Personal Leadership Development Plan

Running head: PERSONAL LEADERSHIP DEVELOPMENT PLAN 1
Personal leadership development plan
Name:
Institution:

Running head: PERSONAL LEADERSHIP DEVELOPMENT PLAN 2
Personal leadership development plan
My leadership beliefs are centered on my real life observations, practices, failures and
success. I perceive leadership as a path taken together by followers and managers to a mutual
endpoint. Active leader defines and refine their mission progressively and they interconnect with
their supporters. It is not adequate for leaders to simply decide an endpoint and the path which
the team will move; he ought to support others to follow with respect and offering education,
drill, encouragement, resources, and direction as needed. To lead the task to be productive, a
leader must develop primacies and use the skills, possessions, innovation, and drive of his
supporters (Dahlvig & Longman, 2010, p. 246).
Self-aware
Since my profession is business development and supply chain, I am a self-governing, and my
tactic to management is centred on consultation and collaboration. I involve other specialists
with chosen talents as may be needed to accomplish my commitment to my consumers. As a
leader, I am accountable for entirety under my power. I ought to reflect and chase the inputs of
users and clients and shareholders in providing resolutions. To triumph and advance my
professional, I assist followers in improving their abilities and inspire them to regulate
everything under their influence. As the spearhead, I am liable to get the group to victory with
me; their disappointments are my letdowns. In gaining knowledge, I must analyze and admit
responses and certainties, and work to retain accomplishment of the goals. When my team or
associate realize the victory, I express the gratitude to those who have backed my triumph
(Robbins, & Judge, 2011).
Batool (2013) discussing the work of Goleman (2000), leaders incorrectly assumes that the
management approach is a function of character rather than a planned selection. Instead of

Running head: PERSONAL LEADERSHIP DEVELOPMENT PLAN 3
selecting the one tactic that fits their personality, they should make inquiry which style finest
communicate the requests of a specific condition. The study has revealed that the most effective
managers have power in the following emotional proficiencies: self-regulation, awareness,
motivation, social skill and empathy (Batool, 2013). There are six fundamental styles of
management: coercive style; democratic; pacesetting; coaching; authoritative and affiliative
style. Managers fail to appreciate how deeply the organization philosophy can impact business
outcomes. In every leadership style, it originates from diverse emotional intelligence abilities,
functions finest in specific circumstances, and upsets the organization environment in various
means.
According to Northouse (2018), the path-objective model identifies four unique types of leader’s
behavior. First is supportive leadership where managers demonstrate concerns for wellbeing and
individuals requirement of juniors. Second is direct leadership where the managers offer a
precise direction for subordinate by setting standards of outputs, planning and coordinating work
exertions and asking juniors to follows the rules and regulations. Third, is the achievement-
oriented where the managers set challenging goals and emphasize excellence in output, and
demonstrating confidence that junior will realize a high level of productivity. Lastly, is
participate leadership where team leaders solicit opinion and advice from juniors and consider
this info when making choices (Naghdeali, Emamjomehzadeh, Masoudnia & Ghasemi, 2014).
The most considerable leadership style I can connect is participative leadership as the
cooperation has always been my dominant traits, which has inspired me to create much
important decision in my professional so far (Salleh, Samah & Anwar, n.d).

Running head: PERSONAL LEADERSHIP DEVELOPMENT PLAN 4
Perspective on people versus task
If one focuses exclusively on ensuring that everyone is happy, one may fail to realize what one is
set out to do. There is no necessarily trade-offs between addressing the needs of people and task.
A successful leader comprehends that the functions are realized through the exertions of the
individuals involved, and will spend time communicating both sets of requirement (Lunenburg,
2011).
Power and influence
The actual application of personal controls, including the referent and expert influence, is
centered on deference (Lunenburg, 2012). The capability to utilize this influence is also crucial
in guidance as the usage of the approaches of negotiation, persuading, teamwork, and influences
leads to more fulfilling and active results (Robbins & Judge, 2011). Illustrating on the
management models of a past scholar such as McGregor and Mintzberg, charismatic leaders
regularly depend on enticement to impact and persuade supporters (Sinclair, 2013). I will pursue
to improve my mandatory mediation and cooperation capabilities. In acknowledgment of the
management worth of personal control, I have decided to offer volunteer negotiation services in
my nation every week. It will provide services to my neighbors, community, and progress and
hone my mediation and gain robust capabilities.
My core values
According to Robbins & Judge (2011), values are beliefs that denote a person’s notions about
what is sound, right or desirable (p. 144). My main principles comprise trustworthiness,
competencies, honesty, accountability, responsibility, respect, indebtedness, encouragement,
expansive gratitude’s, and finally, community engagement and contribution (Biro, 2012).