Preparation and Presentation of a Leadership Development Plan

The report is based on the development of a leadership plan for a Nursing Administrator role. It discusses the Intentional Change Theory and various aspects of effective communication strategy. The plan includes a 5-year timeline and aims to achieve desired outcomes.

Running Head: DYNAMIC LEADERSHIP
Topic- Preparation and presentation of a plan for development as a Leader
Student name
University name
Author notes

2DYNAMIC LEADERSHIP
Executive summary
The report is based on the development of a leadership plan. Here leadership plan development
includes a 5-year timeline where the job role of a Nursing Administrator is focused upon. To
have a systematic outlook of the plan developed, the Intentional Change Theory by Richard
Boyatzis. ICT is a multi-level theory which help in the prediction of sustainable desired changes
for dyads, teams, organizations, communities and countries at large. Along with it, various
aspects of an effective communication strategy like coaching, emotional intelligence, cultural
intelligence, empathy, active listening, providing and receiving feedback will be discussed to
support the best work practice. Each phase of the plan is discussed in detail to have a smooth
flow of the paper and achieve desired outcomes of developing the plan at the end.

3DYNAMIC LEADERSHIP
Table of contents
Introduction......................................................................................................................................4
Discussion........................................................................................................................................5
Background of the job role and timeline......................................................................................5
Evaluation and implications of current leadership style..............................................................6
Leadership plan development......................................................................................................6
The ideal self and personal vision............................................................................................7
Real-self and comparison with ideal-self.................................................................................8
Development of a learning agenda...........................................................................................9
Implementing and practicing the desired changes.................................................................11
Relationships that help in learning.........................................................................................14
Conclusion.....................................................................................................................................16
References......................................................................................................................................17
Appendices....................................................................................................................................20

4DYNAMIC LEADERSHIP
Introduction
In this report I have focused on my leadership approach that further help in exploring and
reflecting on the need for self-development as a leader. The reflection will also strengthen my
self-awareness. Here, I will develop a personal development leadership strategy with the help of
key leadership theories and my understanding of the knowledge area. The strategy so developed
will support me in my future workplace engagement which will also help in motivating and
influencing others in the workplace so that collaboration and cohesion increases in the
community. Self-reflection in this regard will help in understanding the need for continuous
learning and how self-development and self-adoptability are the most important tools in dynamic
leadership will also be highlighted here in this reflective paper.

5DYNAMIC LEADERSHIP
Discussion
Background of the job role and timeline
The leadership plan so developed is based on a 5-year timeline in near future where the
job role considered is that of a Nursing Administrator. A brief job synopsis of a nursing
administrator is provided here to enhance the understanding of the leadership approach
associated with the job role. As the name suggests, the main job of a nursing administrator is
management or supervision of other nurses in the healthcare system. Their key responsibilities
are policy planning, financial management, staff management and business management
(Mitchell, 2013). The nursing administrators are required to have robust leadership skills that
will enable them in developing a successful vision of the healthcare organization and will also
help in development of a collaborative work relationship among various staffs and management
so that the vision is upheld at large (Giltinane, 2013). Some key skills and traits required for the
job role are robust analytical and problem-solving skills, good mentorship skills, liaison skills
and in recent times nursing administrators are also responsible for negotiation and inter-
disciplinary management support in healthcare services (Yahaya & Ebrahim, 2016). As per
educational qualifications a masters’ degree in Nursing or Health Administration is preferred for
a Nursing Administration.
I would like to mention that here I have considered a 5-year future plan timeline, because
I think 1-year is too less and 10-years is a too long stretch. Moreover, I believe in job dynamics
and work dynamics as well, where 10-year timeline will be near to stagnation. I am at the verge
of starting my career and have no prior experience in this field, therefore I need to learn things
elaborately and efficiently, for which 5-year timeline is the perfect match.

6DYNAMIC LEADERSHIP
Evaluation and implications of current leadership style
My current leadership style is authoritative one. This is, I feel that I am the supreme boss
and did not support meaningful subordinate participation in ultimate decision-making. I had full
control over my team and there was quite low autonomy in the group. I am a bit rigid in policy
support and implementation and is not a supporter of constant changes in the system. Feedback
collected from my subordinates in my previous job of a Manger in the Production Department
clearly states that I am not easily approachable and as a result the capability of the workforce is
highly affected where synergy was quite low. As a result of my strict leadership style, I was not
fully successful in supporting employee engagement in the diverse workforce in the Production
department. Also, my limited communication ability has increased conflicting issues in work
front as I rarely communicated and interacted with my peers, colleagues and subordinates. This
has impacted the achievement of common business goals to a great extent.
The feedback from my subordinates has helped me in rejuvenating myself in a new way
for my current job role. I have understood my weak areas and also the areas which I need to
work on to the earliest. Changes in this regard is essential where the leadership style need to be
more flexible and empathetic. A more positive outlook in leadership is required that will help me
in changing my behavioral outcomes to a considerable extent. Keeping all the aspects of my
previous work experience I am developing the leadership plan here that will fill the gap
mentioned above to a great extent.
Leadership plan development
To have a systematic outlook of the plan developed I have considered the Intentional Change
Theory by Richard Boyatzis. ICT is a multi-level theory which help in the prediction of
sustainable desired changes for dyads, teams, organizations, communities and countries at large

7DYNAMIC LEADERSHIP
(Nanjundeswaraswamy & Swamy, 2014). There are mainly five stages in the ICT which help in
understanding what actually leads to long lasting changes (Yahaya & Ebrahim, 2016). Change in
this regard may not be only behavior changes and may be change in habits, dreams,
competencies, perspectives or personal aspirations (Giltinane, 2013). The five major discoveries
are
1. Discovery of the ideal self and personal vision
2. Discovery of real self and its comparison to ideal self.
3. Development of a learning agenda or plan
4. Experimentation and implementation of the new behaviour, feelings, thoughts and
perceptions.
5. Getting support and relationship development.
Each aspect of the plan is elaborated below with the help of various relevant theories of
leadership and change management theories.
The ideal self and personal vision
Previously I have worked as a Production Manager and now I am thinking of my career
as a Nursing Administrator. Though both are managerial roles yet there is a lot of differences in
them as the sector considerations are strikingly varied. So, the obvious question here is why this
intentional change? What I want to be in life? Or in other words what is my ‘ideal self’? to
answer all these questions I want to mention that I really don’t have any personal figure as my
ideal one but yes, I definitely do have an ideal motto for my life ‘to serve humanity is to serve
God’. On larger part, I always wanted to be part of a community or an organization that is related
to serving humanity, and for this no other option is better than healthcare sector. So, as my ideal
future job role I have chosen the position of a Nursing Administration. This position requires a

8DYNAMIC LEADERSHIP
lot of experience and visionary and I hope in this five year I will be able to reach that position
with my hard work self-courage. I have the strong will power of achieving what I want to
achieve and will focus my learning and skill development solely for the position of a nursing
administrator. I have noticed that when the personal self is identified and change takes place
accordingly, the output of personal vision is very clear and concise.
Emotional Intelligence required for this job role is quite higher as people in this role need
to be more empathetic and should have strong cultural intelligence (Pierro et al., 2013). A strict
administrator like me need to be flexible and therefore I am currently working on my changed
leadership type from authoritative to democratic one. Laisse-faire type of leadership will not suit
here as there is need for policies and procedures to be maintained thoroughly (Saeed et al.,
2014). A mix of delegative and authoritative leadership will be best for the job role.
Real-self and comparison with ideal-self
When I compare my ideal self with my current real-self, I find a lot of differences and
gaps in between the two. I have a lot of areas to work on. The feedback received from my
subordinates clearly mention that they are not satisfied with my job role and they feel there is a
lot of communication gap that persists in between me and my team which directly or indirectly
affects the productivity of the organization. My awareness of my internal self and feedback
received from subordinates are similar to a great extent. But change is never that easy as it seems
and the process transition is full of ups and downs, pauses and halts (Dweck, 2013). Internal
behavioral changes are more difficult and complex in regard to external changes (Arnold et al.,
2015). Still, I need to be changing a part of myself and for this I am developing a personal
balance sheet of my strengths and weaknesses which will catalyze the change need.

9DYNAMIC LEADERSHIP
Table 1
Strengths Weaknesses
Higher analytical skills
Good management skills
Good adoptability skills
Strong intuition
Continuous learning habits
I am a person who supports reasoning and
logical aspects of a decision
Enthusiastic personality
Honesty and truthfulness
I prefer transparent responsibility
Strong restoration in continuous knowledge
upgradation
Strong observational power
Inclusive nature helps in both self-motivation
and motivating others
Introvert attitude
Lack of proper communication capability
Limited understanding of issue and problem
areas of subordinates
Higher power distance gap
Lack of situational adoptability
Empathetic decision-making
Lack of conflict management capabilities
Lack of prior experience
Authoritative governance style
Less flexible to change management
Development of a learning agenda
So, at this moment my personal vision is clear and a concise understanding of my
strengths and weaknesses is also provided. Now, its time to develop a plan to move towards the
targeted vision and the development of the learning plan will help in supporting the most
effective output. Development and change will be simultaneously rendered and will be coupled

10DYNAMIC LEADERSHIP
with a positive belief in my capability with improvement hope. I have also set some performance
standards for the change to be implemented in the later stages of the model.
Change model support
What I basically need for the plan is to support change leadership. In this regard, I have
considered Dr. Kotter’s 8-step change model to help me transform my leadership style and
execute relevant strategies for the same. The major steps of the change model include creation,
building, forming, enlisting, enabling, generating, sustaining and instituting (Al-Asfour & Lettau,
2014). Creation of a sense of urgency of the change need is important in leadership
transformation (Buble, Juras & Matić, 2014). As in my case, the need or the sense of urgency is
quite clear. To support transformation leadership, I need to shift from my previous style of
authoritative leadership. A guiding coalition is to be build which will help me understand the
various aspects of a democratic leadership and the traits required for the change. In this regard, a
strategic vision is to be formed which in my case is to be a good Nursing Administrator in the
next 5 years. Enlisting voluntary change is done by myself here, as there is no scope of
development of a voluntary army. This is my self-change journey and I need to be more outward
so that in future I am able to have a strong volunteer army with me to support increased team
cohesion. Enabling actions by barrier removal is one of the most crucial stage of the change
model (Saleem, 2015). In this regard, I need to change a larger part of my weaknesses to
strengths so that all kind of restrictions and limitations to change management is handled
effectively. I have understood, that in order to see long term success, I need to focus on short-
term wins. For this reason, I am moving slowly but steadily and is considering every small
success of mine as motivating factors for my ultimate long-term goal achievement. There are a
number of hurdles and difficulties but I have learnt to move on and not to stop. Acceleration in

11DYNAMIC LEADERSHIP
goal achievement is always there in my case due to my increased level of tolerance and
acceptability. I have learnt that being flexible help in manifesting the change in a more robust
manner. And therefore, is trying my level best to cope up with situations and mold myself to
various roles and responsibilities but not by compromising my own self.
Implementing and practicing the desired changes
Process of change management
Change management is a three-step process-preparing for the change, managing change
and reinforcing change (Anderson & Sun, 2017). Here my change management process is based
on changed leadership and I am mentioning the same in the flow diagram below.
Table 2
Phase 1: preparing for change
Defining of change management strategy. Here I have used the strategy of
personal development and changed leadership as the strategy for change
management.
Prepared myself for the change.
Have used Kotter’s 8-step change model in this regard.
Phase 2: Managing change
Have already developed change management plans based on the change model
and strength and weakness balance sheet development.

12DYNAMIC LEADERSHIP
Action plans are also devised and need to implement the changes.
Phase 3: Reinforcing change
Collection and analysis of previous feedback is already done and based on that
new action plans have been developed based on the gaps of leadership
ineffectiveness and lack of proper communication.
Resistance for change in my case (power authority) is also diagnosed and
Based on it I have tried to implement the corrective actions so that in future I am
able to work more efficiently. I have increased my people interaction and have
joined some community centers to support better understanding of communal
upfronts.
Power role considerations
In this regard, I would like to mention that I need to shift my legitimate power of position
or role, the power and command and control to the ‘Expert power’ as it is most effective for the
job role of a Nursing Administrator. Here power is to be valued and the person with expert
power need to be highly expertise in his field of work and followers need to have increased trust
and respect for the leaders (Clinebell et al., 2013). Hear leadership and vision work together to
achieve the ultimate success. To imbibe expert power in me for my desired future job role I need
to be more adoptable to learning and need to increase my sphere of knowledge, information and
expertise for the Nursing Administrator role.

13DYNAMIC LEADERSHIP
Motivational theories and leadership styles
In this regard, it is worth mentioning that matching career to skill, talent and personality
is very important for a sustainable and bright future career. Here Person’s theory of occupational
choice is important. And my increased emotional intelligence and visionary suggest that the job
role of a Nursing Administrator will best suit my personality and skills. Job fitness is very crucial
for a success of the job role (Platis, Reklitis & Zimeras, 2015). Other than this, the motivational
theories also play important roles in supporting best career choices. The Trait theory and the
Reinforcement theory need special mention here as they helped me in understanding the actions I
have undertaken for a particular situation as per my capabilities and to what extent I am able to
succeed in my roles and responsibilities. The Trait theory has helped me in understanding my
gaps and future change needs. The Reinforcement theory also motivated me in change needs in
my behavioral aspects and justify my present leadership position in my work fronts.
I have previously mentioned that I need to transform my authoritative leadership style to
delegative style where I need more subordinate interaction in decision making though the final
decision will remain in my hands. Increased team communication will in turn increase
justification in right decision-making (Wilson et al., 2014). To support my leadership style and
change need I have conducted the Myers- Briggs Type Indicator (MBTI) personality test to
understand the exact change requirement. A glimpse of the test results is provided in the
appendix section. The test clearly shows that I am an INFJ type personality. I am an ‘Idealist’ as
per the test outcomes which clearly shows that I am a bit reserved but have strong feeling of
what others feel. I have high moral standards and is strongly focused towards my future. It is true
that I have introverted intuition with extraverted feelings. Based on these results and change

14DYNAMIC LEADERSHIP
leadership I have now focused from self to community and national relationship in my next and
final stage of the plan.
Relationships that help in learning
Relationships include both micro and macro environment relationships. In this regard,
Hall’s Cultural Iceberg model will be appropriate to mention. It is the iceberg analogy of culture.
If culture within a society is an iceberg then there are some external aspects of it visible and
some internal aspects are invisible (Rafaeli & Pratt, 2013). The external aspects of behaviour and
some beliefs are visible and the internal aspects of some values and thought patterns are invisible
and remain hidden beneath the behavioral aspects (Mason, Griffin & Parker, 2014). In this,
regard Hall mentioned that in order to understand the internal culture it is important to be an
active part of the said culture. Entering a new culture require time to be adjusted and after
increased interaction with the people of that culture the underlying values and thought processes
can be easily understood and uncovered (Biglan & Embry, 2013). The objective of this model is
that one cannot judge a new or unknown culture based on what they see at the first time (Matos
Marques Simoes & Esposito, 2014). I also have understood that I need to increase my interaction
and communication level in order to uncover the value and belief of a particular society at large.
The way I handled my subordinates in my previous job will not be similar to this job role and for
this I need to interact with these new staffs in a more robust manner. I have understood that there
is a huge difference between the conscious and the unconscious culture which I mentioned
below.

15DYNAMIC LEADERSHIP
Table 3
Internal Versus External
Implicitly learned Explicitly learned
Unconscious Conscious
Difficult to change Easy to change
Subjective knowledge Objective knowledge
The Five Dimensions of Culture by Hofstede provide a glimpse of the national cultural
differences (Komives & Wagner, 2016). The cultural dimensions are power distance (PDI),
Individualism (IDV), Masculinity (MAS), Uncertainty Avoidance Index (UAI) and Long-Term
Orientation (LTO) (Martin, Oades & Caputi, 2014). Being authoritative, I always used my power
culture robustly, and thought that this inequality is obvious and the followers are to be held
responsible for it. But now I have understood that leaders do play equal role in endorsing
inequality and power differences. It is also quite understandable at this point that my
individualism is higher than my collectivism approach. I need to be more cohesive towards my
group and increase group interaction at large. I strongly agree that my assertiveness and
masculinity are quite high where my caring and modesty nature is not up to the mark. I need to
work on my modesty and cultural empathy so that I can be a part of the larger community in
future. In regard to uncertainties and ambiguities, I am a master of avoidance and like to remain
in my own zone of comfort. I am emotional, I am empathetic but I ma not good at expression
emotions and concerns. I believe in long term orientation but equally respect the short-term
values of respecting other traditions and fulfilment of social obligations.

16DYNAMIC LEADERSHIP
Conclusion
Thus, the plan so developed will help me in my new job role of a Nursing Administrator
in near future. I now have a clear understanding as well as a clear set of alternatives for change
management in regard to my leadership and behavioral roles. A self-refection of my leadership
journey will increase effectiveness to my current leadership for enhanced future endeavor.

17DYNAMIC LEADERSHIP
References
Al-Asfour, A., & Lettau, L. (2014). Strategies for leadership styles for multi-generational
workforce. Journal of Leadership, Accountability and Ethics, 11(2), 58.
Anderson, M. H., & Sun, P. Y. (2017). Reviewing leadership styles: Overlaps and the need for a
new ‘full‐range’theory. International Journal of Management Reviews, 19(1), 76-96.
Arnold, K. A., Connelly, C. E., Walsh, M. M., & Martin Ginis, K. A. (2015). Leadership styles,
emotion regulation, and burnout. Journal of Occupational Health Psychology, 20(4), 481.
Biglan, A., & Embry, D. D. (2013). A framework for intentional cultural change. Journal of
Contextual Behavioral Science, 2(3-4), 95-104.
Buble, M., Juras, A., & Matić, I. (2014). The relationship between managers’ leadership styles
and motivation. Management: journal of contemporary management issues, 19(1), 161-
193.
Clinebell, S., Skudiene, V., Trijonyte, R., & Reardon, J. (2013). Impact of leadership styles on
employee organizational commitment. Journal of Service Science (Online), 6(1), 139.
Dweck, C. S. (2013). Self-theories: Their role in motivation, personality, and development.
Psychology press.
Giltinane, C. L. (2013). Leadership styles and theories. Nursing Standard, 27(41).
Komives, S. R., & Wagner, W. (Eds.). (2016). Leadership for a better world: Understanding the
social change model of leadership development. John Wiley & Sons.

18DYNAMIC LEADERSHIP
Martin, L. S., Oades, L. G., & Caputi, P. (2014). A step-wise process of intentional personality
change coaching. International Coaching Psychology Review, 9(2), 181-195.
Mason, C., Griffin, M., & Parker, S. (2014). Transformational leadership development:
Connecting psychological and behavioral change. Leadership & Organization
Development Journal, 35(3), 174-194.
Matos Marques Simoes, P., & Esposito, M. (2014). Improving change management: How
communication nature influences resistance to change. Journal of Management
Development, 33(4), 324-341.
Mitchell, G. (2013). Selecting the best theory to implement planned change. Nursing
Management, 20(1).
Myersbriggs. (2019). Retrieved from
https://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/home.htm?bhcp=1
Nanjundeswaraswamy, T. S., & Swamy, D. R. (2014). Leadership styles. Advances in
management, 7(2), 57.
Pierro, A., Raven, B. H., Amato, C., & Bélanger, J. J. (2013). Bases of social power, leadership
styles, and organizational commitment. International Journal of Psychology, 48(6),
1122-1134.
Platis, C., Reklitis, P., & Zimeras, S. (2015). Relation between job satisfaction and job
performance in healthcare services. Procedia-Social and Behavioral Sciences, 175, 480-
487.

19DYNAMIC LEADERSHIP
Rafaeli, A., & Pratt, M. G. (2013). Introduction: Artifacts and organizations: More than the tip of
the cultural iceberg. In Artifacts and organizations (pp. 17-22). Psychology Press.
Saeed, T., Almas, S., Anis-ul-Haq, M., & Niazi, G. S. K. (2014). Leadership styles: relationship
with conflict management styles. International Journal of Conflict Management, 25(3),
214-225.
Saleem, H. (2015). The impact of leadership styles on job satisfaction and mediating role of
perceived organizational politics. Procedia-Social and Behavioral Sciences, 172, 563-
569.
Wilson, D. S., Hayes, S. C., Biglan, A., & Embry, D. D. (2014). Evolving the future: Toward a
science of intentional change. Behavioral and Brain Sciences, 37(4), 395-416.
Yahaya, R., & Ebrahim, F. (2016). Leadership styles and organizational commitment: literature
review. Journal of Management Development, 35(2), 190-216.

20DYNAMIC LEADERSHIP
Appendices
Test results of MBTI test is shown here.
(Myersbriggs, 2019)