Leadership Plan

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Leadership Plan
Kevin Jackson
University Of Phoenix
February 11, 2013
Dr. Louis Algaze

Leadership Plan
Leadership Theory and Practice over the last seven weeks have challenged and made me re-evaluate my style of leadership I have imitated for the majority of my professional career. Many definitions, leadership theories, models exist to explain the phenomena of the exchanges between leaders and followers. According to Nahavandi (2006) (p. 3), most definition of leadership reflect the assumption, which it involves a process whereby intentional influences is exerted by one person over other people to guide, structure, and facilitate activities and relationships in a group or organizations. This reflection plan will summarize my leadership style based on theory, explain my strengths and weaknesses, address the gaps in my leadership style, and how those gaps will be secure. The reflection plan will also provide a timeline, implementation methods, and how I will assess this plan. Leadership Style

According to Robbins (2007), assessment under the section of my leadership style, the scores for people-oriented was 11 and task-oriented was 13. This is an indication that I have a respectable balance to my task/people orientation to various situations. The assessment of the leadership style closely mirrors Bass FRLT (Full-range leadership theory). According to Bass and Avolio (1994, 1997), FLRT evolved from Bass (1985) transactional/transformational theory. This leadership style (FRLT) comprises nine factors reflecting three broad classes of behaviors of transformational, transactional, and laissez-faire leadership (Antonakis & House, 2002). However, as a leader, I have relied and used more task-oriented leadership or transactional leadership of contingent rewards, management-by-exception of active and passive to have followers to met task objectives set by the organizations. In addition, lassiez-faire leadership in my professional career emerges when the follower(s) has completed the task successfully several times; hence the follower no longer needs any influence to complete the task. Strengths and Weakness

The balance leadership style is my chief strength, I can motivate, give constructive feedback and the ability to set clear task objective to follower when the task is unclear or difficult. Followers can acquire a sense of accomplishments when completing task objectives, and I can transform workplace behaviors as a transformational leader. In addition, followers have a clear role and task requirements, and followers receive positive and negative rewards contingent on successful performance (Antonakis & House, 2002). The understandings of these strengths can excel follower’s performance and able the followers to self-fulfilling prophesy. However, the assessment score of trusting others of four, and delegation score of 36 serves as my weaknesses, which can hinder this balance approach to my leadership style (Robbins, 2007). For example, the low score in trusting others and delegation can hinder the functions of transformational leadership in the form of inspirational motivation, and individualized consideration. Without a higher degree of trust and delegation, followers cannot reach self-actualization or self-fulfilling prophecy. As a leader, I must understand that I cannot complete every task by myself, I must be able to trust and delegate to my follower to get the job done.

Leadership Gaps
The gaps in my leadership, I believe is the use of power, and because of this is using more of transactional leadership style instead of the combination of transformational/transactional leadership. According to the assessment, my preferred type of power is legitimate; this type of power based on my formal position in the organization (Robbins, 2007). However, according to Nahavandi (2006), the use of legitimate power by a leader enables a follower to react to task objectives or goals with compliance...
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