Oct 11, 2019 in Psychology

Personal Leadership Development Plan

While coming up with a personal leadership plan, it is vital to acknowledge the personal leadership vision. The aspect of personal development can be enhanced by building new relationships, learning new information and creating a new feedback mechanism. In addition, an effective leadership plan should always address the leadership skills that need improvement. The plan should also incorporate benchmarks that ascertain how one is progressing in building power and influence. This is a competency that a leader ought to capitalize on. Moreover, a leader will always challenge themselves in improving areas pertinent to having clarity of goals before presentation of ideas and helping their teams visualize success. The paper will translate the course learning into a reflective personal leadership development plan. The plan will define a strategy for maximizing leadership effectiveness. 

Leadership Styles and Attributes

The leadership styles and attributes supporting my plan revolve around personal development goals to enhance leadership skills and practice. The plan will incorporate different abilities, skills and competencies. The thing with servant and transformational leadership style is that it is not necessarily a technique but a way of behaving in a manner that can be adopted over the long term. In fact, servant leadership is a complementary of democratic leadership styles which has a direct correlation with transformational leadership. This will encompass increasing confidence in my abilities as a leader as well as recognizing and celebrating good performance. While acquiring servant and transformational leadership skills, I should make an effort to see situations from other people’s perspectives. 

Another skill is making decisions with the best interests of my team members. This will ensure that all members are equipped with knowledge and resources which are vital in meeting their objectives. However, it is vital to acknowledge that servant leadership pertains to focusing on other people’s needs as opposed to their feelings. In this regard, I should not hesitate giving the team members a negative feedback if it will develop an inspiring vision of the future. 

In regards to servant and transformational leadership skills, I will also exhibit the ability to provide support and recognition, stir people’s emotions and inspire them to reach for the improbable. I will also encourage people to have visions that surpass their self-interests. Competencies that support my plan will include motivation, courage, inspiration and self-motivation. The competencies will put me in a better position to create achievable visions, fuel my passion from within and inspire others to create change. I will also be well equipped in providing intellectual stimulation where I can always keep my team engaged and striving to increase knowledge. 

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Leadership Strengths and Weaknesses

The development of transformational leaderships depends on the ability to balance one’s strengths and weaknesses. As a servant and transformational leader, I ought to acknowledge my strengths and weaknesses so as to learn what I can modify and capitalize on. Some of the strengths that I can capitalize on are creativity, multi-tasking, listening, being hard-working and being a team player. In regards to creativity, I will foster innovation by challenging assumptions of what can be done as well as what can’t be done. My creativity will also enable me to react to mistakes and failures in a manner that shows I condone risk taking. I can also use my ability to handle different tasks simultaneously as well as listening and following instructions to my advantage. Being a hard-worker is my other strength where I always achieve what I aim despite the hurdles and obstacles that I’m yet to overcome. Being a team player show that no man is an island and I can work in close liaison with a group of people so as to succeed. 

My inherent weaknesses include complacency where I tend to take a back seat once I feel everything is going as planned. However, I can work on this by coming up with benchmarks to measure progress and ensure achievement of my goals and objectives. Another weakness I’m working on is lacking emotional intelligence where I tend to make some decisions based on my feelings. However, I’m learning to overcome this by accessing a greater edge and balance in my own feelings. Other weaknesses that I need to work on are failing to see the big picture, being a perfectionist and being critical to self and others. 

Action Items to Close Gaps between the Leader I am now and the Leader I would like to Become

To be the leader I want to become, there are some action items I ought to implement. For instance, I can improve my plan by always learning and improving myself. This is a practical and realistic action item because people might not always hear what I say or do but will always watch what I do. Therefore, if my team observes that I embrace this action item, they will also be compelled to do the same and will contribute to growth and development. In addition, people will perceive as a role model and I will have to be careful not to speak negatively nor hold pessimistic attitudes. 

Another action item is to define my purpose as a leader and substantiate how my current position can help me achieve that purpose. I can define my purpose as being committed to help my members in understanding the importance of self-awareness. This will close the gap between the leader I am now and the leader I would like to become by putting forth the perception of an energetic and inspirational leader. I will assess and modify my plan to ensure it’s on track by embracing foreword thinking where my past experiences guide my future by questioning my self-limiting benefits from previous experiences. This will be effective in helping me think where of where I am headed as well as the possibility of individual growth and my member’s growth. 

Using My Plan to Impact my Leadership and Others

I will use my plan to impact my leadership and others by learning how to act as a coach and mentor to others. I can achieve this by making others the focus of my meetings and laying emphasis on listening as opposed to speaking. I will also ask them of their opinions and sentiments before making any decisions. In addition, when my team members approach me with questions, I will embrace an approach of inquiring their preferred courses of action before providing them with a specific manner of dealing with the problem. I will also undertake the prerogative of increasing interaction by inviting my members in my office to catch up on the prevailing issues. This will make them perceive me as a leader who cares about them and have their best interests at heart. 

Conclusion

Transformational leadership is a process where an ordinary person can bring forth the best aspects of themselves and others. Servant and transformational leadership occur when a leader helps his members to reach higher levels of morality and motivation. The module not only changes organizations but also the lives of people within them. As a transformational leader, I will always believe in people’s power and making their success become the team’s success. My leadership development is embedded on the analogy that being a transformational leader takes time. Therefore, I have to transform myself to be passionate about my work and being a role model for others to emulate. 

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