Topics: Leadership, Strategy, Leadership development Pages: 8 (1636 words) Published: April 19, 2015

Personal leadership development plan

This paper defines the leadership and discusses necessary steps to make to achieve a well-developed strategy plan. There are many definitions of leadership and even leadership professionals have diverse views about it. Leadership is not about your position, power or rank, for me, leadership involves the self-awareness, identifying your weakness and strengths. Leadership involves taking opportunity the first and applying personal self-control methods to win the second, surrounding yourself with the right group to overcome some of your faults; where the ultimate goal is to win the trust of your followers to move them toward a mutual goal. From another standpoint, the spearhead should be able to recognize his team needs, inspire them and add toward the improvement to make many other leaders. Being a leader in a governmental ministry, where the number of permanently employed staff is nine hundred, appropriate leadership strategy and skills is needed; to cover up the daily challenges in the ministry. Therefore, it is very necessary to develop a good and realistic development plan in leadership to handle these challenges. Mission, vision and core values

The vision of this development plan of a project is to be the leading leader in developing and creating new leadership and leaders in the team of the ministry. The mission of my development plan is to develop a performance management system to make certain of executing the strategy and clear accountability. The core values of this new leadership strategy or plan is pledging to high moral standards, frankness, and uprightness, and embracing excellence, eminence service and incessant improvement from my followers.

When developing the development need plan, it very necessary to understand diverse leadership styles and an emotional acumen, strengths and weakness related to it. Effective leadership eludes many people and organizations (Goleman, 2000). The most successful leaders have stronghold and weakness in the following emotional acumen know-hows; motivation, social skills, self-awareness, understanding, and self-regulation. They are six method of leadership; each one of them applies the key component of the emotional intelligence in not the same combinations. The six basic leadership styles include; coercive, pacesetting, authoritative, coaching, affiliative and democratic. The coercive style is very appropriate in a setback situation, after handling workforces difficulties; it involves do as the boss says, however, it limits organizational flexibility and weaken motivation. In the pacesetting leadership, a leader set high standards of performance which the followers use as impact on positive motivation, but it overwhelm some of the followers. Coaching style focuses on personal development. An authoritative method is the one that uses a “accompany me” tactic. It organizes well in the industry that is in an implication; however, it is not effective when dealing with more experienced professional than you. A democratic method gives my followers a voice in the decision-making, but it gives birth to endless meeting. The last in the leadership styles is an affiliative method, it valid in coming up with the team accord or growing morale. But the style focus on praise can permit a poor act to go uncorrected.

To come out as the top spearhead, I should know more than one method of management. Being this kind of a leader, it is flexible in changing from one style to the other as per dictation of the circumstances. The more method I understood, the better. In particular, being able to switch from one form of style to the other, as the situation dictate, make the best organizational environment in the ministry.

Incorporating aspects of each of the three elemental charm proportions, a character-based trailblazer is best seen as an agent of moral change...

References: D, G. (Ed.). (2000). Leadership gets result. HARVARD BUSINESS, MAR/APRI
Peterson, R. S., & Mannix, E. A. (2003). Leading and managing people in the dynamic organization. Mahwah: Lawrence Erlbaum Associates.
Wright, T., & Lauer, T. (2013). What is character and why it really does matter.Organizational Dynamics, 42, 25-34.
Montross, D. H., & Shinkman, C. J. (1992). Career development: Theory and practice. Springfield, Ill., U.S.A: C.C. Thomas
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