist category is relatively low. I am not a long term thinker, and this can be attributed to the nature of my career. I started off in sales and marketing and ended up in logistics. In both of these markets, things change rapidly, which leaves little space for long term thinking. This has always influenced my orientation and thought process. Anchor (Score 5) In the very job I do, I like to build structures that solve problems and restore a sense of order and consistency (Neck and Houghton 2006). I love being an agent of change, and building quality systems that outlive my tenure in the organization. Analyst (Score5) My penchant for order motivates my inclination towards analysis. I always like to analyze every single aspect of a problem and seek opinions from all the stakeholders before making a decision. I focus on facts, which helps me make rational decisions. Team Player (Score 5) I like to work as part of a team because of the support and wealth of opinions it provides(Quinn et al., 2011). It is an ideal learning experience and ensures the best all round approach to problems. Helper Score (Score 7) A score of 7 highlights my inclination towards guiding and helping others. I believe others achieve their potential will improve the overall quality of the project and the organization. In a team environment, I focus on both the individual and the team. I being an approachable leader lead to success (Newman, 2008). Personal Development Plan 1. Personal Leadership After considering the various experiences in the divergent aspects and a series of reflection, which are conceptualized by conceptualized theory. The basic plan will integrate Mastrangelo’s strategic approach and their two-step model as a strategy for developing their learning goals. I have proven my propensity to work in teams and present analytical skills. As such, how do continue to deliver my personal leadership approach? I need to address two goals in order to become an effective leader; i. Increased Self and Awareness Self Observation Self-observation necessitates the need to augment one’s awareness, throughout the engagement. This is a pivotal point in changing ineffective and unwarranted attributes (Neck & Houghton, 2006). My octogram results show that I am well placed as a team leaders but, ineffective in being an effective strategist. This implies that I need to further my development in my ability to being strategic in all operational aspects linked to my professional development. In this respect, I can further my interrelationship skills so that I can get divergent views that pertains to various operational aspects of leadership. This engagement will broaden my understanding of key areas that influence planning and long term thinking. This approach will increase my propensity to analyzes issues in more informed approach. If I need to be more authentic as professional leaders it is important that I overcome issues arising from the hurdle of denial that is proposed by George at al., (2007). Accordingly, if I need to an individual if the humility I need to accept the consequences of wrong decision making (Hekman 2012, p. 274). As such for me to accept such issues it is imperative that I improve my self-worth. In addition to the need to grow my accepting responsibility in decision making, I will need to become emotionally string and create strategies that can enhance this aspect. 2. Professional Leadership What do I intend to do in addressing my professional development? Given my CVF it is imperative that I continue to augment my strength in my transformational approach to leadership. Objectives 1. Developing a framework for effective decision-making Decision-making Approach Whereas decision making is an important tool for development, it is imperative that an effective approach is used to being a diligent leader. A focus farming the right question and diligence will enhance my approach to leadership and affiliated practices. As opposed to negatively responding to questions done by other members, I intend to take in their observations do that I can change my thinking. In this respect, the organization will significantly benefit from the initiative through informed decision-making approach and helping with increased mobilization (Charan, 2006). Action Plan GOAL: Being an effective leader in dispensing work functions and decision making. PERFORMANCE INDICATORS RESPONSIBLE TIME LINE May 29/15 Objective 1: Developing a Framework for effective decision-making Strategies: 1. Creating a constructive working environment 2. Change of working environment 3. HR 4. 1/6/15 1. Effectively investigating the situation’s details 2. Effective recording of vital information, pertaining to various functions within the organization 3. HR 4. 3/6/15 1. Consulting with appropriate influencers on effective decision making 2. Regular meeting with staff 3. HR 4. 4/6/15 1. Generation of informed alternatives 2. Reporting different approaches to issues 3. HR 4. 5/6/15 Objective 2: Increased Self and Awareness 1. Continuous self evaluation 2. An improved functionality among teams and workplace 3. HR 4. 9/6/15 1. Work out 2. Improved frequency in gyms and sporting events 3. HR 4. 12/6/15 Conclusion As I reflect back on my leadership approach, I have showcased considerable growth in various leadership aspects. The leading of people and organizations has been improved given the divergent issues affiliated with organizations. For an individual typified by reduced strategist and networker, I have potentially increased my approach in this regard. Reference List Bazerman, M & Chugh, D 2006 “Decisions Without Blinders”, Harvard Business Review, January, p 88-97. Bolman, L. and Deal, T. 2008 Reframing Organizations-artistry, choice and leadership. Jossey-Bass. Wiley and Sons, USA. Briggs Myers, I (1998) Introduction to Type-A guide to Understanding Your Results on the Myers-Briggs Type Indicator. Australian Psychologist Press, Victoria, Australia Bazerman, M. (2012) “Decisions Without Blinders”, Harvard Business Review, January, p. 88 Bill George, Peter Sims, Andrew N. McLean, and Diana Mayer Discovering Your Authentic Leadership . February 2007 Harvard Business Review 129 Cherniss, C. (2012) The Emotional Intelligent Workplace. 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