Deliverable 1 - Leadership Development Plan

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Rasmussen College *

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3504CBE

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Management

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Jan 9, 2024

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Deliverable 1 - Leadership Development Plan Outline 1 Module 01 Deliverable - Leadership Development Plan Outline Rasmussen University MAN3504CBE Operations Management

2 Module 01 Deliverable - Leadership Development Plan Outline What is organizational leadership? When defining leadership, Richard Bolden emphasized the subjective nature of what leading means. He states, "Like notions such as 'love', 'freedom' and 'happiness', leadership is a complex construct open to subjective interpretation. Everyone has their own intuitive understanding of what leadership is, based on a mixture of experience and learning, which is difficult to capture in a succinct definition" (Bolden, R. 2004). The definition I found to be most accurate for my belief in leadership was the process of "influencing others to understand and to agree about what needs to be done and how it can be done effectively, and the process of facilitating individuals and collective efforts to accomplish a shared objective" (Shafique, I., & Beh, L. 2017). Organizational leaders play an imperative role in a company's achieved goals by focusing on all the interconnected segments within, then having the ability to identify and mitigate company risk, and adequately motivating their human resources. Transformational Leader Qualities Transformational leadership occurs when leaders broaden and elevate the interests of their employees, when they generate awareness and acceptance of the purposes and mission of the group, and when they stir their employees to look beyond their own self-interest for the good of the group (Bass 1990). A person who demonstrates strong leadership skills is like having a superpower in an organization. You don't have to have a "manager" title to positively encourage change through motivating and inspiring others to reach a common goal. Before getting into management, I believed that the best leaders cared about the people and that these people were the company's greatest assets. Shaping these assets was essential through empowerment, coaching, and team building. This vision of leadership gave me the groundwork for becoming a great leader. Allowing me to visualize myself as a future transformational leader who would have a very team-focused approach. \

3 Research by Bass (1990) supports transformational leaders possess the following traits: Charisma: Provides vision and sense of mission, instills pride, gains respect and trust. Inspiration: Communicates high expectations, uses symbols to focus efforts, and expresses important purposes in simple ways. Intellectual Stimulation: Promotes intelligence, rationality, and careful problem-solving. Individualized Consideration: Gives personal attention, treats each employee individually, coaches, and advises. (Bass 1990). All the traits mentioned in a transformational leader closely align with how I manage my teams. I spend time building rapport with everyone within my team, focusing on giving personal attention to each individual and providing motivation, encouragement, and coaching based on the individual needs. I work closely with my team to problem solve collectively, inspiring participation in finding solutions that improve our goals and bring innovative change. Additionally, identifying and developing individuals who possess traits of a leader and strong motivations toward learning and growing. My transformational leadership strengths and weakness If I were to identify my strongest leadership strengths, it would be my ability to treat every moment as a coachable moment that can further an employee's personal growth and improve their ability to contribute to the overall company goals. Transformational leadership is crucial for innovation since it focuses on mentoring and coaching that generate intellectual stimulation and charismatic influence to help followers become more efficient without judging them...leaders must support followers by training them and sharing resources to innovate. These leaders stimulate exploration learning and monitoring motivation by asking employees for systematic feedback (Costa, J., Pádua, M., & Moreira, A. C. 2023). This strength encompasses several traits of transformational leaders, such as the charisma to gain rapport with my teams, connect company vision, and motivate individuals to reach their full potential. Studies reveal that one of the most effective leadership style is the leader-coach approach. (Christianto, &

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4 Smarandache 2020). I have accomplished this by promoting team problem-solving that empowers individuals to be part of the solution and providing opportunities to learn new things and explain how their pieces fit the organization's puzzle, providing them with the vision of how they can be a part of reaching the company goals. We all have strengths and weaknesses as leaders, and we want to continuously improve ourselves to reach our ever-changing focus of becoming better leaders. While I am usually great at encouraging teams to adapt to change, supporting teams with new challenges, and providing tools for success at every turn. I have recently noticed that an individual I lead has developed a dependency on my guidance and lacks the confidence to make decisions. Influential leadership can also weaken followers and their dependency on the leader. Dependence on the leader has several manifestations. It implies that the subordinate is limited in his or her ability to proceed with work and make decisions without the leader's guidance. Psychologically, it means that the subordinate's motivation and self- esteem depend on receiving recognition and approval from the leader (Kark, Shamir & Chen 2003). Being observant of this now, I must adapt my leadership style to the individual to help improve his growth. This individual requires me to adapt my leadership style to be more focused on improving his self-confidence and providing regular feedback, encouraging and acknowledging his decision-making improvements. Digging deeper into the issue of employee dependency on my leadership, this employee is a direct Supervisor. The individual's dependency on me to support his decision-making has been seen by his direct reports and perceived poorly. So, it is imperative to start addressing this dependency as it negatively affects his leadership development. My first focus to improve my leadership approach with this employee would be to provide feedback when he shows signs of dependency, such as giving feedback that assures him that he can make these decisions as a supervisor without consulting with me, as well as reassuring him that his decisions are excellent and help him be more confident in the knowledge he possesses to make these decisions on his own. These actions would build his self-

5 confidence in his decisions as a supervisor. Furthermore, I would coach him on improving his poor perceptions among his direct reports, encouraging him to make decisions as the issues arise, which will build their confidence in him as a leader. Additionally, I plan to take additional courses in leadership training that my employeer offers and continue to work on getting feedback from individuals to ensure my leadership style is effective. The role of organizational leaders is highlighted, focusing on their impact on interconnected segments, risk mitigation, and motivation of human resources. I am a practiced transformational leader who works to elevate employees' interest, awareness, and involvement in reaching company goals. As Bass (1990) relates traits of charisma, inspiration, intellectual stimulation, and individualized consideration to a transformational leader. The alignment between these traits and my leadership approach of emphasizing team focus and individualized attention is highlighted. My strength as a transformational leader is my coaching that fosters personal growth, innovation, and efficient team collaboration. However, I do recognize a weakness in the form of a team member's dependency on my leadership. I am devoted to adapting my leadership style to address this issue, focusing on boosting the individual's self-confidence and providing regular feedback.

6 References Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational dynamics , 18 (3), 19-31. Bolden, R. (2004). What is leadership? . Centre for Leadership Studies, University of Exeter. Costa, J., Pádua, M., & Moreira, A. C. (2023). Leadership Styles and Innovation Management: What Is the Role of Human Capital?. Administrative Sciences, 13(2), 47. Christianto, V., & Smarandache, F. (2020). A Review of Coaching Leadership Style in Transformational Leadership Practices. Shafique, I., & Beh, L. (2017). Shifting organizational leadership perspectives: An overview of leadership theories. Journal of Economic & Management Perspectives, 11 (4), 134-143. Kark, R., Shamir, B., & Chen, G. (2003). The two faces of transformational leadership: empowerment and dependency. Journal of applied psychology , 88 (2), 246.

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