Leadership Development Plan

This document presents a personal leadership development plan focusing on identifying strengths (communication, delegation) and areas for improvement (feedback acceptance, confidence). It outlines specific SMART objectives to achieve these goals within a 6-month timeframe and proposes long-term leadership aspirations for the next 5-10 years. Actionable steps are also suggested for implementing these objectives and fostering personal growth in leadership.

Running head: LEADERSHIP PRINCIPLES
Personal development plan
Name of the student
Name of the University
Author’s note

2LEADERSHIP PRINCIPLES
Leadership strengths and attributes that need further development
One of my biggest strength in leadership is communication skills. This is because I think
I am very much capable of creating a clear picture to other that what I want. Thus, for a leader it
is very important to communicate to the team about his goals and vision so that all can work
together to achieve those (Kilburg 2012). The next strength in me is I can delegate tasks
appropriately to those who are capable in doing the task. In an organization one cannot do
everything all alone and leader is not an exception thus delegating skill is also important to make
the team work and giving appropriate tasks to capable team mates can enhance productivity and
satisfaction among the employees. However, there are certain attributes in me that need further
development. The first one is accepting feedbacks (Day et al. 2014). I at times found that
negative feedbacks do stay back at my mind and interfere with my works for long. The next one
is that I should be a little more confident when I am dealing with new people become I get
stressed and nervous which my team mates can very well read on my face.
SMART Objectives
Objective 1 Objective 2
S-specific To slow down my stress level and
nervousness
Accepting negative feedbacks without
letting it interfere with the works
M-measurable Dealing more with new people When negative feedback won’t affect me
and I can easily analyze them so that it can
be eliminated
A-achievable Yes definitely it is achievable. I need to
come out of my comfort zone and put
Yes, this is also achievable because
negative feedbacks will make me a better

3LEADERSHIP PRINCIPLES
myself in situations where I can talk more
with new people.
leader if I can work on them with a
positive attitude.
R-relevant It is definitely relevant because to become
a good leader confidence is very important
skill that a person needs and if the leader is
not confident enough that the team will
also lack in effectiveness.
It is relevant because feedbacks can help
leaders to successfully play their roles and
increases their credibility.
T-time-bound 6-months 6-months
5-10years leadership goal
Goals Objectives Success criteria Actions Implementation
1. confidence I want to be
confident from
inside when
meeting new
people
eliminating
stress and
nervousness.
I will recognize
my success in
confidence
when I will be
confident
enough to
easily approach
new people
without any
stress or
nervousness.
 Confidence
will be more
if a leader can
be well aware
of their
leadership
strength.
Thus,
knowing my
strength
points is
I can practice
and apply this
when I am
dealing with new
employees or my
team members in
and outside the
organization.

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important.
 Encounter
more with
new people
2. feedback I want to accept
negative
feedbacks with
a positive
attitude so that
I can analyze it
and make a
positive change
towards it.
I will success
in this criterion
when getting
repeated
negative
feedback will
not have
negative effects
on my mental
health. I will be
positive enough
to accept and
work on it to
eliminate that
for my
betterment.
 Take more
and more
feedbacks
 Gain
knowledge by
studying
journals,
textbooks and
blogs
I can take
feedbacks from
not only my
colleagues but
also from my
friends, family
and close one.

5LEADERSHIP PRINCIPLES
References
Day, D.V., Fleenor, J.W., Atwater, L.E., Sturm, R.E. and McKee, R.A., 2014. Advances in
leader and leadership development: A review of 25years of research and theory. The Leadership
Quarterly, 25(1), pp.63-82.
Kilburg, R.R., 2012. Virtuous leaders: strategy, character and influence in the 21st
century. International Journal of Sports Science & Coaching, 7(1), pp.181-186.