Personal Leadership Development Plan
Personal Leadership Development Plan
Ivan F Rodriguez
University of Phoenix
Abstract
This leadership development plan (LDP) is tailored for its author and is not a research paper in the traditional sense. The author begins with his personal framework for leadership. Included are the results of several leadership assessment tools, information from coaching, and personal feedback, and insights into the author’s goals for career and leadership development. The report concludes with thoughts on future development, and evaluating the progress of personal development.
Keywords: development plan, transformational leadership, behaviors, practices, learning process.
Introduction
It is my learned opinion that leaders are made not born, and their DNA influences the speed of the process. It does not matter what leadership theory is considered (trait, behavior, power and influence, situational, charismatic, or transformational), one can get the required knowledge, learn to behave in a certain way, develop specific demeanors, and even modify one’s attitudes and personality to become an effective leader. Relevant and vast evidence has been accumulated in the last several years and suggests that training interventions can develop leadership on those trained (Dvir, Eden, & Avolio, 2002). Further, people’s intellectual abilities, logic-mathematical, linguistic, spatial, musical, kinesthetic, interpersonal, and intrapersonal (Gardner, 1993) are optimized combining the innate humans’ skills (brain structure) with formal training.
I am happy to develop my path to transformational leadership (TL) under this principle, I will acquire new knowledge, and master required behaviors to be an effective leader, one with attributed charisma who demonstrates authentic interest in the well-being of others, stays calm in crisis situations, and formulates decisions that benefit the group as a whole, a leader who demonstrates competence, and earn followers’ respect (Bass &
Ivan F Rodriguez
University of Phoenix
Abstract
This leadership development plan (LDP) is tailored for its author and is not a research paper in the traditional sense. The author begins with his personal framework for leadership. Included are the results of several leadership assessment tools, information from coaching, and personal feedback, and insights into the author’s goals for career and leadership development. The report concludes with thoughts on future development, and evaluating the progress of personal development.
Keywords: development plan, transformational leadership, behaviors, practices, learning process.
Introduction
It is my learned opinion that leaders are made not born, and their DNA influences the speed of the process. It does not matter what leadership theory is considered (trait, behavior, power and influence, situational, charismatic, or transformational), one can get the required knowledge, learn to behave in a certain way, develop specific demeanors, and even modify one’s attitudes and personality to become an effective leader. Relevant and vast evidence has been accumulated in the last several years and suggests that training interventions can develop leadership on those trained (Dvir, Eden, & Avolio, 2002). Further, people’s intellectual abilities, logic-mathematical, linguistic, spatial, musical, kinesthetic, interpersonal, and intrapersonal (Gardner, 1993) are optimized combining the innate humans’ skills (brain structure) with formal training.
I am happy to develop my path to transformational leadership (TL) under this principle, I will acquire new knowledge, and master required behaviors to be an effective leader, one with attributed charisma who demonstrates authentic interest in the well-being of others, stays calm in crisis situations, and formulates decisions that benefit the group as a whole, a leader who demonstrates competence, and earn followers’ respect (Bass &
References: Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: Sage Publications. Burns, J.M. (1978). Leadership. Baltimore, MD: Harper Perennial Carnegie, D Cohen, W. A. (2000). The new art of the leader: Leading with integrity and honor. Paramus, NJ: Prentice Hall. Dvir, T., Eden, D., Avolio, B.J., Shamir, B. (2002). Impact of transformational leadership on follower development and performance: a field experiment. Academy of Management Journal. 45(2), 735–744. Gardner, H. E. (1993). Frames of mind: The theory of multiple intelligences. Boston, MA: Basic Books. Goleman, D. (1998). What makes a leader? Harvard Business Review on What Makes a Leader. Boston, MA: Harvard Business School. Maxwell, J. C. (2003). Equipping 101: What every leader needs to know. Nashville, TN: Thomas Nelson.